Stupid Writers - Ojijo’s Guide to Writing Articles, Books, Reports, Plans, Profiles & Proposals

Book Title: Stupid WritersOjijo’s Guide to Writing Articles, Books, Reports, Plans, Profiles &

Proposals

FIRST EDITION, 2012ISBN: 978-9966-123-46-6

Copyright © 2012, Ojijo. All rights reserved. This work is copyrighted by the author.No parts of this publication maybe reproduced, stored in a retrieval system, or

transmitted in any form, without permission of the publisher.

allpublicspeakers.comTirupati Mazima Mall, Nsambya, Ggaba-Road, Plot 2530,

P. O. Box 34416. Kampala, Uganda. Tel: +256 41 4696004/31 2517908

Email: [email protected] Website:www.allpublicspeakers.com

(256) 0776 1000 59 * (256) 0701 1000 59 * (256) 772 864 893

… to the ones who write for a living!

Stupid Writers-Ojijo’s Guide to Writing Plans, Proposals, Profiles, Reports and Articles

Ojijo-[1]

Book Title: Stupid WritersOjijo’s Guide to Writing Articles, Books, Reports, Plans, Profiles &

Proposals

FIRST EDITION, 2012ISBN: 978-9966-123-46-6

Copyright © 2012, Ojijo. All rights reserved. This work is copyrighted by the author.No parts of this publication maybe reproduced, stored in a retrieval system, or

transmitted in any form, without permission of the publisher.

allpublicspeakers.comTirupati Mazima Mall, Nsambya, Ggaba-Road, Plot 2530,

P. O. Box 34416. Kampala, Uganda. Tel: +256 41 4696004/31 2517908

Email: [email protected] Website:www.allpublicspeakers.com

(256) 0776 1000 59 * (256) 0701 1000 59 * (256) 772 864 893

http://www.allpublicspeakers.com/

mailto:[email protected]


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OJIJO’S 49 BOOKS

FINANCIAL LITERACY BOOKS1. Sell Something-5 Steps to Entrepreneurship (Bible for Entrepreneurs,

Entrepreneurship Trainers, and Business Coaches)2. Successful Saccos - Managers' Guide to Acquire, Retain and Grow Membership,

Savings and Assets3. Making Money Together: Ojijo’s Investment Club Manual4. Making My Child Financially Intelligent: Money Lessons by Age Group (from 3-

13yrs)5. Invest: Ojijo’s Guide to Financial Instruments & Alternative Investment Products6. Retire Happy: 21 Questions to Plan My Retirement7. 69 Ways to Make Extra Money While Keeping My Day Job8. What Can I Sell? 101 Business Ideas for Youth in Africa 9. Double Your Money- From 100 shillings to 100 million in 100 days

PERSONAL BRANDING BOOKS10. Stupid Writers: Ojijo’s Guide to Writing Articles, Reports, Plans,

Profiles & Proposals11. Talanta: Ojijo’s Guide to Identifying, Developing & Selling My Talent 12. This Is How To Treat A Man (Fathers, Husbands, Lovers, Sons, Brothers)13. Soft Sweet Words: Romantic Whispers to My Woman14. Cause Action: Ojijo’s Public Speaking Handbook15. The Gift of E11even Moves to Make Me Wealthy16. Seventy-7 Moves of a Sexy Woman17. Self Discipline - What, Why & How18. 99 Ways to Make People Laugh

LAW BOOKS19. Business Transactions & Contracts Law Handbook20. Family Law Handbook21. Intellectual Property Law Handbook22. Alternative Dispute Resolution Law Handbook23. Real Estate Law Handbook24. Civil Litigation Law Handbook25. Energy Law Handbook26. Labour Relations Law Handbook27. Administrative Law Handbook28. Environmental Law Handbook29. Criminal Litigation Law Handbook30. Ojijo’s Financial Services Law31. Rich Lawyers, Poor Lawyers : Law Firm Management Handbook32. Luo Jurisprudence: Theories, Institutions and Procedures of Law and Justice

(Introduction to Law)33. Legal Rhetoric: Ojijo’s Guide to Legal Writing, Legal Arguments & Legal

Interpretation34. Policy & Legal Issues in E-Commerce & E-Governance (ICT Law)

POLITICS AND RELIGION35. Why Did Hitler Kill The Jews?36. Politics of Poverty: The Odinga Curse to the Luos37. Open Religion: My Religion is the Best Religion38. Garveyism: The Philosophy of Marcus Garvey39. 100 Upright Men: World’s Greatest Revolutionary Politicians


Table of ContentsWhy Writing Skills?..............................................6PLANS............................................................7Monitoring & Evaluation Plan..................................7

¥ What Is A Monitoring & Evaluation Plan................................................................................7¥ Contents Of A Monitoring And Evaluation Plan.....................................................................7¥ Important Considerations For A Monitoring And Evaluation Plan......................................9¥ Monitoring vis-à-vis Evaluation...............................................................................................9¥ Sample M& E Plan...................................................................................................................11

Baseline/Endline Study Plan..................................17¥ What Is A Baseline Study?......................................................................................................17¥ Rationale For Baseline Studies..............................................................................................17¥ Designing the baseline study.................................................................................................17¥ Implementation Of The Baseline Study In The Field...........................................................29

Business Plan................................................31¥ What Is A Business Plan.........................................................................................................31¥ 4 Components Of A Business Plan........................................................................................31¥ Part 1: Company Profile.........................................................................................................32¥ Part 2: Feasibility Study Report..............................................................................................32¥ Part 3: Operational Plan (How We Will Do It)......................................................................34

Growth & Investment Plan.....................................65¥ Three Types of Growth............................................................................................................65¥ Growth Plan.............................................................................................................................66¥ Sample Investment Plan.........................................................................................................67¥ Exit Plan....................................................................................................................................69

Strategic Plan...............................................70¥ What is a Strategic Plan.........................................................................................................70¥ Contents of A Strategic Plan..................................................................................................71¥ Sample Strategic Plan.............................................................................................................72

PROFILES........................................................76Personal Profile.............................................76

¥ What Is a Personal Profile......................................................................................................76¥ Contents of a Personal Profile...............................................................................................76¥ Sample a Personal Profile......................................................................................................77

Curriculum Vitae (CVs).......................................78¥ What Is A Curriculum Vitae....................................................................................................78¥ Contents Of A Curriculum Vitae.............................................................................................78¥ Sample Curriculum Vitae.......................................................................................................79

Organizational Profile (For Potential Investors And Potential Customers)...................................................84

¥ What is a Business Profile?.....................................................................................................84¥ Contents of A Business Profile (7Ps).....................................................................................84¥ Two Types of Business Profiles..............................................................................................86

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¥ Sample Investor Business Profile..........................................................................................88¥ Sample Marketing Business Profile....................................................................................105

PROPOSALS......................................................113Application Letter..........................................113

¥ What Is A Cover Letter?........................................................................................................113¥ Contents Of An Application Letter.......................................................................................113¥ Sample Application Letter....................................................................................................114

Cover Letter/Introduction Letter............................115¥ What Is A Cover Letter?........................................................................................................115¥ Contents Of A Cover Letter...................................................................................................115¥ Sample Cover Letter..............................................................................................................116

Executive Summary/Investor Pitch............................118¥ What Is An Executive Summary/Investor Pitch..................................................................118¥ Contents Of An Executive Summary/Investor Pitch...........................................................118¥ Sample Executive Summary/Investor Pitch........................................................................118

Business Proposal...........................................121¥ What is a Business Proposal?..............................................................................................121¥ Contents of a Business Proposal.........................................................................................121¥ Sample Business Proposal...................................................................................................123

Concept Note (Projects).....................................135¥ What is a Concept Note........................................................................................................135¥ Contents of Concept Note....................................................................................................135¥ Sample Concept Note...........................................................................................................136

Conference Concept Note.....................................138¥ What is a Conference Concept Note?..................................................................................138¥ Contents of Conference Concept Note................................................................................138¥ Sample Conference Concept Note.......................................................................................138

Project Proposal............................................145¥ What is a Project Proposal...................................................................................................145¥ Contents of Project Proposal...............................................................................................145¥ Sample Project Proposal......................................................................................................146

ARTICLES.......................................................150Basics of Grammar and Punctuation in Articles...............150

¥ 21 Common Grammar Mistakes.........................................................................................150¥ 14 Punctuation Marks..........................................................................................................162

Books.......................................................170¥ Why Write a Book?................................................................................................................170¥ 16-Steps to Writing a Book..................................................................................................170

Academic Essays.............................................174¥ What is Academic Essay?......................................................................................................174¥ Contents of Academic Essay?...............................................................................................174¥ Tips for Essay.........................................................................................................................174

Synopsis/ Academic Concept Note.............................186

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¥ What Is A Synopsis................................................................................................................186¥ Content Of A Synopsis..........................................................................................................186¥ Sample Synopsis....................................................................................................................188

Review Papers...............................................191¥ Definition Of A Review Paper...............................................................................................191¥ Content & Layout Of A Review Paper..................................................................................191¥ Sample Review Paper...........................................................................................................192

Academic Proposal...........................................213¥ What Is Academic Proposal.................................................................................................213¥ Content Of Academic Proposal............................................................................................213¥ Sample Academic Proposal (Chapters 1-3)........................................................................215¥ List of References..................................................................................................................236¥ Appendices.............................................................................................................................239

Research Report.............................................245¥ What Is A Research Report?.................................................................................................245¥ Content of Research Report.................................................................................................245¥ Abstract..................................................................................................................................248¥ Declaration............................................................................................................................250¥ Supervisor’s Approval...........................................................................................................251¥ Dedication..............................................................................................................................252¥ Acknowledgement.................................................................................................................253¥ Chapter Four: Presentation, Analysis And Discussion Of Findings..................................255¥ Chapter Five: Summary Of Findings, Recommendations And Conclusions...................256

Opinion Articles (Op-Ed)....................................258¥ What is Opinion Articles.......................................................................................................258¥ Contents of Opinion Articles................................................................................................258¥ Sample Opinion Article.........................................................................................................258

REPORTS........................................................268Annual Report (Format)......................................268

¥ What is an Annual Report....................................................................................................268¥ Contents of Annual Report...................................................................................................268¥ Sample Annual Report..........................................................................................................268

Feasibility Study Report....................................271¥ What is a Feasibility Study...................................................................................................271¥ Contents of Feasibility Study................................................................................................272¥ Sample Feasibility Study.......................................................................................................273

Conference Report/Workshop Report/Seminar Report............281¥ What Is Conference Report?................................................................................................281¥ Contents Of A Conference Report........................................................................................281¥ Sample Conference Report..................................................................................................282

Evaluation Report/Mid Term Review Report/End Term Review Report............................................................291

¥ What Is Evaluation Report?..................................................................................................291¥ Contents of an Evaluation Report.......................................................................................291

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¥ Sample Evaluation Report....................................................................................................291Inception Report............................................340

¥ What Is An Inception Report?..............................................................................................340¥ Contents Of An Inception Report.........................................................................................340¥ Sample Inception Report......................................................................................................341

Baseline/Endline Survey Study Report........................349¥ What Is A Baseline /Endline Study?.....................................................................................349¥ Baseline/Endline Study Vis-A-Vis Pilot Study......................................................................349¥ Importance Of Baseline/Endline Studies............................................................................349¥ When Should Baseline/Endline Surveys Be Carried Out?.................................................350¥ Alternatives For Baseline/Endline Studies..........................................................................350¥ Things To Consider When Conducting Baseline/Endline Studies....................................351¥ Sample Baseline/Endline Study Report..............................................................................353

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Why Writing Skills?As the world becomes increasingly digital; writing becomesmore important. My ability to exchange ideas, collaboratewith others, and ultimately succeed, hinges on the ability towrite effectively. Employers assume that applicants who arecareless with written documents unlikely to be careful withimportant corporate documents. Clients also assume thatunintelligible consultants, who cannot write well, will notdeliver well. I have little option but to improve my writing.Whether I work from home or in an office, for the governmentor private sector, and for myself or for an employer, themajority of my communications are made with written text.Writing ability could be my ticket in...and it could be myticket out. Stupid Writers is a book to ensure my writing ispersuasive, logical, and orderly. Good writing is a sign of good thinking. Writing that is notcareful is a signal of unclear thinking. Who wants to employ anunclear thinker? Not me! The good news is that writing, like everyother thing in life, is subject to the laws of life; themathematical laws of cause and effect. I can cause the effectof a powerful document, by following basic rules-basicskills-footsteps of the masters. Stupid Writers will help mebecome a better writer.

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PLANSMONITORING & EVALUATION PLAN

ق� WHAT IS A MONITORING & EVALUATION PLAN

Monitoring and evaluation plan is a document that shows howthe success of the program or project will be analysed, andreported.Every project is run to achieve certain present results,goals, and objectives. However, in the course of programimplementation, resources may be constrained, the targetgroup might shift, or the implementing team might meet otherchallenges, leading to non achievement of the set goals andobjectives.It is the monitoring and evaluation plan that will help guidethe team and stakeholders, to know what is working, whatneeds adjustment, and what needs to be discarded altogether.Monitoring and evaluation plans should be created after theplanning phase and before the design phase of a program orintervention. The plan should include information on how theprogram or intervention will be examined and assessed.

ق� CONTENTS OF A MONITORING AND EVALUATION PLAN

Organizational Profile¯ philosophy¯ people¯ partners¯ programs/services/products¯ processes/policies¯ profitability/ achievements/successes¯ plan/future

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Program Description ¯ Program Goals and Objectives¯ Conceptual Framework¯ Critical Assumptions¯ Program Strategies and Activities (including Geographic Scope and TargetPopulation)¯ Logic Model (or Logical Framework)¯ Results Framework (if applicable)¯ The theory of change (how activities will cause results)¯ Program implementation team¯ Program monitoring and evaluation framework¯ Risks and risk management plan

Evaluation Methodology¯ Indicators and Information Sources¯ Indicator Table/Matrix¯ Indicator Reference/Information Sheets¯ Evaluation Plan¯ Study design¯ Sampling¯ Ethical Issues¯ Data Quality Plan¯ Evaluation team & Responsibilities¯ Evaluation Timeline ¯ evaluation budget

Information Dissemination and Utilization¯ Validation

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¯ Reporting Requirements¯ Stakeholder Matrix¯ Communication Strategies¯ Dissemination and Utilization of Results

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ق� IMPORTANT CONSIDERATIONS FOR A MONITORING AND EVALUATION PLAN

Resources: how much money and time will be needed to conductthe activities?Capacity: Does the programme/project have internal capacityto carry out the proposed monitoring and evaluationactivities, including analysis of data collected, or willoutside expertise be needed?Feasibility: Are the proposed activities realistic? Can theybe implemented?Timeline: Is the proposed timeline realistic for conductingthe proposed activities?Ethics: What are the ethical considerations and challengesinvolved with implementing the proposed activities, and isthere a plan in place for addressing those considerations?Has a protocol been submitted for review by a research ethicscommittee?

ق� MONITORING VIS-À-VIS EVALUATION

ق� When should monitoring and evaluation be undertaken?

Monitoring and evaluation is an integral part of programmaticand strategic planning.It should be incorporated into all aspects of planning fromthe project’s inception.

ق� When should monitoring activities be carried out?

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Monitoring activities should be conducted at key momentsduring the intervention that will facilitate an assessment ofprogress towards the objectives and goal.Programmes ideally involve continuous monitoring – or routinecollection of data and information that will allow them togauge if activities are being implemented according toexpectations, and if barriers or challenges need to beaddressed.With a series of trainings for example, key monitoringmoments should be set after a certain number of trainings.With an awareness-raising campaign, key monitoring momentsshould be set after each aspect of planning and implementingthe campaign (e.g. determining exposure to informationdisseminated through the media after key periods).

ق� When should evaluations be conducted?

Evaluations should be conducted at the beginning and end ofan intervention process. They should include collection ofbaseline data for comparison purposes.Evaluations are usually conducted to answer key questions onthe programme’s performance and carried out when the staff orthe donor wants to make key decisions around the programme –such as how to improve the programme, which activities tocontinue or discontinue and whether or not to scale up theprogramme.

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ق� SAMPLE M& E PLAN

ق� Organizational Profile

PhilosophyAbout Us: Our name, legal entity, year of formation, and address. Vision & Mission: The final place we want to take members; and the mainaction to reach us there. Goals: Our targets in respect to membership numbers, investment amounts,and other activities. Company Competitive Advantage: Any special feature that gives uspotential to achieve our goals faster. Corporate Social Responsibility (CSR): Our free services tocommunity, e.g. visiting children homes, etc. Partners (Suppliers)Product Suppliers: name, address and contact persons ofsuppliers of goods and services.Utility Service Providers: name, contact persons and addresses ofrental, water, electricity, and garbage collection suppliers.Professional Service Providers & Advisors: name, contact persons,and addresses of lawyers, bankers, insurance agents, brokerage companies,training consultants, wealth advisors, etc. People (Staff)Company Ownership Structure: Members names, ownership percentages,and other interests. Board of Directors: names, profiles, and position of board members. Management: names, profiles, and positions of senior managers.Staff: names, profiles, and positions of staff. ProductProduct Description: list of products, investments, savings, loans, etc. Product Benefits: list of benefits of every product, the unique sellingproposition.

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Profitability (3cs)Clients/Customers: Our members, clients, or customers list, with contactdetails, etc.Cashflow: current status of income and expenditure report, or cashflowsummary.Capital: current balance sheet, listing all assets and liabilities. Process (Company Operational Strategy)Entry Strategy: how do we intend to start operations, a step by step plan,implementation matrix. HR Strategy: how do we intend to get the best talent to manage, and work forour organisation?Marketing Strategy: how do we intend to promote, price, and distribute ourproducts. Selling Strategy: how do we intend to sell? strategy of pricing, sales tools,etc.Customer Retention Strategy: how we intend to retain our currentcustomers, i.e., database, contacts, discounts, etc.Financial Strategy (Sources & Uses of Funds): our plannedsources, and uses of funds. Risks & Risk Reduction Strategies: list of risks that we are likely toface, the strategies to address them.PlanGrowth Plan: How we intend to increase sales, profits, and investments.includes sales projections, profitability projections, and cashflow projections. Harvest & Exit Strategies: what do we do when we are big enough? willwe become a bank, or investment company? acquire other companies? move tonew geographical regions? create new products? or close shop?

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ق� Program Description

Program Goals And Objectives

The goal is the final result sought by the program, and toachieve it, there are specific objectives, which are thesector specific, or sectoral goals that lead to achievementof overall goal. Conceptual Framework

The conceptual framework is the definition of terms, as usedin the program.Contextual FrameworkContextual framework is the analysis of the area of carryingout of the program, and how the issues being analysed applyto these area.Critical AssumptionsEvery program is based on certain assumptions, that is,presuppositions as to the running of the program, including,but not limited to, availability of finances, safety andsecurity of project team, etc.Program Strategies And Activities (Including Geographic ScopeAnd Target Population)This lists the operational steps that will be taken toimplement the program, and involve, amongst others, strategicnetworks, partnerships, funding, training, advocacy,community based development, etc.Logic Model (Or Logical Framework)This is the explanation of how the activities will beimplemented, from the beginning, to end.The Theory Of Change (How Activities Will Cause Results)This is an explanation of how the activities will lead tocausing the ultimate results, and hence, change.

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Program Implementation TeamThis part lists the names, expertise, and responsibilities ofthe project team.Program Monitoring And Evaluation FrameworkThis section lists the outputs and outcomes expected, and theprocess of identifying the same, indicating the indicators,measurements, responsible persons, and timelines.Implementation PlanThis section lists the timeline of the program, withactivities, responsible team members, and the dates, orduration.Risks and Risk Management Plan This lists the various risks expected to affect the project,and the plans put in place to respond to such risks, so asnot to interrupt the program process.

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ق� Evaluation Methodology

Study DesignThis lists the process of conducting the study, as bothqualitative and quantitative, as well as explanatory anddescpriptive. SamplingThis outlines the population size, the sample size, as wellas the method of sampling.Ethical IssuesThis addresses issues to do with data integrity, and processand relationship with the respondents. Data Quality PlanThis outlines the measures that will be taken to ensure thatthe data is valid, and reliable.Evaluation Team & ResponsibilitiesThis section will outline the team members, their profiles,experience, and responsibilities. Evaluation Budget This part will list the costs of conducting the evaluation,including both professional, as well as travel,accommodation, and related expenses.Evaluation Timeline This lists the process of evaluation, from the preparation ofevaluation plan, to the production of report anddissemination of findings. Indicators and Information SourcesThe monitoring and evaluation plan addresses the areas ofrelevance, efficiency, efficacy, sustainability, and reach ofthe program. These data sources must be outlined, asincluding, but not limited to primary data, observation ofprojects, organizational reports, etc.

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ق� Information Dissemination and Utilization

ValidationThis is the process of presenting the findings to theorganisation, and other stakeholders, to confirm thereliability, validity, and authenticity of the findings. Stakeholder MatrixThis is an indication of the various stakeholders who will beinterested, and involved, in sharing of the report.Communication and Advocacy StrategiesThis lists the activities that will be utilised in thedissemination of the report.

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BASELINE/ENDLINE STUDY PLAN

ق� WHAT IS A BASELINE STUDY?

A baseline study is a descriptive cross-sectional survey thatmostly provides quantitative information on the currentstatus of a particular situation - on whatever study topic -in a given population. It aims at quantifying thedistribution of certain variables in a study population atone point in time. It involves the systematic collection andpresentation of data to give a clear picture of a particularsituation as it relates the following: What? Who? Where?When? Why? How? A baseline normally covers only a sample ofthe population. If a baseline study covers the entirepopulation it is called a census.

ق� RATIONALE FOR BASELINE STUDIES

There are many good reasons to conduct a baseline study. Thebaseline expresses its findings in a quantitative manner.Below are some of the reasons for conducting baselinestudies: Baseline studies quantify the results and serve as meansof triangulating or verifying the appraisal results in astatistical manner. Results of baseline studies, because of theirstatistical nature, can often convince and providejustification to policy-makers for the necessity of mountinga communication programme for a specific problem or project. Results of a baseline study, if shared with thecommunity, might galvanise the people to action. If thefindings are positive, the community can be shown that theyare already doing a good job and should keep it up. When theresults are negative, this could also serve as a catalyst fordiscussions with the community on the most appropriate meansof action. Baseline studies are used to shape the communicationstrategy by assisting to further segment the priority

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interaction groups, sharpening communication objectives, andfocussing content of media materials. Baseline study results show the spread and use ofvarious media in the community. They also provide informationon the media preferences of the different groups in thecommunity, and hence guide the selection of most appropriatetraditional and modern media to be used in a communicationprogramme. Baseline studies serve as a reference point or benchmarkfor later comparison or impact studies to assess how well theoriginal communication objectives have been achieved. If conducted properly, results of baseline surveys canbe generalised and used for communities with similarcharacteristics.

ق� DESIGNING THE BASELINE STUDY

A preliminary baseline proposal and questionnaire should beprepared with the secondary data available. These will befocused and refined with the findings before they are pre-tested and administered.

ق� Formulating the study purpose

Formulate a preliminary baseline study purpose. In general,the purpose of most baseline studies is to determine in aquantitative manner the current situation in the communityand assess the people's perceptions, levels of awareness,knowledge, attitudes and practices (AKAP) related to thedevelopment issues under qualitative investigation. Thepurpose of the study assists in the formulation of the studytopic or title.

ق� Formulating the problem statement

A clear problem statement helps in the further development ofthe research proposal and the selection of objectives and themethodology for the study. It makes it easier to identify

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secondary information and reports from which the study underpreparation can benefit.

ق� Research justification/rationale

It is important to clearly state why the proposed researchshould be undertaken. It is often very essential to show theuniqueness of the new study. To achieve this, ensure that theproposed study is not a duplication of other research studiesalready carried out on the issue and point out the innovativeuses of the anticipated results. A good problem statementshould assist in the formulation of a convincingjustification for a baseline study.

ق� Literature review

Careful literature review reduces the chances of the proposedstudy duplicating work that has already been done on theissue under investigation. It helps to discover what othershave learned and reported about the issues that the new studyproposes to investigate. It familiarises the researchers withother types of methodologies that have been used to study theissues and may provide convincing justification for why theproposed study is needed.

ق� Setting study objectives

Properly formulated study objectives help to focus thebaseline study and reduce the chances of collectinginformation that is not strictly necessary for understandingand solving the problem under investigation. Objectives alsohelp in the organisation of the study in clearly definedparts or phases. Specific objectives facilitate thedevelopment of the research methodology and give a frameworkfor the collection, analysis, interpretation and utilisationof study results.There are normally two sets of objectives for the baselinestudy: one set specifies what the study will focus on in

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terms of the subject-matter under investigation, while theother set deals with communication elements to be measured.In formulating the study objectives, bear the following inmind:- Objectives must cover the different aspects of the problemand its contributing factors in a coherent and logicalsequence.- The objectives must be clearly phrased in operationalterms, specifying exactly what needs to be done, where andfor what purpose.- Objectives must be realistic considering local conditions.- Action verbs that are specific and measurable must be usedin formulating the objectives. Examples of action verbsinclude: to determine, to compare, to verify, to calculate,to describe and to establish. Avoid such verbs as toappreciate, to understand or to study.Set study objectives using the SMART principleSpecificMeasurableAchievableRealisticTime-framed

ق� Methodology

SamplingSampling is essential because populations tend to be largeand resources and time available limited with the result thatit is usually not possible to study each person. For thisreason there is little choice but to select a sample from thepopulation and from it make projections or generalisationsregarding the entire population.Sample = a selected subset of a population.Choose the geographic areas and population from which peoplewho will respond to the questionnaire will be selected. It

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would be ideal to interview everybody in the chosengeographic areas but this is often too costly and timeconsuming. This is why it is important to select samples fromthe communities in the affected areas for the baseline study.RepresentativenessTo draw conclusions that are valid for the whole population,care must be taken to draw a representative sample from thepopulation. Such a sample must contain all the importantcharacteristics of the population from which it is drawn.Sampling methodsSimple random sampling: in simple random sampling the firststep is to draw up a list of all the units that is, samplingframe. Each unit has an equal chance of being selected out ofthe entire population.One way of obtaining sampling frames is to use the social mapdrawn by the villagers themselves that shows individualdwellings.When the sampling frame is ready, select the respondents atrandom. Random selection means that the team has nodiscretion or choice about which units (areas, groups,homesteads or individuals) actually go into the sample. Inrandom selection each unit has an equal chance of selectionthat is independent of any other event in the selectionprocess. In other words, this procedure serves as a check onconscious or unconscious biases on the part of theresearcher. It prevents the researcher from selecting casesthat would support findings or assertions about the issueunder study. It is like a lottery. For instance, theresearcher can write the names of the people in a communityon small pieces of paper, put all the pieces of paper in ahat or box and draw the required number of names from thecontainer.Systematic random sampling: This is another method ofselecting a sample from the population through the use of asampling interval. It means that all the units are numberedand only units that occur after a certain interval is

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included in the study. For instance, every fifth hut in thevillage is selected as a unit to be interviewed.With simple random sampling and systematic random sampling,it can be assumed that if the people whose names are pickedup are interviewed, the study will get a fair representationof the opinion of the people on the whole list. However, thisis only possible when all the people in a community arehomogeneous: of the same age, gender and so on. To ensurethat such differences are taken into account when sampling,other processes must be used.Stratified random sampling: This involves dividing thepopulation into distinct subgroups according to someimportant characteristics, e.g. age, gender, race, socio-economic status, geographical distribution, etc. and thenselecting a random sample out of each subgroup or strata.If the proportion of the sample drawn from each strata is thesame as the proportion of that strata in the total populationthen the strata will be fairly represented. For example, ifin total population 55 per cent of the households are male-headed and 45 per cent are female-headed. Sample ofhouseholds stratified according to head of household shouldhave 55 per cent male-headed households and 45 per centfemale-headed households.Cluster sampling: This involves the use of sampling framesthat identify groups or clusters of enumeration units. Acluster is a sampling unit with a number of enumerationunits. Typically the population is divided into mutuallyexclusive and exhaustive clusters based on geographical,administrative or political criteria.Cluster sampling can be performed by following these steps:Step1.

List the clusters

Step2.

Select the clusters

Step List enumeration units in the

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3. selected clustersStep4.

Select a sample of theenumeration units

For example:Step1.

List villages

Step2.

Select villages

Step3.

List mothers of children between 12-59months age group

Step4.

Select sample out of the mothers.

These steps are called stages in sampling terminology andsampling plans are often categorised in terms of the numberof stages involved. For example, in a single stage clustersampling only one stage is involved and in a multi-stagecluster sampling, two or more stages are usually analysed.Sample sizeAn essential part of planning any investigation is to decidehow many people need to be studied in order to acheive thestudy objectives. It is a strong belief among researchersthat the bigger the sample the more representative and hencethe more accurate the results. Too often the number isdecided purely on logistic grounds determined by theresources available for the study such as time, manpower,funds, transportation. On the other hand interviewing morepersons than is strictly necessary is a waste of time, moneyand other (usually limited) resources. In general, the tablebelow is a guide on how big a sample to take in relation tototal number of people in a population.Table 5: How big a sample should be adequate?

Total number ofgroup

Suggested number ofsample

Percentage

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100 15 15

200 20 10

500 50 10

1000 50 5

Data collection tools and proceduresData collection tools and procedures allow for the systematiccollection of information pertaining to the baseline studyobjective. They include observation and questionnairesadministered through face-to-face interviews.For baseline studies, the administered questionnaire andobservation are the recommended tools and techniques.Observation involves the collection of information related tothe issues under investigation by watching, listening,inspecting and recording of information or activitiesnoticed. An initial guideline on what to observe helps tomake this activity systematic.Use structured or close-ended interview questions and semi-structured or open-ended interview questions for thequestionnaire. While structured questions are rigidly phrasedwith pre-determined answer categories, the semi-structuredquestions leave room for probing.Pre-code the questionnaire for easy data collation andanalysis.Table 6: Example of a pre-coded questionnaire.

1. Sex 1. Female

2. Male

2. Age group 1. 15 - 20 years

2. 21 - 30 years

3. 31 - 40 years

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4. 41 and above

3. Place of delivery 1. Home

2. General hospital

3. Private hospital

Questionnaire designQuestionnaires help to obtain accurate information relevantto the purpose of the study. In designing the questionnairebear the following in mind: Use simple and direct words that are familiar to allrespondents. Avoid technical jargons, slang or concepts familiar onlyto those with specialised training. Ensure the questions are clear and not too general,complex or ambiguous. Avoid double-barreled questions. It is often tempting tosave time and space with questions covering two or moreissues at the same time. Do not use leading or loaded questions. A leadingquestion pushes the respondent in the direction of a certainanswer. Ensure that the questions are applicable to allrespondents. For example when a question such as "How manychildren do you have" is asked, the question assumes that therespondents have children. Inapplicable questions are notonly irritating and confusing but potentially misleading. Therespondent with no children may give a figure just to savehimself from embarrassment or simply to oblige theinterviewer: He wants me to give an answer, so why not. Toavoid the above, use contingency questions or skipinstructions to weed out respondents who do not fit thespecific category. See examples below:Table 7: Contingency question format.

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Have you ever fed Soya beans to your family?

Yes No

If yes: When was the last time you fed soya beans toyour family

Lastnight

Lastweek

Lastmonth

Lastyear

cannotremember

Table7a: A typical Skip Instruction Format

12. Have you ever grown soya beans before?

Yes (Please answer questions 13-20)

No (Skip questions 13-20 and go to question 21).

Constructing the instrumentThe most important things to bear in mind when constructingquestionnaire instruments are that the questions posed tocollect information should not provide answers to therespondent. The instrument must be translated into the locallanguage to ensure that people who administer thequestionnaire do not invent their own translations andthereby give their own interpretations to the questions.Start the questionnaires with less sensitive questions aboutthe respondent's background. This helps to get the respondentrelaxed and build rapport. Introduce each section of thequestionnaire in such a way that it is clear and coherent tothe respondent.Baseline questionnaires, especially, in on-going projects,contain the following categories of information to becollected from the community. The list below can also beadapted for a project under formulation. In general, thisinformation should come out of the result analysis. Thecategories listed below provide the basic topics and concepts

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to be included in a questionnaire. They cover both thesubject matter and issues related to communication.Demographic information sex; age; occupation; status in the household; status in the community; educational level.Perception, awareness and knowledge of subject-matter peoples' perceptions of issues, problems and solutionsand opportunities; levels of awareness of issues, problems and solutionsand opportunities; levels of knowledge and comprehension of issues,problems, solutions and opportunities; information needs on issues, problems and solutions andopportunities;Attitude field peoples' feelings, opinions, beliefs or attitudestowards issues related to the subject matter: needs,problems, solutions and opportunities; levels of approval of the issues;Practice field people's current practices; peoples' willingness to try the new idea; people's readiness to adapt or adopt the new ideas; perceived obstacles to the trial, adaptation or adoptionof the new ideas; drop out rate of people who initially adopted the newidea;

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why people stopped using the new ideas.Communication and information resources and systems communication and information resources and systems; common sources of information in the community; preferred sources; traditional sources; modern sources; frequency of use of source; languages; sound, music tune associated with the issue; visual image-symbols-colour associated with the issue; animals, insects, reptiles any creatures associated withthe issue; events, history related to the issue; smell, touch, taste associated with the issue; positive and negative appeals relevant to the topic; people's role models and opinion leaders on the issuesunder investigation; people's perception of extensionists' level ofperformance; what people think of the extensionists; committees and organisation in community.Level of people participation ability to make decisions concerning development issues; sense of ownership of project; level of people's involvement in needs assessment; level of people's involvement in solutionidentification; people's involvement in the design and pretesting ofcommunication materials;

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people's involvement in committees and associations inthe community.Data analysisBaseline data analysis can be done manually because thesamples are often small 100-150 respondents. However, withbigger samples the use of such computer statistical softwareas. Epi - info and SPSS is recommended. The popular simpledata analysis processes are described below.Data cleaning and recording On a daily basis, hold debriefing meetings withinterviewers, check if all questions were answered and if allresponses were correctly recorded. Remember the questionnaire is pre-coded. Collected datacan, therefore be recorded or transferred directly from thequestionnaires to data sheets, or into a computer. A datasheet for recording the age distribution of seven respondentsby gender is shown below. Data on other variables such aslevel of awareness etc should be recorded on the sheet also. List each variable on the sheet in the same order as itappears on the questionnaire. For a small study all the codescan be entered into a single large sheet and used for dataanalysis.Data SheetThe figures 1 to 7 at the head of the columns represent eachrespondent while value 1 depicts a respondent in theindicated age group and 0 indicates that there is norespondent in the age group.RespondentsTable 8: Example of a data sheet.

Variable 1 2 3 4 5 6 7 Total

Age

Less than 20 1 0 0 0 0 0 0 1

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21-25 0 1 0 0 0 0 0 1

26-30 0 0 1 0 0 0 0 1

31-35 0 0 0 0 0 0 0 0

36-40 0 0 0 0 0 0 0 0

41-45 0 0 0 0 1 1 0 2

46-50 0 0 0 0 0 0 0 0

51-55 0 0 0 0 0 0 1 1

56-60 0 0 0 1 0 0 0 1

Sex

Male 1 0 1 0 1 0 1 4

Female 0 1 0 1 0 1 0 3

From the sheet above it can easily be seen that there arefour men and three women in the sample. In the same vein thenumber of men or women in each age group can be identified.For instance there is only one respondent in the less than 20age group and he is male.Univariate analysisThis is the examination of only one variable at a time forpurposes of description and establishing distribution. Themost basic format for doing this is to relate all individualrespondents under study in terms of the variable in question.For instance, in a study to find out the views of villagerson borehole water, all the respondents' ages (individualcases) can be listed for example, 10, 20, 45, 62, 33, 15, 28.Although this listing will provide the fullest detail of theages of all the respondents, it is cumbersome. Thealternative is to use percentages in expressing this finding.For example, it can be reported that x percent of the

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respondents were between 10 and 15, y percent were between 16and 20 and so on.Table 9: Age of baseline study respondents (hypothetical).

Under 35 9%

36 - 45 21%

46 - 55 45%

56 - 65 19%

66 and older 6%

From the above table you can easily see that the largest agegroup who participated in the study is actually 46 to 55.Bivariate analysis Use a two-way-table or cross-tabulation to analyse twovariables for purposes of describing and explaining theirrelationship to each other. For example, assume that thestudy in Table 9 above is on respondents' views on boreholewater. Assume also that men and women were interviewed.Notice that the table below could be regarded as an instanceof subgroup comparison. While it describes each groupindependently, it also shows comparatively and descriptivelythat the women under description view borehole water as saferthan the men do. Do you agree that borehole water as saferthan the men do.Table 10: Bivariate relationship between gender and water safety.

Men Women

Agree 63% 75%

Disagree 37% 25%

100% 100%

Total number of responses 200 200

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Number who failed to respond 12 5

The same table, seen as an explanatory bivariate analysistells a somewhat different story. It suggests that thevariable gender has an effect on the variable water safety.In this instance we are no longer talking about men and womenbut about the independent variable gender as an influence onthe samples' and the populations' perception of water safety.Multivariate analysis Use this process to analyse more than two variables at atime to find out the relationships among them. For instance,when there is a need to examine simultaneously the effects ofgender, age and social class on water safety, MultivariateAnalysis can be used.Let us return to the example of attitude towards water safetydescribed above. Suppose that it is suspected that age hassomething to do with the answers: that younger people will bemore ready to agree that bore hole water is safer than waterfrom other sources than older people. The first step will beto divide the total sample into several subgroups based onthe attributes of gender and age, that is, men and women andyoung men and young women. Then these subgroups will bedescribed in terms of the dependent variable and then acomparison will be made.Do you agree that borehole water is safer than water fromother sources?Table 11: A multivariate relationship of gender, age and water safety.

Under30

30 and above

Women Men Women Men

Agree 90% 78% 60% 48%

Disagree 10% 22% 40% 52%

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Total 100% 100% 100% 100%

Total number of responses 100 100 100 100

Number who failed torespond

2 10 3 2

The table above is inefficient but correct. However, tosimplify the results, they can be presented as in the tablebelow. Notice that the disagree section has been taken away.Do you agree that borehole water is safer than water fromother sources?Table 11a: The multivariate relationship expressed in percentages.

Men WomenUnder 30 78% 90%Respondents 100 10030 and over 48% 60%Respondents 100 100

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ق� IMPLEMENTATION OF THE BASELINE STUDY IN THE FIELD

ق� Revision of questionnaire based on results

Use the findings to sharpen the interview questions. It isgenerally necessary to drop or add questions depending on theoutcome of the appraisal.

ق� Pre-testing the baseline questionarie

Use about 7-10 respondents from the community who are similarto the actual study sample for the pre-testing. Pre-testinghelps to determine whether or not both the interviewers andthe respondents understand the questions, and to reconfirmthe relevance of questions and data to be collected. It isused to find out how long it actually takes to administer thequestionnaire. Generally, it should not take more than forty-five minutes to one hour to administer a questionnaire. Ifthe questionnaire takes too long to administer, find ways ofshortening it without loosing the important aspects. Use thepre-testing exercise to standardise interviewers'interviewing, probing and recording techniques. Revise thequestionnaire one more time to incorporate the results of thepre-testing.

ق� Implementation of the baseline in the field

Ensure that the study and its purpose are made known inadvance to everybody in the community. Notify the relevantpublic authorities (e.g. village head, farmers' associations,etc.) before the study.Explain that the study does not have anything to do with landacquisition, taxes or military service, for instance.Become very familiar with the questionnaire so that whenreading it to the respondent it is accurate and yetconversational. It is easier to administer a questionnaire ifthe respondent thinks that he or she is having a conversationrather than an interrogation.

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Whenever possible conduct the interview where activitiesconcerning the purpose of the study are taking place. Forinstance, If the study is about erosion in farmlands, conductthe interviews on the people's farms.Approach the respondent in a respectful manner in order togain his/her confidence and overcome any possible fearsbefore administering the questionnaire. Make the respondentfeel important because he or she has the information thestudy needs. Always assure the respondent about the anonymityof his or her responses. Always explain to each respondentthe nature, purpose and time required for "discussing" thequestionnaire. To motivate respondents, always stress thevalue, relevance and benefit of the study to them. Therespondents are more likely to co-operate if they think thatthey will ultimately benefit from the study.The interviewer is a neutral collector of information. Theinterviewer's presence should not affect the respondent'sperception of a question or the expected answer. Therespondent should never think that he is expected to give acertain answer.Ask only the questions relevant to the affected respondents.In a study about birth control, it would be irrelevant to askmen if they take birth control pills or to stand in front ofa man and ask him his sex.ProbingSometimes, the interviewer needs to probe for responses,especially, when the respondent is answering a question in away that would force the interviewer to make a judgment aboutwhat the respondent actually means. For instance whenmultiple categories are presented such as agree, stronglyagree, disagree, strongly disagree, don't know, a respondentmight give an answer that does not fit into any of thecategories by saying something like 'it is true'. It isnecessary to prompt the respondent with such words as 'canyou say you agree or agree strongly'. At times, it is alsonecessary to explain why such a 'concrete' answer is requiredfrom the respondent.

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At the end of the interview, ensure that all relevantquestions have been answered and ask if the respondent hasany questions about the study. Do not forget to thank therespondent for his or her collaboration and time.SupervisionThe team of enumerators must be supervised daily as theyadminister the questionnaire in the field to ensure that theraw data or unprocessed information being collected fromrespondents is of good quality. Random checks on theinterviewers should also be carried out while they are in thefield to ensure that they are asking the questions correctly.Interviewers should be debriefed at the end of each day tofind out what experiences they had during the day and thedifficulties they faced. If they are finding it difficult tocollect certain information this should become obvious duringthe debriefing and a solution found. Keep record of anydifficulties in case explanations are needed for certaindiscrepancies during analysis and presentation of results.

ق� Presentation of survey findings

Planning and conducting the baseline study is a greatachievement but it might as well have been a waste of theteam's time and energy if they cannot present their findingsin a persuasive and effective manner. To do a properpresentation it is essential to define the various audiencesfor the presentations and think through how each presentationcan be adjusted to win the sympathy and understanding of eachone of them.The first thing to do after collecting and analysing thebaseline study data is to write it up as a report usingtables, graphs, anecdotes (or real quotations fromrespondents) and charts to clarify the findings. Use audio-visual presentations in the form of video, photographs, oreven drama to add punch and emphases to the presentation. Atthe end of preparing the baseline report, it should be

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integrated with the findings to produce a singlecomprehensive report for the communication research.

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BUSINESS PLAN

ق� WHAT IS A BUSINESS PLAN

A business plan is a document that indicates the roadmap forbusiness success.The business plan addresses our profile (who we are, what wewant to do, who we will do it with), feasibility plan (proofthat we will succeed), operational plan (how we will do it),and growth plan (what happens after we achieve our goal?A business plan generally projects 3-5 years ahead andoutlines the route a company intends to take to growrevenues.

ق� 4 COMPONENTS OF A BUSINESS PLAN

A business plan is comprised of four sections, namely:I. Part 1: Company Profile

¯ Philosophy¯ Partners (Suppliers)¯ People (Staff)¯ Processes¯ Product¯ Profitability (3Cs)¯ Plan

II. Part 2: Feasibility Study Report¯ Social-Cultural Analysis¯ Technological Analysis¯ Economic Analysis/Demand Analysis¯ Competitor Analysis/ Supply Analysis/ Porter 5 Forces Analysis¯ Ecological Analysis¯ Regulatory Analysis

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¯ Internal Capacity AnalysisIII. Part 3: Operational Plan

¯ Location¯ Implementation Plan/matrix¯ Human Resource/Implementation Team¯ Risks & Risk Reduction Strategies¯ Financial Plan (Sources & Uses Of Funds)¯ Production Plan¯ Marketing Strategy¯ Sales Plan¯ Customer Retention

IV. Part 4: Growth Plan¯ Three Types of Growth¯ Growth Plan¯ Investment Plan¯ Exit Plan

ق� PART 1: COMPANY PROFILE

Please read about the company profile in the Profiles sectionof this book.

The contents of a feasibility study area as below:¯ Philosophy¯ Partners (Suppliers)¯ People (Staff)¯ Processes¯ Product¯ Profitability (3Cs)

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¯ Plan

ق� PART 2: FEASIBILITY STUDY REPORT

Please read about the feasibility report in the Reportssection of this book.

The contents of a feasibility study area as below:

¯ Social-Cultural Analysis¯ Technological Analysis¯ Economic Analysis/Demand Analysis¯ Competitor Analysis/ Supply Analysis/ Porter 5 Forces Analysis¯ Ecological Analysis¯ Regulatory Analysis¯ Internal Capacity Analysis

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ق� PART 3: OPERATIONAL PLAN (HOW WE WILL DO IT)

The operational plan is the detail of how, where, and whenthe project will be done.The operational lists where we will do what we want to do;how we will produce the product, market it, sell it, andretain our customers. The plan includes:¯ Location¯ Implementation Plan/matrix¯ Human Resource/Implementation Team¯ Risks & Risk Reduction Strategies¯ Financial Plan (Sources & Uses Of Funds)¯ Production Plan¯ Marketing Strategy¯ Sales Plan¯ Customer Retention¯

ق� Location

Location involves the physical placement of the construction,production, or manufacturing plant. It also indicates thesuitability of such placement, amplified by proximity tourban population to consume the products; proximity to raillike or major high way for transportation and distribution,or proximity to utilities (Water, electricity, etc), forprediction purposes.

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ق� Implementation Plan/matrix

The implementation plan should clearly indicate the stages ofoperating the plant, business, or service provision, fromconcept development, through proposal development, funding,execution, and review of performance.

Sample Implementation PlanJune’14

Jul’14

Apr’15

Jul’15

Phase I:Preparation

Feasibility study andindustry analysis done andbusiness concept approvedas viable.Strategic Business Planproduced

Phase II:Capitalization

Financing obtained.

Phase III:Institutionalization

Registration & licensing,including regulatoryapprovals. Management TeamLand Availed Equipment Availed

Pre-constructionPhase IV: BusinessCommencement

Construction started, inphases. Construction Finished

Phase V:PerformanceMeasurement

1st Quarterly Review(Business PerformanceMeasurement; StrategicBusiness Plan Review)

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ق� Human Resource/Implementation Team

This section of the plan indicates the titles, competencies,and availability of human resource, consultants, advisors,and project team.The human resource plan should also include the policies,guides, and strategies for recruiting, retaining, anddeveloping the staff, including:¯ Staff Benefits¯ Staff Policies¯ Staff Gender Policies¯ Staff Development PoliciesSample Human Resource Matrix

Item Consultant

Feasibility Study, Strategic PlanningAnd Financial Projections Consultant

Ojijo Pascal Al Amin (IndependentConsultant)

Developer/Civil Contractor Tirupati Development (U) Ltd Architect Ben Turyamureeba & AssociatesElectrical Engineer Dan Kawuchi & AssociatesQuantity Surveyor Pramukh Construction Co LtdLawyers Barenzi & Co AdvocatesAccountant Haresh Mehta(Tirupati Dev (U) LtdBanker Bank of Baroda (U) Ltd, Kenya

Commercial Bank (U) LimitedSecurity Hash Security Property Managers Anaid Uganda Limited(Mazima Mall)

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ق� Risks & Risk Reduction Strategies

This section lists the risks that are potential to theproject, and the risk reduction strategies to address thesame.Every business has risks, and so I will indicate the generalrisks that may befall my company. It is important to isolateareas that could go wrong and what the action would be if theworst happened. A selection of 'what-if' scenarios will helpto show potential investors that situations have been thoughtthrough carefully and that solutions have been sought.

Risks can come from uncertainty in financial markets, projectfailures (at any phase in design, development, production, orsustainment life-cycles), legal liabilities, credit risk,accidents, natural causes and disasters as well as deliberateattack from an adversary, or events of uncertain orunpredictable root-cause.Sample Risk Analysis

Political risks: These may result from political decision making and changes incountry governance and may affect property security in case of violence. Themanagement plan for this risk is through investment protection legal regime andinsurance. The political risk, likely due to the upcoming elections, and which willtranslate into inflation, has been addressed by both high interest rates stresstesting, as well as increase in administrative costs by 5% every year.

Business risks: Including demand and supply, letting, competition, andconstruction risks. The plans to manage these are through competitive pricingstructure, long term contracts, and aggressive marketing. The main strategy tohedge against business risks is clear detailed allocation of costs, as well asprovision for 5% in increase in administrative costs, as per the Schedule onAdministrative Costs herein attached.

Financial risks: These include credit, foreign exchange, capital, and investmentrisks. The plan includes letting property in US Dollars, advance payments, andcompliance to investment strategies. The foreign exchange losses are covered by a

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provision of 1% of the revenue to hedge for losses. Interest rate risks are providedfor by stress testing with upto 10% interest rates, and that is the basis of theseprojections. Consequently, the business can take it effectively. Foreign exchangerisk will also be addressed by collecting revenue in USD Dollars, and orimmediately banking in the dollar account, as well as making payments in dollarcurrency.

Operational risks: These include branding, sales, marketing, construction,governance, and regulatory risks. The plan includes competitive pricing, qualityamenities, and systems developed for corporate governance. Through clear projectmanagement, as well as utilization of expert consultants, the project will hedgeagainst operational risks. The risk of poor occupancy has been stress tested, at85% overall occupancy, and the project is still net cashflow positive. In addition,the company has well laid out operational business systems, covering financialmanagement system, sales and marketing system, and investment system.Reputational risk is also a challenge, which will be addressed through strategiccorporate social investment, corporate branding, and customer retentioninitiatives.

Natural risks: The business will also take out insurance against fires, floods, andother natural disasters.

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ق� Financial Plan (Sources & Uses Of Funds)

The financial system addresses the financial assumptions,sources of capital, capital uses, financial projections,financial ratios and return on investment (offer & exitstrategy). It also addresses the owners/investors in thecompany, and their rights. It finally addresses the future ofthe company, and the investment strategy to be employed. In detail, it should include the following:

Financial AssumptionsThese are the expected details presumed for the business toearn the income it projects.

Sources Of Capital,¯ Owners money¯ Equity¯ Debt¯ Grant Uses of Funds, ¯ Start-Up Capital¯ Working Capital¯ EquipmentsBusiness Budget¯ Capital investments (for plant, machineries, and equipments);¯ Fixed costs (for expenses that are non-changing);¯ Variable costs (these are expenses which will be changingwith increase in production or sales)Financial Projections, Financial Ratios, Return On Investment (Offer and Exit Strategy)

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This section indicates the offer I am giving investors fortheir investment, and the way o of getting out their money,and profits.

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Sample Assumptions

All prices and costs used in this project are based on year 2013 market levelsand are kept constant for the entire project life on the assumption that whencosts rise, in future it would be possible to increase prices to a level whereacceptable profit margin can be maintained. To bring all costs to a conservative level, capital and operating costsestimates have been increased by a contingency allowance. Foreign exchange rate is approximated at USD:UGX 1:2500.The collection of accounts from the government project at Masaka Hospitalshall be based on invoicing, and will be done within four months ofcompletion of project, which is the standard payment time of government. The foreign exchange losses are projected at 1% of the revenue collected,based on past performance, and future projected market movements. The Masaka Project shall be financed by an overdraft facility, gainedthrough an advanced payment guarantee (PAG), at a projected cost of 2% ofthe facility, inflated to cover for risks, including inflation. The total construction costs for the Business Park Phase II is estimated atUSD 13.9 million. The total gross area for construction is 53,2000 m2, with20,000 m2 rentable space, and the average construction cost per m2 is USD668. The finance costs is projected at 1.5% of the total loan.Depreciation rates are as per industry practices in the schedule hereinattached. Rental income is charged at USD 7.5 per sqm, exclusive of VAT, andincreasing every year at 5%.. VAT is provided for at 18% pa. Rental capacity is assumed at an average 85%, for stress testing purposes. For stress testing purposes, the long term debt facility interest rates areprovided for at 10%.The foreign exchange loss is provided for at 1%, increasing annually in linewith expected inflation due to the oncoming elections, as well as continuingloss of Uganda shilling against the US dollar.

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The administrative expenses are increased at an average of 10% per year, totake into account the inflation, increase in life costs, as well as unexpectedfactors in the social economic environment that will affect administrativelabour, and material costs.

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Sample Sources Of Capital

Source AmountEquity

4,817,785Director's Loan

1,000,000Share Capital

98,224Total Equity

5,916,008Long Term Loan

8,000,000Overdraft Facility(Short Term Loan)

7,000,000

Total Long Loan 15,000,000

TOTAL FINANCING 20,916,008

Sample Uses of Funds

Item TotalStart UpCapital 1,602,236Equipments 11,601,690WorkingCapital 7,712,082

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TOTALUSES OFFUNDS

20,916,008

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Business Budget

Capital investments (for plant, machineries, and equipments);

Item AmountLand (13 Acres)

3,925,000

Pre-OperationalExpenses(Filling,Clearing, etc)

135,875

Structural &Civil Works

4,564,586

Plumbing,Electrical &Fittings

2,130,866

Sub TotalCapital Items

10,756,327

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Fixed costs (for expenses that are non-changing);These are costs of administration, and marketing.

ADMINISTRATIVECOSTS

Costs-Monthly

Costs-Annual

Salaries 52,637 631,644 Rent & Utilities 23,489 281,868 Consultancy Fees 22,100 265,200 License Fees 1,042 12,504 Staff Welfare 13,588 163,056 Travel &Accommodation

11,382 136,584

Office EquipmentExpenses

28,159 337,908

Tax Expenses 1,765 21,180 Motor VehicleExpenses

9,129 109,548

Other FinanceCosts

19,483 233,796

Office StationeryExpenses

2,662 31,944

Staff Training 5,890 70,680 Other OfficeExpenses

1,141 13,692

Total Admin Costs 192,467 2,309,604

MARKETING COSTS Costs-Monthly

Costs-Annual

Corporate SocialInvestment (CSI)

7,906 94,872

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Corporate Branding(PR)

5,979 71,748

Marketing Tools 1,051 12,612 Promotion(Advertising)

5,503 66,036

Customer Retention 2,929 35,148 Total MarketingCosts

23,368 280,416

GRAND TOTAL FIXEDCOSTS

215,835 2,590,020

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Variable costs (these are expenses which will be changing with increase inproduction or sales)These are costs of production, and sales expenses.

SALES COSTS Costs -Monthly

Costs-Annual

VAT 264,109

516,462

Brokerage & Sales Commission 73,364

200,846

Construction Cost-GovernmentProject (% of of TenderAward), as per Bill ofQuantities Attached

-

425,000

GRAND TOTAL VARIABLE COSTS

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Financial Projections

This includes the income statement, balance sheet, andcashlow projection, as below:

Projected Income Statement (USD)

2014/15

2015/16

2016/17

2017/18

2018/19

Sales/Income

1,467,274

2,869,234

4,179,651

5,015,380

3,443,851

CostofSales

-

425,000

1,275,000

1,700,000

-

TotalSalesCosts

-

337,473

725,809

1,070,413

1,287,845

860,963

23% 40% 56% 60% 25%

GrossProfit/(Loss)

1,129,801

1,718,426

1,834,238

2,027,535

2,582,888

77% 60% 44% 40% 75% OverHeads TotalAdminCosts

-

192,46

230,96

277,15

346,44

433,05

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7 0 2 1 1 13.

1%8.0%

6.6%

6.9%

12.6%

TotalMarketingCosts

-

23,368

28,042

33,650

40,380

48,456

1.6%

1.0%

0.8%

0.8%

1.4% -

OperatingProfit

913,966

1,459,424

1,523,436

1,640,714

2,101,382 -

Interest

900,000

1,012,500

1,091,667

1,137,500

950,000

61.3%

35.3%

26.1%

22.7%

27.6%

ProfitAfterInterest

13,966

446,924

431,769

503,214

1,151,382

LessIncomeTax

30%

4,190

134,077

129,531

150,964

345,414

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-

NetProfit(ProfitAfterTax)

9,776

312,846

302,238

352,250

805,967

CumulativeProfit

9,776

322,623

624,861

977,111

1,783,078

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Projected Balance Sheet (USD)

2014/15

2015/16

2016/17

2017/18

2018/19

FixedAssets

28,122,291

29,496,189

29,489,019

28,964,311

28,894,057

Depreciation

1,045,816

2,179,421

3,306,938

4,404,233

5,451,599

CashBalances

141,659

601,262

2,315,378

4,733,399

3,676,273

Stocks &Debtors

122,273

345,353

667,054

842,948

286,988

TotalCurrentAssets

263,932

946,615

2,982,432

5,576,347

3,963,261

Creditors 46,109

82,068

115,101

139,555

111,872

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TotalCurrentLiabilities

46,109

82,068

115,101

139,555

111,872

NetAssets

29,385,929

32,540,157

35,663,288

38,805,337

38,197,044

Represented By:ShareCapital(B/F)

800,000

6,534,738

8,208,601

9,882,464

11,556,327

ShareCapital(Additional)

5,734,738

1,673,863

1,673,863

1,673,863

-

RetainedEarnings(B/F)

14,716,415

14,726,192

15,048,814

15,673,675

16,650,786

P&LAccount

9,776

322,623

624,861

977,111

1,783,078

NetEquities

21,260,930

23,257,415

25,556,139

28,207,113

29,990,191

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Dividends -

-

-

-

-

Directors' Loan(BusinessPark II)

-

366,075

732,149

1,098,224

915,186

DebtFinancing

8,125,000

8,916,667

9,375,000

9,500,000

7,291,667

NetLiabilities

8,125,000

9,282,741

10,107,149

10,598,224

8,206,853

NetEquities&Liabilites

29,385,930

32,540,156

35,663,288

38,805,337

38,197,044

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Projected Statement of Cashflows (USD)

2014/15

2015/16

2016/17

2017/18

2018/19

Sourcesof FundsCapitalContribution

4,817,785

-

-

-

-

Sales/Income

1,467,274

2,869,234

4,179,651

5,015,380

3,443,851

Long TermLoan(TirupatiBusiness ParkII)

2,000,000

2,000,000

2,000,000

2,000,000

-

Long TermLoan(KCB)

7,000,000

-

-

-

-

OverdraftFacility(MasakaProject)

-

425,000

1,275,000

1,700,000

-

Directors' Loan(BusinessPark II)

-

366,075

366,075

366,075

-

TotalSources

15,285,058

5,660,309

7,820,726

9,081,454

3,443,851

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Application ofFundsInvestments

5,734,738

1,673,863

1,673,863

1,673,863

-

Change inWorkingCapital

76,164

187,121

288,668

151,440

(528,278)

TotalAdminCosts

-

192,467

230,960

277,152

346,441

433,051

TotalMarketingCosts

-

23,368

28,042

33,650

40,380

48,456

TotalSalesCosts

-

337,473

725,809

1,070,413

1,287,845

860,963

LoanRepayment

875,000

1,208,333

1,541,667

1,875,000

2,208,333

Paymentto KCB

7,000,000

-

-

-

-

InterestPayment

900,000

1,012,500

1,091,667

1,137,500

950,000

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Dividends -

-

-

-

-

Directors' LoanRepayment

-

-

-

-

183,037

Taxation 4,190

134,077

129,531

150,964

345,414

TotalApplications

15,143,400

5,200,705

6,106,610

6,663,433

4,500,977

Surplus/(Deficit)

141,659

459,603

1,714,116

2,418,022

(1,057,126)

OpeningBalance

-

141,659

601,262

2,315,378

4,733,399

ClosingBalance

141,659

601,262

2,315,378

4,733,399

3,676,273

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Financial Ratios

These provide relationship between various financial figures,so as to indicate whether the business is performingefficiently (efficiency ratios), not having unsustainabledebt (leverage ratios), or making profits (profitabilityratios).

Summary Financial Ratios

2014/15

2015/16

2016/17

2017/18

2018/19

2019/20

2020/21

2021/22

2022/23

2023/24

Average

GrossMargin

77.0%

59.9%

43.9%

40.4%

75.0%

75.0%

75.0%

75.0%

75.0%

75.0%

67.1%

Net Margin 0.7%

10.9%

7.2%

7.0%

23.4%

25.1%

30.4%

32.7%

35.7%

34.6%

20.8%

Return onEquity

0.0%

1.4%

2.4%

3.5%

5.9%

8.1%

10.4%

12.1%

13.6%

14.2%

7.2%

OperatingMargin

62.3%

50.9%

36.4%

32.7%

61.0%

57.0%

56.8%

54.3%

53.4%

50.2%

51.5%

Debt/EquityRatio

1.24

1.13

1.02

0.92

0.71

0.50

0.30

0.12

0.04

0.00

0.6

CurrentRatio

5.72

11.53

25.91

39.96

35.43

19.81

8.94

2.82

6.57

11.55

16.8

Debt/EBIDTARatio

4.15

3.44

3.54

3.47

2.32

1.71

0.92

0.34

0.11

0.00

2.0

Return onCapital

3% 4% 4% 4% 6% 5% 5% 5% 5% 4% 5%

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EmployedAssetTurnover

5% 9% 12% 13% 9% 9% 10% 9% 9% 7% 9%

InterestCover

1.02

1.44

1.40

1.44

2.21

2.69

4.24

7.15

22.26

62.73

10.7

GearingRatio

1.38

1.40

1.40

1.38

1.27

1.18

1.09

1.03

1.01

1.00

1.2

DSCR 0.82

1.23

1.54

1.61

0.98

1.05

1.21

1.51

4.60

9.68

2.4

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Profitability Ratios

2014201520162017201820192020202120222023

Average

0.00%

40.00%

80.00%

120.00%

160.00%

Profitability Ratios

Axis Title

Net Profit Margin: The Company has a high average net profitmargin of 21%, very high, and indicative of a high margin ofsafety, hence, a decline in sales, or lower pricing, will notnegatively affect our profitability.

Gross Profit Margin: The Company has a high average gross profitmargin of 67%, very high, and indicative of a high margin ofsafety, hence, a decline in sales, or lower pricing, will notnegatively affect our profitability.

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Efficiency Ratios

1 2 3 4 5 6 7 8 9 10 11

3% 4% 4% 4%6% 5% 5% 5% 5% 4% 5%5%

9%12% 13%

9% 9% 10% 9% 9%7%

9%

0%1% 2% 4%

6%8%

10%12%

14% 14%

7%

Efficiency RatiosReturn on Capital EmployedAsset TurnoverReturn on Equity

Return on Equity: Our ROE shows that the company usesinvestment funds to generate earnings growth. At ROE averageof 7%, the company is a lean, mean profit machine.

Return on Capital: Our ROE shows that the company uses capitalto return a high value on investment, at ROC average of 5%,the company is making favorable returns on capital.

Asset Turnover: The asset turnover is at an average 9%, which iswell above average, and good for the equity value.

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Debt Repayment Ratios/Liquidity

1 2 3 4 5 6 7 8 9 10 11

1.381.41.41.381.271.180000000000011.091.031.011 1.214

0.8200000000000011.231.541.610.981.051.211.51

4.6

9.68

2.423

1.241.129999999999991.020.920.7100000000

000010.50.30.120.040 0.598

4.153.443.543.472.321.710.920.340.1102

Debt Repayment Ratios Gearing Ratio DSCRDebt/Equity Ratio Debt/EBIDTA Ratio

Gearing Ratio is at an average of 1.21, and reducing gradually,showing gradual increment in ability of the company toacquire more funds for development in form of debt.

Debt/Equity Ratio: From the above analysis, an average D/ERatio of 0.3, the company is having a very low ratio, meaningit is has potential to attract more debt and leverage itsfinances.

Debt/EBITDA Ratio: At a ratio of 1.22, the company is able topay off its debts.

Debt Service Coverage Ratio (DSCR): The DCSR of Tirupati is at anaverage of 2.4, which is very good, and is above 1 for theentire project life.

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Short Term Debt Repayment Ratios

1 2 3 4 5 6 7 8 9 10 111.02 1.44 1.4 1.44 2.21 2.69 4.24 7.15

22.26

62.73

10.6585.72 11.5325.91

39.9635.43

19.818.94

2.82 6.57 11.5516.824

Short Term Debt Repayment Ratios

Interest Cover Current Ratio

Current/Liquidity Ratio: The company current ratio is high at anaverage of 6.64, and accordingly, will be able to pay backits short-term liabilities (debt and payables) withoutdifficulty (cash, inventory, receivables).

Interest Cover: The interest cover is increasing, and veryhigh, at an average of 26.9, meaning no difficulty in serviceof interest.

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Return On Investment (Offer and Exit Strategy)

This section indicates the offer I am giving investors fortheir investment, and the way o of getting out their money,and profits.OfferThe offer depends on the valuation of the company, since, theinvestor will put in money based on the value of the company.For instance, if the company is valued at USD. 1,000,000, andthe investor put sin USD 250,000. Then the offer is 25% ofthe company.

The valuation of the company can be based on assetsvaluation, sales multiple, free cashlow multiple, discountedcashlow, or a mix of other options. Exit StrategyThe exist strategy is the way in which the investor will takeout, or recoup, his investment in the company. It depends onthe nature of the investment. For instance, a debt investmentis recouped through interest payments, as well as principaldraw out.On the other hand, an equity investment is recouped throughdraw outs, or through liquidation event, either throughprivate sale, or public offer.

A sample exit strategy is indicated in the Growth Plan partof this book, on Business Plans.

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ق� Production Plan

The production plan lists the technology, and processes to beutilised in the company operations.

Alternatively, it lists the process of importing, oracquiring, or sourcing, the goods to be supplied.

Production plan should be also presented as a diagram, orflow chart.

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ق� Marketing Strategy

This is the process of getting the word out there, so thatthe potential buyers know there is a solution to theirproblem.The strategy addresses the following:

¯ Promotion: Any free things that we will give out.¯ Advertising: Any publicity material for the product, including printpublications, brochures and posters and will also company website. ¯ Public relations: This involves any activity to communicate to thepublic the benefits of the company, to put the company in good light.¯ Pricing: This offers the cost of the product. ¯ Placement (Distribution): This explains the position, or place,where the customers will buy the product, whether at wholesalers, distributors,retail shops, or online. This can also include such things as Own sales force; Retail;Direct (mail order, Web, catalog); Wholesale; Agents; and Independentrepresentatives.

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ق� Sales Plan

Sales are the process of converting the product for cash. Itis the essence of business. We sell things to earn money, andhence, the purpose of sales in a business is to exchangeproducts, for money. This is sales!

The sales plan involves the following:

Sales Forecast: This is the projection of how much we intendto sell, taking into account the size of the market, thecapacity of the company to produce, the pricing, the culture,and other factors of the market.Product Description: This part of the sales plan is aboutcreating a sales proposition to describe the product as asolution. Ultimate Selling Proposition: A product’s Ultimate SellingProposition (USP) is the reason why the customer should buyour product, instead of other products. It takes into accountthe benefit statements, including value addition, costsaving, customization, timely delivery, and other uniquebenefits.Prospecting: This is the process of identifying anddeveloping a list of potential clients. For instance:Sample Prospecting StatementOur sales team will seek the names of prospects from a variety of sourcesincluding trade shows, commercially-available databases or mail lists,company sales records and in-house databases, website registrations, publicrecords, referrals, directories and a wide variety of other sources.Prospecting activities should be structured so that they identify onlypotential clients who fit the profile and are able, willing and authorized tobuy the product or service.

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ق� Customer Retention

It is far much easier in a business, to sell to a currentcustomer, than to try to acquire and sell to a new customer.Indeed, 70% of sales of most businesses are usually repeatcustomers. This is customer retention!

Customer retention is the sum of all processes that will makea customer to come back, and buy from us again.

The activities under customer retention include:

Customer Service: This is the sum total of all activities toensure that the customer feels like a king.Sample Customer Service Statement dealing with angry, clients-EQ listening skills winning words, phrases and questions professional responses to stupid questions recovery from mistakes stress management positive attitude tracking and responding to complaints turning hostile customers into advocates power greeting - what you say, how body language and appearance. personalizing customer experience making a great last impression

Follow-Up (Communication): These are activities to ensure wedo not lose contact of the customer. Follow-up is an often

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overlooked but important part of the selling process. Afteran order is received, it is in the best interest of everyoneinvolved for the sales person to follow-up with the prospectto make sure the product was received in the propercondition, at the right time, installed properly, propertraining delivered, and that the entire process wasacceptable to the customer. Sample Follow Up Statement

¯ Continuously improve my sales skills, learn from others and stay open tonew ideas. ¯ Be sincere about my desire to help the prospect. Making the sale should bemy secondary objective. This attitude will come through in every encounter and willhelp me build long-term relationships. ¯ Contribute more than just my product. Provide industry news updates,creative ideas, and business advice as part of the service I offer. ¯ Be direct with my communication. Beating around the bush only frustratespeople. Answer all questions. Never patronize. ¯ Enclose my business card with every letter and note. ¯ Thank people who refer prospects to me. If the referral results in business,send a small, business-related thank-you gift also. ¯ Never lie. Never badmouth the competition or say negative things abouttheir clients. And never gossip. ¯ Never overbook myself so much that I do not have time to listen and beavailable to my customer for their questions and comments.

Customer follow up services include:

¯ Customer database,¯ Feedback, ¯ Visits, ¯ Getting in touch- calls, emails, sms, etc

Value Addition (Offers & Promotions): These are theadditional things we offer the customer, after the purchaseis done.

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Sample Value Add Statement

discounts and offers gifts, cards, presents, etc free products (services & goods),

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Entertainment (This part lists the activities to make theclient happy, and includes taking client out for lunch,diner, or party; organizing a party, and inviting clients tothe offices, or to party venue, and or sponsoring customersto go for parties, for instance, family events, withoutpresence of the business owner.Sample Entertainment Activities

entertainment events lunch, tea, dinner, etc

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GROWTH & INVESTMENT PLAN

The essence of life is to grow. I must change every day. Thebusiness needs to grow so that it can self-sustain. It is itjust that simple. The growth an investment plan lists the strategies that thebusiness, or organization, will use to invest its income, andto grow the company.

ق� THREE TYPES OF GROWTH

A company grows in one of three ways:¯ Sales Growth/Revenue Growth: This is where the company grosssales or revenues increase regularly, or periodically, overtime. ¯ Profitability Growth: This is where the profits of theorganisation increase over time. ¯ Cashflow Growth: This is where the organisations netcashflow increases regularly. Of the three forms of growth, the most important growth iscashflow growth, because it enables and ensures availabilityof money to be invested back in the business, or elsewhere.

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ق� GROWTH PLAN

A company’s growth plan is indicated in the business plan, orinvestment plan, or strategic plan, a document that lists thegoals pursued by the company, and the required inputs, interms of expenses, and projected sales, to reach themilestones. The growth plan of a company should address the followinggoals:¯ Branding Goal: the ability of the company’s products to berecognizable as unique and leading in the market;¯ Market Capitalization Goal: the ability to carve out a givenpercentage of the market; ¯ Sales Goal: the ability to reach a given determinableamount of sales revenue. ¯ Profitability Goal: the ability to reach a given amount ofprofits within a set deadline.¯ Cashflow Goal: The ability to reach a given net cashflowafter a set deadline.

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ق� SAMPLE INVESTMENT PLAN

When a business is profitable, it makes extra cashflow, whichthen need to be either integrated into the company, orinvested elsewhere, in case the company cannot absorb all theincome.There are two forms of investment in the company; theinvestment can be either directly within the company, oroutside the company. A company can invest and grow in twomodels, either directly (by injecting more money into the business), orindirectly (by injecting money into other assets not related to the business).

ق� Sample Investment Plan

Direct investment and expansion will include:

و open a new branch,

و offer new products

و expand to new locations/markets, or

و acquire other companies in similar business.

Indirect investment and expansion will include:

و Purchasing land and other investment products, like commodities,equity, debt, forex, collective investment schemes, etc; (I can read Invest:Ojijo’s Guide to Financial Instruments & Alternative InvestmentProducts for a full analysis of scope of such investments.

و Purchasing other companies in different industries or businesses(diversification). I will indicate how the company will expand to other markets or invest, onceestablished in the original area. I can expand using the following two (2)models:

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Dual Expansion Strategy: My company will pursue a dual expansionapproach, I where I will seek organic expansion, through the ink blot fashionof growing to where there is need, and will also pursue acquisition model, oftaking over portfolios of other steel production enterprises.

Dividend Re-Investment Policy (DRIP) Strategy: My company will pursue aDividend Re-Investment Policy (DRIP). Given the high capital investment invarious projects, and difficulty in acquiring capital for start ups and smallscale enterprises, any withdrawal of profits for sharing, or spending, willlead to reduced capitalization, which will affect operations, and hence,overall profitability and business sustainability. Thirdly, the policy ofreinvesting dividends will avail required funds for expansion and finaltransformation of my start up company into a bigger institution; a venturewhich is capital intensive, both due to capital reserve requirements, andoperations costs, especially in branch networks, and branding.

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ق� EXIT PLAN

This part indicates how the shareholders and or investorswill get to realize their returns. This is done throughdividend allocation, and or selling the company or mergingwith another company or even selling controlling shares at apremium. The other option is to hold an IPO, and exit themarket by offloading shares to the public.

ق� Sample Exit Statement

The investors will exit the company through the following strategies:

Market Exit: This is the process through which the company stopping tooperate in a market, and this can include exiting a geographical location; orexiting an industry. From time to time, management may decide it isnecessary to downsize its operations. Further, a company may discount lessprofitable brands, products, product lines, or operating divisions. Forinstance, a car company can exit a country or region, whereas a beveragescompany can exit the fruit juice packaging market space, and only focus onwater. The reasons for exiting a market are various, and can be intertwined,ranging from regulations, taxation measures, security, production costs,culture, etc.Liquidity Event: In corporate finance, a liquidity event is the purchase or saleof a corporation or an initial public offering. A liquidity event is a typical exitstrategy of a company, since the liquidity event typically converts theownership equity held by a company's founders and investors into cash. There are two forms of liquidity events, a public offer, and a private sale:

- Initial Public Offering (IPO) - Would allow the shareholders to remain activein management while reducing their holdings over time. It is acknowledgedthat the timing of the IPO is dependent upon suitable market conditions andwill result in a reduced level of privacy and management freedom.

- Private Sale - A sale of the company to a private buyer, most likely the initiallicensee looking to backward integrate.

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Ojijo-[89]


STRATEGIC PLAN

ق� WHAT IS A STRATEGIC PLAN

A strategic plan is a list of activities to be performed inorder to achieve certain targets, or goals.An investment club strategic plan is hence a written planthat indicates where the investment club is today, and whereit wants to be in a future time, listing the various stepsthat have to be taken to achieve the milestones.According to Kotler, a leading strategist and leader, ‘in the strategic formulation, goals indicate what a investment club unit wants toachieve, and strategy is a game plan for getting there. Every investment club musttailor a strategy for achieving its goal.’ The strategy is the ‘what’ activity to be done; how, where, whenand to whom. “the devil is in the details, so is failure and successes.”-OjijoWithout a strategic framework I do not know where my going orwhy my going there. So, then, it does not really matter howI get there! Strategic planning gives me clarity about what I actuallywant to achieve and how to go about achieving it, rather thana plan of action for day-to-day operations.The activities are based on the vision, the final picture ofwhat the organization wants to realize; the activities arebased on the final destination of where we want to be withina given time; the activities are it is based on the mediumterm and short term goals to reach that final destination.The final destination is the dream. But I need strategy toreach my dream. Strategy is kingIndeed, in the words of the Great philosopher, General andmilitary strategist Sun Tzu,‘Action without strategy is simply the noise before defeat.’

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The strategic plan is compass direction. It answers the greatquestion of Peter F. Drucker,

‘What is our investment club - and what should it be?’

Strategic planning is setting the direction for myorganization in a way that helps me identify and takeadvantage of emerging opportunities.

Strategic planning is about three variables,

RESULTS=ACTIVITIES=RESOURCES.

The process of planning typically involves workingiteratively through multiple steps. I will commonly start byidentifying results I want to achieve, and work backwards toidentify the activities I will need to produce the results.Then, I will need to identify the resources I will need tocarry out the activities. At the same time, the planningprocess generates substantial new knowledge as I proceed,that will cause me to rethink prior conclusions. I willtypically need more than one pass to find a match betweenresults, activities, and resources.

To become a successful investor, I should know the importanceof a strategic plan, and learn to write one up. I shouldstart with a strategic plan.

The strategic plan is the document that states what theinvestment club is, what it will do, how it will do it, andthe value that it will give to the clients, and to myself asthe investment club owner. Further, once the need to raisefinance has been identified, it is necessary to prepare astrategic plan. If I intend to turn around a investment clubor start a new phase of growth, a strategic plan is animportant tool to articulate my ideas while convincinginvestors and other people to support it.

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The strategic plan should also be updated regularly to assistin forward planning.

The very process of researching and writing the strategicplan should help clarify ideas and identify gaps inmanagement information about my investment club, competitorsand the market.

The strategic plan indicates who we are, what we want to do,to whom, how, and when. It then indicates how we will knowthat we are meeting our goals.

ق� CONTENTS OF A STRATEGIC PLAN

There are many contents of a strategic plan, which aredivided mainly into five (5) main sections, namely, 1. Organizational Profile2. Investment Club Activities/ OperationalPlan//Goals/Objectives 3. Situational Analysis (Feasibility Study)4. Performance Measurement5. Financial PlanIn detail, these areas cover:

ق� SAMPLE STRATEGIC PLAN


This section is attached to the strategic plan, and shows thecurrent status of the investment club, indicating thephilosophy, people, products, partners, processes, profitability, and plans. a) philosophy, (this includes the name, address, legal nature, and location ofthe investment club)

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b) people, (this includes listing of board members, management, advisors,staff)c) products (this lists the products we have in the club, which can include loans,savings, insurance, etc)d) partners, (this lists our service providers, including utility service providers,professionals services providers, etc)e) processes (this lists our policies and procedures in doing our activities, andincludes credit policies, investment policies, recruitment policies, sales plans,marketing plans, customer care plans, and investment club systems of riskmanagement)f) profitability, listing clients, cashflow, and capital base.g) plan, listing the future growth and or exit strategy.

ق� Situational Analysis (Feasibility Study)

This section list the factors that might affect theachievement of the goals, and hence, the feasibility of theproject.The analysis looks at various areas of key import to programsuccess, and they include: Social Economic factors; Technologicalfactors; Economic factors; Ecological/stakeholder factors; Regulatory Issues;internal factors of strengths and weaknesses of the organisation;and Competitor Factors. The key areas for feasibility study, in summary, are:a) Social-Economic analysis, including life standards, cultural issues, etc, thataffects the operations of the organisation. High population growth,leading to increase in demand for services. Culture andlifestyle is changing, and can affect the product. Politicalstability will lead to ease of doing investment club. b) Technological analysis, including systems of development, or delivery orproduct. Technological factors can lower barriers to entry,reduce minimum efficient production levels, and influenceoutsourcing decisions.

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c) Economic analysis/ Gap Analysis/Demand Analysis/Market Analysis/Supplyand Demand Analysis, which indicates the supply and demand of the products,and hence ability to sell or deliver the product. Economic factors affectthe purchasing power of potential customers and the firm'scost of capital. d) Regulatory Issues, including laws, policies, constitutional provisions, as wellas regional and international obligations that might affect the organisations work.Regulatory factors include government regulations and legalissues and define both formal and informal rules under whichthe firm must operate. e) Ecological Analysis/Stake Holder Analysis (all players in the industry valuechain, from production, through distribution, to sales). f) Internal Environmental Analysis/ Ojijo 4P Analysis of People, Product,Principal and Property. The internal environmental analysis looksat the competencies, structure, resources and culture withinthe company. The internal environment comprise factors withinthe control of the organization, and is analysed using theOjijo 4P Analysis Model, which looks at the people (board,directors, management and staff); product (the quality,price, and delivery); property (fixed and moveable assets);and principal (capital finances for operations as well asmachinery). g) Competitor Analysis. An analysis of the competitors, theirproduct types, production processes, pricing, promotion,distribution, and value proposition.

ق� Operational Plan /Investment Club Activities/Goals/Objectives

This section lists the activities that are to be carried out,based on the goals or objectives or targets of theorganisation. Operational plan is the step by step process of implementingthe program, and includes the methodology, or procedure, orstart up of project, through implementation of strategies,delivery of product, and measuring of performance.The matrix lists the objective, or goal, followed byactivities, outputs, and outcomes.

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The budget, or cot of activities, can be inserted at thispoint. In detail, the sections include:a) Goal or Objective: This is the ultimate, final destinationbeing sought. Organizations have generally three to fivegoals, and these can cover membership recruitment, trainingand capacity building; investment; sales; branding;networking; and institutional development. Theidentification and realization of objectives determines therelevance and effectiveness of the organisation,respectively. b) Activities: These are the specific actions that are taken tofulfil the objective, and they can include training andcapacity building; advocacy; purchasing land; research;report writing; etc. They are usually attached to costselement. Activities, and use of resources, determine theefficiency of the organisation to fulfil the resources. c) Outputs: These are the immediate results of an activity,and they include meetings held; reports published; advocacycampaign carried out; debates; trainings; etc. They determinethe effectiveness of the organisation in fulfilling itsobjectives. d) Outcomes: The overall result of the activities is thelong term, final, wider gain, by the various projectstakeholders. This is the main objective, or main, goal, ofthe project. The realization of outcomes fulfils thesustainability, impact, and reach of the project. The operational plan/activities, also includes the Growth &Exit Plan. This part of the plan indicates the procedure,processes and activities that will be carried out by theorganisation so as to grow, or to exit the market, afterrealization of initial objectives. These include:a) Increasing Sales/Profitability/Net Cashflow: This involves increasingthe money flowing into the organisation by increasing thegross revenue, or profitability, or net cashflow.

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b) Investment & Expansion/Expanding To New Markets/Net Products/Increasing Reach/Impact/Market Share: This involves increasing brandimage of the company, or organization, by increasing marketshare, or program reach, or impact of activities. Thisinvolves expansion of the project. c) Exiting The Program/Market/Management/Product Development. Thisinvolves either the project being stopped, or ownershipchanging, or the management changing. The details covered include:a) Entry strategy: b) Production plan (research & development)c) Marketing plan (4p marketing plan, branding plan)d) Sales plan (sales forecasts, break even analysis) e) Customer/member retention plan (stakeholder satisfaction)f) Investment club systems (risk management plan, investment club systemschecklist)The template for listing the objectives activities, outputs,and outcomes, is also the same template for monitoring andevaluation, with a few minor changes, and the template forMid Term Review (MTR), annual report (AR) or End Term Review(ETR) of the project.

ق� Financial Plan

This section of the strategic plan lists the budget of theorganisation, that is, the sources, and uses of funds. Thebudget is based on the implementation plan, and indicates thecosts of achieving the said objectives. In some instances,the implementation plan is fused with the budget.In summary, it lists the following:a) Cost of project & means of finance (expenses forecast, sources offinancing, the offer, claw back strategy/guarantees) b) Financial Statements (Income Statement, Balance Sheet, Cash FlowStatement)

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c) Financial Ratios (Liquidity, Efficiency, Profitability, Leverage/Solvency )

ق� Performance Measurement

The purpose of any activity is to produce results. Thestrategic plan has a section that lays out the plan formonitoring and evaluating the results being achieved forcomparison with the intended results. The areas of performance measurement include:a) investment club performance, b) staff performance matrix, c) strategic plan review, d) implementation matrixThe result of performance measurement is the:¯ Evaluation Report, ¯ Mid Term Report (MTR), ¯ End Term Report (ETR), or an ¯ Annual Report.

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PROFILESPERSONAL PROFILE

ق� WHAT IS A PERSONAL PROFILE

I will update my profile. We all get an opportunity when someoneasks for our profile. This is three sentences, one stating myexpertise; one stating I have created something; and onestating I volunteer. My profile is the elevator pitch. Aprofile is a one paragraph statement about my value; what itis I can offer. As the saying goes, ‘always bring something to thetable, it makes you more welcome.’ The value I bring will make memore welcome.

ق� CONTENTS OF A PERSONAL PROFILE

My profile needs to indicate where I volunteer, what skills Isell; and a proof of creativity. These are three sentences inthe one paragraph profile; I volunteer; I have skills; I havetalent/creativity.

That I value humanity

My profile needs to communicate that I value humanity, and Ido this through indicating that I am a volunteer, and that Ivolunteer, either at Church, Mosque, Temple, or withinternational or generations like Red Cross, or Rotary,Lions, etc; or Save-a-Child, etc. if I am not volunteering asper now, I need to start offering myself. To give is toreceive. Religions, including Islam and Christianity; Afrikanphilosophy of Ubuntu, and even the atheist doctrine ofhumanism, encourage me to volunteer. When the prospectiveemployer/client sees that I do my part to help the poor andneedy, she will know that I have the qualities oftrustworthiness; team work; with mindset; integrity; and a

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stable value system. I will be the best candidate. I will notbe an average candidate; average means, ‘the best amongst theworst.’ I write this as first sentence thus: i volunteer withVolunteeringFriends.com (groups of friends travelling tovolunteer).

That I am skilled

When my prospective client seeks my profile, they want toknow that I can offer a solution to their problem. They wantto know that I can solve problems, and problems are solved byknowledge, skills. I need to indicate in my profile that I amskilled; that I have information, and experience, in acertain area. Also, I need to show that I am certified topractice my skill. Further, even if I am not certified, Ineed to indicate that I am learning a skill. This sentenceshould also show my expertise, or specialization, within mybroad are of knowledge. I will remember the timelessphilosophy of the Chinese Army veterans, which is to be, ‘anexpert in one thing, and good in many things.’ I need toindicate my expertise and specialty. I will write this asecond sentence thus: i sell my skills as public speaker &trainer on financial literacy and personal branding; andlawyer & guest lecturer on legal rhetoric, Afrikanjurisprudence and policy and legal issues in e-commerce& e-governance).

That I am creative

Talents are natural abilities to do seemingly difficulttasks, effortlessly. Talent is very important because itenhance efficiency and effectiveness in the work place, hencemaking me work smarter and meet goals. My client will want toknow if I have a talent. Further, through talent, I can shareinterests with other people, hence breaking the ice, andgetting to build personal relationships, which in turn willlead to business relationships. If I do not know my talent,then I am reading the best book. All of us are and talented,

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but not all of us create things. We inherit this from ournature as human beings, as created beings, as creatures. Weare called creatures because we can create. Every livingthing on earth can create, from plants, to birds, to the fishin the sea. When I create something from nothing, this iscalled originality; and when I crate something from another,this improvement is called innovation. I need to write in myprofile that I not only have the ability to create, but toshow evidence that I have created something in my life. Thiscould be a book or poem I wrote, an organisation I founded,an initiative I spear- headed a campaign which I was part of,or a company product I developed. Creativity is essential tosuccess, and my prospective client will want to know that Iam creative. I will write this in my third sentence thus: iam a talented performance poet; and an author (38 books) onvarious subjects.

That I am chasing something bigger

Finally, my profile needs to indicate where I am headed,professionally. My future, career prospects. These show thatI have a destination, and someone can plan their future withmine in mind.

ق� SAMPLE A PERSONAL PROFILE

I volunteer with volunteeringfriends.com (groups of friends travelling to volunteer).I sell my skills as public speaker & trainer on financial literacy and personalbranding; and lawyer & guest lecturer on legal rhetoric, Afrikan jurisprudence andpolicy and legal issues in e-commerce& e-governance). I am a talentedperformance poet; and an author (38 books) on various subjects. My careerobjective is to be a professional law firm management consultant.

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CURRICULUM VITAE (CVS)

ق� WHAT IS A CURRICULUM VITAE

If I want the job, chances are so do about a million othereager people, so my application has to stand out from thecrowd. The majority of CVs are usually dull and boring, andpeople create them as historical documents, rather than asmarketing tools.

ق� CONTENTS OF A CURRICULUM VITAE

A professional CV should have the following twelve (12)sections:

Section 1: Career Profile (Elevator Pitch): This is threesentences, one stating my expertise (skills); one stating Ihave created something (talent); and one stating I volunteer(helping). My profile is my elevator pitch. Section 2: Expertise The second part should be a list of myexpertise, and below it, the evidence, or proof, by theorganizations I have worked with, when I worked with them andthe responsibilities I undertook for every expertise. Section 3: Personal Details: This lists my sex, nationality,marital status, etc. Section 4: Educational Background & Certifications: This shouldlist my educational trainings, starting from high school,through college to post graduate training. It should alsolist by professional certifications.Section 5: Language Skills: This lists the languages I speak,write, or read, and indicates the levels of proficiency,whether basic, rudimentary, or fluent. Section 6: Professional Associations: This lists my membershipin various professional, membership based organizations. Section 7: Public/Volunteer Service: This lists my volunteerexperience in various positions, including free work, etc.

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Section 8: Talents & Hobbies: This lists my natural abilities,and interest activities. Section 9: Leadership Experience: This lists my leadershippositions in various places, including schools, etc. Section 10: Publications/Writings: This lists my writings invarious areas, including magazines, blogs, journals, etc. Section 11: Employment History: This indicates my workexperience, by listing the year, employer, and one sentencesummary of my responsibilities, including volunteerengagements and internships. Section 12: Referee: In this section, I should only indicatethat referees are available upon request. There is no need toput contact details, as these are both private and notnecessary until they get me the job.

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ق� SAMPLE CURRICULUM VITAE

ق� Section 1: Career Profile (Elevator Pitch)

Ojijo adds value to people byvolunteering, and sellingsomething. Ojijo volunteers as anInua Kijana Fellow; Rotarian;trainer of investment clubs with Investment Clubs Association ofUganda (ICAU); and coach of womenentrepreneurs with TechnoServe Uganda. Ojijo sells his skills as

a bestselling author of 49 books; a lawyer and guestlecturer in financial services law, ICT law and lawfirm management; a public speaker and consultant instrategic planning, financial literacy and collectiveinvestment schemes. Ojijo is a social entrepreneurowning www.lawpronto.com, www.allpublicspeakers.com,www.achibela.com, www.luopedia.com, www.parara.org,www.bankitgroup.com, and www.ajuoga.com. Ojijo is alsoa performance poet, armature pianist, socialistpolitical party member; and believer in open religion.E: [email protected] M: +256 776 100059

ق� Section 2: Expertise

Public Speaker (Public Speaking, Personal Branding, Career Development,Financial Literacy)

2014: Speaker on “Sell Something”, to youth leaders inNorthern Uganda, Pader, under Africa Youth Development Link;2014: Speaker on SACCO Management and Collective InvestmentSchemes to Nsamizi Institute, Mpigi, on SACCO formation,management, and growth;2014: Speaker on SACCO Management and Collective InvestmentSchemes to Ministry of Foreign Affairs senior management;

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http://ojijosfireplacestories.blogspot.com/

http://www.ajuoga.com/

http://www.luopedia.com/

http://www.achibela.com/


http://www.lawpronto.com/

http://www.technoserve.org/our-work/where-we-work/country/uganda



http://icau.co.ug/?team




2014: Speaker on SACCO Management and Collective InvestmentSchemes to Ministry of Gender Senior Management;

Legal Consultancy (ICT Law, Law Firm Management, Financial Services Law)

2014: Guest Speaker, at the Annual Judges and MagistratesColloqum organised by Uganda Bankers Association and UgandaInstitute of Banking & Financial Services, on Legal andRegulatory Issues in Mobile Money2014: Guest Lecturer on ICT Audit, “Court Proceedings &Evidentiary Issues” (ICT Law), with Uganda BankersAssociation and Institute of Banking and Financial Services2014-: Guest Lecturer on ICT Law, at Islamic University ofUganda. Kibuli Campus-IUIU2014-: Guest lecturer on Financial Services Law and ICT Law,at East Africa University of Technology, Kampala, Uganda2013; Conducting Guest Lecture/workshop presentation on “Law,New Media and Art” at National theatre, Uganda, on the theatrefestival. 2012-; Conducting ICT Law seminars to lawyers, corporateexecutives, staff of organisations and students2012-: Guest Lectures to Universities and Colleges, includingNkumba University, Cavendish, IUIU and Makerere UniversityLAW Schools; Business Strategy (Strategic Plans, Financial Projections, Feasibility Studies,Monitoring & Evaluation, Performance Measurement, Business Profiles)

2014: Consultant, Africa Youth Development Link, End TermReview of 3.5 year programme in Northern Uganda on YouthParticipation in Development, “Youth Voices in Elections-2011 andBeyond”2014: Consultant to Nsamizi Institute SACCOoperationalisation, including setting up f financial system,sourcing software, setting website, and strategic planning

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and overseeing digital marketing.2014: Consultant for rebranding of Ministry of ForeignAffairs SACCO, including setting up of financial system,sourcing software, setting website, and strategic planningand overseeing digital marketing.2014: Consultant, Intercontinental Publishers Limited, Kenya,on Development of Feasibility study, strategic business plan,financial projections, digital marketing, and investmentplan.2014: Consultant, Africa Youth Development Link, Analysis ofUganda Country Achievement of Ratification of African YouthCharter2014: Consultant, Africa Youth Development Link, Developmentof Advocacy Plan for Youth DevelopmentOther Skills/Expertise

Counseling: Certificate in Peer Guidance and Counseling- Maseno NationalSchool / Agape Kenya (2001)).Career Mentor & Business Coach: entrepreneurship mentor towomen entrepreneurs in Uganda under Technoserve Inc womenmean business program. (2013).Guest Lecturer: law firm management, ICT law, financialservices law, legal rhetoric; and Afrikan jurisprudence.Luo Culture Expert: Luo history, migration, medicine,culture, and conversational phrases. Ghost Writer. Developed concepts and written 7 books forclients. Computer Literacy: Proficiency in word, excel, internet, andother office packages. Tally Accounting: Proficiency in Tally Accounting softwarepackage.

ق� Section 3: Personal Details:

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Date of Birth: 05-05-85Nationality: KenyanResidence: UgandaMarital Status: SingleChildren: OneSex: Male

ق� Section 4: Educational Background & Professional Certifications

Undergraduate Degree, 2011: Makerere University & Universityof NairobiHigh School Certificate (2002): Maseno National School, Kenya2014: Monitoring & Evaluation Course by Bank of Uganda/GIZon Financial Literacy Programmes2013: Tally Accounting Certificate:, by BridgefordCollege, Uganda.2012: Public Speaking Coach Certificate (2012):allpublicspeakers.com, Uganda

ق� Section 5: Language Skills

Fluent-Luo, Kiswahili. English. Rudimentary/Learning- German, Italian, Spanish, French, Arabic,Somali, Russian, Chinese, Sign Language, Japanese, Korean,Luganda, Runyankore/Rukiga, Kikuyu, Dutch, and Hindi.

ق� Section 6: Employment History

2014-: Owner and Managing Director, Achibela Limited,achibela.com, company dealing in print, and online eventslisting, and directory of goods and services. Responsible foroverall management, strategy, and performance of the company.2013-: Owner and Managing Director, allpublicspeakers.com,a company dealing in networking, marketing, and trainingpublic speakers. Responsible for development of

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organizational strategy, financing, management, and marketingand training.2010-: Owner and Principal Partner, LawPronto.com, a lawfirm management company, dealing in online search database,legal consultancy, and professional training for expert legaland non law professionals doing legal work.2009: Intern with International Law Institute2005-10: Owner and principal partner of Africa Legal Research& Consultancy, (ALREC), a legal research partnership.2008: Intern with Stanbic Bank Limited, Kenya2007: Intern with Barclays Bank, Kenya202-4: Materials clerk, with Colgate Palmolive, EastAfrica, Nairobi, Kenya.

ق� Section 7: Associations/Memberships:

Allpublicspeakers.com (2010-): Public SpeakerAdvisory Member (2011-): Private Education DevelopmentNetwork (PEDN)-UgandaAdvisory Member (2012-): Investment Clubs Association ofUganda (ICAU)-Uganda.Advisory Member (2012-13): Bank of Uganda Financial LiteracyAdvisory Working Group -UgandaMember, Rotary International-Charter Member, (Rotary Club ofNakasero, Kampala, Uganda)Life Member, Red Cross Fellow, Inua Fellowship-Career Mentors and Business Coacheswith allpublicspakers.com, to lift the youth.

ق� Section 8: Public/Volunteer Service:

2013-: Inua Kijana Fellow- career mentorship and businesscaching for youth, with allpublicaspeakers.com,

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2013-: with allpublicspeakers.com, free trainings forvacation students and business people on business systems,and life after school.2013: volunteer with volunteeringfriends, cleaning kamokyaSuburb, Kampala2013: Volunteer with volunteeringfriends to clean NaguruPolice Post, Kampala2012-: Member, Bank of Uganda Advisory Committee on FinancialLiteracy Advisory Group (FLAG), and member of FinancialLiteracy Sharing Group (FLISG).2004-2006: Student Association for Legal Aid and Research(SALAR) 2005, Provided free legal aid and advice in JamhuriGrounds at the Nairobi Agricultural Society of Kenya Shows;Parklands Campus and in Kibira Slums.

ق� Section 9: Talents & Hobbies:

Performance Poetry Public Speaking Playing Piano Dancing

ق� Section 10: Leadership Experience:

Owner and principal partner, Lawpronto.com, 2013-Owner and director, achibela.com, 2013-Director in charge of training, Investment Clubs Associationof Uganda (voluntary), 2012-Owner and managing director, allpublicspeakers.com, 2010-Editor, Makerere Law Journal (2009-2010)Editor, University of Nairobi Law Journal (UONLJ) (2006-2008)Chairperson, Students of Law & Diplomacy (SOLAD), School ofLaw, University of Nairobi, 2006-2007Secretary General, Kenya Law Students Society (KLSS),University of Nairobi, Kenya 2005-2006

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Vice School Captain, Maseno National High School (Kenya)2001-2002

ق� Section 11: Publications/Writings:

BOOKS

1. Sell Something: Ojijo’s Guide to EntrepreneurshipMindset & Business Systems 2. Invest: Ojijo’s Guide to Financial Instruments &Alternative Investment Products3. Making My Child Financially Intelligent: MoneyLessons by Age Group (from 3-13yrs)4. Making Money Together: Ojijo’s Investment Club Manual5. 69 Ways to Make Extra Money While Keeping My Day Job6. Retire Happy: 21 Questions to Plan My Retirement7. I Am A Network Marketer: Ojijo’s Network MarketingGuide 8. What Can I Sell? 101 Businesses Ideas for Youth inAfrica 9. Successful Saccos - Managers' Guide to Acquire,Retain and Grow Membership, Savings and AssetsOTHER PUBLICATIONS (ARTICLES, PAPERS, BLOGS)Ojijo has contributed to and been mentioned in variousarticles, blogs, reports, working papers, and in otherseveral articles, in print, and online, which can be found bysearching, “Ojijo Pascal”, on Google, or other searchengines.

ق� Section 12: Referees

(Available on Request)

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ORGANIZATIONAL PROFILE (FOR POTENTIAL INVESTORS AND POTENTIALCUSTOMERS)

ق� WHAT IS A BUSINESS PROFILE?

The business profile is an essential part of the businessmanagement, and business system. It is a quick reference forbanks, government, shareholders, and service providers. Thebusiness profile is a historical document, and it providesthe company history in its corporate affairs, as well asoperational affairs. Subsequently, it is divided into twoparts: corporate history, and operational history, with thefollowing sub divisions:This ensures a clear description of company’s corporatehistory; operational history; growth and valuation; strategicpartners; leadership; and corporate social responsibilityinitiatives. The profile provides a quick overview of companyoperations at a glance. The leadership system deals with thestaff of the business, and covers the board, key management,and staff. It addresses the corporate structure, leadershipprofile, management structure, and staff skills andmotivation.

ق� CONTENTS OF A BUSINESS PROFILE (7PS)

Business profile is divided into seven (7) sections, namely:1. Philosophy2. People3. Products4. Processes 5. Partners6. Profitability7. Plan (Future)

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ق� Philosophy

About Us: Our name, legal entity, year of formation, and address. Vision & Mission: The final place we want to take members; and the mainaction to reach us there. Goals: Our targets in respect to membership numbers, investment amounts,and other activities. Company Competitive Advantage: Any special feature that gives uspotential to achieve our goals faster. Corporate Social Responsibility (CSR): Our free services tocommunity, e.g. visiting children homes, etc.

ق� Partners (Suppliers)

Product Suppliers: name, address and contact persons ofsuppliers of goods and services.Utility Service Providers: name, contact persons and addresses ofrental, water, electricity, and garbage collection suppliers.Professional Service Providers & Advisors: name, contact persons,and addresses of lawyers, bankers, insurance agents, brokerage companies,training consultants, wealth advisors, etc.

ق� People (Staff)

Company Ownership Structure: Members names, ownership percentages,and other interests. Board of Directors: names, profiles, and position of board members. Management: names, profiles, and positions of senior managers.Staff: names, profiles, and positions of staff.

ق� Product

Product Description: list of products, investments, savings, loans, etc. Product Benefits: list of benefits of every product, the unique sellingproposition.

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ق� Profitability (3Cs)

Clients/Customers: Our members, clients, or customers list, with contactdetails, etc.Cashflow: current status of income and expenditure report, or cashflowsummary.Capital: current balance sheet, listing all assets and liabilities.

ق� Process (Company Operational Strategy)

Entry Strategy: how do we intend to start operations, a step by step plan,implementation matrix. HR Strategy: how do we intend to get the best talent to manage, and work forour organisation?Marketing Strategy: how do we intend to promote, price, and distribute ourproducts. Selling Strategy: how do we intend to sell? strategy of pricing, sales tools,etc.Customer Retention Strategy: how we intend to retain our currentcustomers, i.e., database, contacts, discounts, etc.Financial Strategy (Sources & Uses of Funds): our plannedsources, and uses of funds. Risks & Risk Reduction Strategies: list of risks that we are likely toface, the strategies to address them.

ق� Plan

Growth Plan: How we intend to increase sales, profits, and investments.includes sales projections, profitability projections, and cashflow projections. Harvest & Exit Strategies: what do we do when we are big enough? willwe become a bank, or investment company? acquire other companies? move tonew geographical regions? create new products? or close shop?

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ق� TWO TYPES OF BUSINESS PROFILES

There are two types of business profiles:

1. Investor Business Profiles2. Marketing Business Profile

ق� Investor Business Profiles:

This profile is sent to the bank, or potential equity, ordebt investors, and has ALL details about the company, inessence, all the 7Ps above.

ق� Marketing Business Profile:

This profile is meant for the potential customer, and is amarketing tool. It can also be utilised to produce abronchure, website, flyer, or banner.

For potential clients, the organizational profile leaves outsensitive information, and only lists the following sections:

¯ Philosophy¯ People (Leave our shareholders and staff, just focus on board, andmanagement)¯ Products (add prices)¯ Partners (leave out professional service providers and utility serviceproviders)¯ Profitability (change this to “clients”, and leave out capital base, as well ascashflow projections)¯ Processes

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In addition, it should have a cover page, titled with logo,company name and address, and contact person name andaddress.

From this profile, it is easy for the company to produce abronchure, website, flyer, or banner.

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ق� SAMPLE INVESTOR BUSINESS PROFILE

ق� Philosophy

About Us

X3 Consultants (N) Limited is a private limited liability company registered inNigeria in 2013, and licensed to carry out the business of trade in logistics,training, and construction. Since its founding, X3 Consultants has built a reputation as experts in thedesign and implementation of integrated logistics solutions, sourcing andsupplying goods, and providing training services for procurement staff. Our goal is to provide our clients with a cost effective, top notch, blue chip,best in class, secure solutions to their sourcing and supply problems.Nigeria is strategically located in the West African region as a connector andcorridor country to the entire region. X3 Consultants is constantly reinventingits systems, and progressively building a portfolio of logistics services,including procurement services, consulting, and sourcing and supply ofgoods.The sister company, Terrific Engineering Limited, has completed variousprojects in construction, logistics, and purchase and supply, serving variousclients including the federal government of Nigeria, the state governments,and the private sector.

Our Vision Our vision is simplified sourcing and supply solutions in all our clients’institutions. Our Mission To provide cost effective and efficient logistics solutions to West Africa. Corporate Social Responsibility (CSR)

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X3 Consultants (N) Limited is a proactive, progressive, and supportivecorporate citizen, with programs to help the community through:Internships Programme For Students: We partner with universities and offerinternship slots to give students work experience in management andtechnical aspects;Scholarship Fund: X3 Consultants (N) Limited is offering and fundingscholarship to students, as a commitment to creating a better Nigeria.

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Partners (Suppliers)

X3 Consultants (N) Limited has established strategic working arrangementswith various industry players including strategic suppliers, and strategicadvisors and service providers as below: Business Supplies

Item Supplier

Scratch Cards CardPro, South AfricaIT Systems InfocomServer Services UKOneMS Services SMS Media

Service Providers

Service Provider

Water & Sewerage Services National Water & SewerageCorporation

Electricity Services UmemeWaste collection & management Central Waste Management

Limited

Professional Services & Advisors

Service Individual /Institution

Bank United Bank of Africa (UBA)Uganda Limited

Lawyer F. N. Mpanga & Co. AdvocatesAccountant Pharis Wachira, CPAInsurance Agent Omondi Samson (ICEA Ltd)

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Business Advisor Joe McGinnis, SBDC

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People (Staff)

X3 Consultants (N) Limited is managed through experienced and competentpersonnel that guards the vision, oversees implementation of the vision, andadvises the management on technical issues, as below: Founders/Shareholders The founder, Mr. Muhammad Shuhaib, is a reknowned businessman, withcomplementary skills in manpower management, project management,logistics, sourcing and purchase and supply. The co-founder, Adamu Zanga, is an engineer, with over 9 years experience inproject design, training, consultancy and management advisory. The other co-founder, Ms. Amina Muhamud, is an executive secretary,administrator, and accountant with management expertise spanning over 7years.

Shuhaib Muhamad

50%Amina

Muhammad25%

Adamu Zangu25%

% Shareholding

Board of DirectorsThe vision of BankIt Limited is promoted, and maintained by the board ofdirectors, comprised of highly respected individuals, who offer guidance,networking, and advise on operations of the company, to protect the interestof all stakeholders. Our board is comprised of lawyers, accountants, insuranceagents, banker, sales & marketing expert, investment advisors as below:

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Position Name

Chairman Waswa Kajubi

Vice Chairman Linda Naigaga

Director Virginia Ssemakula

Director Miraj Barot

Director Richard Lwaya

Secretary To TheBoard & CEO

Ojijo Pascal

Management

BankIt Ltd is managed through experienced and competent personnel. Themanagers supervise the day-to-day running of the business and are as below:

Position Name

CEO Ojijo Pascal

Company Secretary Johnson Twino

Chief BrandingOfficer

Martin Kyaligonza

Chief SystemsAnalyst

Patrick Ssali

Chief TechnicalOfficer

Goerge Ouma

Chief OperationsOfficer

Baguma Gilbert

StaffBankItTM (U) LTD has a board, an executive management and the staff. Theoperations will employ 21 staff, being 4 executive directors, 2 supervisors, 2database administrators, 4 call centre operators, 2 security guards, 1

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secretary, 1 administrator, 1 accountant and 1 driver. The company will alsohave in professional support 3 consultants, namely, External Accountant &Auditor, Lawyer and Banker.Our staff are well motivated through effective performance measurement,staff development, and employee benefits program.

Role Names

HR George Ouma

Marketing Consultant Maryaane Achieng

Training & Recruitment Ojijo Pascal

Administration & Receptionist Timi Abdulsalam

Accountant (Collections &Disbursements)

Amina Muhamad

Support Staff Procurement guard,clerk, cleaners, cashier,and kitchen help.

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Product

X3 Consultants Group has a diverse list of products, and still continues todevelop new products, in the area of human resource consulting, recruitment,training, and purchase and supply. Opportunity Assessment

An advanced analysis of historic spend data is the backbone of any StrategicSourcing solution. Apart from spend analysis, X3 Consultants Group conductsa thorough review of existing sourcing processes to present an 'As is to Ideal'road map. This is made possible through relevant inputs from stakeholders.Procurement teams, higher management and suppliers are actively engagedto draw a detailed long term savings roadmap. This is generally followed byidentification of categories, with potential savings and a supply marketanalysis.Low-Cost Country Sourcing

Research says best-in-class procurement organizations source at least 20% oftheir enterprise spend from low-cost countries. Whether or not yourprocurement team has experience in Low-cost Country Sourcing (LCCS), X3Consultants (N) Limited can help you achieve more value more rapidly. In fact,on average, X3 Consultants (N) Limited delivers incremental savings of 25% to30% when sourcing from low-cost country sources, instead of domesticsuppliers.Supply Chain Consulting

A healthy bottom line is increasingly dependent on sustainable supply chainstrategies, not only to contain costs but also to generate value. Withincreasing pressure to perform and deliver in an extremely competitivemarket, enterprises are looking beyond stop-gap solutions. Integrated supplychain management is increasingly in the spotlight.Supply Risk Management

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Today’s global and complex procurement models, which have thousands ofsuppliers associated with the organization, make it extremely difficult toidentify risks, let alone mitigate them. X3 Consultants (N) Limited helps clientsproactively identify third-party risks and manage them effectively, bydeveloping comprehensive risk management strategies to mitigatevulnerability and ensure business continuity.Procurement Effectiveness DiagnosticOur Procurement Effectiveness Diagnostic quickly and pragmaticallybenchmarks the client’s procurement function across a wide range ofdimensions. This helps to identify the key functional development needs,which can then be addressed in a pragmatic manner. The Diagnosticconsiders the core procurement processes (category management, source topay, ongoing supplier management), as well as procurement strategy &organisation, demand & stakeholder management, policies, controls &compliance, IT & information systems, and people, skills & incentives. Procurement People Capability Review

Many companies know that they have a shortfall in procurement capability,but they don’t know where to begin to fix the problem. The ProcurementPeople Capability Review articulates the development needs of yourprocurement staff at an individual and granular level. A bespoke trainingprogramme can then be designed around the individuals’ needs.eProcurement

We have embraced a fully-functional eProcurement (procure-to-pay) platformthat is delivered in the cloud under a SaaS model, enabling a significantlyreduced “total cost of ownership” and other advantages, including rapid paceof innovation. The eProcurement solution combines the best eProcurementand expense management technologies into a single platform and solutionthat is easy to use, fast to configure and deploy, and very cost-effective. Theplatform features a single user interface, a single workflow model forapproving purchases and reimbursable expenses, instant visibility toorganizational spending as it occurs, a consistent chart of accounts, and oneset of budget entries against which to credit purchases and expenses.

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Procurement Transformation Services Our Procurement Transformation Services are provided as an on-demandbasis and provide a valuable service to our clients. We can assist in any phaseof your strategic sourcing initiatives; from spend analysis and benchmarkingto contracting and negotiation.Procurement TrainingThese services include training the staff on topical issues including: Government procurement Procurement frauds Procurement transformation Reverse procurement Supplier database management Supplier relations Ethics in procurement Strategic sourcing Alternative procurement procedures Procurement dispute resolution Contract management or contract administration

Setting Up Procurement DepartmentsPurchasing has gained respect and recognition in many organizations.Successful companies have dedicated procurement departments with theresources and support to enable significant contributions to the bottom line.Once considered paper-pushers, today supply professionals -- by whichbuyers, purchasers, and procurement personnel are now called -- areenabling companies to maximize value.

Future Products

We also intend to offer the following products to our customers in the future: Nigeria Specific Procurement ICT solutions Training certification program for procurement officers

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Product Delivery/Distribution Strategy (Where Are We Found?)

Our distribution strategy seeks to answer the question: where can ourpotential clients and current customers find us for purchase of our productsas well as customer service and support?Our distribution strategy is as below:Independent Sales Representatives: our philosophy is that everyone is a salesperson. However, there is need for performance measurement, and hence,follow up on who is selling where, and a need to communicate target clients,and feedback, to avoid confusion. For this reason, all independentrepresentatives report to the sales administrator. Sales Representatives: the company has sales staff, which has primaryresponsibility to sell, with set targets, and clear timelines/deadlines. The salesstaff are also responsible for the work done by independent salesrepresentatives/company staff carrying out sales, as well as customer service.

Profitability (Cs)

X3 Consultants (N) Limited is a going concern, with current business interests,clients, asset base, and cashlow. Clients/Customers

Though only established six months ago, the company already boasts ofvarious clients, and potential clients, including, but not limited to: FCT Abuja-Public Private Partnership project;Our sister company, Terrific Engineering, has finished several projects,including, but not limited to: FCT Abuja Total Oil MDG Office Jigawa State Government

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These projects include supply of laboratory equipments, advising onprocurement best practices, and construction, to name but a few.Cashflow

The company is in good financial health, with no leverage of debt, and no lienon any of its properties, assets, or operations. Please request for companybank account statements, and directors’ accounts statements.

Capital

The company has furniture’s and fixtures, a well furnished office, and relatedequipments for procurement operations, including control equipments.

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Process (Company Operational Strategy)HR StrategyCapable and motivated human resource is at the heart of X3 Consultants (N)Limited. We ensure our staff is capable and motivated through:

ق� Employee Performance Measurement (Out Put, Not Input)

Employee performance in X3 Consultants (N) (U) Limited is measured on thebasis of outputs, and on the parameters of their delivery on set targets, andtheir contribution to customer acquisition, satisfaction, and retention.

ق� Staff Development

X3 Consultants (N) has in place a rigorous staff development program thatfocuses both on personal, as well as professional development.

ق� Employee Benefits Program

X3 Consultants (N) (U) Limited wants to offer the staff a comprehensiveprogram on employee benefits covering pension payments, staff providentfund, and vacation packages for staff.Selling StrategyX3 Consultants (N) Limited sources and supplies products through anintegrated logistics platform, as well as advising, and implementingconstruction programs. Our sales strategy is oriented toward the idea of arming the sales force withinformation so they completely understand both the product and the marketand can hit the ground running. We will use the products within our owncompany, so the sales staff will have first-hand knowledge of the product. Marketing StrategyX3 Consultants (N) Limited product offerings are positioned as cost-effective,reliable, operational solutions to the current and future needs of the hecticpace of the institutional, home and retail savings needs. To the government, our services offer governance transparency,accountability, and quality delivered timely.To the business, we offer the best return on investment with affordablepricing, and timely delivery.

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To the public, our company offers best infrastructures, as well as products forsupport.

X3 Consultants (N) Limited will position the X3 Consultants (N) Limitedproducts technology as a leading edge technology for affordability, efficiency,and quality.

Sources and Uses of FundsOur sources and uses of funds are listed as below:Sources of Funds:

Source Amount

Equity /Directors’ Contribution 314,096

Long Term Debt 120,000

Short Term Debt (Overdraft Facility) 180,000

Total 614,096

Uses of Funds:

ExpensesItem Details Unit

Cost Units

TotalCost

Sales &Marketing

Advertising & Agent Branding*100 agents

100

100

10,000

BankItTM corporate website(design & hosting)

100

1

100

Business Cards & IDs (22 staffmembers)

100

1

100

Others 69

12

828

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Office Stationery (ReceiptBooks, Pens, Note Books,Dispenser Scroll, etc)

10

365

3,650

TOTAL 14,678

Cost ofSales

Dispenser Roll/Paper, at ugx.20 per transaction

0.008

12,168,809

93,606

SMS Charge (ugx. 20 pertransaction)

0.008

12,168,809

93,606

TOTAL 187,212

Equipments

Phone & Intercom system 3,000

1

3,000

Television Screen (3) 1,000

3

3,000

Motor Bikes (1 motorbike, 10hours per day, 2 minutes pertransaction= 300 transactions)

1,000

70

70,421

Moutain Bikes (1 motorbike, 10hours per day, 2 minutes pertransaction= 300 transactions)

100

70

7,042

Ticket Dispensers 200

141

28,169

Generator 7,000

1

7,000

Copier/Fax/Printer (3 sets fordirectors, secretary & callcentre)

1,000

3

3,000

Vehicles (plus insurance-4*4cars)

15,000

3

45,000

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Projector & Screen 1,000

1

1,000

Laptop (6, one for each of 4director and both 2 DBAs)

1,000

6

6,000

Mobile Phones (6 blackberriesfor directors and DBAs withservice)

1,000

6

6,000

Desktops & Monitors (8, forsecretary and administrator)

1,000

8

8,000

Furniture & fixtures (Tables,chairs, curtains, carpets,etc)

1

15,000

15,000

Business Property Insurance(approx. 10% of total cost)

1

10% 20,263

TOTAL 222,895

Registration &Licenses

Company Seal 150

1

150

Trading License & Permits 250

1

250

System Set Up Costs 15,000

1

15,000

Short Code Application &Payment Fees

2,250

1

2,250

TOTAL 17,650

Rent &Utilities

Rent for one year 1,500

12

18,000

Utilities (water, electricity,

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internet, phone, garbage, etc) 300 12 3,600 Server Hosting (annual)

9,000 1

9,000

Internet Connection (annual) 6,000

1

6,000

Maintenance for vehicles (10%of cost value)

2,000

2

4,000

Airtime for mobile phones, 21staff, monthly average

30

252

7,560

Fuel per vehicle, per day 20

365

7,300

TOTAL 55,460

Salary&Allowances

Chief Executive Officer & MD(CEO) (1)

1,500

12

18,000

Chief Operations, TechnicalOfficer (1)

1,000

12

12,000

Chief Systems Analyst 1,000

12

12,000

Chief Operations Officer HR,Finance & Admin (1)

1,000

12

12,000

Chief Branding Officer 1,000

12

12,000

Database Administrators (DBAs)(2)

700

24

16,800

Accountant (1) 500

12

6,000

Administrator (1) 250

12

3,000

Sales Support (2)

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250 24 6,000 Call Centre Staff (4)

200 48

9,600

Security (4) 100

48

4,800

Consultants 2,000

2

4,000

TOTAL 116,200

GRAND TOTAL

614,096

Customer Retention

X3 Consultants Limited has a detailed customer retention program, that is, thesum of all processes that will make a customer to come back, and buy from usagain. Our strategy includes:

ق� Customer Service

We believe in X3 that the customer is king, and we focus on customer trustthrough: dealing with angry, clients-EQ listening skills winning words, phrases and questions professional responses to stupid questions recovery from mistakes stress management positive attitude tracking and responding to complaints

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turning hostile customers into advocates power greeting - what you say, how body language and appearance. personalizing customer experience making a great last impression

ق� Follow-Up (Communication)

We focus on customer follow up, so as to get complaints, as well as givecompliments. Customer follow up services include:

customer database, feedback, visits, getting in touch- calls, emails, sms, etc

ق� Value Addition (Offers & Promotions)

We also retain customers through value addition initiatives such as:: discounts and offers gifts, cards, presents, etc free products (services & goods),

Risks & Risk Reduction Strategies

The directors and management of X3 Consultants (N) (U) Limited understandthat risk management as important responsibility and have thereforeestablished an elaborate internal control system for identification, assessmentand management of various business risks.

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ق� Risks

X3 Consultants (N) TM faces certain risks inherent to e-business in general andfinancial sector business in particular.Financial risks: These include credit, foreign exchange, capital, andinvestment risks. The plan includes budgeting and selling in US Dollars,advance payments, and compliance to investment strategies. The foreignexchange losses are covered by a provision of 1% of the revenue to hedge forlosses. Interest rate risks are provided for by stress testing with upto 10%interest rates, and that is the basis of these projections. Consequently, thebusiness can take it effectively.

Political risks: These may result from political decision making and changesin country governance and may affect property procurement in case ofviolence. The management plan for this risk is through investment protectionlegal regime and insurance. The political risk, likely due to the upcomingelections, and which will translate into inflation, has been addressed by bothhigh interest rates stress testing, as well as increase in administrative costs by5% every year.

Business risks: Including demand and supply, costs of scratch cards,competition, and construction risks. The plans to manage these are throughcompetitive pricing structure, long term contracts, and aggressive branding tocapture the market. The main strategy to hedge against business risks is cleardetailed allocation of costs, as well as provision for 10% in increase inadministrative costs annually.

Operational risks: These include branding, sales, marketing, construction,governance, and regulatory risks. The plan includes competitive pricing,quality amenities, and systems developed for corporate governance. Throughclear project management, as well as utilization of expert consultants, theproject will hedge against operational risks. The risk of poor subscription hasbeen stress tested, at under 30% overall use in first year, and growth by 100%in second year, reducing by 25%, and the project is still net cashflow positive.In addition, the company has well laid out operational business systems,covering financial management system, sales and marketing system, andinvestment system. Reputational risk is also a challenge, which will be

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addressed through strategic corporate social investment, corporate branding,and customer retention initiatives.

ق� Risk Reduction Strategies

The following are the risk reduction strategies that will be implemented by X3Consultants (N) :- Intellectual property protection via patents, copyrights and designregistration;- Injunction readiness, through a defense fund for litigation;- Dividend policy to discourage exit of major shareholders;- Lack of liquidity will be addressed through an overnight borrowingfacility, over draft, and investors’ placement and financing of working capital. - Continuing discussions with several partners to develop a diverseportfolio of technological innovations.- Sufficient funds will be retained to fund R&D, to market and sell roll-outproducts and for contingencies.

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Plan

Growth Plan

X3 Consultants (N) Limited growth plan is guided by the strategic businessdocuments, as well as by the market opportunities and challenges. Thecompany is already making contacts in other states in Nigeria, as well as inGhana, and will be growing in:- New Markets- New Products- New Companies- New Geographical Locations

Exit Plan

X3 Consultants (N) Limited intends to stay in the procurement industry, as along term interest, with no interest of exiting the market, the products, theownership, or the management of the company. However, the investors canchoose to exit by private sale of their interests, or initial public offering (IPO).

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ق� SAMPLE MARKETING BUSINESS PROFILE

Our PhilosophyAbout UsTreazures was founded to create an easy link between Clients and theHospitality Industry. Our strength stems from years of experience within thisIndustry. The Company has grown since its conceptualization and has nowrisen to include services like Training and Events management on a very largescale.

Our MissionTo help clients build the capacity of their staff for improved performance:

Our ValuesTrezures values client growth, and to this end, our work is guided bycollaboration, customization, and compliance.

Unique Benefits (The Treazures Advantage)

Bottom Line Focus: Our trainings and event management work aredirectly connected to the brand building functions, to create a bottom lineimpact on corporate performance. Core Team Concept: We structure our delivery according to functions inline with risks identified, and selected personnel will be trained in accordancewith staff development and event management functional requirements. Dedicated Project Manager: Each project is managed as a cost centre,with a central, dedicated officer in charge of the client, and on call, anytime ofday or night, to deliver better services. Customization: We offer highly customized services through ourdetailed feasibility study of premises to ensure that both manned procurement,as well as procurement installations, match the client’s budget, procurementrequirements, and versatility.

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Strategic Partnerships: Our strategic partnerships with the variousprocurement organisations, and private sector players, help us to leverage onyears of experience and technical expertise.

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Our ServicesEvents Management (USD. 2,050)The company has grown into one of the best Events organisers in the Country,our years of experience and dedication have given us an edge and made us intoa Company that is worth working with.

Writing Skills Coaching (USD. 950)As the world becomes increasingly digital; writing becomes more important.This is especially true for non-writers. Whether I work from home, or in anoffice, the majority of my communications are made with text by email or IM.Whether I like it or not, my ability to exchange ideas, collaborate with others,and ultimately succeed, hinges on the ability to write effectively. Employersassume that applicants who are careless with job applications are unlikely to becareful with important corporate documents. Writing ability could be my ticketin...or it could be my ticket out. Good writing is a sign of good thinking. Writingthat is persuasive, logical, and orderly is impressive. Writing that is not carefulcan be a signal of unclear thinking. This coaching focuses on how to become abetter writer. We have morning, afternoon, evening, weekend, and on premise classes.Sales & Customer Service Coaching (USD. 600)The purpose of the customer service and customer retention coaching is toequip the participant with the greatest skill in the world: the ability to sell. Thecoaching areas covered include dealing with angry clients; sales projections;listening skills; winning words, phrases and questions; recovery from mistakes;power greeting; body language and appearance; up-selling & value addition;product description; deal with complaints; customer database management;follow up (feedback, visits, phone calls, emails, sms, etc); offers & promotions(discounts, events, gifts, free services, lunch, tea, etc); task management; peopleskills (inter-personal skills); delegation and decision making; effective timemanagement; and team work. Team Building Training (USD. 1,200)We often find ourselves in group situations, professionally and socially. Peoplewho can go beyond working in their area of expertise, demonstrate big picturethinking, take leadership roles when necessary and work for the greater goodare considered a great asset to any organisation. Development of the

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interpersonal skills of employees is a key goal of training and developmentinitiatives for many companies, and is considered a constructive manner inwhich to handle office disputes and other personnel issues.

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Our Success/Projects/ActivitiesEvents ManagedSome of the events managed through the years are below: PROCASUR/IFAD; Gender Rural Microfinance: new approaches, servicesand products for the empowerment of the economically active ruralcommunities by ensuring gender equality. 16th-23rd of June 2014. Theconsultation Involves; preparing the case studies and logistical needs plus budgetfor the learning route; coordination of travel documents (visas and tickets) forparticipants for, Transport coordination for participants within the country and toand fro the airport. Coordination of all the logistics needed for the whole duration,coordination of travel and accommodation details within Uganda, general welfareof the participants of the route. Contact : Viviana Sacco, PROCASUR Tel: +393381046068 mail : [email protected] VISION FUND; Launch of the Organization Code of Conduct. April 12th-19th 2014. Contact Mr. Stephen Nnawuba, Chief Executive Officer . Tel: 0776503613mail; [email protected] PROCASUR; Logistical Coordination of the Learning Route "InnovativeIdeas to Secure Rights to Resources”. July 12th –September 6th 2013. CONTACT:Diana Puyo, Learning route coordinator PROCASUR. Tel: +25470604674 TechnoServe; (Business Solutions to Poverty) Women mean businessProgram me. Mentoring rural Women entrepreneurs to manage theirbusiness better. March 2013 to date. PROCASUR, OXFAM NOVIB AND IFAD. Learning route September 24th-October 3rd 2012. THEME: “Boosting the contribution of Value chain developmentto gender justice and pro-poor wealth creation: The Gender Action LearningSystems “. The consultation Involved; coordination of travel documents (visas andtickets) for participants for Rwanda and Uganda, Transport coordination forparticipants within the country and to and fro the airport. Coordination of all thelogistics needed for the whole duration with the Logistical coordinator,coordination of travel and accommodation details within Uganda, general welfareof the participants of the route. CONTACT: Valentina Suave. Learning routecoordinator PROCASUR. Tel: +254706046742 East Africa Court of Justice: Launching of the EA Court of Justice sub-registry in Uganda 18th September 2012. The consultancy involved; Publicity, setup of the venue for the launch, set-up and coordination of the cocktail party,

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ushering of invited guests and coordination of all other details. CONTACT: Hisworship Godfrey Opifeny . Tel: 25677249022 Courts of Judicature; Chief Justices’ Dinner 13TH September 2012. Theconsultancy involved organizing a grand dinner for Chief Justices and heads ofdelegation from Common Wealth Countries. The grand occasion involved comingup with a theme, entertainment, menu for food and drinks and also the functionflow of events. CONTACT: His Worship Sam Emokor PA to Chief Justice Uganda. Tel:256702622480 The Commonwealth Magistrates and Judges Association. 16th TriennialConference 10th-15th September 2012. THEME: “Justice for Everyone: Myth orReality?”. The Consultancy involved; coordination of accommodation for thedelegates (local and international), coordination of flight and airport pick-ups anddrops, Set-up and come up with wowing ideas for the opening ceremony,conference management. CONTACT: His Worship Mugabo Vincent. Tel: 25670149968 Uganda Society of Architects’ 6th symposium and exhibition 8th August2012. Mobile clinics 5th-7th August. THEME: “Uganda @ 50, The role ofArchitecture in Nation Building.” The consultancy involved; identifying sponsors andsoliciting for sponsorship to run the symposium, publicity, branding, organizationof the mobile clinics, design and set up of website for the event, management of thewhole event. Period of preparation was 2 months. CONTACT: Arch. Dr. KennethSsemwogerere, President Uganda Society of Architects 2012. Tel : International Crimes Division: Records Management Training. April 10th-15th 2012. The consultancy involved setting up a team of experts in Recordsmanagement and organizing and coordination of the training which includedmanagement of timing, selection of presentations, selection and organization ofpractical sessions, meals, hand-outs and rapporteuring. CONTACT: His WorshipTom Chemutai. Tel: 256 782676820

Trainings DoneOur trainings to date include: DAMCO Ug: Team building for all company staff. March 16th 2013 100people. East African Chains, Fire & Safety Limited; Training on Report writing 24th-27th

April 2013.

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Parliament of Uganda. Presentation to middle level officer’s Parliamentaryservice on Conflict resolution and management. 19th-20th Jan 2013 GTZ/ Konserve Consult; Training on Basic sales skills 10th-15th December2012. Team building training for AON Insurance Uganda staff 19th -20th October2012. Customer service training for Uchumi staff 2nd July to 6th July 2012 for 250people at Golf course Hotel Kampala. Interface Consulting; Provision of administrative assistance and capacitybuilding on their project. Federation for Uganda Employers team building training 24th-25th

November 2010 at Ankra Foundation. MTN Uganda Team building training 14th-15th December 2010 at ParaaLodge for Sale and Marketing team. Team building training for AON Insurance Uganda staff from Friday 16th

September- Saturday 17th 2011 at Ankra Foundation in Mukono.

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Our PartnersOther organizations worked with: Finca International Finca International; Booking of hotels and provision of transport and tourguidance plus reservations of airline tickets both in Uganda and Kenya for theirvisitors. Contact Ms. Fausta Nakaggwa. Tel ; 075272100Parambort Breweries Parambort Breweries; Coordination of promotion and branding campaignfor a period of 2 months September –October 2011. Contact Mr. Osseya JosephFoundation for Human Rights Initiative Foundation for Human Rights Initiative; Organization of travel details fortheir conference participants from all over Africa and booking of hotels. ContactMs. Sheila Muwanga. Tel : 0773486911AMREF AMREF; Continued booking and advising on new and convenient hotels fortheir numerous workshops all over Uganda. Contact Mrs. Lilian Kamanzi Mugisha;tel : 0712387937Interface Consulting Interface Consulting; Provision of administrative assistance and capacitybuilding on their projects. Contact Mr. Victor Male.allpublicspeakers.com: Partner in providing talented, expert, professional and committed publicspeaker and communication consultants.

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Management ProfilesBoard of DirectorsThe vision of BankIt Limited is promoted, and maintained by the board ofdirectors, comprised of highly respected individuals, who offer guidance,networking, and advise on operations of the company, to protect the interest of allstakeholders. Our board is comprised of lawyers, accountants, insurance agents,banker, sales & marketing expert, investment advisors as below:

Position Name Profile

Chairman Waswa Kajubi 48 years in bankingsector, current advisor toa financial institution

Vice Chairman Linda Naigaga Branding expert, currentbusiness woman

Director Virginia Ssemakula Graphics design expert

Director Miraj Barot Real estate investor

Director Richard Lwaya Accomplished publicspeaking coach andauthor

Secretary To The Board &CEO

Ojijo Pascal Founder, coach, author,and consultant

ManagementBankIt Ltd is managed through experienced and competent personnel. Themanagers supervise the day-to-day running of the business and are as below:

Position Name

CEO Ojijo Pascal Founder, coach, author,and consultant

Company Secretary Johnson Twino Lawyer, 23 yearsexperience

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Chief Branding Officer Martin Kyaligonza Expert in sales,marketing, branding,and advertising

Chief Systems Analyst Patrick Ssali Expert in ICT, systemsdesign

Chief Technical Officer George Ouma Expert and consultant indatabases

Chief Operations Officer Baguma Gilbert Serial entrepreneur,expert in management

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PROPOSALSAPPLICATION LETTER

ق� WHAT IS A COVER LETTER?

An application letter is a written document requesting for anopportunity to work, or present a solution.

ق� CONTENTS OF AN APPLICATION LETTER

A letter should have four ideas, expressed in fourparagraphs.

The first paragraph should express the WHY? For example: I humbly submitmy request to work with your esteemed organization as a legal officer, as peryour advert on the daily nation of Friday, 18th January, 2010.

The second paragraph should present the WHO? For example: My name isOjijo Pascal, and I am skilled public speaker & trainer on financial literacy andpersonal branding; lawyer & guest lecturer on legal rhetoric, Afrikanjurisprudence and policy and legal issues in e-commerce & e-governance); andconsultant (law, financial literacy & investment clubs)

The third paragraph should talk about the HOW? For example: As amember of your team, I will contribute towards your organizational mission ofdelivering the best legal service and advice to the country, while also benefitingthrough improved work skills and exposure, and working with a tested team ofprofessionals.

The last paragraph should talk about the WHAT? For example: Kindly findherein attached my vitae for further information and clarification.

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ق� SAMPLE APPLICATION LETTER

Ojijo Mark Pascal,P.O. Box. 24463, Kampala, UgandaMobile:+256776100059Email: [email protected]: Friday, November 4, 2022

To,Md. Pascal Wenslaous,Managing Director,Lawpronto.comKampala, Uganda

Re: Application for Job as Legal Researcher

I humbly submit my request to work with your esteemed organization as a legalofficer, as per your advert on the daily nation of Friday, 18th January, 2010.

My name is Ojijo Pascal, and I am skilled public speaker & trainer on financialliteracy and personal branding; lawyer & guest lecturer on legal rhetoric, Afrikanjurisprudence and policy and legal issues in e-commerce & e-governance); andconsultant (law, financial literacy & investment clubs)

As a member of your team, I will contribute towards your organizational missionof delivering the best legal service and advice to the country, while also benefitingthrough improved work skills and exposure, and working with a tested team ofprofessionals.

Kindly find herein attached my vitae for further information and clarification.

Sincerely,

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Ojijo Pascal

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COVER LETTER/INTRODUCTION LETTER

ق� WHAT IS A COVER LETTER?

A cover letter, covering letter, motivation letter,motivational letter or a letter of motivation is a letterof introduction attached to, or accompanying anotherdocument such as a résumé or curriculum vitae, proposal, orapplication for enrolment to an academic institution.

ق� CONTENTS OF A COVER LETTER

A letter should have four ideas, expressed in fourparagraphs.

The first paragraph should express the WHY? For example: I humbly submitmy request to work with your esteemed organization as a partner offeringtraining services in communication skills.

The second paragraph should present the WHO? This is the profile ofthe organisation submitting the proposal, and shouldinclude name, year of founding, track experience, andpartners. For example: Our company, Lawpronto.com, is a leadingprovider of software services for law firms. We were founded in 2010 asregistered limited by shares company, and so far, have served over 23 lawfirms, and have partnerships with the judiciary and law society.

The third paragraph should talk about the HOW? This details theprocedures of how the system will work, includinginstallation, testing, maintenance, and other additionalbenefits. For example: As a law firm management software, thesolution will be installed into your computers, and or on mobile site as softwareas a service option, and will be utilised by your team from wherever they are.The installation will take 2 weeks, and the term of software is for a lifetime, orfor software as a service, is payable every month.

The last paragraph should talk about the WHAT? For example: Kindly findherein attached our profile, clients list, pricing schedule, and detailed proposal.

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ق� SAMPLE COVER LETTER

P.O. BOX, 26664, Kampala, UgandaTel: +256 414 [email protected]

Friday, November 4, 2022To,The Managing Partner,

………………………………Re: Law Firm Management Software (e-wakili) We, at Lawpronto.com, are glad to introduce to you a softwaresolution to promote your legal practice, increase yourbillable hours, reduce administrative and operational costs,and to let you focus on your main work-legal practice.About LawPronto LawPronto is a global franchise that promotes legal expertiseand practice of law through expert legal seminars, legalconsultancy, law firm business planning services and law firmmanagement software.We also contribute to the society through supporting studentcompetitions on legal rhetoric (The Ultimate Legal Mind Challenge)and free online legal search engine database(www.lawpronto.com).About e-wakili software

e-wakili is lawfirm management software, distributed all overAfrica by Lawpronto LLP, as a solution to carry out normal

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functions in law office, including client management, filemanagement, office management, staff management, and to freethe lawyers time to do the important thing: practice law.Do find herein attached the following:- Lawpronto corporate profile- e-wakili software features The system is both cloud based (accessed from our website),as well as premise based (installed to your office orwebsite). For a demonstration of the software or any otherclarifications, do not hesitate to contact us [email protected], and or call Ojijo at + Tel: +256 414696004/31 251 7908, or Mob: 0776 100059/0701 100059.We are looking forward to doing business with your law firm.Sincerely,

Ojijo Pascal Al AminPrincipal Partner

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EXECUTIVE SUMMARY/INVESTOR PITCH

ق� WHAT IS AN EXECUTIVE SUMMARY/INVESTOR PITCH

An executive summary, or investor pitch, is a two pagedocument that sells a company, or product, to very busyinvestors. It is a snap shop that indicates simply theproblem in the market, how it is being solved currently, whowants to solve it, how you want to solve it, the team ofexperts, the amount of money you want, how you will earn, andthe offer to investors.

ق� CONTENTS OF AN EXECUTIVE SUMMARY/INVESTOR PITCH

The sections are as below:Product Description: The Company Corporate Status:The Market Need: Our Solution: Our Target Market: Our Operations Strategy: Funding: Revenues and Profitability: Offer for Investor: The Team:

ق� SAMPLE EXECUTIVE SUMMARY/INVESTOR PITCH

ق� Product Description

Copyrighted software enabling mobile-2- mobile moneytransfer; mobile-2-bank money deposit; and aggregation ofpayments for payment to third-parties. About the Company

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Website: www.bankitgroup.comSectors: ICT, Banking, Mobile Money Transfer, AggregationLocation: Incorporated in Uganda, Operations in UgandaCorporate Entity: For Profit, Incorporated in 2011

ق� The Market Need

The bank account holders need a cost effective, 24/7 abilityto deposit money as little as USD. 0.5, to their bankaccounts over, or send money to mobile users, over theirmobile phones, without first depositing the money throughmobile money agents and without lining up in banking halls.The Banks need to mop up the micro-deposits of as little asUSD1 so as to encourage accumulation of money to lend forhigh-end projects. They governments want the unbanked to havebank accounts, develop a saving culture, and accumulatewealth.

ق� Our Solution

We enable customers to go to our agents, and send money,using their mobile phone message, to another mobile phone, toa bank account, or to a virtual account, using a dispenserthrough SMS message. The SMS prompt also allows for balanceinquiry, customer service, reporting and control features fordata protection and anti-money laundering.

ق� Our Target Market

We target two categories of clients: (1), people who want totransfer money to a mobile account; (2) people who want todeposit money to a bank account; and (3) people who want topay a third party. This market, in Uganda, has over 6.3million bank account holders; 1.2 million accounts in otherdeposit taking institutions (Tier 2, 3 and 4); and over 18.3million mobile phone subscribers.

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http://www.bankitgroup.com/


ق� Our Operations Strategy

We plan to carry out proof of concept targeting 100,000transactions, with a bank, sacco, or micro depositinstitution. This will involve users sending money to virtualaccounts and the money being routed to third parties; userssending money to other users on mobile networks; and usersdepositing money to their bank accounts. After the test run,we will subsequently set up the entire office block foradministration, as well as operations.

ق� Funding

The total cost of the project, funding start up, equipments,and operational expenses for the first year, is projected atUSD. 464,710. The proof of concept will require operationsfor one month, estimated at USD. 38,726. The remaining fundsshall be released in two equal batches of approximately USD.213,000 in the second month, and seventh month respectively.The funds shall be utilised as below:Item Total

Cost Sales &Marketing

14,678

3%

Cost of Sales 56,164

12%

Equipments 141,559

30%

Registration & Licenses

17,650

4%

Rent &Utilities

55,460

12%

Salary &Allowances

179,200

39%

GRAND TOTAL 464,710

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ق� Revenues and Profitability

The project income will be obtained from two sources. Thefirst source of income is premium SMS charges to users of thesystem, which will be priced at USD. 0.08 per SMS. The secondincome stream is payments to BankIt by third party deposittaking institutions (banks, etc), priced at USD. 0.02dollars. There are more than 8.5 million accounts fordeposits, and over 18.3 mobile phones. That is a total ofover 26.8 million accounts. Bankit projects only 3.6milliontransactions per year, that is, a mere 14% of account holdersusing the system only once, for entire year. This willgenerate a revenue of USD. 381,913, against annual expense ofUSD. 367,603, with depreciation and taxes, netting freecashflow of USD. 14, 311 in the first year, that is, 5%profitability.

ق� Offer for Investor

BankIt projects average EBIDTA of USD. 283,000, hence, hence,a multiple fo 3, and a valuation of USD. 567, 000. Thediscounted cashflow valuation puts the company at USD.510,000. The amount requested for of USD. 464,710, hence isan offer of approximately free cashflow of USD. 14,311 infirst year, growing to seeks the entire USD. Effectively, atan EBIDTA Multiple of 4, the company is valued at 4.1million, hence, USD. 614,096 is 15% equity, with equivalentboard, and management positions, recoverable after 5 years,cumulating to approximately 75% of the company shares, withequivalent directorships, and board positions.

ق� The Team

The team is made up of Ojijo Pascal, an entrepreneur, author,and consultant, who runs two companies,allpublicspeakers.com, and Lawpronto.com. The IT is headed byOuma George, who is an ICT head at the national socialsecurity fund, and assisted by Patrick Ssali, an independent

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ICT contractor. The operations is headed by Gilbet Baguma,who has extensive experience in running businesses, andworking as independent agent in charge of distribution forMTN Uganda. The branding is headed by martin Kyaligonza, whois an expert in marketing, promotions, and sales. Finally,the finance department is headed by Mark Mutaahi, an expertif sourcing, finance, and start ups, and currently runninghis enterprise in eco-solutions and carbon trading.

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BUSINESS PROPOSAL

ق� WHAT IS A BUSINESS PROPOSAL?

Business proposal is a detailed document that is submitted bya prospective supplier, to a potential buyer, to win an offerto provide a good or service.

ق� CONTENTS OF A BUSINESS PROPOSAL

The proposal should indicate four things, namely, theproblem, the solution (product), the unique benefits, projectimplementation, cost and payment method, and appendices,which should have attached the company profile, orconsultant’s profile, together with terms of reference.

In details, the sections include:

Cover PageExecutive SummaryTable of ContentsThe Problem (The Need)¯ The Problem Generally¯ The Problem Locally (Relate Problem To The Client)¯ The Need for A SolutionProposed Solution¯ Product Description¯ Product Benefits¯ Product OperationUnique Benefits (Consultants Competitive Advantage)¯ Cost Affordability¯ Superior Quality

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¯ Timely Delivery¯ Integration¯ Value Addition¯ Core Team Concept¯ Dedicated Project Manager¯ Customization¯ Strategic Partnerships¯ Staff Development-Value AdditionProject Implementation¯ Implementation Team¯ Project Implementation Matrix¯ Project Success Factors¯ Risk Management Plan (Risks & Risk Management Strategies)Cost & Pricing¯ Pricing /Cost ¯ Cost Savings Proposition¯ Project Financing GuaranteeAppendices¯ Organizational Profile¯ Consultants’ Profile¯ Terms of Reference

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ق� SAMPLE BUSINESS PROPOSAL

Proposal for Setting up Procurement Department and Offices inState and Local Governments

Submitted To

The Office of H.E. The Governor,Jigawa State Government,P.O. Box XXXTel: XXXJigawa, Nigeria

Submitted By

X3 Consultants (N) LimitedP.O Box XXXJigawa State, NigeriaM: XXX Tel. XXXE: [email protected]

Contact Person

Mr. Mahamud Shuhaib,Managing Director,Mobile: XXX

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Tel: XXXEmail: [email protected]

Executive Summary

This a proposal to install systems for procurement at thestate and local government in the great State of Jigawa,including, but not limited to setting up procurementprocedures, procurement staff training, procurement staffhiring, and support services for procurement staff.

ق� The Problem

Procurement Generally

Procurement is strategic. Every dollar saved has a $1 dollarimpact on profits. And most companies spend between 25-75% ofrevenues on the purchase of products and services.In an era of faster product cycles, global competition andincreased risk of supply chain disruption, corporate leadersneed to know how to use procurement–now often called supplymanagement–as a competitive advantage. Purchasing and globalsourcing can account for more than 50 percent of overallcosts in many industries.

Public Procurement in Nigeria

The introduction of Public Procurement Reforms in Nigeriafollowed a World Bank Country Procurement Assessment surveyconducted in 1999 which established the link betweenpoor/weak public procurement procedures and corruption aswell as its far reaching negative consequences on nationaldevelopment especially in the area of infrastructural

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development in Nigeria. The Assessment Report revealed thatan average of ten Billion US Dollars ($10b) was being lostannually due to fraudulent practices in the award andexecution of public contracts through inflation of contractcost, lack of procurement plans, poor project prioritization,poor budgeting processes, lack of competition and value formoney and other kinds of manipulations of the procurement andcontract award processes.

In order to address the above shortcomings, the FederalGovernment initiated the Public Procurement Reform as part ofits Economic Reform agenda designed to restore due process inthe award and execution of federal government contracts. Thisled to the setting up of the Budget Monitoring and PriceIntelligent Unit (BMPIU known as Due Process) in 2001 toimplement the Federal Government's Public Procurement ReformPolicy aimed at minimizing open abuses to known rules,processes and standards in the award and execution of publicsector contracts in Nigeria.

However, most state governments have not implemented fullintegration of procurement departments. This is where X3Consultants comes in, to help institute public procurementsystems, departments, and trainings for procurement staff andmembers of the public interested in supplying services to thestate, and or state agencies. The Need for Procurement Departments

X3 Consultants measure success in real terms – not in thenumber of report pages, nor in the potential value ofrecommendations, but by the actual savings we deliver andhelp sustain over time. From assessment through program design to execution, fromstrategy through implementation to continual improvement,we’re with you all the way, delivering accelerated outcomesthat delight both you and your C-suite.

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The procurement departments have the following benefits to anorganization:

Protects the legal interests of the organization by understanding the termsand conditions of the purchase order contract and working with suppliers to gainagreement Works with internal customers in providing accurate material and servicecosts so that budgets are based on sound numbers Works closely with internal customers to purchase their requirements legally,ethically, timely, and at the lowest ultimate cost Recommends when, from whom, how much, and the timing of purchases tominimize costs, beat price increases, prevent shortages, and minimize inventorylevels Analyzes volume purchase decisions to ensure inventory carrying costs,transportation expenses, and transaction fees don’t eat up the volume savings Suggests standardization, consolidation, vertical and horizontal integration,and outsourcing opportunities that improve the organization’s management ofmaterials Conditions suppliers to set up cost-containment efforts and to justify allrequests for price increases with documentation Requires all price increases to include what components increased and whyand how much Expects a price decrease on products that the number of labor hours hasdecreased due to the concept called the learning curve Understands the product import process and is able to put together anaccurate total landed cost for management to review Uses total cost of ownership as a tool to identify the true cost to do businesswith a supplier Recommends when and where offshoring, onshoring, or insourcing is thebest decision Ensures that critical suppliers are in sound financial condition to preventsupply disruption Works to ensure that the best suppliers are selected, evaluated, developed,and managed so that the organization also gains value-added opportunities Implements strategies to prevent disruptions, minimize impacts, and recoverrapidly Recommends the right number of suppliers, their locations, and relationshiptype to best support the success of the organization

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Aligns supply decisions to support the core competency, critical successfactors, business model, vision, mission, objectives, and goals of the organization

ق� The Solution-Procurement Departments in Jigawa State & LocalGovernments

A plantation, like that of Coffee, needs various products toguarantee its procurement, including, but not limited to:Procurement Training

These services include training the staff on topical issuesincluding: Government procurement Procurement frauds Procurement transformation Reverse procurement Spend analysis Supplier database management Supplier relations Ethics in procurement Strategic sourcing Alternative procurement procedures Procurement dispute resolution Contract management or contract administration

Procurement software

Procurement software (often labeled as RFQ software,purchasing management software or e-Procurement software)manages the purchasing processes within a supply chain. As animportant element of supply chain management systems, thesesystems help organizations efficiently manage theirpurchasing cycle times and maximize profit on every purchaseorder. Public eProcurement

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Public sector organizations use e-procurement for contractsto achieve benefits such as increased efficiency and costsavings (faster and cheaper) in government procurement andimproved transparency (to reduce corruption) in procurementservices. E-procurement in the public sector has seen rapidgrowth in recent years. E-procurement in the public sector isemerging internationally. Hence, initiatives have beenimplemented in Singapore, UK, USA, Malaysia, Australia,European Union and Kazakhstan. E-procurement projects areoften part of the country’s larger e-Government efforts tobetter serve its citizens and businesses in the digitaleconomy. Institutional Set Up

This involves addressing capacity of the state, and localgovernments, and setting up physical office requirements,infrastructure, softwares, staffing and other related issues.Contract management or contract administration

Contract management or contract administration is themanagement of contracts made with customers, vendors,partners, or employees. The personnel involved in ContractAdministration required to negotiate, support and manageeffective contracts are expensive to train and retain.Contract management includes negotiating the terms andconditions in contracts and ensuring compliance with theterms and conditions, as well as documenting and agreeing onany changes or amendments that may arise during itsimplementation or execution. It can be summarized as theprocess of systematically and efficiently managing contractcreation, execution, and analysis for the purpose ofmaximizing financial and operational performance andminimizing risk.Risk Consultancy

Risk Consultancy incorporates proven tactics with technicalprocurement expertise to help protect large enterprises andthose operating in non-profit organisations against theperformance threats in procurement.

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ق� Unique Benefits (X3 Consultants Advantage)

PA Consulting Group has long-standing expertise in large-scale public and private sector procurement, helping ourclients get the best deal from bought-in goods and services.

Effective procurement is becoming a more complex task, yetits importance in delivering value has never been clearer.Procured goods and services make up 60% or more of anorganisation’s cost base, a figure which is increasing ascompanies outsource more services. So there is real potentialto secure cost savings if the procurement team has the rightknowledge and skills.Our approach delivers results through:Cost and Risk Reduction

We implement projects across key categories of spend toreduce cost and manage supplier risk. Supplier Collaboration

By introducing powerful supplier management and developmenttechniques, we create longer-term value. Business And Procurement Intelligence

We develop real intelligence and improvement opportunitiesacross diverse, and often poor quality, spend data.

Procurement Organisation And Change Management

We know how to remove the critical people-related barriers togaining support for agreed processes.

Core Team Concept

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X3 Consultants provides services tailored to corporatecustomer requirements using a core team concept.The Core Team is structured according to procurementfunctions in line with risks identified, and selectedpersonnel will be trained in accordance with procurement andfunctional requirements.Benefits of the core team concept are that:- Management and direction of the contract reaches all levels of theorganisation- Decisions can be made quickly and incisively involving inputs from all levels- Responsibilities are linked to specific positions and rank structures- The procurement staff develop into specialists- Opportunities for promotion are created, resulting in motivatedprocurement officers

Dedicated Project Manager

Each project is managed as a cost centre, with a central,dedicated officer in charge of the client, and on call,anytime of day or night, to deliver better services.

Customization

X3 Consultants Limited offers highly customized servicesthrough our detailed feasibility study of premises to ensurethat both manned procurement, as well as procurementinstallations, match the client’s budget, procurementrequirements, and versatility.Strategic Partnerships

Our strategic partnerships with the various procurementorganisations, and private sector players, help us toleverage on years of experience and technical expertise.

Staff Development-Value Addition

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All staff at X3 Consultants Limited undergo a routine monthlystaff capacity development course focusing on life skills,and as well as regular technical training courses programme. In detail, the team has trainings in:

Roles & Responsibilities Conflict Resolution Delegation And Decision Making Effective Time Management Management Resources Management, Decisions Making Task Management (Client Visits, Order Processing, Invoicing, Collections, Etc) People Skills (inter-personal skills) Knowledge Sharing Action Plans And Work Schedules People Skills (Inter-Personal Skills) Performance Measurement And Reporting Client Feedback Recording Remote Team Management (Roles, Tasks, Decision Making)

We pass this expertise to your team as part of life skillstraining package for value addition.

ق� Project Implementation

Implementation Team

Every client project by X3 Consultants Limited is treated asa different cost element, and a team of project manager,supervised by the CEO, is put in place to oversee theimplementation of the project.The project will be implemented by X3 Consultants Limited, inconsort with consultants and project advisors as detailedbelow. Item Consultant Feasibility Study (Needs Operators Manager

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Analysis)Recruitment & Re-Training Recruitment & Deployment

Manager

X3 Consultants Limited will hire extra human resources asrequired to take on and deliver on the project within atimeline of 24 months. Project Implementation Matrix

The implementation of the business project is based on thefive-phase approach as below:

Month 1

Month 1

Month 1

Month 3

Phase I:Preparation

Feasibility studydone to determineprocurementissues, gaps, andneed forinstallation.Detailed businessproposal withpricing done.

Phase II:Contract &Capitalisation

Financing contractsigned.

Phase III:Institutionalization

Installation ofprocurement andtraining.

Phase IV:BusinessCommencement

InstallationfinalizedTraining of staffon basicprocurement

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issues, rapidresponse, etc.

Phase V:PerformanceMeasurement

1st QuarterlyReview

Project Success Factors

Based on its property development experience, X3 Consultants(N) Limited has identified a number of critical successfactors for its investments in the sector of which thefollowing are the most relevant.

The Project will be carried out by industry professionals: Projectmanagement is led by the CEO and operators officers, who areall experienced in procurement issues generally.

A reputable, experienced management team: the team ofmanagement all have past experience in procurement industrymarkets, and also have extensive management expertise acrosssectors, hence allowing for diagnostic of problems, andeffective solutions;

The investor has financial strength and commitment to the project:Investors are backed by substantial financial resources andthe companies are debt free, with no leverage.

Careful analysis of factors impacting the current and anticipateddemand: The business volumes are rising and the majorplayers are not able to fill the need, hence, there is a gapto be filled, both locally, as well as regionally.

Reasonable Project cost: The costs by the company arereasonable, competitive, and within industry standards.

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Growing Market: Jigawa State, and the region, is growing withurban population growth of 4% per annum. This coupled withstable annual GDP growth of 6% shows a growing market forpublic private partnerships, service provision, and hence,supply of services to the state, and local governments

Risk Management Plan (Risks & Risk Management Strategies)

X3 Consultants Limited faces certain risks inherent toprocurement industry. The directors and management of X3Consultants Ltd understand that risk management as importantresponsibility. The Directors have therefore established anelaborate internal control system for identification,assessment and management of various business risks tominimize and control the probability and impact ofunfortunate events that may affect the project.

The strategy addresses the following risks:

Political risks: These may result from political decision makingand changes in country governance and may affect propertyprocurement in case of violence. The management plan for thisrisk is through investment protection legal regime andinsurance.Business risks: Including demand and supply, competition, andother operational risks. The plans to manage these arethrough competitive pricing structure, long term contracts,and aggressive marketing. Financial risks: These include credit, foreign exchange, capital,and investment risks. The plan includes letting property inUS Dollars, advance payments, and compliance to investmentstrategies. Operational risks: These include branding, sales, marketing,construction, governance, and regulatory risks. The planincludes competitive pricing, quality amenities, and systemsdeveloped for corporate governance.

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Natural risks: The business will also take out insurance againstfires, floods, and other natural disasters.

In addition to the risk management plan, the company has putin place operational systems for all aspects of runningsuccessful businesses, including, but not limited to: Financial System Human Resource System Management system Sales and marketing system

ق� Project Cost

Project Financing Guarantee

The consultant will guarantee performance by obtaining aprocurement guarantee issued by recognised financialinstitution, as well as obtaining a performance bond, ifrequired. Pricing /Cost of Establishing A Procurement Department at State & LocalGovernment Level

The objectives of the pricing strategy are to:

- To offer the clients affordability without compromising quality;- To penetrate various segments, attract and maintain a large market; - To fit different market segments; - To encourage first time purchases of the software; - As very competitive and hence introductory price to encourage loyalty.

Item Details Total(USD)

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Consultancy Fees Consultants payment 15,000Procurement Software For ease of operations, and

access to members details10,000

ProcurementDepartments Branding

Websites 4,000

Stationery 2,000Office Equipments 15,000General advertising 10,000

TOTAL 56,000

ق� Appendix

Terms of Reference

Duties of Consultant

The consultant shall provide a work plan for theestablishment of the procurement department at the state, andlocal government offices of Jigawa StateThe consultant shall work with the officials to produce thefollowing documents: Sensitization and operational plan meeting with top/senior management; Training sessions of 1-2 hours each, for the officials and staff to be involvedas champions, on procurement department management, recruitment, growth,etc; Set up offices, and infrastructure for procurement; Install and train on operations of procurement systems at both state, andlocal government levels; Conduct public awareness sessions on the public procurement departments; Conduct supplier/potential suppliers meeting with state and localgovernments, to set the guidelines for such future relations; Draft governing documents including 3-5 year strategic plan; terms ofreference for all committees and staff;; manuals; website content; poster; flyers;banners; and logo; and Coaching session for the new office holders.

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The consultant shall make a presentation of the final work torelevant stakeholders, including, but not limited to stategovernment offices and other business partners.Duties of Client

Client shall avail information, pictures, and other documentsrequested for the preparation of the strategic businessplans, and other documentsThe client shall facilitate all travel, accommodation, andrelated expenses of the consultant.Client shall avail a workspace to the consultant for theduration of the work.Compensation/Payment

As consideration of the work done under above terms ofreference, the client shall pay the consultant a total sum ofUSD 56,000, inclusive of direct costs of accommodation,transport, and communication when in the country. The payment shall be made in part; with 30% before commencingthe work; 40% upon completion of the work; and 40% uponapproval of final work by client. Duration

The duration of the consultancy shall be three (3) months.

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CONCEPT NOTE (PROJECTS)

ق� WHAT IS A CONCEPT NOTE

A concept note, also called a prospectus, is a preliminarydescription of the ideas behind a project. Businesses,academic programs, and nonprofit organizations use them tohelp test and refine concepts and to communicate about theproject with potential readers, including partners anddonors, supervisors, or review boards or committees.In education, a prospectus may be used by students embarkingon research to gather and present preliminary ideas: toreview a field of study, state a research question, identifymethods, and indicate the significance of a line of research,often including a budget and timeline.A concept note is a summary of a proposal containing a briefdescription of the idea of the project and the objectives tobe pursued. In some financing programs, funding agenciesrequire a concept note before the submission of a fullproposal, in order to decide whether the proposed project isin line with the priorities of the program and to eliminateproposals that are not likely to be funded. Concept notes arealso submitted to donors without a formal call for proposals,who prefer to understand a project through a brief summaryrather than a full-fledged proposal document. It should be asshort as two to three pages.

ق� CONTENTS OF CONCEPT NOTE

Given below are the major components of a concept note:

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ق� Title

ق� Executive Summary/Introduction

ق� Background/ Problem Statement

ق� Objective (Overall Objective, Specific Objectives)

ق� Implementation Plan (Input, Activities, Outputs, Outcomes)

ق� Beneficiaries and Impacts

ق� Project Management/Project Team

ق� Draft Budget

ق� Performance Measurement/Monitoring & Evaluation

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ق� SAMPLE CONCEPT NOTE

ق� Title:

The title should be snappy, informative, and distinctive. Itmay be divided into two parts with the first one being shortand catching the readers’ attention and the second one more‘serious’ and informative. It should also include theoriginator, or author, of the concept note.

ق� Executive Summary/Introduction

This section introduces the document as a concept note, andin one paragraph, talks about the problem; the currentresponse; the gap; the proposed solution; the proposedstrategy/activities; the beneficiaries; the proposed cost;and proposed performance measurement, that is, outputs, andoutcomes.

ق� Background

In the concept note organise the background materials undertwo sections.The problem and its urgency - Under the section discuss theproject in terms of the goals of your organization. In thissection provide background statistics and citing sources. What has already been done - Be sure not to focus only onyour own organization’s activities in the field. The donorwill want to know about the contributions that others aremaking and are making. Of these some may be organizationsthat are still supporting or could be your prospectivepartners.

ق� Objectives:

Objectives are the answer to the question “what do you wantto do?” These are the first part of your concept note thatyour reader will look at, hence the most important. The mainobjective is the final goal we want to achieve, and is

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apparitional, and broad. The specific objectives addressvarious components of the program, for instance, advocacy,training, funding, or institutional development.

ق� Implementation Plan:

This section breaks down the objective intoactivities/outputs, time of implementation; and expectedoutcomes. The outputs of the project should be directly related to theproject objectives. Outputs may include: Events such asworkshops or harvests; Intangible things, like decisions;Tangible things, like new buildings and new facilities; andor Information, perhaps in the form of publications andvideos. Key outputs that you achieve during the life of theproject may be useful milestones that you can refer to whenwriting the full proposal. Outcomes are the lasting effects, leading mainly tobehavioral change, policy shift, legislative enactments, andor such actions that have broad effect. Intangible itemsmight also be mentioned, such as a rise in awareness.

ق� Beneficiaries and Impacts

This section should list the stakeholders in the project,namely, both the local direct beneficiaries, as well asindirect, secondary beneficiaries, including wider community,the government, and international community. This sectionwill be important for getting “buy-in” from the donor. Itshould contain: The expected benefits, both in quantitativeand qualitative terms, and when and where they will occur.The underlying assumptions and the reasons why these benefitscan be expected; for a specific group of beneficiaries;Considerations concerning how and by whom the impacts will beassessed.

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I need to present a clear reasoning as to why you expect thebenefits will be accrued to a target group. If needed, statethe assumptions that you are making.

ق� Project Management/Project Team

The best objectives can achieve the desired output only ifthe project is effectively managed. Your design needs toinclude a plan covering the roles and responsibilities of thevarious people involved in the project. This section shouldexplain how the objectives will be achieved and how theproject will be managed and evaluated. It should become clearwho will lead the project and what roles and responsibilitiesthe various people in charge of tasks such as financialmanagement, monitoring and evaluation will have.

ق� Draft Budget

The best plans have been shelved due to lack of care inpreparing the budget. A budget that seems overly bloated,unrealistic, or full of gaps, has every chance of beingrejected. Budget preparation skills are required to implementgood science proposals. However, for a concept note you onlyneed to give an estimate of what the project is likely tocost. You can make your estimates by a rough costing of themain project inputs generously rounded up. It is necessary toget an overview of the inputs needed to achieve theobjectives. These may be, for example: people, travel costs,vehicles, equipment, supplies, services, works, facilitiesand overheads.

ق� Performance Measurement/Monitoring & Evaluation

The purpose of every activity is results, and results must bemonitored, evaluated, and measured. I need to indicate thatthe project will be monitored, ever so often, and resultspresented to stakeholders for validation, as well as to beused for improvement, in case of midterm reviews. I also needto indicate that there will be annual reporting of progress.

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Consider whether to suggest that the project will have eitheran impact assessment component or will it be assessed by aseparate impact measurement project.

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CONFERENCE CONCEPT NOTE

ق� WHAT IS A CONFERENCE CONCEPT NOTE?

A conference concept note is just like a concept note for aproject proposal, only that it is geared towards invitingparticipation in or funding of a conference.

ق� CONTENTS OF CONFERENCE CONCEPT NOTE

A conference concept note contains the following items:Cover Page: Which carries the logo of the organisation, andname; author; conference summary; date, venue and time of theconference; and contact details of the organiser, or contactperson. Executive summary: This section summarizes the entireproject, listing the organiser, the problem sought to beaddressed, the methodology, and the expected outcomes of theconference. Background: This is an explanation of the problem that theconference seeks to solve; how it is being solved currently,and by who; and the existing gap, and hence, the need for theconference. Organizers: This section details the information about theorganizers of the conference, indicating the legalregistration, objectives, vision, mission, and leadership ofthe conference organizers. It should indicate authority,experience, and legitimacy, in organizing the conference. Objective of the Conference: This lists both the overall aimof running the conference, as well as specific objectivessuch as dissemination of information, networking, andadvocacy, and sharing of experiences.

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Methodology: This section lists the entirety of processesthat will go into organsing the conference, from approval ofthe concept note, through funding, to invitation ofparticipants and facilitators, the main event discussions,and post conference activities, namely, evaluation, reportwriting, and sending thank you noted. Proposed Agenda for the Day: This lists the detailedprogramme of the day, of session of the conference, forum,seminar, or workshop.Draft Budget: The budget lists the line items, andrespective costs, of the conference.

ق� SAMPLE CONFERENCE CONCEPT NOTE

ق� Executive Summary

This is a concept note for the financing of the 2nd Uganda NationalInvestment Club Leaders' Forum held at Wakapabulo Auditorium, Ministryof Foreign Affairs, on November, 29th, 2012, with the main aim of reportingto investment club leaders in Uganda on the finalization ofinstitutionalization process, and to presentation for adoption of a work planfor the time running upto march 2013 when the association will be officiallyopened.

ق� Background

The ministry of finance, planning and economic development, through theCompetitiveness and Investment Climate Strategy (CICS) Secretariat, realisedthe importance of investment clubs as vehicles of mobilising savings forparticipation in high net worth investments by the members. CICS hence

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organised for Kenyan experts in Investment Clubs organisation anddynamics to visit and share with Ugandans on best practices of runninginvestment clubs, and the experiences of Kenyan counterparts.

CICS consequently brought together a team of Ugandan experts who wereworking with investment clubs under their organizations, constituted asInvestment Club champions, in addition to commissioning an investmentclub mapping study in Uganda, and organising a national investment clubsleader’s forum. It was during this forum that, during which forum that anInterim Committee was formed and charged with overseeing theinstitutionalization of a national association of investments club, hereinInvestments Clubs association of Uganda.

ق� Organizers

Investment Clubs Association of Uganda (ICAU), founded by investment clubsof Uganda with facilitation of Competitiveness & Investment ClimateStrategy (CICS) Secretariat, is currently operating as an interim committee.The interim committee was unanimously appointed by the first investmentsclubs leaders forum held at grand imperial hotel on March, 14th, 2012, andwas tasked with registering and institutionalizing ICAU as a legal entity.

ق� Objective of the Conference

The 2nd National Investments Clubs Leaders Forum will seek to consolidatethe gains made after the successful hosting of the 1st leaders forum, andreport on progress, while also charting way forward till the official launch ofthe Association of Investment Clubs of Uganda scheduled for march, 2013.

The main aim of this workshop will be to rally investments clubs leaders toupdate the investment club leaders on the finalised process of

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institutionalisation of the investment clubs association of Uganda, ICAU, andto open the process of registration.

The specific objects will be as below:

1. To provide a forum for investment clubs/leaders to share experiencesand testimonies and network 2. To update the investment club leaders on the finalisation of theinstitutionalisation process of ICAU;3. To present to investment club leaders to proposed work plan of theinterim committee of ICAU, till the official launch of the national association;4. To build capacity of investment club leaders on management ofinvestment clubs (funds and members).

ق� Methodology

The conference implementation plan will be as below:

Activity Detail Day/Time ofImplementation

Pre-Conference Activities

PreparatoryWork: financialplanning,timetabling, contacting paswith facultyandparticipants,and designingthe

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promotionalmaterials forthe project.Pre-SeminarActivities:These were theactivitiescarried out asthe seminardate nearedand theyincludedconfirmationthat thefaculty andparticipantswould attendthe seminar;bookingtransportationto and fromthe airport towelcome thefaculty andparticipantsand alsobetween theHotel and ILI;and arrangingforaccommodation and meals.These eventswerecoordinated bytheProgrammeAdministrator;

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and executedwhile workingin concert withthe SLOs. TheSLOs, throughconstantcommunication andconsultationwith membersof staff at ILI,ensured thatthat the pick-up from theairports ofparticipantsand theirtransportationto theaccommodation venues wasefficient anduneventful.

Conference Activities

PostConference Activities

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ق� Proposed Agenda for the Day

Time Activity planned Responsible person

8:30 - 9:00am Arrival and Registration ICAU Secretariat

9:00 – 9:15am Welcoming Remarks Dr. Peter Ngategize

9:15 – 9:30am Institutionalization of ICAU ICAU Chair, Anne Muhangi

9:30 – 9:40am Guest speaker : business andinvestment opportunities

Bitature, Wavamuno, etc…

9:40 – 10:00am Speech from the Guest of Honor Hon. Minister of State forInvestments

10:00 – 10:30am

Health Break ICAU Secretariat

10:30 – 11:30am Investment Club Testimonies ICAU Secretariat

11:30 – 12:00am Discussion and Q&A session Dunstan

12:00 – 12:45pm Way forward ICAU Chair, Ann Muhangi

1:15 – 1:30 Closing Remarks Com. Micro Finance

1:30 – On wards LUNCH and Departure CICS Secretariat

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ق� Draft Budget

Item Unit price Number of units Total price

Venue (with PublicAddress & Projector)

500,000 1 500,000

Breakfast 10,000 100 1,000,000

Lunch 20,000 100 2,000,000

Refreshment (soda &water)

4,000 100 400,000

Transport &communication forICAU team

50,000 7 350,000

Report writing 500,000 1 500,000

GRAND TOTAL 3,750,000

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PROJECT PROPOSAL

ق� WHAT IS A PROJECT PROPOSAL

A project proposal is written, to make an offer and to try toconvince a supervisor or a future customer to accept it. In aproject proposal you state that, in exchange for time and/ormoney, you will give them something that they want (ananalysis of a procedure, for example), make something theydesire (a prototype of a new product), or do something theywish to have done (redesign an existing structure). In otherwords, you are asking a decision-maker to invest a resource,(time or money or both), so that the project you propose canbe completed, and your readers, whether a future supervisorwithin your own organization, or your client for yourproject, will invest their resources carefully. Therefore, it is crucial that your proposal answers questionsyour readers may have about what you propose to them. Forexample, the most important question your proposal readerswill want answered is how does your proposal relate to them?In other words, what problem will it solve, what need will itaddress, and why is it important to them?

Secondly, your proposal readers would like to know exactlywhat you are proposing to make or do, and how it relates tothe problem you are describing. In other words, they willwant to be convinced that you have a plausible solutionprocedure to the problem, and to know what this solutionprocedure involves. Your readers would also like to knowexactly what they would be getting from a given project, andhow much these deliverables will cost. Further, they wouldlike to be assured of your capability to analyze and solveyour project's problem, and produce the deliverables that youclaim you will produce. A successful project proposalidentifies and answers all of the above needs.

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ق� CONTENTS OF PROJECT PROPOSAL

The contents of a project proposal include:

ق� Cover Page: Project Title, Name of Organisation, Author, Timeline,Summary

ق� Project Summary

ق� Project Background

ق� Project Goal and Objectives (Main Objective, Specific Objectives)

ق� Project Methodology (Activities/Outputs, Outcomes)

ق� Project Management (Concepts, Team, Risk Management,Reporting, Monitoring & Evaluation)

ق� Project Costs

ق� Conclusion

ق� Appendix

ق� SAMPLE PROJECT PROPOSAL

ق� Cover Page

The cover page lists very crucial information, including:Name of the Organization: XYZ, IncProject Title: e.g. Food Distribution to Girl ChildProject Summary: Write a 2-4 sentence summary of the projectscopeProject Time-Frame: January,1 2010 - September, 30 2010

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Prepared By:Project Contacts: The individuals who are involved with theproject and can be contacted. Be sure to include their name,title, role in the project, as well as phone numbers andemail addresses

ق� Project Summary

The goal of this section is to present the reasons for doingthis project as well as stating all of the project'sobjectives. In this section in particular it is veryimportant to write concisely and clearly. Some projectprofessionals even suggest writing the project summary last.This section answers the following questions:¯ Why are you doing this project?¯ What will you be doing?¯ How will you be doing it?¯ Who will be doing it?¯ Where will it be done?¯ How long will it take?¯ How much will it cost?

ق� Project Background

Explain what needs/problems you are trying to solve, and whythese needs/problems are worth solving. You should alsoprovide a brief setting and history behind the project. Thissection should be no more than a page. Include references tosupporting documentation, such as research papers andarticles. This information can be placed in the index at theend.

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ق� Project Goal and Objectives

This section lists the major project goal, as well as thespecific objectives. Main Project GoalThe main objective of the program is to increase meaningful participation ofyouth and youth leaders in decision making, governance and developmentprocesses in Uganda by 2012. This is to be achieved through enhancingopportunities and spaces for youth to channel their issues to the policymakers at all levels and increasing the number of youth advocacy networksand coalitions formed among multi-sectoral youth organizations at thenational and local levels.

Specific Project ObjectivesImmediate objectives/purposes/project goals and related (SMART) indicators

i. To promote a deeper understanding on the level of implementation ofinternational and local youth agendas as well as the level of female youthparticipation in decision making processes gained

ii. To create a cadre of dynamic young leaders empowered to improvethe well-being and promote young people’s goals and aspirations asexpressed in the youth manifesto 2011

iii. To build the capacity of African Youth Development Link to implementits mission and vision is strengthened

ق� Project Methodology

This sections details the plan for how the project objectiveswill be achieved. It usually starts with a description of the

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overall approach. Then it provides details on methodology,the population being addressed, and how anticipated problemswill be managed.

1.) The Project Approach Summary: Write a few short paragraphs orbullet points on your overall approach to the project.Include how the project team will be organized, whatdevelopment and collaboration tools will be used, and how theplan will be updated along the way.

2.) Work Breakdown and Task Time Estimates: In this section youshould create a detailed project schedule. Make a list oftasks that will be performed for this project, make sure thelist is detailed enough and the tasks broken down enough toexpose risks and make reasonable estimates in man hoursrequired. You may want to include a milestone chart in thissection.

3.) Project Deliverables: Make a list of project "deliverables."(These are the products, information, reports, etc that willbe delivered to the client at the end and throughout theduration of the project). Make sure to include a descriptionof the deliverable and an estimated delivery date.

ق� Project Management

This section lists the management team capabilities, the riskmanagement, project reporting, and the monitoring andevaluation of the project.Management Team: This section lists the profile of themanagement team, indicating how their past experience is heyto the performance of this project. This section provides asummary of the group's qualifications for the project.Identify key personnel and describe directly relatededucation and experience. Also include each member's

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responsibility for the duration of the project. Anorganizational chart to identify the specific areas ofresponsibility of each team member may be appropriate.Project Evaluation: This lists the plan of monitoring andevaluating the project, listing the outcomes, and outputs,expected per objective. Reporting: This section lists the types of reports that will besubmitted by the program management to various stakeholders. Risk Management: This section details the major project risksand delineates the plans to alleviate or control them. Makesure to address each risk's likelihood of occurring as wellas its impact on the project and the organization. This isthe detailed plan of action to minimize and contain any riskfactors that may come up as the project progresses. Be sureto include this line-item list of risks and counter efforts.

ق� Project Costs

In this section you will need to estimate the overall cost ofthe project. A detailed, line-item budget should be dividedinto categories such as salaries, fringe benefits, travel,supplies, and equipment. Make sure to also include anyoverhead costs (called "indirect costs") that will beassociated with the project. The budget narrative isbasically a list of commentary needed to clarify and justifythe figures on your budget. Some project proposals mayrequire additional financial statements, such as a profit andloss statement, a recent tax return, an annual report, or alist of funding sources.

ق� Conclusion

In this section you should try to tie up all the aboveinformation in a short summary that explains the potential

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value of the project and emphasizes its feasibility. ASummary and Closing section briefly recaps the key points ofthe proposal. Summarize the current problem, the steps youpropose to take to solve the problem, and the benefits to theclient.

ق� Appendix

This is where you should put additional charts, graphs,reports, etc. that were cited in the proposal, but were notappropriate to place in the main body of the document.

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ARTICLESBASICS OF GRAMMAR AND PUNCTUATION IN ARTICLES

ق� 21 COMMON GRAMMAR MISTAKES

Punctuation and grammar are invisible elements of style. People will never congratulate you for correct grammar, anymore than they would recommend a book for its flawlesspunctuation. But make a mistake, even a trivial one, and thedamage to your credibility can be completely out ofproportion to the error. In some cases, punctuation andgrammar are more than cosmetic flaws. The rules, which arenot nearly as absolute as one might imagine, are ofteninvoked to determine the precise meaning of a clause in acontract, a statute, or a precedent—the presumption beingthat the judge or lawyer or legislator actually knew therules. Sometimes millions of dollars hang in the balance. Sometimes, in fact, it is a matter of life and death.

ق� Avoid Parenthetical Aliases.

INSTEAD OF THIS: Hotstuff Chile Pepper, Ltd. (hereinaftercalled "Hotstuff") seeks judgment for breach of a contract. Hotstuff had agreed to . . . (18 words)DO THIS: Hotstuff Chile Pepper, Ltd. ("Hotstuff") seeksjudgment for breach of a contract. Hotstuff had agreedto . . . (16 words)INSTEAD OF THIS:

McFarland made the acquisition of three buildings.INSTEAD OF THIS:

He underwent three evidential breath tests by means of anevidential breath-testing device.INSTEAD OF THIS:

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It is also necessary to make clear that Officer Rigbyaccepted that there was no reason to stop the defendant inthe first place.DO THIS: Officer Rigby admitted there was no reason to stop thedefendant in the first place.

DO THIS: McFarland acquired three buildings.

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ق� Avoid The Verb “To Be” When It Can Be Replaced By A More SpecificVerb. To apply this rule, you should memorize all the forms of theverb “to be”—which is the most irregular verb in English. Ithas eight basic forms:am, are, iswas, werebe, being, been.This verb has legitimate uses, of course; but your writingwill be more forceful and more economical if you replace itwith a more specific verb lurking elsewhere in the sentence,disguised as an adjective or an abstract noun.INSTEAD OF THIS:

Boeing’s contention is that those shares are worth $100million.INSTEAD OF THIS: Mr. Bledsoe has been resistant to the advice of her counsel. INSTEAD OF THIS:

The argument advanced by Stevens was that . . . DO THIS:

Boeing contends that those shares are worth $100 million.

DO THIS:

Mr. Bledsoe has resisted the advice of her counsel. DO THIS:

Stevens argued that . . .

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ق� Avoid “It” And “There” As Dummy Subjects.

“It” and “there” are considered dummy subjects (“It was” or“There were”) where they stand in for words that might be thereal subjects of the sentence. Like the verb “to be,” dummysubjects have their legitimate uses. Sometimes, however,they can be replaced by a real subject and a stronger verb. INSTEAD OF THIS:

It was submitted by counsel for the plaintiff that theextension was not qualified by the proviso.DO THIS:

Plaintiff's counsel submitted that the extension was notqualified by the proviso.Avoid Passive VoiceIn passive voice, the grammatical subject receives the action(e.g., “John was kissed by Mary”), as opposed to the activevoice, in which the grammatical subject performs the action(e.g., “Mary kissed John). The passive voice has legitimateuses, but lawyers tend to lapse into it unnecessarily whenactive voice would be more direct and economical. Activevoice is always more economical and forceful.INSTEAD OF THIS:

No other evidence was called by the Defendants to givesupport to the allegations. DO THIS:

Defendants called no other evidence to support theallegations.

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ق� Avoid Using Words With Overlapping Meaning In The SameSentence.

INSTEAD OF THIS:

On appeal, appellant argues that . . . The building was round and circular in shape.

DO THIS:

Appellant argues that . . . The building was round.

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ق� Avoid Block Quotations

As readers, most judges and lawyers skip over blockquotations, hoping to glean their essence from what precedesor follows. As writers, however, they seem to imagine thattheir readers will be more patient than themselves, carefullyexamining what they themselves would skip, searching for anugget of authority buried within a mound of dross. Thebest way to avoid this problem is to paraphrase. You, afterall, have done the hard work. You have read and decipheredthe authority, and you have reached a conclusion about itsrelevance to the issue at hand. Why make your reader repeatthat task? Just say what the passage means, in your ownwords, and reference it. For instance,

Normally, a company is not bound by contracts entered upon by agents who haveno authority to do so. However, if someone represents himself or herself as anagent of a company with authority to sign contracts for that company, and if thecompany does anything that would give the impression that the employee did infact have that authority, the company may be considered bound by thosecontracts. (See Diplock LJ in Freeman & Lockyer (A Firm) v Buckhurst ParkProperties (Mangal) Limited [1964] 2 QB 480 at 503.)

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ق� Avoid Long Sentences

Some of the finest sentences in law and literature are longones. Hence, if you don’t know how to write a good longsentence, stick to short ones. The problem with many legalsentences is not their length, but their tangled syntax—clauses and phrases jumbled like a spilled box oftoothpicks. The obvious solution is to break long sentencesinto two or three short ones. It also helps to look forsuppressed narratives in long sentences. If the sentencecontains two or three events, try putting the events in shortsentences arranged chronologically.

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ق� Don’t Confuse “Which” With “That.”

When you cannot put a comma before a which, you probablyshould have written “that.” The agreement satisfied all claims, which either party mighthave against the other under the Matrimonial Property Act. (WRONG)ma before and or or joining the last two elements in aseries of three or more.The judgment was verbose, obscure, and just plain wrong.The judgment was verbose, obscure and just plain wrong.Both versions are defensible; it’s a matter of personalpreference. But be consistent: don’t switch randomly fromone convention to the other.Don’t Put Ellipsis Dots At The Beginning Of Quoted Material.According to the police officer’s report, the defendant’sjeep “. . . would have been travelling at least 80kph.”(WRONG) The ellipsis dots are unnecessary because the initial lowercase w in “would” indicates that words have been omitted atthe beginning of the quoted sentence.According to the police officer’s report, the defendant’sjeep “would have been travelling at least 80kph.” (RIGHT)

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ق� Make Sure Subjects And Verbs Agree.

The limits of police powers to stop a vehicle on a road arenot entirely clear and has been debated for some time.(WRONG) The subject of “has been” in this example is “limits.” Everycompetent speaker of English knows that “limits has been” iswrong, but writers sometimes get confused when the subjectand the verb are separated, as they are in this case, byintervening words. The limits of police powers to stop a vehicle on a road arenot entirely clear and have been debated for some time.(RIGHT)

I need to make sure the verb agrees with the subject, evenif it links a plural noun with a singular noun. Defenses based on sovereign immunity has become a vexedquestion. (WRONG) Defenses based on sovereign immunity have become a vexedquestion. (RIGHT) If the correct version seems awkward to you, rephrase thesentence entirely. The courts have given mixed signals regarding sovereignimmunity.

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ق� Make Sure Objects Are In The Objective Case.

The Master asked my learned opponent and I to submitadditional evidence. (WRONG) Between you and I, there are no significant issues in thiscase. (WRONG) Linguists call this error “hypercorrectness”: trying toohard to get it right—a result, no doubt, of the unfortunatewriter’s having been corrected by schoolmarms andschoolmasters for saying things like “Mickey and me went tothe movies.” The error normally occurs when there are words between theverb or preposition and first person pronoun (I/me). Thesolution is to remove the intervening words and trust yourear. You wouldn’t say, “The Master asked I to submitadditional evidence.” Nor would you say, “Between I and you”in any context. So don’t let the intervening words confuseyou about the correct form of the pronoun. The Master asked my learned opponent and me to submitadditional evidence. (RIGHT) Between you and me, there are no significant issues in thiscase. (RIGHT)

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ق� Use Possessives Before Gerunds.

A gerund is the –ing form or a verb used as a noun. (It isnot to be confused with a present participle, which is the –ing form of a verb used as an adjective or part of a compoundverb.)This agreement was conditional upon the plaintiff securingsuitable premises in the North Mall in Ulster StreetHamilton. (WRONG)

Constable Brew remained on the property despite the defendanttelling him to leave. (WRONG) Officer Noble, almost as an afterthought, mentioned that hefelt the defendant’s driving warranted him being stopped andspoken to.” (WRONG) This is a rule few people understand; but those who do willtake notice if you get it wrong. Notice that in the lastexample, the writer gets it right at first (“the defendant’sdriving”), but then errs at the end (“him being stopped”). This agreement was conditional upon the plaintiff’s securingsuitable premises in the North Mall in Ulster StreetHamilton. (RIGHT) Constable Brew remained on the property despitethe defendant’s telling him to leave. (RIGHT) Officer Noble, almost as an afterthought, mentioned that hefelt the defendant’s driving warranted his being stopped andspoken to.” (RIGHT)

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If the correct version sounds awkward, rephrase the sentenceentirely. Constable Brew remained on the property even though thedefendant had told him to leave.

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ق� Don’t Split Infinitives.

An infinitive is the form of a verb preceded by “to” (e.g.,“to file,” “to argue,” “to grant,” “to deny,” etc.). Was there a lawful basis to initially search the defendant'sapartment? (WRONG)t This is a silly rule, but it has been around for so manycenturies that people are accustomed to seeing it observed. It is based on a faulty analogy with Latin, in whichinfinitives consist of one word instead of two and aretherefore impossible to split. If you can avoid splitting aninfinitive, you should do so rather than risk distractingthose few readers who would care. Was there a lawful basis to search the defendant's apartmentinitially? (RIGHT) When the correct version strikes you as awkward, rephrase thesentence. Sometimes, however, you may choose to defyconvention and split an infinitive just because you prefer itthat way.

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ق� Don’t End Sentences With Prepositions.

Prepositions are words that show relationships, includingrelationships in time, space, or agency (e.g., “by,” “for,”“with,” “before,” “on,” “upon,” etc.).The rule against ending sentences with prepositions is alsobased on a faulty analogy with Latin, and it occasionallydoes violence to the natural idiom of English. In Latin andin languages derived from Latin, prepositions are a group ofwords that just don’t make any sense unless they have a nounafter them. That’s why these words are called “pre-positions.” They must have another word after them. Youcan’t imagine a sentence ending with cum in Latin any morethan you could imagine one ending with avec in Frenchor con in Spanish. But English is different from these other language. It isbasically a Germanic language, and in Germanic languages,words that sometimes behave like prepositions can in factoccur at the end of a sentence, as illustrated in thefollowing example, which occurred in the highly respected NewYork Tmes Book Review:One is Heidi Franklin, an art historian whom he observes tobe as homely as himself and whom he resolves to later hitupon.Even though it makes no sense to subject English to the rulesof foreign languages, the notion that we should imitate Latinin this matter has been with us for so long (since thateighteenth century) that many people accept it as sacred. Violating this rule, then, is likely \to distract people whohappen to know it.At times, though, following the rule is more awkward thanviolating it. Robert Stone, the author of the exampleabove could have written the following sentence instead:One is Heidi Franklin, an art historian whom he observes tobe as homely as himself and upon whom he resolves to laterhit.

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That’s a bit stilted and antique. Stone, was right to followthe natural inclinations of the English language and ignorethe artificial rule.You may have noticed that Stone also splits an infinitive:“to later hit.” So to be perfectly “correct,” he should havewritten this sentence:One is Heidi Franklin, an art historian whom he observes tobe as homely as himself and upon whom he resolves to hitlater.If you read this sentence aloud, you will probably agree thatthe rules were broken with good reason. Still, it is goodto know the rules, so you can observe or break them by choicerather than by accident.

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ق� 14 PUNCTUATION MARKS

In this lesson, I will learn about punctuation marks,including the full stop, comas, colons, semi colons, andothers.

ق� Fourteen Punctuation Marks in English/Kiswahili Grammar

Knowing where and when to use the fourteen punctuation markscan greatly improve my writing skills.

There are fourteen punctuation marks in English grammar? Theyare:

1. Period 2. Question mark 3. Exclamation point 4. Comma 5. Semicolon 6. Colon 7. Dash 8. Hyphen 9. Parentheses, 10. Brackets, 11. Braces, 12. Apostrophe, 13. Quotation marks, and 14. Ellipses

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ق� Punctuations Marks for Sentence Endings

Three of the fourteen punctuation marks are appropriate foruse as sentence endings. They are the period, question mark,and exclamation point.

ق� Period (.)

The period (.) is placed at the end of declarative sentences,statements thought to be complete and after manyabbreviations.

For example:

As a sentence ender: Jane and Jack went to the market.

After an abbreviation: Her Mar. birthday came and went.

ق� Question mark (?)

Use a question mark (?) to indicate a direct question whenplaced at the end of a sentence. For example: When did Janeleave for the market ?

ق� Exclamation Point/Mark (!)

The exclamation point/mark (!) is used when a person wants toexpress a sudden outcry or add emphasis.

Within dialogue: “Ohh No!” screamed Jane.

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To emphasize a point: My mother-in-law's rants make mefurious!

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ق� Punctuations Marks For Pause in Series/Lists

The comma, semicolon and colon are often misused because theyall can indicate a pause in a series.

ق� Comma (,)

The comma is used to show a separation of ideas or elementswithin the structure of a sentence. Additionally, it is usedin letter writing after the salutation and closing.

Separating elements within sentences: Suzi wanted the black,green, and blue shoes.

Letter Salutations: Dear Uncle John,

Separation of two complete sentences: We went to the movies ,and we went to the beach.To set off clauses or phrases tucked within a sentence.Justice O’Connor, in a passionate dissent, reviewed thehistory of habeas corpus.The defendant, who had twice escaped custody, was escortedinto the court with chains on his hands and feet.To set off clauses and phrases at the beginning or the end ofa sentence.In a passionate dissent, Justice O’Connor reviewed thehistory of habeas corpus.When the defendant entered the courtroom, the jurors werestartled to hear a chain rattling between his feet.At the date of separation no formal appraisal was available,although the parties had some rough estimates.

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To separate independent clauses joined by and, or, but¸ for.The accident occurred in California, but the suit was filedin Oklahoma.The defendant rose slowly from his chair, and the foremanintoned the verdict in a tone reeking of self-satisfaction.Competent editors disagree about whether you should put acomma before and or or joining the last two elements in aseries of three or more. Put a pair of commas around clauses beginning with “which.” The appraisal, which was filed at this hearing, indicated avalue of $13,000.One comma is enough if the which clause occurs at the end of asentence.The wife signed the agreement , which was then signed by thehusband.

ق� Semicolon (;)

The semicolon (;) is used to connect independent clauses. Itshows a closer relationship between the clauses than a periodwould show. For example: John was hurt ; he knew she onlysaid it to upset him.

ق� Colon (:)

A colon (:) has two main uses:

The first is after a word introducing a quotation, anexplanation, an example, or a series. It is also often usedafter the salutation of a business letter.

The second is within time expressions. Within time, it isused to separate out the hour and minute: 12 : 15 p.m.

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ق� Punctuations Marks to Contain Words/ Ideas

Brackets, braces and parentheses are symbols used to containwords that are a further explanation or are considered agroup.

ق� Parentheses ( () )

Parentheses ( () ) are curved notations used to containfurther thoughts or qualifying remarks. However, parenthesescan be replaced by commas without changing the meaning inmost cases. For example: John and Jane ( who were actuallyhalf brother and sister ) both have red hair.

ق� Brackets ([])

Brackets are the squared off notations ([]) used fortechnical explanations. YourDictionary uses them when youlook up word definitions. At the bottom of each definitionpage, brackets surround a technical description of where theword originated.

ق� Braces ({})

Braces ({}) are used to contain two or more lines of text orlisted items to show that they are considered as a unit. Theyare not commonplace in most writing, but can be seen incomputer programming to show what should be contained withinthe same lines.

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ق� Other Punctuations Marks

Two kinds of dashes are used throughout writtencommunications. They are the endash and the emdash.

ق� Endash (-)

An endash is a symbol (-) that is used in writing or printingto connect numbers or to connect elements of a compoundadjective, such as

1880-1945 or

Princeton-New York Trains.

However, the emdash has more complicated grammatical use. Thesymbol of is used to:

Indicate a break in thought or sentence structure Introduce a phrase added for emphasis, definition, or explanation Separate two clauses

It is used in the following manner:

We only wanted to get two birds-but the clerk talked us into four pregnantparakeets.

ق� Hyphen (-)

A hyphen (-) is the same symbol as the endash. However, ithas slightly different usage rules. A hyphen is used betweenthe parts of a compound word or name or between the syllables

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of a word, especially when divided at the end of a line oftext.

Examples of this in use include:

Between a compound name: Mrs. Smith-Reynolds

Within a compound word: back-to-back

ق� Apostrophe (')

An apostrophe (') is used to indicate the omission of aletter or letters from a word, the possessive case, or theplurals of lowercase letters.

Examples of the apostrophe in use include:

Omission of letters from a word: An issue of nat'limportance.

Possesive case: Sara's dog bites.

Plural for lowercase letters: Six people were told to mindtheir p's and q's. It should be noted that, according toPurdue University, some teachers and editors enlarge thescope of the use of apostrophe, and prefer their use onsymbols (&'s), numbers (7's) and capitalized letters (Q&A's),even though they are not necessary.

Apostrophes are also used in abbreviations, such as in“can’t”, instead of “cannot”, or “won’t”, instead of “willnot”, or “don’t”, instead of “do not”.

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It is important to note that in reported speech, I am allowedto use shortened words, with apostrophes, but in directspeech, I should use full sentences. Aposptrophes make thewords weaker. Full sentences make words forceful.

ق� Quotations marks ( “” )

Quotations marks ( “” ) are a pair of punctuation marks usedprimarily to mark the beginning and end of a passageattributed to another and repeated word for word. They arealso used to indicate meanings and to indicate the unusual ordubious status of a word.

Single quotation marks (') are used most frequently forquotes within quotes.

ق� Ellipses mark (. . . )

The ellipses mark is generally represented by three periods(. . . ) although it is occasionally demonstrated with threeasterisks (***). The ellipses are used in writing or printingto indicate an omission, especially of letters or words.Ellipses are frequently used within quotations to jump fromone phrase to another, omitting unnecessary words that do notinterfere with the meaning. Students writing research papersor newspapers quoting parts of speeches will often employellipses to avoid copying lengthy text that is not needed.

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BOOKS

ق� WHY WRITE A BOOK?

“Everyone ought to read 100 books, and write one book, in their lifetime.” -OjijoEveryone has a story. Everyone can share their story, in abook. Publishing a book is easy. All you need is a system. Wedo not need to have to have the strength of Hercules, orintelligence of Edison, to do great things. We just need tohave the formula. The system is the formula. Writing a bookis about knowing the formula of writing a book-the system ofwriting a book. That is why people who have one book, are morelikely to write one more, five more, and ten more; whilethose with none, have none.People write books for three reasons:1. To make money (by selling the book, or using the book to brand yourselfas an expert, and then selling yourself). A book is the best marketingtool you could ever have. It makes an introduction. It opensdoors. It prepares the market for the other products andservices you offer. It goes where you can’t go and does whatyou can’t do. It positions you as someone with somethingimportant to offer. It provides an opportunity to launch abusiness. A book is but one expression of your message. Onceyou have published it, you can introduce an assortment ofancillary products. For example, my Platform book led to anaudio book, a video series, and a conference. Soon we will belaunching an exclusive membership site and a premiumWordPress theme;2. To add knowledge (offering a fresh, new, or alternative perspective to asubject matter) It provides an opportunity to share yourexpertise. Whether you realize it or not, you are an expert.The problem is you take your knowledge, experience, or skillfor granted. Because it is familiar, you assume everyone hasit.; and /or3. For ego (to have a book on the shelf). It feels good to have onesbook on the shelf. You can put “author” next to your name.

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After all, people who write books never die. Booksimmortalize the author. Of course, I can write a book for all, or a combination oftwo of the above reasons.

ق� 16-STEPS TO WRITING A BOOK

Everyone can write a book. Anybody with a story to tell canwrite a book—either for their own enjoyment or to publish forall to see (and hopefully buy). Step 1: Write the main message I want the reader to think aboutas they are reading the book, and after. This is my theme,my radar, my lighthouse, and my goalpost. It could be law,rape, wealth, HIVIADS prevention, revolutionary politicaltactics, business strategies, etc. Step 2: Identify the three sub messages I want to pass across.We choose three because we do not want to have a burdeningbook, with too much information. For instance:1. What it is, what people say it is2. Why it is important, or dangerous3. How to get it, or avoid itStep 3: Identify a story. Stories are of two types:1. Personal story I want to share under each sub message2. Story from another renowned person, rich, athlete, politician, which I wantto share under every sub message.Step 4: Identify a quote under each sub message, from thefollowing sources:1. My tribe, or any other tribe2. My religion, or any other religion3. My mentor, or any other famous person (politician, athlete, etc)Step 5: Talk, share, and write blogs and posts on socialmedia, even one liners, in form of questions, or statements,about the topics in my book to friends, and when they commentabout the topics, or ask a question, or give an interestingopinion, note it down, and edit the book when I get back

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home. They must not know I am writing a book, or else, theiropinion might be biased.Step 6: Insert a cover page. The cover should be words, andimage, reflecting the title of the book, the author, and aswell, an image that is shocking, and memorable. Step 7: Screaming title: The first rule is to have a screamingtitle, and if the title has a picture, a screaming,revolutionary, and out of space picture. It is true now as itwas centuries past, “books are judged by their covers.” Yes, image iseverything. If it is not screaming, loud, and attractive, theattention of the reader will not be drawn from her otherdaily chores. So, instead of writing, “How To Maintain YourMarriage”, I should use “Ten Reasons Your Wife Will Leave You”, andinstead of “How To Revise For Exams”, I will write, “Three ThingsGeniuses To Do Pass Exams.” Every book title, newspaper headline,or article caption, has two functions: it grabs my attention, andit summarizes the content, so that I can decide whether to readit or not. Step 8: Emotions: We write to cause action, and action is firstemotional, and then, logical. People first act emotionally,then justify logically. So, if I want to be effective writer,I will seek to write emotionally, to cause people to laugh orcry; to smile or smirk; to nod in agreement, or vehementlyshake their heads in opposition. I make people emotional byknowing two things. What is the one thing they really hate,and what is the one thing they really love. Knowing myaudience will allow me to write content in a way that appealsto my readers. If I focus on what they hate, I create anegative emotion, which makes me be able to suggest relatednegative acts. If I focus on what they love, I capitalise ontheir positive emotions, and hence, I can suggest somepositive actions. Further, choice of words, sentence length,punctuation, and capitalization all function to give tone tomy writing. Part of this is also realised through use of fullsentences, such as, “I cannot”, instead of “I can’t”, or “Iwill not”, instead of “I won’t”. Further, using the activevoice makes my sentence stronger and usually shorter. For

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instance, the passive voice: "Sales increased due to thenetworking I did." becomes "My networking increased sales,"in active voice.Step 9: Describe, Describe, Describe: I need to fully, effectively,describe the situation I am writing about. Words indicatingcolour, shape, sizes, texture, heat, cold, moist, etc, are mybest friends, I should be a master of adjectives. I shouldnot talk about something unless I can say it in three words,or describe it in three phrases, or talk about it in threesentences. I should not say, “it rained”, rather, “there was thunder,lighting, and floods, it rained”. I should not say, “she was beautiful”, butrather, “her walk was majestic, her skin was flawless, her smile was radiant-shewas very beautiful”. I should recall the words of Anton Chekhov,“Don’t tell me the moon is shining; show me the glint of light on broken glass.”Simply stating something is fine, but when I need to captureattention, using similes, metaphors, and vivid imagery topaint a picture creates a powerful emotional response.Writing dates, numbers, and percentages, is also veryeffective for description. Step 10: Figure of Speech (Rhetoric): This is yet another strongfeature. If I want to have a powerful speech, I need toincorporate figures of speech, namely: idioms, metaphors,similes, alliteration, assonance, consonance, sayings,proverbs, and wise anecdotes. These can be from my tribe, oranother community. If I can say it in their originalrendition, then translate to a common language with theaudience, the better. As the Chinese say, “he who speaks poetically,speaks the language of the gods.”Step 11: Stories: The nest strategy is to use stories. As thesaying goes, “facts tell, stories sell.” People will startreading for the facts, but continue reading for the story. Ineed a story, about my dog, a story about my mum, a storyabout my children, a story about a known personality, I needa story. It does not matter if it is fake or true, I justneed a story. It does not matter what the story is about,what matters is the principle. Does it sell the principle ofsafe sex, gun control or community tourism? I think of myself

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as a medium, or a vehicle, for a story that wants to be told.Yiddish novelist, dramatist and essayist, Sholem Asch, oncesaid, "Writing comes more easily if you have something to say."Step 12: Quotes, Quotes and Quotes: If I want to write powerfully,I need to use quotes. Quotes from three sources areparticularly effective: from my mother (because then,everyone starts thinking of their mother in the audience);from a religious text (Gita, Bible, or Quran); and fromrenowned persons or books. I want to be very specific onpages, verses, or speeches, so that I sound very credible.Quotes show I am authoritative, credible, legitimate, andwhat I am saying can be trusted. After all, as the Bible saysin Ecclesiastes, 9:11, “there is nothing new under the sun.” Further,while quoting, I should quote in context. Quote politicianswhen talking about governance, quote parents when talkingabout parenthood, quote professors when talking aboutacademics, and quote prophets when talking about religion. Step 13: Read More, Write Better. The rule is clear, the more Iread, the better I write. When a writer is not well-read, thewriting exposes his ignorance. Lack of reading will beapparent in every sentence. The importance of reading cannotbe overstated: It is Ojijo who said, “read 100 books, thenwrite one book.” I should read as much and as often as I can.Almost anything will do: business articles, biographies, sci-fi, pop fiction, travel guides, blogs — whatever strikes myfancy. I will find a genre, format or writer I like, and getto it. Ernest Hemingway, when he found a really poignant lineor clever turn of phrase in a book he was reading, wouldwrite “GETS” (Good Enough To Steal) in the margins.Step 14 Practice. Finally, there is only one way to become abetter writer, and that is through lots of practice.Aristotle was right, “what we know do to, we leant by doing.”Some people are born with talent. Writing comes easily tothem, but even the most talented writers have to work at thecraft. After all, nobody is born knowing how to write. I willremember that the constant dripping of water cracks the

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hardest of stones. As little as 15 minutes a day is justenough. One paragraph a day.Step 15: Apply Rules of Grammar: It is important to writegrammatically. Grammar is the set of structural rulesgoverning the composition of clauses, phrases, and words inany given natural language. It covers the use of nouns,pronouns, verbs, adverbs, figures of speech, articles (a, an, the), punctuation,conjunctions, adjectives, and prepositions. It does not matter if I amthe best story teller, and I mix tenses, using past tenseinstead of present tense, and mixing past perfect tense withfuture continuous tenses. Tenses are the most confusing rulesin writing, and if I can read widely and practice more, Iwill be better in it. I also need to learn to usevocabularies related to the area of study to show that Iunderstand it deeply enough. Further, I need to usepropositions and conjunctions correctly. In addition, thecorrect use of punctuations marks is key in determining thetone of the article. Step 16: Start: You can start writing your book today, usingthis proven, patented system of six steps. The importantthing is to start. The only way to write a book is to startwriting now. The book of 1,000 pages starts with a singleword. It may not be a word that ever gets published, but thatfirst word may lead you to an idea, which becomes aparagraph, which becomes a chapter. (J.R.R. Tolkien beganwith a single sentence, scribbled on the back of an exampaper he was marking. J.K Rowling began with an idea thatcame to her on a train, an idea she refused to let go of.) Ifyou truly want to learn how to write a book – the best bookyou can – begin today with one easy action. Maybe do anexercise you find by clicking one of the links on this page.There’s no telling where it could lead you. As Seneca saidtwo thousand years ago, “It is not because things are difficult that we donot dare, it is because we do not dare that they are difficult.” Using this proven process, a book can be published within onemonth.

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ACADEMIC ESSAYS

ق� WHAT IS ACADEMIC ESSAY?

An academic essay aims to persuade readers of an idea basedon evidence. The academic essay is merely a specific writinggenre–as is the love letter, newspaper editorial, or pop-fiction. As a genre, it functions within a set of norms,rules, and conventions. The purpose of this discussion is tomake clear to you what those rules and norms are, and how touse them to express your argument clearly.

The purpose of the academic essay is to persuade by reasoneddiscourse. Scholars use the essay amongst themselves toadvance ideas. Its value as an instructional tool is toassist students in developing their critical thinking skills.As you recall, critical thinking is defined as: the abilityto read theory accurately, appropriate it meaningfully, applyit independently, generate results based on that application,analyze the results, and form a clear argument based on thoseresults that can be defended with a specific line ofreasoning.

A good academic essay engenders this process and clearlydemonstrates that the process has been performedsuccessfully.

ق� CONTENTS OF ACADEMIC ESSAY?

An academic essay has three parts:¯ Introduction¯ Content/body¯ Conclusion

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However, these parts are sometimes not indicated, and theessay is for most parts, a flowing prose.

ق� TIPS FOR ESSAY

ق� The Introduction

A powerful introduction is invaluable. It can engage yourreaders, and can give them confidence that you have thoughtcarefully about the title, and about how you are going toaddress it. A useful generic structure is to:1. begin with a general point about the central issue;2. show your understanding of the task that has been set;3. show how you plan to address the title in your essay structure;4. make a link to the first point.It may be possible to use only one paragraph for yourintroduction, but it may fall more easily into two or more.You will need to adapt and extend this basic structure to fitwith your own discipline and the precise task set.

ق� The Body

The middle part of the essay must fulfil the promises made inyour introduction, and must support your final conclusions.Failure to meet either or both of these requirements willirritate your reader, and will demonstrate a lack of self-critique and of editing.

The central part of your essay is where the structure needsto do its work, however explicit or implicit your chosenstructure may be. The structure you choose needs to be onethat will be most helpful to you in addressing the essaytitle.

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The content of this central part will probably contain:ideas; explanations; evidence; relevant referencing; andrelevant examples.

ق� Conclusion

A powerful conclusion is a valuable tool. The aim is to leaveyour reader feeling that you have done a good job. A genericstructure that you may find useful is:

¯ brief recap of what you have covered in relation to the essay title;¯ reference to the larger issue;¯ evaluation of the main arguments;¯ highlighting the most important aspects.

ق� What to Avoid

Academic essays should be written in a formal style. Avoid:

clichés ("the flaws in this argument stand out like a sorethumb")contractions ("don't", "aren't", "it's")phrases that sound like speech ("well, this bit is reallyfascinating")subjective descriptions ("this beautiful sculpture")

ق� Use Third Person

Use the first person "I" only where appropriate (e.g. whenwriting up your own experience or professional case study).

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Where possible use the third person, for example "It can beargued "instead of "I think"

ق� Use Plain Language

You don't have to search for a more "academic-sounding" wordwhen a simple one will do. Markers are looking for clear andaccurate expression of ideas, not jargon or confusinglanguage. Shorter sentences are usually clearer than longcomplex ones, but make sure it is a whole sentence and notjust a clause or phrase.

ق� Integrate Evidence

Your argument is your reasoned answer to the essay question,supported by evidence. The books, articles, and researchmaterial that you read for your essay provide this evidenceto back up your points. The way in which you select andinterpret the evidence, and explain why it answers thequestion, is where you demonstrate your own thinking.

For each point that you make in your essay, you need tosupport it with evidence. There are many different kinds ofevidence, and the type you use will depend on what issuitable for your subject and what the essay question isasking you to do. An academic essay should include relevantexamples, supporting evidence and information from academictexts or credible sources.

For example, you might back up a point using a theory (onekind of evidence) then show how this theory applies to aspecific example in real life (another kind of evidence).

A model for a paragraph that includes evidence and your ownideas:

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¯ Introduce your point (your own words)¯ Add the evidence to support your point (quoted or paraphrased evidencethat needs to be referenced)¯ Explain how and why this evidence supports your point and what you thinkof it (your own interpretation and critical thinking)¯ Explain how the point helps answer the question (your own argument)

ق� Critically Analyse

Critical analysis is a key skill for writing essays atuniversity; it allows you to assess the various ideas andinformation that you read, and decide whether you want to usethem to support your points. Critical analysis is about responding to an argument, byaddressing the biases, audience, the evidence, the examples,and the discrepancies in argument.

Critical analysis involves:

¯ Carefully considering an idea and weighing up the evidence supporting it tosee if it is convincing.¯ Then being able to explain why you find the evidence convincing orunconvincing.It helps if you ask yourself a series of questions about thematerial you are reading. Try using these questions to helpyou think critically:

¯ Who is the author and what is their viewpoint or bias?¯ Who is the audience and how does that influence the way information ispresented?

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¯ What is the main message of the text?¯ What evidence has been used to support this main message?¯ Is the evidence convincing; are there any counter-arguments?¯ Do I agree with the text and why do I agree or disagree?

ق� Avoid Unnecessary Description

Only include general background details and history when theyadd to your argument, e.g. to show a crucial cause andeffect. Practice distinguishing between description (tellingwhat happened) and analysis (judging why something happened).This is important at the start, but also throughout yourwriting, as it can be easy to drift away and waste valuablewords from your word limit by writing material that may beinteresting, but which is not relevant to the title set.

ق� Interpret Your Evidence

Explain how and why your evidence supports your point.Interpretation is an important part of critical analysis, andyou should not just rely on the evidence "speaking foritself".

ق� Be Specific

Avoid making sweeping generalisations or points that aredifficult to support with specific evidence. It is better tobe more measured and tie your argument to precise examples orcase studies.

ق� Use Counter-Arguments To Your Advantage

If you find viewpoints that go against your own argument,don't ignore them. It strengthens an argument to include an

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opposing viewpoint and explain why it is not as convincing asyour own line of reasoning.

ق� Editing

Editing involves checking whether all your points are in theright order and that they are all relevant to the question.Be ruthless at this stage – if the information isn't directlyanswering the question, cut it out! You will get many moremarks for showing you can answer the question than you willfor an unordered list of everything you know about a topic.Put yourself in the reader's position – can they follow thepoints you are making clearly? You know what you are tryingto say, but will your reader? Are there gaps in yourreasoning to be explained or filled?

ق� Proofreading

Identifying your own mistakes and correcting them is animportant part of academic writing: this is what you do whenyou proofread. Ideally leave a day between finishing youressay and proofreading it. You won't be so close to yourwork, so you will see your errors more easily. Try readingyour essay aloud, as this will slow you down, make you focuson each word, and show you when your sentences are too long.

ق� Answer The Right Question/The Title

Before you begin your answer, you should be sure what thequestion is asking. I often grade a university compositioncompetency test, and sometimes have to fail well-writtenpapers that fail to address the assigned topic.If the question asks you to “explain” a topic, then aparagraph that presents your personal opinion won’t be of

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much help. If the question asks you to present a specificexample, then a paragraph that summarizes what “some peoplesay” about the topic won’t be very useful. The most important starting point is to listen carefully towhat the essay title is telling you.You need to read every single word of it, and to squeeze outas much guidance you can from the title. Then you need toplan how you will respond to every single element of thetitle. The guidance given to you by the title is freelyavailable, and is your best clue to what is required in youressay.There are three main pieces of advice for essays. One, answerthe question. Two, answer the question. Three, answer thequestion.’The title is the most important guidance you have. The taskahead is nothing more and nothing less than is stated in thetitle. When in doubt about any aspect of your reading for theessay, or about your writing, the first step is to go backand consult the essay title. This can be surprisinglyhelpful. It informs directly: the choice of reading; thestructure you choose for the essay; which material to includeand exclude; what to do with the material you use; and how tointroduce and conclude.

ق� Writing as if Speaking

A very important cue to writing essays s to write as if I amspeaking. I should imagine myself, infront of an audience,conference, or workshop, presenting my paper infront offellow experts, colleagues, and academia.

ق� Short and Straightforward

In general, think ‘short and straightforward’. Shorter wordsare often preferable to longer words, unless there is somespecific vocabulary that you need to include to demonstrateyour skill. Short to middle length sentences are almostalways preferable to longer ones. And over-long paragraphs

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tend to demonstrate that you are not clear about the specificpoints you are making. Of course, these are general points,and there may be some occasions, or some subject areas, wherelong paragraphs are appropriate. The lengths of paragraphs;the lengths of sentences; the neatness of the reference list;the balance of length between different sections; all offerinsight into the kind of essay they are about to read.

ق� Grammar and Spelling

Accurate grammar and spelling are important. Consistentlypoor grammar or spelling can give the impression of lack ofcare, and lack of clarity of thought. Careless use of commascan actually change the meaning of a sentence. And inaccuratespelling and poor grammar can make for very irritatingreading for the person marking it. The previous sentencebegan with ‘And’. This practice is now widely accepted whereit makes good sense. It is however possible that some tutorsmay still prefer not to see it. I need to effectively usepunctuation marks; conjunctions; prepositions; nouns; verbs;adjectives; etc. Grammar is key.

ق� Quotes

A great essay should have quotes from key personnel,authorities in that field, major political leaders, policymakers, and industry experts. I should also consider quotingexperts from key philosophers, theorists, and inventors. Suchquotes show that my opinion is not only mine, but issupported by other great people.

ق� Referencing or Footnoting

Referencing is a way of acknowledging the sources ofinformation that you use to research your assignments. Youneed to provide a reference whenever you draw on someoneelse's words, ideas or research. You should also providereferences for any graphic information you use. Films,television programs, personal communications and online

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sources also need to be referenced. Not referencing otherpeople's work can constitute plagiarism.Preferred referencing styles vary between schools (or evencourses.Harvard Referencing/The 'In-Text' SystemThe Harvard System requires two elements: in-text citationsthroughout your assignment, and a list of references at theend.In-text citations include three pieces of information about asource within the text of your work:1. the name of the author or authors2. the year of publication3. the page number (when the information/idea can be located on a particularpage, or when directly quoted)Citations may be placed at the end of a sentence (before theconcluding punctuation) in brackets:

The theory was first developed by Browne (Gibbs 1981, p. 89).Another way of citing in-text is to integrate the author'ssurname into the sentence, followed by the year ofpublication and page number, in parentheses:

Gibbs (1981, p. 89) states that Browne was the first todevelop the theory of...The following is an example of a paragraph using the Harvardsystem:Criticisms aside, Durkheim's work was an extraordinarycontribution to the sociology of religion, perhaps morespecifically to a greater understanding of the origins ofcollective morality. Gardner (1987, p. 74) makes an extremelyimportant point about Durkheim when he writes “Durkheim had alifelong interest in morality . . . For Durkheim morality wasthe centre and end of his work and society itself was the end

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and source of morality” . For Durkheim, the nature ofmorality was the nature of social solidarity. In TheElementary Forms Durkheim defined religion as the mainexpression of the deep moral sentiments inspired by societyin individuals. His interest in the moral substratum of themodern social order expressed concern with the moralconsequences of modernisation (Toles 1993).To cite a direct quotation, reproduce the source word forword and place quotation marks at the beginning and end. Theauthor, date and page number must be included.

"Australia is a settler society" (Hudson & Bolton 1997, p.9).To cite a paraphrase or a short summary of an author's wordsor ideas

Restate the original in your own words. The author, date andpage number(s) must be included.

Wartime textile rationing was imposed through a couponsystem, which meant garments now had two costs: their valuein monetary units and in coupons (McKernan 1995, p. 152).To reference the overall content of a work

No need to include page numbers because it is the entire workyou are referring to:

Larsen and Greene (1989) studied the effects of pollution inthree major cities...The Footnote / Bibliography or 'Oxford' Referencing System

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The Footnote/ Bibliography method requires two elements:footnotes throughout your assignment, and a bibliography orlist of references at the end.Footnotes (sometimes just called ‘notes’) are what they soundlike—a note (or a reference to a source of information) whichappears at the foot (bottom) of a page. In a footnotereferencing system, you indicate a reference by:putting a small number above the line of type directlyfollowing the source material. This number is called a noteidentifier. It sits slightly above the line of text.It looks like this.1

putting the same number, followed by a citation of yoursource, at the bottom of the page. Footnoting should benumerical and chronological: the first reference is 1, thesecond is 2, and so on. The advantage of footnoting is thatthe reader can simply cast their eyes down the page todiscover the source of a reference which interests them.

Note identifiers should be placed at the end of a sentence,and follow any punctuation marks (but precede a dash). If youuse a long quotation (more than three lines of text), thenote identifier should be placed at the end of the quotation.

Lake points out that a division began in the latter half ofthe nineteenth century with the doctrine of ‘separatespheres’.1

At the foot of the page

When you reference a source for the first time, you mustprovide full bibliographic information (information about thesource). This includes:

author(s) initial(s) and surname(s)Ojijo-[240]


name of the article, book or journaleditors (if applicable)publisher name and locationyear published2. You should give exact page numbers if your reference is adirect quotation, a paraphrase, an idea, or is otherwisedirectly drawn from the source.

1 M Lake, ‘Intimate strangers’ in Making a Life: a People’sHistory of Australia Since 1788, V. Burgman and J. Lee (eds),Penguin, Victoria, 1988, p. 155.

Footnote formatting

Titles of publications should be italicised.Use minimum capitalisation for publication titles.Use minimal capitalisation for journal or book articletitles.Article titles should be enclosed between single quotationmarks.Use commas to separate each item of the citation and end witha full stop.Second and subsequent footnotesSecond and subsequent references to the same source don’tneed to be as detailed as the first note—they just need theminimum information to clearly indicate which text is beingreferred to.

With a single author

Provide all the necessary information in the first footnote.If you want to refer to the same source again, a simple

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method is to give the author’s name, the year of publicationand the page number. For example:

1 K Reid, Higher Education or Education for Hire? Languageand Values in Australian Universities, CQU Press,Rockhampton, 1996, p. 87.

2...

3 Reid, p. 98.

If two or more works by the same author are referred to inthe text, include the title:

1 E Gaskell, North and South, Penguin, Harmondsworth, 1970,p. 228.

2 E Gaskell, The Life of Charlotte Brontë, Penguin,Harmondsworth, 1975, p. 53.

3 Gaskell, North and South, p. 222.

Subsequent references to articles are done in a similar way:

17 M Doyle, ‘Captain Mbaye Diagne’, Granta, vol. 48, August1994, pp. 99-103.

18 ...

19 Doyle, Granta, p. 101.

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Another way to shorten second or subsequent references iswith Latin abbreviations. For example:

ibid = same as last entry

Use ibid when two references in a row are from the samesource.

op. cit.= as previously cited

Use op. cit. when you have already given full details of thatsource in an earlier note. When using op. cit. you still needto provide information such as the author’s name to make thesource clear. These abbreviations should be in lowercase,even when they appear at the beginning of a note. For furtherinformation, see p. 214- 5 of the Style Manual.

Examples

11 K Reid, Higher Education or Education for Hire? Languageand Values in Australian Universities, CQU Press,Rockhampton, 1996, p. 87.

12 ibid., p. 26.

13 M Doyle, ‘Captain Mbaye Diagne’, Granta, vol. 48, August1994, p. 99.

14 Reid, op. cit., p. 147.

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ق� List of References

At the end of your text, you must include a List ofReferences, a list of all the sources of information you haveused to research your assignment. A list of references should be laid out alphabetically byauthor surname.If bibliographic information exceeds one line of text, thenthe following lines should have a hanging indent.The title of a book should be in italics. Minimalcapitalisation is recommended (e.g. only capitalise the firstword of a title’s heading/subheading and any proper nouns).A list of references should consist only of the sources citedin the body of the assignment.The essay should have a list of references, arranged in theform of:¯ Books¯ Journal Articles¯ Reports¯ Website Articles/Posts

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SYNOPSIS/ ACADEMIC CONCEPT NOTE

ق� WHAT IS A SYNOPSIS

A synopsis, or academic concept note, is very first step inproducing a thesis or major project. Its intent is tosummarise your entire thesis, providing an overview of theneed for research problem; the industry where it exists; thetheories and interrelationships between causative factors andeffects; objectives of the study; research questions;research hypothesis; significance of the study; andconceptual framework. Specifically, the synopsis clearly outlines theinterrelationships between the dependent variable orconstructs and independent variables or constructs, as wellas the intervening variable. Depending on the universities rules and guidelines, therewill be interchangeability of terms, for instance, variableswill be referred to as constructs; the independent variablemay be referred to as an intervening variable; and thedimensions of the independent variable might be referred toas independent variables. Further, depending on the university’s guidelines, the topiccan be comprised of either the independent variable (referredto as intervening variable by other universities) anddependant variable, or by listing of upto three independentvariables (referred to as dimensions), and the dependentvariable. The synopsis differs in conducting social science researchfrom when conducting applied science research in theformulation of questions (with social sciences like law,preferring quantitative questions), while other socialsciences and applied sciences preferring qualitative, as wellas quantitative questions. The synopsis differs from a proposal in the following ways:Methodology: A synopsis does not have a methodology as partof its structure;

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Literature Review: A synopsis does not have a literaturereview as part of its structure;

ق� CONTENT OF A SYNOPSIS

It includes seven (7) sections, namely:COVER PAGE TitleAuthorSchool TABLE OF CONTENTSABBREVIATIONSINTRODUCTION1.0 Introduction1.1 Background1.2 Statement of the Problem1.3 Purpose of The Study1.4 Specific Objectives1.5 Research Questions & Hypothesis1.6 Scope and Limitations of the Study1.7 Significance & Justification Of The Problem1.8 Conceptual FrameworkREFERENCES

¯ Books¯ Journals¯ Reports¯ Websites

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ق� SAMPLE SYNOPSIS

ق� Title

The title of the synopsis is written the same as the title ofproposal, or final report. The title further depends on theguidelines of the university.

Some universities prefer titles to include the dependantvariable, independent variable (intervening variable),indication of research methodology and an indication ofgeographical area of study.

Other universities prefer the title to include the dependantvariable, independent variables (dimensions), indication ofresearch methodology and an indication of geographical areaof study.

Sample Synopsis Title

Cross Border Oil Deposits, Oil Exploration, Dispute Resolution, and ConflictManagement in Uganda: A Case of the Albertine Graben.

In this case, the dependant variable, or construct,depending on the nomenclature of the university, which isEITHER the main problem sought to be solved (negativedependant variable), OR the status sought to be obtained whenthe problem is solved (positive dependant variable) isconflict management.

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The intervening variable, or construct, which in otheruniversities, is referred to as the independent variable(such universities then use dimensions as sub variables), isunitization.

Further, the dimensions/attributes of the variables (whichsome universities refer to as independent constructs orindependent variables), are the factors which are affected bythe intervening variable, and they are:

1. Cross Border Oil Deposits, 2. Oil Exploration, and3.Dispute Resolution,

Finally, the case study indication is:

A Case of the Albertine Graben.

ق� Introduction

Please look at how to write Introduction under Academic Proposals.

1.1 Background to the Study

Please look at how to write Background Statement under AcademicProposals.

1.2 Statement of the problem

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Please look at how to write Statement of the Problem under AcademicProposals.

1.3 Purpose of the studyPlease look at how to write Purpose of the study under AcademicProposals.

1.4 Specific objectives Please look at how to write Specific Objectives of the study underAcademic Proposals.

1.5 Research Questions / Hypotheses

Please look at how to write Research Questions and Hypotheses ofthe study under Academic Proposals.

1.6 Scope of the study Please look at how to write Scope of the Study under AcademicProposals.

1.7 Significance of the studyPlease look at how to write Significance under Academic Proposals.

1.8 Conceptual frameworkPlease look at how to write Conceptual Framework under AcademicProposals.

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1.9 References Please look at how to write References under Academic Proposals.

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REVIEW PAPERS

ق� DEFINITION OF A REVIEW PAPER

A review paper is an academic document written for submission of aresearch project for post graduate diploma. A review papershould be between 7000 to 10000 words excluding references andappendices. The references consulted should not be less than100.

ق� CONTENT & LAYOUT OF A REVIEW PAPER

The layout of the paper should follow the following format: a. Name and registration number of the student. b. A statement that the paper is prepared in partial fulfillment

for the award of a post graduate diploma the University.c. Abstract. This should be concise and not more than 300 words.d. Introduction. This gives the background to the paper and the

concepts reviewed. e. The problem-purpose statement. This includes what is

motivating the review and what is to be achieved in thereview.

f. The method used in the review. This should show how theliterature reviewed was selected and why. Criteria forinclusion and exclusion in and from the review should bepointed out.

g. Findings and discussion. Point out what were the findingsfrom the review and state the gaps in the literature thatneed to be addressed as well as the contribution the reviewhas made to existing knowledge.

h. Conclusion. i. References. These should be cited following APA style 6th

Edition.

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j. Appendices (if any)

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ق� SAMPLE REVIEW PAPER

Cover PageWILL THE UPDF IMPROVE NAADS PERFORMANCE? A REVIEW OF POTENTIALCHALLENGES AND OPPORTUNITES FOR UGANDA PEOPLE’S DEFENCE FORCES

(UPDF) MILLITARY INVOLVEMENT IN DELIVERY OF AGRICULTURAL EXTENSIONSERVICES

By:

Kazigati B.L.F Grace

Reg No. 09/U/MMU/MBA/016

A REVIEW PAPER PRESENTED TO THE SCHOOL OF POST GRADUATE STUDIES, MOUNTAINS OF THE MOON UNIVERSITY, IN PARTIAL FULFILMENT OF THE

REQUIREMENT FOR THE AWARD OF A POST GRADUATE DIPLOMA IN MONITORINGAND EVALUATION

(Mountains of the Moon University)

November 4, 2022

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Abstract

Major reform trends around the world in agricultural extensionservices provision have included decentralization, contracting,privatization, cost recovery, and the involvement of NGOs andfarmer-based organizations. In Uganda, the reforms of theagricultural sector culminated in 2001 with the establishment ofthe National Agricultural Advisory Services (NAADS) Organizationto provide a single spine extension services system as asemiautonomous agency. However, the NAADS programme has over theyears attracted high level of controversy and attendant challengesincluding late disbursement of funds to district and subcounties,embezzlement of funds, distribution of poor-quality inputs andgovernment disruption of activities. In 2014, The President ofUganda instructed the military to take part in the NAADS program.In countries where the military have been used to implementagricultural programs, there have been mixed results, with somecountries like Cuba and Venezuela showing positive results, whileothers, like Chile, showing negative results. The main question ofthe review paper is the extent, if any, to which the involvementof the UPDF in implementing the agricultural extension serviceswill improve the performance of NAADS. The UPDF has been trainedon basics of monitoring, evaluation, the NAADS process, have nowbeen deployed to the constituencies, to help in monitoring andevaluation, fight the reduce beaurocracy, and apply theirdiscipline standards. This review paper finds that the involvementof the military has been restricted to monitoring and evaluation,as well as reporting on disbursement of funds, and implementationof technologies. Further, there is already a rebranding effect,but the true nature of the results will have to be reviewed aftersome time. The paper proposes that the role of the military belimited to oversight, monitoring and evaluation, and not toinclude technical implementation due to lack of skills, amongstother issues.

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TABLE OF CONTENTSThis should have the following sections:

AbstractLIST OF ABBREVIATIONSINTRODUCTION1.1 Introduction of Concepts1.2 Background Explanation of Variables 2 PROBLEM –PURPORSE STATEMENT2.1 Problem Statement2.2 Purpose of the Review3.0 REVIEW METHODOLOGY3.1 Conceptual Framework3.2 Theoretical Review3.3 Scope of The Study4.0 FINDINGS AND DISCUSSION4.1 Current Status Of Variables4.2 Challenges4.3 Recommendations5.0 CONCLUSIONBIBLIOGRAPHYBooksLegislations

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LIST OF ABBREVIATIONS

ATAAS Agricultural Technology and Advisory ServicesCAO Chief Administrative OfficerCBSC Community based selection communitiesCLP Community-led procurement CSOs Civil Society Organizations DEC District Executive CommitteeDC District of Columbia DNC District NAADS CoordinatorFGD Focus Group DiscussionsFG Farmer GroupFF Farmer ForaGOU Government of UgandaLC Local CouncilLG Local GovernmentMAAIF Ministry of Agriculture Animal Industry and FisheriesMMU Mountains of the Moon UniversityNAADS National Agricultural Advisory Services NGOs Non Governmental Organizations PPDA Public Procurement and Disposal ActPEAP Poverty Eradication Action PlanPMA Plan for Modernization of AgriculturePFA Prosperity for AllSNC Sub County NAADS CoordinatorSMS Subject matter specialistSCC Sub County ChiefSPSS Statistical Packages for Social SciencesUPDF Uganda Peoples Defence ForcesWB World Bank

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INTRODUCTION

“the end justifies the means.”

Nicollo Machiavelli’s The Prince. (George Bull, 1961)

1.1 Introduction

Agricultural reforms for improved livelihoods and household wealthcreation are the sum total of processes, procedures, andtechnologies applied by governments to ensure that the old systemsare revoked, and new systems installed, to promote productivity ofsmall holder and subsistence agriculture. (Anderson, 2008) Suchreforms include, but are not limited to offering farm extensionadvisory services, procurement support of farm technologies,monitoring and evaluation of performance, as well as training andcapacity building of farmers. (Kazigati, 2013; Rivera and Alex,2005; Muwanga 2001). The performance of such reforms is howeverdirectly related to the effectiveness of the institutionsformulating, and implementing the same (Friis-Hansen 2005). Suchinstitutions, however organised, constituted, or managed, mustensure that the overall outcome is improved livelihoods for thesmall holder farmers, and hence, creation of wealth, in line withthe various countries requirements(SAPRI, 2001). The main andchief aim of such institution is hence to empower farmers throughinter alia, promoting access to information, increasing the space forinclusion and participation, ensuring accountability to farmers ofactivities done in their names, and finally, building the localorganisational capacity of farmers and farmer groups (World Bank,2002; Friis-Hansen, 2004; Kazigati, 2013). These four elements areconsequently the indicators, and dimensions, of farmerempowerment, and in essence, the final outcome to be pursued byinstitutions like NAADS, irrespective of whatever department, orline ministry, is controlling them (Rappaport, 1981). In this isthe end of such interventions. To paraphrase the words of NicolloMachiavelli, “the end justifies the means” (Nicollo, M., 1532).

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The purpose of this research paper is to analyse the effect ofinvolved of Uganda Peoples Defence Forces (UPDF), as an organ toimplement the agricultural advisory services that for the past 13years since 2001, have been implemented by the NationalAgricultural Advisory Services (NAADS), under the broad policyobjectives of the ministry of agriculture in the plan formodernization of agriculture (PMA). The results of this reviewwill inform the policy makers, advocacy professionals, academia,and development partners of the scope of UPDF involvement inNAADS, its performance, its challenges, and possible solutions toensure that the final outcome, that is, improvement oflivelihoods, is realised.

This introductory chapter covers the background of the review, theproblem statement, the purpose of the review, general objectives,the research questions, conceptual framework, significance andjustification of the review, the scope of the review(geographical, time and context scope), operational definition ofterms and concepts, assumptions and limitations. 1.2 Military Involvement in Agricultural Reforms Program GloballyMajor agricultural reform trends around the world have includeddecentralization, contracting, privatization, cost recovery, andthe involvement of NGOs and farmer-based organizations (Rivera andAlex 2005 cited in Anderson, 2008). Emphasis is now placed onmaking advisory services demand-driven (Neuchâtel Group 2006,cited in Anderson, 2008), with the importance on demand-drivenextension being seen in the context of changing domestic andexternal environments for agriculture, which change theinformation needs of farmers (Anderson, 2008). In addition toinformation on new technologies, advice on marketing, productquality, and environmental challenges has become increasinglyimportant (Sulaiman and Hall 2002, cited in Anderson 2008).

The use of the military in agricultural reforms predates modern history. In the 18th Century, the Ottoman Empire modernized agriculture, introducing technology in the farms, and enhancing production of farm output, through use of, amongst other, militaryservicemen and advisors (Quataert, D., 1975) . The After its defeat by Napoleon in 1806s, Prussia, the Germanic Kingdom, began modernization by modernising its base, that is, its peasants and

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its agriculture, and to effect this, the military was utilised effectively (White, Jonathan Randall., 1996) . In the 20th century, there was marked use of the military in the same enterprise of agriculture in Russia, China, and North Korea under the doctrine of military communism, which was, and to date is meant to promote household wealth. (V. L. Telitsin., 1999). the same situation subsists in Latin American countries in Cuba, Venezuela, Bolivia, Colombia and Chile (Sinclair, Minor; Martha Thompson., 2007). Today, in the 21st Century, there is marked use of the military in leading economies like China, North Korea, and also African economies like Zimbabwe, Ethiopia, Libya, Egypt, and Nigeria. In Egypt, the military produces over 18 per cent of the nation's total food production and developes upto 30% of agricultural infrastructure.

The military, all along through history, has been utilised for avariety of reasons, notably, enforcing discipline, strictefficient use of resources, quick deployment, accountability, andspeedy implementation. Further, the use of the military reducesinstances of corruption, and realizes direct, immediate, andeffective benefit. in addition, the military also entrench thedogma of the ruling systems, and has also been used to promotepolitical interests of the ruling classes, especially ideologicalunderpinnings and re-orientation. To this end, the militaryeffectively lead to re-education of the farmers, and peasants intoa new ideological course, subsequently entrenching the politicalphilosophy of the ruling class. (Lucian W. Pye, " 1962) Further,the military use allows governments to executively tackle theextremely influential and hitherto untouchable estates of thearistocracy. (Canada, 1975).

Some pundits, both within the military structure and civiliancircles, have criticized the military role in socials services andagriculture specifically, arguing that it detracts from themilitary's focus on national security; others however, counterthis criticism citing the benefits of the military's improvedimage with the people. (S. E. Finer, 1988).

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Effectively, hence, the use of the military in agrarian reforms isnot a novel concept, and neither is it a dying concept. One wouldbe forgiven to argue that the use of the military is indeed in itsrenaissance.1.3 Agricultural Reforms in Uganda-The History of NAADSAgriculture also accounts for over 90% of the country’s totalexport earnings and a major source of livelihood for 85% ofUganda’s population who live in the rural areas and provides rawmaterials to many industries as per the records of Ministry ofFinance, Planning & Economic Development (MFPED, 2000).Government of Uganda’s past and current medium term plans has beenfocused on modernizing agriculture as an engine for economicgrowth and poverty eradication. Over the past decade, agricultureextension delivery in Uganda has undergone many changes, allintended to improve service delivery to smallholder and resourceconstrained farmers (MAAIF, 2000). At the same time it continuesto be a sector in which poverty, marginalization, and exclusionremain prevalent. Despite the importance of the sector,governments’ expenditures on agriculture in particular in Africa,have been significantly reducing over the past decade (Friis-Hansen 2005). Many efforts are being made to improve theperformance of the Agricultural sector, in Uganda. According toCentral Intelligence Agency (CIA) World FactBook (2011),agriculture sector contributes significantly towards the economyof the country at 23.6% of total Gross Domestic Product (GDP). In the 1990s, developing countries, including Uganda, witnessedwide-ranging reforms in the agricultural sector. In Uganda, thesereforms included, among others, liberalization of trade inagricultural inputs, services and output; privatization of state-owned enterprises that supported production and marketing; anddownsizing of civil servants who provided extension services. Thereforms had both positive and negative consequences. Some of thenegative effects of the reforms were income inequality and anincrease in the proportion of the very poor in the early 1990s(Muwanga 2001); the collapse of public extension, credit andmarketing services (Semana 2004); and falling agriculturalproductivity, according to the Ministry of Agricultural, AnimalIndustry and Fisheries (MAAIF 2010). To overcome the negative consequences of agricultural reforms, thegovernment of Uganda, with support from the World Bank and other

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donors, restructured the country’s extension system, as part ofthe Plan for Modernisation of Agriculture (PMA), from unifiedpublic extension to a public-private partnership (PPP) extensionsystem (World Bank 2001). The reforms of the agricultural sectorculminated in 2001 with the establishment of the NationalAgricultural Advisory Services Organization (through an act ofParliament, the National Agricultural Advisory Services Act of2001) as a semiautonomous agency of the MAAIF, to manage the 25-year National Agricultural Advisory Services (NAADS) program.NAADS was mandated to implement the NAADS Program with a goal of‘a decentralised, farmer owned and private sector servicedextension system contributing to the realization of agriculturalsector objectives’ (NAADS, 2014).

Uganda’s National Agricultural Advisory Services (NAADS), createdin 2001, constituted a promising new approach towards procuringdemand-driven extension services. The NAADS was put in place by anAct of Parliament in 2001 as one of the seven pillars of the Planfor Modernization of Agriculture (PMA). The primary mandate ofNAADS was to provide advisory services that would enable farmersincrease total factor productivity. The programme has a vision for25 years with 7 years for its first phase covering the period from2001/2002 through 2007/2008 financial years. Its rationale wasfailure of traditional extension approaches to bring about greaterproductivity and expansion of agriculture, despite costlygovernment interventions (MAAIF 2000). The approach was conceivedunder and meant to contribute to the agriculture sector objectivesspelt out in the sector strategic policy document, Plan forModernization of Agriculture (PMA). It was thus meant to redresspast shortcomings of earlier agricultural programs, as well asincorporate “best” practices in order to make extension deliverymore efficient and effective (PMA 2000). NAADS aim is to have ademand-driven, client oriented, farmer-led and private sectordelivered advisory service, particularly targeting the poor andthe women. NAADS Board and Secretariat provide technical guidance,operational supervision and facilitate outreach (NAADS Act 2001).NAADS was introduced in different phases, starting with some“trailblazing” Districts, e.g. Soroti (Friss-Hansen 2005).Generally, NAADS has provided better advisory services and enabledfarmers access technologies and shift from subsistence to modernand commercialized production. An impact evaluation in the

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Districts where NAADS was first introduced indicated that farmerswho had access to NAADS did indeed benefit in terms of farmincome. (NAADS, 2004) There is also evidence that a critical massof private service providers is in fact emerging, even thoughefforts need to be made to upgrade the skills of those providersin terms of marketing advice and use of innovative extensionmethods (Benin et al. 2005).Since its creation, NAADS has pursued an advisory approach toprovision of agricultural extension services based on the demanddriven principle premised on empowerment and active participationof farmers (through relevant farmer institutions) in theimplementation of the NAADS program (Friss-Hansen 2005). It isworth noting that this feature distinguishes the NAADS approachfrom the extension approaches that had hitherto been appliedwithin Uganda’s public agricultural extension service (Kazigati,2013). 1.4 Military Involvement in Agricultural Reforms in Uganda The NAADS programme has been riddled with shortcomings on the partof the implementers and some farmers. (New Vision, 2010) The NAADSprocurement system has been marred by corruption, inefficienciesand lack of quality farmer involvement (Kazigati, 2013). Until2007, procurement of farmers’ technologies was undertaken by thesub-county procurement committee, but the process was marred withcorruption as officer’s over-priced inputs (Kazigati, 2013).Government has been allocating 203 billion shillings to NAADSprogram annually in an attempt to fight poverty and create wealthat the house levels (NAADS, 2013; Red Pepper, 2014). However, theNational Farmers Federation has projected that 95% of Ugandansmall farmers might not be able to afford the full costs ofagriculture extension services under NAADS program (SAPRI, 2001).

In addition, as was the case at its creation, implementation ofthe NAADS programme has over the years attracted both high levelof controversy among stakeholders and farmers. This is indeedreflected in the negative reactions among stakeholders about theeffectiveness of the NAADS approach and overall performance of theNAADS programme. Whereas some of the concerns appear to have beengradually addressed, particularly during the recent design of thesecond phase of the NAADS currently implemented under theAgricultural Technology and Agribusiness Advisory Services (ATAAS)

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(NAADS, 2013), the debate about the effectiveness of the NAADSapproach and overall performance of the NAADS programme hithertocontinues among farmers and other stakeholders alike (Okoboi etal. 2011).

Further, although NAADS guidelines indicate that participation offarmers in NAADS is supposed to be through the self-selection offarmers through their farmer groups (NAADS 2007), in practice, itis mainly at the discretion of program administrators to determinewho is eligible to participate (Okoboi et al. 2011).

Also, the guidelines indicate that farmers selected to participatein NAADS under the three levels of the NAADS Phase I hierarchy—demonstration, model and nucleus—should have specific credentials.Other challenges in NAADS implementation include late disbursementof funds to district and sub-counties where activities areimplemented, embezzlement of funds, distribution of poor-qualityinputs and government disruption of activities (Office of theAuditor General 2007; Monitor, February 5, 2008; Okoboi et al.2011).

This state of affairs has led to a further reform process aimed atcreating a unified structure/system of extension (termed as‘single spine’ extension system) within the Local Governmentdecentralized service delivery system and the role of NAADS hasbeen redefined under the new/changed dispensation. The change wascrystallized through the recent directive where President, H.E.Yoweri Museveni in 2014, instructed the military, Uganda PeoplesDefence Forces (UPDF), to take part in and implement the NAADSprogram.

According to the President, the NAADS program which has beenrunning for 13 years haD been riddled with officials mismanagingthe program and saboraging its main objective of creating wealthfor households (Red Pepper, 2014). The army NAADS officers areheaded by General Salim Saleh. So far, upto 300 senior officers ofthe rank of Lt. Colonels and Majors have been trained in a shortcourse in Makerere, and deployed in each of the 238 constituenciesto help monitor the single-spine agricultural system.(Red Pepper,

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2014) The army officers were trained in agricultural engineering,farm enterprise and accounting, crop production and protection,fertiliser use, and poultry management in a record three weeks.The force deployment has been greeted with increased budgetallocations towards procurement of quality seeds and animalbreeding stock and a halt in the recruitment of extension staff atsub-county level. Further, a cabinet directive issued to theMinistry of Agriculture, Animal Husbandry and Fisheries directsthe ministry to also recruit two other liaison officers to workalongside the army in the new system. (GoU, 2014)

It is against the above background that the research sought toassess the extent to which NAADS performance will be improvedthrough involvement of the UPDF. One the one hand, the review willseek to examine the quality and relevance of the UPDF involvementin NAADS programme delivery. On the other hand, the review willanalyse the changes in farmer empowerment, i.e. the capability offarmers to effectively articulate informed demands for advisoryservices, under the current leadership of UPDF.

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2 PROBLEM –PURPORSE STATEMENT

2.1 Problem StatementThe involvement of the military in agricultural reforms raisespotential questions as to the viability, and or success of such amove. (V. L. Telitsin., 1999). In countries where the militaryhave been used to implement agricultural programs, there have beenmixed results, with some countries like Cuba and Venezuela showingpositive results, while others, like Chile, showing negativeresults. Militaries, the world over, have been known to implementprograms with efficacy, efficiency, and with strict adherence toprudential guidelines and timelines (Easterly, William., 2006)However, they have also been utilised to entrench the ideologiesof the ruling classes, and hence, the benefits of such programs isconsidered secondary to their first objective of maintainingnationals security and stability through a guaranteed politicalenvironment. (White, Jonathan Randall., 1996) Effectively, beingthe first time in Uganda that the military is being used for sucha sensitive and national program, there is need to appreciate thepotential challenges, and opportunities in this initiative,especially since even under current NAADS, farmers are not reallyclear on their roles (Najjingo and Bukenya, 2003). The main question currently facing policy makers, programadvisors, and academicians is the extent, if any, to which theinvolvement of the UPDF in implementing the agricultural extensionservices will improve the performance of NAADS and address suchissues as overpricing of inputs, poor technology choices,corruption and general inefficiency (Garfield and Moreau, 1996;Rwakakamba, 2009). Further, given the limitation in farmers’ competency toeffectively utilize the opportunity since competency is affectedby many factors like past experience, exposure, levels ofeducation and the financial strength of the individual farmer,there is need to understand the extent to which UPDF can leverageon its expertise to alleviate this concern. (Anderson and Feder,2007; Red Pepper, 2014)In addition, the main problem that has been facing NAADS is themisappropriation of resources, and alleged corruption, coupledwith general statements as to the inefficacy and bureaucracy ofthe system of NAADS (Anderson, 2008), which breeds nepotism,

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tribalism, and related ills. There is hence need to appreciatewhat the UPDF can do to prevent, thwart, and counter suchchallenges to implementation of NAADS.Other scholars (Opondo, 2002) write that there is limited impactof NAADS on farmer participation, and hence, farmer empowerment,and consequently, there could be room for a new approach. If thenew approach is UPDF, then it is important to know how NAADS willimprove performance and farmer participation. Finally, so far, only 300 UPDF officers have been trained, thatis, one per constituency, in a background of over 80% of Uganda’spopulation which is in small holder farming (MAAIF, 2000). Inaddition, some NAADS officers have indicated a lack of clearcommunication on the involvement of UPDF came without clearcommunication as to the roles of the current officers (Red Pepper,2014), with some quarters saying UPDF is taking over, while otherssaying it is only taking over part of the NAADS operations. It is against the above background that the researcher seeks toassess to which extent farmer empowerment has been realized in theNAADS community procurement process in Kabarole district; andwhich factors shape success or failure of such empowerment. 2.2 Purpose of the Review

The purpose of this review is to investigate the effect ofmilitary involvement in the delivery of agricultural extensionservices under NAADS. The specific objectives of the review will be as below:

1. To establish the scope of UPDF involvement in implementationof NAADS;

2. To determine the challenges currently facing NAADS;3. To find out the effect of UPDF involvement in the reduction

of challenges currently faced by NAADS; and4. To determine effective strategies to enhance UPDFs

contribution to NAADS program.

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Indicators of successful UPDF Involvements in NAADS programAccess to informationInclusion and participationAccountabilityLocal organizational capacity

Farmer Epowerment

Independent Variables Dependent Variable


3.0 REVIEW METHODOLOGY

3.1 Conceptual Framework Figure 1: Conceptual Framework of UPDF involvement in NAADS program delivery

In the conceptual framework depicted in Figure 1, UPDF involvementis in NAADS program is hypothesized to influence overall NAADS performance by impacting on the elements, or indicators, of farmerempowerment. The indicators of farmer empowerment, which are the dimensions of the independent variable, are access to information; inclusion and participation; accountability; and local organizational capacity. An improvement in these areas is meant to lead to automatic improvement in the performance of NAADS, and ultimately, farmer empowerment, (Friis-Hansen 2004b)

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3.2 Theoretical Review

The review analysed the theories of farmer empowerment as theprocess that increases the capabilities of smallholder farmers andfarmer groups to make choices and to influence collectivedecisions towards desired actions and outcomes on the basis ofthose choices (Friis-Hansen 2004a). Knowledge and organization hasbeen identified as the most important aspects of farmerempowerment (Friis-Hansen 2004b). Farmers’ knowledge empowermentenables farmers to understand the causes and effects of their ownagricultural problems and to articulate their technology,extension and development needs as informed demands. Knowledgeempowerment allows farmers to actively participate in theplanning, implementation and evaluation of services, in effecttransforming them into clients, managers and/or owners/partners,rather than passive beneficiaries. Farmers’ organizationalempowerment is realized when farmers are organized in groups thatare coherent, independent and sustainable. Such groups can enablefarmers to articulate their informed demands and interact withstate institutions and private sector. They are also the basis forjoining/establishing higher-level farmers’ organizations thatcould represent their interests at local government and nationalpolicy level.

Farmer empowerment is based on the theory of expansion ofcapabilities, also called the capabilities theory o development.Development is a complex multi-dimensional concept based on theexpansion of capabilities leading to enrichment of humans livesthrough producing ‘life sustaining’ necessities and enhancingsocial choice (Dudley Seers, 1971). However, the expansion ofcapabilities; production of necessities; and the enhancement ofsocial choice are only possible if the people have the freedom andcapacity to choose how they want to live (Amartya Sen, 1999).This choice is exercised through participation in development.Participation in development, also referred to as participatory development,involves both taking part in deciding what development projects tobe implemented, and sharing the benefits accruing from thedevelopment project (Tandon and Cordeiro, 1998). In Development asFreedom, Sen argued that individuals act in their best interest

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whenever they have the choice, that is, when they possess adequateknowledge. (Sen, 1999) Knowledge, hence, is a key part of farmerempowerment. In this backdrop, institutional framework of farmer empowermentprograms must fall within the scope of enabling farmers to domore, with less.

3.3 Scope of The Study

The study was limited to the concepts of farmer empowerment, as the basis and end of farmer extension services, and the role of the military.

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4.0 FINDINGS AND DISCUSSION

The Challenges Currently Facing NAADSAs was the case at its creation, implementation of the NAADS programme has over the years attracted both high level of expectations and controversy among stakeholders and farmers. Thisis indeed reflected in the mixed reactions among stakeholders about the effectiveness of the NAADS approach and overall performance of the NAADS programme. Whereas some of the concerns appear to have been gradually addressed, particularly during the recent design of the second phase of the NAADS currently implemented under the Agricultural Technology and Agribusiness Advisory Services (ATAAS), the debate about the effectiveness of the NAADS approach and overall performance of the NAADS programme hitherto continues among farmers and other stakeholders alike.

Further, although NAADS guidelines indicate that participation of farmers in NAADS is supposed to be through the self-selection of farmers through their farmer groups (NAADS 2007), in practice, it is mainly at the discretion of program administrators to determinewho is eligible to participate (Okoboi et al. 2011). Also, the guidelines indicate that farmers selected to participate in NAADS under the three levels of the NAADS phase I hierarchy—demonstration, model and nucleus—should have specific credentials.Other challenges in NAADS implementation include late disbursementof funds to district and subcounties where activities are implemented, embezzlement of funds, distribution of poor-quality inputs and government disruption of activities (Office of the Auditor General 2007; Monitor, February 5, 2008; Okoboi et al. 2011).

The Scope Of UPDF Involvement In Implementation Of NAADS

The role of the UPDF must be in tandem with the theoretical andconceptual scope of farmer empowerment in provision of advisoryand extensions services. Such services must include advisingfarmers, enabling farmers to procure technology, and providing

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extensions services to improve yield. Friis-Hansen (2004) Suchprograms must oscillate between farmer empowerment throughcapacity building, and realizing greater ends of food security,better livelihoods and household wealth creation.

Friis-Hansen (2004) defines farmer empowerment as the process thatincreases the capabilities of smallholder farmers and farmergroups to make choices and to influence collective decisionstowards desired actions and outcomes on the basis of thosechoices. Knowledge and organization has been identified as themost important aspects of farmer empowerment.

Kizauzi (2004) argues for greater involvement of farmers and otherstakeholders with an aim to enhance the relevance of research forlocal specific socio-economic and agro-ecological conditions ofproduction and marketing. This, they argue, will lead to improvedresults in the end. This is wholly agreeable and sound.

Rip and Kemp (1998) agrees with Friis-Hansen (2004) when he writesthat farmers’ knowledge empowerment enables farmers to understandthe causes and effects of their own agricultural problems and toarticulate their technology, extension and development needs asinformed demands. This is defensible since knowledge empowermentallows farmers to actively participate in the planning,implementation and evaluation of services, in effect transformingthem into clients, managers and/or owners/partners, rather thanpassive beneficiaries. Further, Kemp writes that farmers’organizational empowerment is realized when farmers are organizedin groups that are coherent, independent and sustainable. Suchgroups can enable farmers to articulate their informed demands andinteract with state institutions and private sector. They are alsothe basis for joining/establishing higher-level farmers’organizations that could represent their interests at localgovernment and national policy level.Alsop and Heinsohn (2005) provide a more tangibleconceptualization of empowerment implies access to resources andcapacity to participate in decisions and affect outcomes ofinterest. For the purposes of this report, therefore, we adopt thefollowing operational definition proposed by the World Bank:

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Empowerment: is “enhancing an individual’s or group’s capacity to make choices andtransform those choices into desired actions and outcomes”.Analysis of literature shows that the scope of UPDF involvementlies in monitoring and evaluation, and not full implementation ofthe NAADS program. To this end, there is still effective districtoffices, and NAADS staff, in operation.

The Effect Of UPDF Involvement In The Reduction Of Challenges Currently Faced By NAADS

The role of institutional engagement in farmer empowerment wasaddressed by Menon 1999 (2001), stating that organizing thefarmer, and capacitating them to actively participate in such fora, as well as informing them, and training them, lies withinstitutions. Menon argued that one of the key fundamentalprinciples of such programs is farmer empowerment throughselection of their own appropriate technology that is in linewithin their perceived control and competence, and internalizationof the goals and objectives of the organization or group by theirmembers.

Anderson, (2008) argues that top-down institutional practices andnot least bureaucratic traditions continue to act as powerfulobstructions to decentralization reforms in many countries. Thisis the same approach by UPDF, since it is especially a top downapproach body, and not bottoms up body that relies on developmentfrom below. Ekins (1986) argued for development from below, as thephilosophy and action of learning from below. Development from belowseeks to consult first with “those who are last” in determiningthe development agenda. The spinal cord of development from belowis participation of the people in formulating the plans,implementing them and participating in the sharing of benefitsresulting from such developmental processes. This view is veryrepresentative of the principle of participatory development.

NAADS has been able to link farmer groups to NGOs as serviceproviders for training and provision of inputs, and villageconservation projects have increasingly been able to function ascommunity based service providers (organized visits to farmer

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groups, discuss experiences, provision of seeds) (Anderson, 2008).This is a key role of such institutions.

Garfield and Moreau (1996) state that in spite of theopportunities, decentralized extension associations and agenciesalso face a variety of potential problems. There is greaterpotential for political interference and utilization of extensionstaff for other local government duties (including electioncampaign activities). Moreover, better-off farmers may use theirinfluence on local governments to get awarded with contracts toextension services.

The Most Effective Options For Enhancing UPDF Involvement In NAADSFor Better Service Delivery

For UPDF to be effectively involved, it must adhere to theelements of effective farmer empowerment, as outlined by WorldBank (2002) as below:

Access to information: Informed citizens are better equipped totake advantage of opportunity, access services, understand rulesand regulations, and exercise their rights. Information andcommunication technologies can play an important role inbroadening access to information. Danida (2004) reports that theincreased technical knowledge, increased knowledge about improvedtechnologies and analytical ability to assess whether there is anybenefit in applying and adopting these technologies has also ledto farmer empowerment. Consequently, positive impacts onavailability and quality of advisory services to farmers, adoptionof new crop and livestock enterprises and use of modern productiontechnologies and practices has greatly empowered farmers. Ministryof Agriculture, Animal Industries and Fisheries (MAAIF) (2000)explains that farmers are empowered when they have access andcontrol over structures and processes such as procurement andawarding of contracts that transform their natural resource assetsinto outcomes that they desire. UPDF must hence ensure access toinformation for farmer empowerment. Rivera and Alex (2004), showthat where farmers have been empowered on features of the

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technology, like in availing them with information, capacitybuilding and others. UPDF must hence have a clear strategy towardsthis end.

Inclusion and participation: Ensuring opportunities for allmembers of a community to participate in decision-making iscritical to ensuring that the use of public resources builds onlocal knowledge and priorities and brings about local commitmentto change. Sustained inclusion and informed participation usuallyrequire changing the rules so as to create space for people todebate issues and participate in setting priorities and deliveryof basic services. Long (1999) defines participation as a processthrough which stakeholders influence and share control overdevelopment initiatives and the decisions and resources whichaffect them. Professor Dudley Seers (1971) argues thatdevelopment is about outcomes, that is, development occurs withthe reduction and elimination of poverty, inequality, andunemployment within a growing economy. As per the doctrine ofparticipation, development is both a process and a result, henceoutcome. The UPDF must consequently ensure that the there isinclusivity and participation of farmers.

Tandon and Cordeiro (1998), building on World Bank (1994), statethat participation is an interactive process involving thecontinuous re-adjustment of relationships between differentstakeholders in a society in order to increase stakeholder controland influence over initiatives that affect their lives. Gaventa(1998) posits that there are various levels and/or degrees ofparticipation ranging from simple consultation to joint decisionmaking to self-management by stakeholders themselves. The specificdegree of participation of different stakeholders is determinedthrough a negotiation process, but the challenge is to increasenumbers without undermining quality-involving people throughoutthe development process in a way that empowers. Opondo (2002)still shows that there is limited impact in empowering farmers toparticipate in decision making, since such participation is asstrong or stronger in the non-NAADS sub-counties. This is contraryto expectations and the findings of the review by Scanagri (2005),which reported strong impacts of NAADS on empowerment. This showsthat the participation of farmers in the procurement process is

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still weak in NAADS Sub-counties. It hence still raises a lot ofquestions as to whether the farmers participate adequately inprocurement planning process.

Accountability: Program administrators and local representativesneed to be held accountable for their policies, actions,performance, and use of funds. People often do not participatewhen they know that their participation will ultimately make nodifference because providers will not be held accountable.According to PPDA Audit (2007) it was recommended that NAADSshould institute measures to facilitate proper contractmanagement. Meinzen-Dick and Knox (2002) write that the termdevolution has also been used to describe where there is atransfer of responsibility for resource-allocation decisions outof government to farmers’ associations. This leaves key decisionmaking to associations with less or no consultation tocommunities. Ultimately, this promotes accountability. The UPDFmust ensure that there is accountability in the system, especiallysince there has been several instances of corruption.

Local organisational capacity: According to Technical AdvisoryService, Danida (2004), farmers’ organizational empowerment isrealized when farmers are organized in groups that are sound,independent and sustainable especially when they are presentingtheir concerns. Such groups can enable farmers to articulate theirinformed demands and interact with state institutions and privatesector when selling their farm products. Community residents mustbe able to work together, organise themselves, and mobiliseresources to solve problems of common interest. Organisedcommunities are more likely to have their voices heard and theirdemands met. AHI (2006) argue that the original plan is thatFarmer Forum is constituted by two representatives from the farmergroups that are NAADS submissive. The reality on ground is that the farmers groups are very many.The farmers’ forum is the main institutional structure forempowering the participation of farmers in the NAADS processenabling all of them access to the advisory services such asinformation, knowledge and skills, research, training are providedby service providers who are contracted by the farmer forum toengage with farmer groups on specific issues. Further, according

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to the PPDA Audit report (2003/04 & 2004/05), there is anexpressed desire that primary responsibility for formulating thedemand would be vested in farmer groups (FGs) and that theamalgamation of the demand, deciding on services to be provided,arranging contracts and monitoring service providers would bedecided by the Farmer Fora (FF). The Agricultural Sector Programme Support (ASPS) (2002) reportsthat the farmers and farmer groups as users identify serviceproviders for technology equipments and good seeds. The farmersalso go ahead to participate in awarding the contract to thosewhom they think have the best facilities. Stringfellow et al. (1997)have shown that farmer groups and collective action in generalcould help farmers to achieve economies for them to lowertransactions costs by pooling resources of poor farmers, increasetheir negotiation power and skills, facilitate advocacy andprovide other services that could be costly if undertaken byindividual farmers. Opondo and German (2006) argue that if allfarmers were optimally working together, they would be empoweredto democratically prioritize services they desire to prioritizetheir needs, to develop and implement plans; and to monitor andevaluate their progress, as well as the progress of the system ofprice negotiation and awarding of contracts in the NAADS program.Farmer groups would be able to contact services and otherinformation sources.

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5.0 Conclusion

The review was premised on the hypotheses that that UPDFinvolvement will improve the performance of NAADS services. From the foregoing, institutionalization of farmer empowermentprocesses is key to ensuring that the indicators of access toknowledge, farmer participation, farmer organisation, and relatedconcepts are well effected. Anderson and Feder (2007) concert thatthere are many challenges in the new approaches, which departfrom the traditional public service models, that requireinstitutional innovations and reforms for farmers to be compatiblewith the technologies. The priority and seriousness of advisory services to the smallholder farmers cannot be debated. Further, the need for anaccountable, effective, and efficient institution to realise thedream of improving livelihoods of small holder farmers is at thecentre of a nation’s wealth creation programs. In addition, such abody, by whoever established, and run under whichever organ ofgovernment, must realise its functions in observance of basicrealities of challenges, and possible solutions for its finalobjective. Unfortunately, there has not been a comparative reviewof the efficacy, or otherwise, if the recent involvement of UPDFin the delivery of NAADS services. This review sought to fill thisgap. One of the key principles of NAADS is farmer empowerment and thisreview is expected to produce vital information on thecontribution of the NAADS planning and implantation program toenhance farmer empowerment. In addition, the review will examinethe elements and processes within the administrative system ofNSSDS as currently existing under the new management of UPDF. Thisinformation will help in redesigning the management systems ofNAADS to ensure planning and implementing system improves thequality of interventions; identifying indicators for systemmonitoring, evaluation and reporting.The review provides vital information to the UPDF and Governmentofficials involved with NAADS programme, on important aspects ofcommunity farmer participation in the procurement process. Withthis information, it is hoped that both the UPDF and otherstakeholders will have clear mandates on engagement to improvefarmer empowerment.

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The review also provides vital information for the UPDF andministry of Agriculture to design information based capacitybuilding programmes for farmer communities to participateeffectively in the NAADS programs. Information from this reviewalso hopefully be used by communities and Civil SocietyOrganizations in the advocacy and holding the UPDF and NAADSleadership accountable to the provision of vital services to aidagricultural development.

This review is also significant because Uganda, like most Africancountries, is still facing challenges in agriculture, with mostfarmers failing to embrace use of improved technologies for theirfarm processes.

Further, the research has related this review to the larger,ongoing dialogue in the literature about military involvement inagrarian reforms as a model for improving accountability,planning, and implementation for increased production inagriculture and improved livelihoods of small holder farmers. Theresults of this review will hence provide useful academicknowledge and resource to students, academicians, policy makersand other stakeholders who wish to understand in depth the area ofreview. Consequently, it will offer a basis for further criticismsand development of the knowledge on the need for effectiveparticipation of military in planning and implementingagricultural advisory systems.

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ReferencesHere, I should list the following:BooksJournal ArticlesReportsLegislations

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ACADEMIC PROPOSAL

ق� WHAT IS ACADEMIC PROPOSAL

An academic proposal is the second step in producing a thesisor major project. Its intent is to convince a supervisor oracademic committee that your topic and approach are sound, sothat you gain approval to proceed with the actual research. As well as indicating your plan of action (methodology), anacademic proposal should show your theoretical positioning,definition of the variables being studied, state the problemwith evidence and locate the problem in the global space,regional, and local environment, through backgroundstatement.

ق� CONTENT OF ACADEMIC PROPOSAL

It includes seven (7) sections, namely:COVER PAGE TABLE OF CONTENTSABBREVIATIONSINTRODUCTION1.0 Introduction1.1 Background1.2 Statement of the Problem1.3 Purpose of The Study1.4 Specific Objectives1.5 Research Questions1.6 Hypothesis1.7 Conceptual Framework1.8 Significance Of The Study1.9 Justification Of The Problem1.10 Scope and Limitations of the Study

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1.11 Chapter BreakdownLITERATURE REVIEW2.1 Introduction2.2 Theoretical Review2.3 Review of Objectives2.4 Summary of the Literature ReviewMETHODOLOGY3.0 Introduction3.1 Research Design3.2 Study Population3.3 Sample Size and selection3.4 Sampling Techniques and Procedure3.5 Data Collection Methods3.6 Data Collection Instruments3.7 Data Quality Control3.8 Procedure of Data Collection3.9 Data Analysis3.10 Measurement of Variables3.11 Ethical Considerations3.12 AssumptionsREFERENCESBooksJournalsReportsWebsitesAPPENDICESAppendix A: Time PlanAppendix B: Budget EstimateAppendix C: Documentary Check-List

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Appendix D: Questionnaire/Key Informant Interview (KII) GuideAppendix E: Focused Group Discussion Guide

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ق� SAMPLE ACADEMIC PROPOSAL (CHAPTERS 1-3)

ق� Cover Page

The cover page consists of the following details:¯ Research Topic/Title ¯ Student Details¯ Supervisor Details¯ Year of Submission¯ Statement of Submission

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ق� Sample Cover Page

THE EFFECT OF TERMS OF SERVICE ON EMPLOYEE RETENTION:A CASE STUDY OF LAW PRONTO UGANDA LIMITED

BYOjijo PascalReg. No.:102 2189Supervisor: Mark Ojijo

A Research Proposal Submitted In Partial Fulfillment Of TheRequirement For The Award Of A Postgraduate Diploma In PublicAdministration And Management Of Uganda Management Institute

October, 2014

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ق� Abbreviations & Acronyms

The list of abbreviations and acronyms is a one to two pagelist of abbreviations, and acronyms, of the terms in therasearch paper.Sample Abbreviations & Acronyms

CCA Canonical Correlation Analysis ER Employee Retention KIIs Key Informant Interviews SCBUL Standard Chartered Bank Uganda Limited SQ Structured Questionnaires TWA Theory of Work Adjustment UMI Uganda Management Institute

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ق� Introduction

Introduction covers three things: Definition and scope of theterms, or variables; the relationships of the terms, orvaluables; and a summary of the content of the document. Theintroduction gives a brief of the industry. The questionsone should answer here are: What is it? What do we know aboutit? What don’t we know about it? Why is it important? Theintroduction should be roughly one page.

Sample Introduction

Retaining staff in their jobs is essential for any organization (Burke et al,2002) since the most valuable asset in an organisation is its staff (Harting,2010). The resource intensive nature of dealing with employee turnovercauses time and effort to be spent advertising, selecting, recruiting andtraining replacements. It can also cause decline in morale and productivity(Burke et al, 2002). Undesirable voluntary turnover should be controlled, andorganisations need to both understand the phenomenon and find ways tocontrol it. With this in mind a study to investigation the relationship betweenterms of service and employee retention (ER) will be carried out in SCBUL. Aterm of service is the independent variable in this study while employeeretention is the dependent variable. This chapter will present the background of the study, the problemstatement, the purpose of the study, general objectives, the researchquestions, conceptual framework, significance and justification of the study,the scope of the study (geographical, time and context scope), operationaldefinition of terms and concepts, assumptions and limitations.

ق� Background

This section should talk about each variable in brief. Eachvariable should be addressed in its own paragraph. The lastsentence of each paragragh on a variable should be the

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attributes of the variable which are later expanded in theliterature review. One is required to show both thetheoretical and practical gap. Where a gap has been writtenabout by someone, I should cite the author. Backgroundindicates the practice of the issue under discussion at theglobal level, regional level, and local level. The locallevel, for the purposes of the background, can also be theorganisation level, department level, state level, localgovernment level, country level, or regional level, dependingon the geographical focus of the research.

Sample Background

Global Level: The process of ‘global interlinking of economies’ acceleratedby technological development, has intensified competition in today’sbusiness environment (Kuruvilla & Ranganathan, 2010; Steven & Gregory,2002). There is increasing recognition that ‘increases in global trade,facilitated by advancements in technology, communication andtransportation, began to bring the markets of the world into greatercompetition’ (Raymond, 1989; Steven & Gregory, 2002, p. 332). Manyorganisations rely on the expertise of their employees to gain competitiveadvantage in global economies (Reiche, 2007). In this economicenvironment, the retention of valuable employees becomes an extremelyimportant strategy for human resources managers and organisationalleaders. Today, however, retention of valuable employees is a globalchallenge. Managers and top level authorities are constantly met with theissue of retaining employees, and there is a wealth of evidence thatworldwide, retention of skilled employees has been of serious concern tomanagers in the face of ever increasing high rate of employee turnover(Arthur, 1994; Buck & Watson, 2002; Budhwar & Mellahi, 2007; Debrah &Budhwar, 2004; Samuel &Chipunza, 2009; Tayeb, 1997). Regional Level: The African continent faces a huge challenge in terms ofskilled human resource capacity, which has a debilitating effect on its abilityto make strides in the areas of socio-economic and political development.While various efforts have been made to address the problem, there seemsto be little progress, due to a variety of reasons, particularly, the inadequateinvestment in education and other training programs. Thus, while the World

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Bank, for example, made significant investments in capacity buildinginitiatives in several countries during the 1990s, these initiatives have notgenerated sustained human capital benefits for the countries. To makematters worse, even the narrow high skill base that exists is being eroded ata very fast rate by the outflow of professionals to more developed countriesof the world (Ndulu, 2004). Local Level: Standard Chartered Bank Group Uganda Limited (SCBUL) ispart of Africa’s leading banking and financial services organizations.Standard Chartered brand promise is “Here for good”, and is theessence of who they are. Such a brand promise requires the bank to havecommitted staff that should even be having high intentions of staying intheir jobs, however in today’s business environment, employees appear to beless committed to their respective organizations Overman, 1998). The bankhence needs a progressive system of staff retention, to realise its brandpromise, and deliver the both customers as well as shareholders.

ق� Statement of the Problem

The statement of the problem indicates evidence of therebeing a disconnect between the variables in the researchtopic. This is done through quoting staff, management, ordirectors; and or utilising other academic sources, newspaperarticles, news reports, and any other evidence that addressesthe topical area. The statement of the problem is thediscrepancy between what is happening and what ought to be.It should address that the problem is a global, regional,country or local problem. I should also indicate what islikely to happen if it is not resolved. This is a focus onthe dependant variable. It should also indicate the missinglink between the variables to address the problem you arestudying. The gap must be based on empirical evidence.

Sample Problem Statement

Due to the unstable market that has emerged, overpowering non‐marketinstitutions, there has been a decrease in the stability of jobs (Hays &Kearney, 2001); and long‐term employment is rapidly becoming less

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common (Levine, 1995); and staff loyalty has reduced. This has led to greaterjob insecurity and a decrease in the overall commitment levels of manyemployees. In addition, the lack of stability in the employment market hascreated inequalities in the employment and income levels (Darwish, 1998). Standard Chartered Bank Uganda officials have indicated there is high levelof staff turnover without to other competing institutions, as well as to otherorganisations. (SCBUL, 2012). Further, the Employers Federation decried thelack of staff loyalty, causing employers to be reserved on in house training,since, they are training only for their people to leave employment. However,most employees interviewed by Observer Newspaper (Observer, 2013),indicated that they leave employments because of unfavorable terms ofservice. To be specific, a study by Makerere University Think Tank, MakerereInstitute of Social Research (MISR) (2013), indicated that the most importantelement of the terms of employment for employee retention is term contract,job security, and competitive remuneration, in that order.

ق� Purpose of The Study

The purpose of the study is a one sentence restatement of thetopic of study. This comes from the conceptual framework,indicating the relationship between the variables.

Sample Purpose Of The Study

The purpose of this study is to investigate the effect of terms of service onemployee retention, with specific reference to Standard Chartered Bank,Uganda Limited.

ق� Specific Objectives

Specific objectives are a breakdown of the dimensions, orvariables, to be analyzed in the research study. They arethe measurable units that the study will seek to prove. Theobjectives can be of two types: relational objectives, aswell as descriptive objectives.

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Relational objectives are utilised when using a conceptualframework. They deal with understanding why the independentvariables, or the dimensions, or the attributes, have not hadthe desired, or positive effect, on the dependent variable. The descriptive objectives are utilised when using atheoretical framework. They deal with analyzing, critiquing,etc.

Sample Specific Objectives

The specific objectives of the study will be as below:1. To establish the effect of type of employment contract on jobretention.2. To find out the effect of remuneration on job retention.3. To determine the effect of job security on job retention.

ق� Research Questions

The research questions are merely a restatement of thespecific objectives, but in a question format. Theyeffectively guide in the formulation of the questionnaire.When you have descriptive objectives, you use researchquestions only and when you have relational objectives, youcan use either.

Sample Research Questions

The research questions will be as below:1. What is the effect of type of employment contract have on job retention inSCBUL?2. What effect does remuneration have on job retention of SCBUL staff?3. How does job security affect job retention in SCBUL?

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ق� Hypothesis

A hypothesis is a tentative statement about the relationshipbetween two or more variables. A hypothesis is a specific,testable prediction about what you expect to happen in yourstudy. For example, a study designed to look at therelationship between sleep deprivation and test performancemight have a hypothesis that states, "This study is designed to assessthe hypothesis that sleep deprived people will perform worse on a test thanindividuals who are not sleep deprived."Most studies have one hypothesis, in the positive, that is, anull hypothesis. However, the same hypothesis can be rephrased inthe negative, to be the alternate hypothesis. Further, hypothesesaddress only 2 variables at a go. For example, there is arelationship between power struggle and conflict management.

Sample Hypothesis

The study will be premised on two hypotheses, one being a null hypothesis,and the other being an alternative hypothesis, as below:The null hypothesis is that terms of service affect employee retentionpositively.The alternate hypothesis is that there is no effect of terms on service onemployee retention.

ق� Conceptual Framework

A conceptual framework is an analytical tool (figure,sentence, phrase, diagram), that indicates how ideas relatewith each other. In essence, it is how the researcherconceives the ideas. Consequently, the purpose of aconceptual framework is to relate ideas. This is differentfrom contextual framework, which seeks to relate one idea asa part of another idea, and also different from a theoreticalframework, which seeks to analyse the various opinions of

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Terms of ServiceType of employment contract Does remuneration Job security

Employee Retention

Independent Variables Dependent Variable


leading thinkers in relation to an idea, or a relationshipbetween ideas.

Sample Conceptual Framework

This is the showing the relationship between terms of service and jobretention at Standard Chartered Bank Uganda Limited.

In the conceptual framework depicted in Figure 1.1, terms of service washypothesized to influence job retention among SCBUL staff. Terms of serviceis defined as type employment contract, remuneration and job security whileemployee retention was defined as the intention to retain a job in SCBUL,consistency of job status, career development and job stability. Theframework postulates that the status of employment contract, remunerationand job security at the Bank affects staffs’ intentions to stay on their jobs orto leave.

ق� Significance Of The Study

The significance of the study answers the question: would theworld grind to a halt, if this research as not done? It hence focuses onthe contribution of the study to human development, security,dignity, and related concepts.

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Sample Significance Of The Study

This study (i) contributes knowledge industry, especially in the field ofretention of key employees, (ii) shows relationships between terms of servicesand employee retention (iii) faces the dramatically increasing complexity.Changing environment, increasing size of organization, increasing inventorylevel of employees, rules and procedures are the main cause of increasingcomplexity. Talent employees are required to manage such complexity. Thus,the study on employee retention is very important.

ق� Justification Of The Study

The justification of the study addresses relevance of thestudy to the country, and other sectors of the economy,including industries, academic, policy makers, donors anddevelopment agencies (to design their models) andprofessionals. I should indicate how they will benefit fromthe study.

Sample Justification of the Study

There is need to retain top talent and great employees in an organisation toenhance performance, service delivery, and the bottom line of profitability.Consequently, there is a need to better understand the constraints andchallenges faced by organisations in putting in place better terms of service,for the purpose of employee retention.The results of this study will form a database on the ideas and experience ofcompany initiatives which could be adapted to solve challenges of employeeretention in institutions. In addition, the study will examine the strategies ofbetter service terms for employee retention that are working well and thosenot working well. This information will help in redesigning the managementsystem for the company to effect a strategy for employee retention.

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The study will provide vital information to the stakeholders involved inenhancing employee retention, on important aspects of better terms ofservice. With this information, it is hoped that both the business andconsultancy communities will be motivated to improve the engagement ofnew and strategic models for terms of service for employee retention.Further, the research seeks to relate this study to the larger, ongoingdialogue in the literature about better terms of service, and role of employeeretentions. The results of this study will hence provide useful academicknowledge and resource to students, academicians, policy makers and otherstakeholders who wish to understand in depth the area of study.Consequently, it will offer a basis for further criticisms and development ofthe knowledge on the thematic area.

ق� Scope and Limitations of the Study

The scope of the study outlines the content, region, and timeof the study.The geographical scope indicates the physical location ofarea of study.The time scope addresses two subjects: (1) the period ofcarrying out the study, and (2), the period of analyzing theextent of the variables. For instance, if the analysis looksat the effect of terms of reference on employee retention,the time scope will look at the period since the initiationof the terms of reference, and how over that period, thedependent has been affected. Under the time scope, one mustalso note how much time you are going to use to conduct theresearch.The content scope addresses the variables being analyzed, andthese are taken direct from the topic of the study.Further, the limitations address the difficulties gettingaccurate or full answers whether that is due to lack ofresources, language barriers, time, data etc. Finally, I must indicate the reasons for focusing on the areaof study, the reasons for limiting the content, the reasons

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for limiting the time scope, and reasons for limiting timescope.

Sample Scope and Limitations of the Study

1.10.1 Geographical scope

The study will be carried out at SCBUL head office on Standard House Plot 5Speke Road Kampala. The head office has been chosen because it is wherethe head office is located and has a branch on the same building.1.10.2 Time scope

The study intends to over six months and will be carried out from November2015 to April 2016.1.10.3 Content scope

The study concentrates on terms of service which are limited to type ofcontract, remuneration and job security and how they affect employeeretention in organizations.1.10.4 Limitations

The study will be limited to only one organisation; and to the threedimensions of employee retention, that is, remuneration, contract terms,and job security; and to the head offices, due to inadequate resources andtime constraints in delivering the data.

ق� Chapter Breakdown

This section lists the contents of various chapters in thework. For certain faculties, colleges, or courses, thechapter breakdown is not required.Sample Chapter Breakdown

The study is undertaken in four chapters. Each chapter will aim atanswering one or more of the research questions. Chapter One: Research Proposal

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Chapter one will serve as the introduction, and will provide the generalbackground and framework for the study. It also covers the methodology,as well as literature review. Chapter Two: Contextualizing Retributive Justice, The ICC and Kenyan2008 Post Election Violence

Chapter two is dedicated to a commentary on the doctrine of retributivejustice model as applied in daily situations, and as contracted with othermodels of criminal justice. The chapter is also dedicated to an incisiveanalysis of the history and roles of the ICC, with special reference to conflictresolution and prevention, both at interstate and intra-state level. Thechapter focuses on the Kenyan 2008 post election violence, and analyses theICC response, in terms of its application of the retributive justice system. Chapter Three: Findings of the Study

Chapter three is the findings of the case study on the relationship betweenICC’s conflict resolution model, and Kenya’s 2008 post election violenceperpetrator and victims. This chapter analyses the effectiveness of thecontinuing process of ICC cases, with reference to suitability of retributive, asopposed to reparative or restorative dispute resolution system. Chapter Four: Conclusions & Recommendations

Chapter four is the summary of findings, conclusion and recommendationsof the study.

ق� References and Bibliography

This indicates the books read (Bibliography), as well as theReferences, that is, books read, and quoted.

They should be arranged in the form of:- Books- Journals- Reports- Websites

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Further, the sources whether books, journals, or reports,should be arranged in an alphabetical order, with surnamesfirst.

ق� Literature Review Introduction

A literature review surveys scholarly articles, books andother sources (e.g. dissertations, conference proceedings)relevant to a particular issue, area of research, or theory,providing a description, summary, and critical evaluation ofeach work. The purpose is to offer an overview of significantliterature published on a topic.The introduction to literature review indicates that thesection of literature review will review a select range ofliterature based on theoretical analysis, and then review theliterature based on the objectives of the research study, andfinally, identify the gaps, which are in essence, the reasonfor the research study.Sample Introduction to Literature ReviewLiterature review shows the overall scenario of the terms of service andemployee retention as well as its evidence in the world. The reviewedresearch articles, thesis or dissertations, etc. were received from friends,national and international libraries, journals, publications of bankingindustry and websites. A review of those studies will be important in order todevelop an approach that can be employed in this study. This chapter willpresent the theoretical review which is the review of literature on the theorywhich is the guiding principle of the study, actual literature review which isdiscussed objective by objective using the existing literature on the subjectrevealing the contributions made by earlier scholars, weakness and existinggaps. Finally a summary of the literature review identifying the lessonslearnt and the gaps that have been identified.

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ق� Theoretical Review

A theoretical (or conceptual) definition gives the meaning ofa word in terms of the theories of a specific discipline. Inthe context of the research study, the theoretical reviewwill look at the definitions of the words, and the theories,concepts, or postulations, as relates to the topic variables.The purpose of this section is to show the reader what otherthinkers have defined the variables, and how they haveanalyzed the relationship between the variables. Whendescribing the theories, one should state who developed thetheory, the assumptions about the theory, the strengths, andthe weaknesses of the theory. One should also indicatecounter theories.

Sample Theoretical Review

This study used Dawis and Lofquist‟s (1991) Theory of Work Adjustment(TWA) as a way of conceptualizing intentions for employees to stay in theirjobs in SCBUL. According to TWA, individuals strive to achieve optimalbalance between their personality characteristics and the environment’scharacteristics. In other words, individuals seek to match their personality(their abilities and needs) with the ability requirements and reinforcers of thework environment and that is why this theory is at times called PersonEnvironment correspondence Theory and it conceptualizes the interactionbetween individuals and their work environments. According to the Theory ofWork Adjustment, work environments require certain tasks to be performedwhile an employee should bring skills to perform those tasks. In exchange,the individual requires compensation for work performance and certainpreferred conditions, such as a safe and comfortable place of work. Theenvironment and the individual must continue to meet each other'srequirements for that interaction (employment relationship) to bemaintained.

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ق� Review of Objectives

This section details the related journal articles, conferencereports, books, and website entries that have spoken about,analysed, or critiques that relate to the various objectivesof the research study.Sample Review of Objectives

Objective 1: on relationship between employment contracts and jobretentionSeveral scholars have analyzed the relationship between employmentcontracts and job retention. Torrington and Hall (1995) for example theorized that a contract of employment governs the relationship between anemployer and the employee; it can determine whether one of the partiesinvolved is entitled to terminate the contract and on what grounds; makingan employment contract a crucial instrument in the lives of employers andemployees. Boyle (2000b) highlights the role of contracting as one of themain mechanisms through which partnership arrangements betweenorganizations and employees are implemented. Torrington and Hall (1995)and Boyle (2000b) both seem to suggest that employment contracts have abinding effect to employers and employees. Taylor (2002) argues that permanent contracts are attractive to employeesand such employees would most likely retain their jobs. It takes a very harddecision for an employee to leave a permanent job. Flexible staffingarrangements such as use of temporary contracts on the other hand make awork place look insecure and as a result employees quit leading to poor jobretention argued Taylor. . Objective 2: on relationship between remuneration and job retention According to the UK Statistics Authority (2004) the term remuneration refersto earnings and pay (wages and salaries) provided directly by employers toemployees in return for their supplied labour while Security Staffing (2008)defines remuneration as the aggregate gross annual emoluments payableto the worker pursuant to the engagement, including salary, payments,bonuses, housing allowance and profit related pay. These definitions both

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agree that remuneration is any payment for labour from the employer to theemployee though they ignore non monetary forms of remuneration given toemployees yet they are also important. According to Business Dictionary.com (2009), remuneration is a reward ofemployment as pay, salary, or wage, including allowances, benefits (such ascompany car, medical plan, pension plan), bonuses, cash incentives, andmonetary value of the non -cash incentives. All these are important forms ofremuneration which are of particular interest to this study since they arebelieved to have an impact on job retention for employees. For purposes ofthis study, the definition of remuneration that was adopted was derivedfrom Safeco Insurance Company of America (2008). Remuneration is theform of payment that includes wages, commissions, bonuses, overtime pay,pay for holidays, vacations and sickness, payment for piece work, value ofmeals and lodging and other substitutes for money. This definition waspreferred because it addresses monetary and non - monetary forms ofremuneration which are equally important. Objective 3: relationship between job security and job retentionSeveral theories have been advanced to describe the relationship betweenjob security and job retention; Nosseet al;(2004) for example suggests thatabsence of job security (and other dissatisfiers) can result in disenchantmentwith a job even if the satisfiers are present leading to low job retention.Ashford (1989) also theorized that job security determines attitudinalreactions from employees - such as reduced satisfaction, reducedcommitment, and intentions to quit which are threats to job retention. Thesepropositions suggest that job security is a prerequisite to job retention butfail to trace the causes leading to lack of job security yet it is the startingpoint for one intending to study such a relationship. Kamagara (2005)investigated job related factors and employees’ job satisfaction in CentenaryRural Development Bank using a sample of the bank’s staff. Kamagarafound out that job security is a source of employee’ satisfaction which is laterreflected in employee’ potentials of job retention. Kagaari (2007) conducteda related study in Kyambogo University and concluded that without jobsecurity, employees feel less committed to the institutional objectives whichresults in low job retention.

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ق� Summary of the Literature Review

The summary of literature review analyses the gap in thewritings by other people. I t addresses the gaps they fail toaddress, so as to builds a case for the research into theseareas. Sample Literature Review

The above studies both support the theories of Ashford (1989) and Nosse, etal (2004) that job security improves job retention for employees. Theyhowever fail to show how such a relationship could be in SCBUL setting andit was the aim of this study to establish such relationships. Further, whereasauthors have spoken about contracts, they fail to address the possibility ofsustainable employment for employees as brought about by the type ofemployment contract. In addition, several scholars theorized aboutrelationship between remuneration and job retention. They however fail toshow the remuneration form that has greater influence on job retentionwhich is very important. Such information would clarify where employersshould focus in an effort to improve employees’ job retention.

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ق� Methodology Introduction

The methodology introduction introduces the content of thesection on methodology, as below:Sample Methodology Introduction

This chapter focuses on the study methods used in data collection whichinclude the research design, population of the study, sample size andselection, sampling techniques and procedure, data collection methods andinstruments, data quality control, procedure of data collection, dataanalysis, measurements of the study and ethical consideration.

ق� Research Design

The research design is a detailed outline of how the researchinvestigation will take place. A research design willtypically include how data is to be collected,what instruments will be employed, how the instruments willbe used and the intended means for analyzing data collected.Sample Research Design

This research includes both quantitative and qualitative techniques.Quantitative research techniques employ gather numerical data and usestatistical analysis to arrive at meaningful conclusions. On the other hand,qualitative techniques seek to gather analysis rather than data in words andconcepts quantification (Punch, 2005). Qualitative techniques allowresearchers to understand the views of a person concerning an organisationor the behaviours of people in a social or professional setting (Punch, 2005).This study will be made up of both techniques, where qualitative will be usedin understanding employee terms of service while quantitative design will beused to evaluate the data gathered.

ق� Study Population

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In this section, the researcher should indicate the targetpopulation, and their geographical location, being as preciseand detailed as possible. Sample Study Population Statement

In this study, the target population will be employees of SCBUL. The studypopulation shall be found at the headquarters of the offices, at Kampala,Uganda, East Africa.

ق� Sample Size and selection

The sample size and selection indicates the number of people,units, or individual respondents to be interviewed, and thecategories under which they fall. The purpose is to ensurethat there is a representative sample, which reflects areliable and valid result. It is good practice to giveacademic justification of the number selected. Sample Sample Size and Selection

This sample size of 40 will be selected since Sutton and David (2004) statethat a sample size should not be less than 30. This is because it is notpossible to cover the entire population. The sample size will be selectedpurposively from employees and management.Table 2:1 Sample Size Respondents

Category of respondents Number of respondents

Board of directors 2

Senior Managers 5

Other Managers 10

Employees of SCBUL 23

Total 40

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ق� Sampling Techniques and Procedure

This section lists the technique, and procedure, for samplingthe population from which to collect the data. The techniqueshere include random sampling, simple sampling, stratifiedsampling, purposive sampling, or a combination of variousstrategies.Sample Sampling Techniques and Procedure

A purposive sampling method will be used to select senior management, andstaff with titles, whereas simple random sampling technique will be used toselect employees for the survey. Further, purposive sampling will be utilisedto select officials for key information, using their titles.

ق� Data Collection Methods

Data collection methods are the strategy for collectingvarious types of data. This section should list the types ofdata, theory location, and how they shall be collected.Data Collection Methods Statement

The type of data collected for analyses and which will be the basis of thisstudy will be obtained from both secondary and primary sources. The primary data will be collected from the bank through primary datacollection methods like questionnaires and focus group discussions, as wellas bank reports and official bank documents. Secondary data will be obtained from literature reviews of writings on thesame topic from various sources including desk-top research, textbooks,journals, newsletters and newspapers.The questionnaires will be administered to individual respondents andrespondent groups by either the researcher or research assistants. Inaddition, the focus group discussions and key informant interviews will beconducted using the interview guides.

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The researcher/research assistants will be at the same time recording fieldnotes as much as possible but also taking pictures relevant to the study.However a deadline for completion will be given and the questionnaireswere collected in order to avoid wastage of time or questionnaires gettinglost.

ق� Data Collection Instruments

Data collection instruments indicate the particular tools forcollective data, both secondary, and primary data.Sample Data Collection instruments Statement

The researcher will use the following instruments and modes ofadministration in data collection; Structured Questionnaires (SQ): The researcher will use structuredquestionnaires which were thematically based on the research questionsand objectives. The questionnaires will be constructed with lickert scales forcollecting quantitative data. A sample questionnaire is attached in Appendix1. It is so due to the fact that structured questionnaires are simple toadminister and relatively inexpensive to analyse, Kothari (1990). Key Informant Interviews (KIIs): These are expert sources ofinformation, who given their personal skills, or position within a society, areable to provide more information and a deeper insight into what is going onaround them. They are "natural observers" and are interested in thebehaviour of those around them, they observe the development of theirculture and often speculate, or make inferences. This method will be used tocollect qualitative and quantitative data focusing on the study objectives. AKII guide was developed and used for key informants (See Appendix 11).

Review of Documents: This method will be used to collect primary dataretrieved from government records and publications.

ق� Data Quality Control

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Data quality statement indicates the extent to which the datawill be valid, accurate, and reliable.Sample Data Control Statement

Instruments will be first pre-tested to see if they do capture the requiredinformation with respect to the research questions. This testing will beimportant as it will help the researcher to identify and remove sensitive andconvoluted questions. This also will ensure instrument and data validity.Further testing will be done by discussing the research instruments andquestions with fellow students and researcher’s supervisor whorecommended the instrument before the study was carried out.Amin (2005) defines reliability as, the degree to which an instrumentconsistently measures whatever it is measuring. Reliability will be ensured byusing similar themes throughout the instruments to permit consistentcomparisons.Furthermore, data will be made reliable and valid through editing. Editingwill be aimed at accuracy and consistency in answers given by respondents.It will emphasize the uniformity of answers given and gauged whether thequestions were carefully interpreted. Through editing, the researcher wasalso able to ensure that all questions are answered.

ق� Procedure of Data Collection

This section indicates the procedure for collecting data.Sample Procedure of Data Collection

The researcher will get letter of introduction from Uganda ManagementInstitute (UMI) to allpublicspeakers.com limited which will enable institutionto release vital data to the researcher.

ق� Data Analysis

This section lists the method for data analysis.Sample Data Analysis Statement

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Data from questionnaires will be entered into the computer using excel andSPSS software for analysis. These programmes are quick and accurate inanalyzing the type of data collected. The rest of the data from focused groupdiscussions, key informant interviews, observational notes and documentexamination will be reduced into categories or themes. In this study, canonical correlation analysis will be used to developsustainability and community participation indices basing on the responsesgiven by respondents. Canonical Correlation Analysis (CCA) will be used sinceit involves a family of correlation analysis techniques in a more generalform. The procedure is will be used because it investigates the inter-correlation between two sets of variables.

ق� Measurement of Variables

The study needs to indicate how variables will be measured.Sample Measurable Variables

The study is both qualitative, as well as quantitative, and consequently, thequantitative data shall be measured through numerical counting, capturedin the questionnaire.

ق� Ethical Considerations

This section lists the ethical considerations in relation toprotecting the rights of data owners, and respondents.Sample Ethical Considerations

Throughout the study period the researcher’s behaviour in relation to the rights ofthose who will be the subject of this study will be checked. The researcher will tell respondents that participation is voluntary; participants arefree to refuse to answer any question and may withdraw at any time. Effectively,the researcher will get informed consent of the interviewees during the researchprocess. Further, personal confidentiality and privacy are very important since the thesiswill be public. Individual privacy will be respected. If private information has been

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accessed then confidentiality has to be maintained (Stephen, 2002). Allrespondents will therefore, be re-assured of this before being involved.

ق� Assumptions

The assumptions list the presuppositions that are expected tohold if the results of the study are to be valid. Sample Assumptions

This study is based on a number of key assumptions. First, the researcherassumes that the respondents shall be cooperative in answering thequestions. Secondly, it is assumed that the respondents will answerquestions truthfully. Finally, it is assumed that the research will be donetimeline of the study herein scheduled. In the process of carrying out this investigation, a number of limitations willbe met. Some targeted respondents may not be willing to set aside time torespond to the investigator’s questions which could end up frustrating theresearcher’s efforts to collect substantial data. The researcher is also likely tobe faced by a problem of some rude and hostile respondents. There mightalso be a problem of public apathy, where by some respondents may notknow the various management options on the sustainability of rural waterfacilities. For example one may not be aware of the difference between pipedwater and seasoned conveyance water.

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ق� LIST OF REFERENCES

The list of references should be listed as books, journalarticles, reports, and websites. They should also be listedalphabetically, as below:

ق� Books

Antonio Cassese, Paola Gaeta & John R.W.D. Jones (eds.), TheRome Statute of the International Criminal Court: ACommentary. Oxford: Oxford University Press (2002). ISBN 978-0-19-829862-5.Babbitt, E., & Lutz, E. (Eds.). (2009). Human rights andconflict resolution in context: Columbia, Sierra Leone, andNorthern Ireland. Syracuse, NY: Syracuse University Press.Clark, P. Kaufman, Z. D. & Nicolaidis, K. (2008) ‘Tensions inTransitional Justice’, In: Clark, P. & Kaufman, Z. D. (2008)After Genocide: Transitional Justice, Post-ConflictReconstruction and Reconciliation in Rwanda and Beyond,London: Hurst & CompanyDuffield, M. (2001). Global governance and the new wars: Themerging of development and security. London, England: ZedBooks.Goldfien, J. H., & Robbennolt, J. K. (2007). What if thelawyers have their way? An empirical assessment of conflictstrategies and attitudes toward mediation styles. Ohio StateJournal on Dispute Resolution, 22, 277-320.Holsti, K. (1996). The State, War, and the State of War. Cambridge, UK:Cambridge University Press.Jarboe, S. C., & Witteman, H. R. (1996). Intragroup conflictmanagement in task-oriented groups: The influence of problemsources and problem analysis. Small Group Research, 27, 316–338.Kellett, Peter M. (2007). Conflict Dialogue. London: SagePublications. ISBN 1-4129-0930-9.

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Lindblom, Anna-Karin, Non-governmental organisations ininternational law, Cambridge University Press, New York,2005, p.58.Morris, Allison (2002). "Critiquing the Critics: A BriefResponse to Critics of Restorative Justice". The British Journal ofCriminology: An International Review of Crime and Society 42: 596–615.Nozick, Robert (1981). Philosophical Explanations. Cambridge, MA:Harvard University Press. pp. 366–368.Ojijo. 2012. Afrikan Jurisprudence. Luo Theories, Systems andProcedures of Law and Justice. Kampala. Allpublicspeakers.comPeter T. Coleman (2011). The Five Percent: Finding Solutionsto Seemingly Impossible Conflicts. ISBN 978-1-58648-921-2.Robin Geiss, ‘Asymmetric conflict structures’, inInternational Review of the Red Cross, Vol. 88, No. 864,December 2006, pp. 757–777; Toni Pfanner, ‘Asymmetricalwarfare from the perspective of humanitarian law andhumanitarian action’, in International Review of the RedCross, Vol. 87, No. 857, March 2005, pp. 149–174.Simpson, G. (2008) ‘One among Many: The ICC as a Tool ofJustice during Transition’, In: Waddell, N. and Clark, P.,eds. (2008) Courting Conflict? Justice, Peace and the ICC in Africa, London:Royal African SocietyWeitekamp, Elmar (1993). "Reparative justice: Towards avictim oriented system". European Journal On Criminal Policy andResearch 1 (1): 70–93. doi:10.1007/BF02249525Zehr, H. The Little Book of Restorative Justice, Intercourse, PA: GoodBooks, 2002

ق� Journals

Brown, S. (2012, forthcoming) ‘The National Accord, Impunityand the Fragile Peace in Kenya’, In: Sriram, C. L., García-Godos, J., Martin-Ortega, O., Herman, J., eds. (2012)Transitional Justice and Peacebuilding on the Ground: Victimsand Ex-Combatants, London: Routledge

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http://dx.doi.org/10.1007%2FBF02249525

http://en.wikipedia.org/wiki/Digital_object_identifier

http://www.springerlink.com/index/P0P5Q87434208783.pdf

http://www.springerlink.com/index/P0P5Q87434208783.pdf


Dukalskis, A. (2011) ‘Interactions in Transition: How TruthCommissions and Trials Complement and Constrain Each Other’,International Studies Review, 13:3, 432 – 451Jean-Marie Henckaerts & Louise Doswald-Beck, 2005. CustomaryInternational Humanitarian Law, Volume I: Rules, pp. 613–614.Cambridge: Cambridge University Press. ISBN 978-0-521-80899-6.Ssenyonjo, M. (2007). The international criminal court andthe lord’s resistance army leaders: Prosecution or amnesty.International Criminal Law Review, 7, 361–389.

ق� Websites

Oola, S. (2010). Global justice! The future of internationaljustice in Africa. Retrieved from http://www.beyondintractability.org/reflections/personal_reflections/global_justice.jsp? nid¼6828Republic of Kenya (2003) Report of the Task Force on the Establishment ofa Truth, Justice and Reconciliation Commission, [online] available at:<http://marsgroupkenya.org/pdfs/2008/march_2008/Kenya_Report_of_the_Task_Force_on_the_Establishment_of_a_Truth_Justice_and_Reconciliation_Commission_August_26th_2003.pdf> [Accessed 10July 2012]Warigi, G. (2011) ‘Who gains from Kenya’s ICC cases?’, BBCNews, 7 April 2011, [online] available at:<http://www.bbc.co.uk/news/world-africa-12831054> [Accessed15 July 2012]Timeline-Kenya and the ICC. ReutersDecision on the Confirmation of Charges Pursuant to Article 61(7)(a) and (b) of theRome Statute. ICC. p. 138"Participation of victims in proceedings". InternationalCriminal Court. Retrieved 2011-07-28.; see also "Reparationsfor Victims". International Criminal Court. Retrieved 2011-07-28.

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http://www.icc-cpi.int/Menus/ICC/Structure+of+the+Court/Victims/Reparation/Reparation+for+victims.htm

http://www.icc-cpi.int/Menus/ICC/Structure+of+the+Court/Victims/Reparation/Reparation+for+victims.htm

http://www.icc-cpi.int/Menus/ICC/Structure+of+the+Court/Victims/Participation/Participation+of+victims+in+proceedings.htm

http://www.icc-cpi.int/iccdocs/doc/doc1314535.pdf

http://www.icc-cpi.int/iccdocs/doc/doc1314535.pdf

http://www.trust.org/alertnet/news/timeline-kenya-and-the-international-criminal-court

http://www.beyond/

http://en.wikipedia.org/wiki/Special:BookSources/9780521808996

http://en.wikipedia.org/wiki/Special:BookSources/9780521808996

http://en.wikipedia.org/wiki/Cambridge_University_Press


"Kenya rivals agree to share power". BBC News. February 28,2008. Archived from the original on February 29, 2008.Retrieved March 1, 2008. (AFP) – Jan 26, 2008 (January 26, 2008). "AFP: Politician'sportrait marks border in Kenyan slum". Google. Retrieved May1, 2010.Samir Elhawary (2008) Crisis in Kenya: land, displacement andthe search for 'durable solutions' Overseas Development Institute "Kenya diplomatic push for peace". BBC News. January 2, 2008.Retrieved April 13, 2008. "Kenya unveils 40-seat cabinet", Al Jazeera, April 13, 2008."Kenyan ethnic attacks 'planned'". BBC News. January 24,2008. Archived from the original on March 7, 2008. RetrievedFebruary 24, 2008."State 'sanctioned' Kenyan clashes". BBC News. March 5,2008. Archived from the original on April 18, 2008. RetrievedApril 13, 2008.

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http://web.archive.org/web/20080418025654/http:/news.bbc.co.uk/2/hi/africa/7279149.stm

http://news.bbc.co.uk/2/hi/africa/7279149.stm



http://english.aljazeera.net/NR/exeres/2D1674A2-3AF1-47C8-B687-A7D530EC8BD2.htm


http://en.wikipedia.org/wiki/Overseas_Development_Institute

http://en.wikipedia.org/wiki/Overseas_Development_Institute

http://www.odi.org.uk/resources/details.asp?id=1522&title=crisis-kenya-land-displacement

http://www.odi.org.uk/resources/details.asp?id=1522&title=crisis-kenya-land-displacement

http://afp.google.com/article/ALeqM5jP2F5mh8PLTGOmbvw5hFR35VFGDg

http://afp.google.com/article/ALeqM5jP2F5mh8PLTGOmbvw5hFR35VFGDg




ق� APPENDICES

The appendices section of the research proposal, or researchreport, has the following:

ق� Appendix A: Time Plan

ACTIVITY Nov,15

Dec,15

Jan,16

Feb,16

Mar,16

Apr,16

Proposal writing *** *** ***

submission of theproposal

***

Data collection *** ***Data analysis *** ***

Moderating ofresearch project

*** ***

Submission of finalreport

***

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ق� Appendix B: Budget Estimate

ITEMNUMBER

ITEM COST PERUNIT

TOTAL COST(UGX)

1 Research equipment andmaterials

200,000 200,000

2 Travels:Transport forfeasibility Transport for Datacollectors

10,0005,000

150,000150,000

3 Allowances:Field researchallowancesField assistantallowances

50004000

150,000120,000

4 Consultancy services:Data analysisInternet servicesIllustrations

10,0002,0001,000

100,00080,00050,000

5 Secretarial services:Photocopying Typing Binding

100,000100,00060,000

Total 1,260,000

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ق� Appendix C: Documentary Check-List

The following will be studied:

Staff Terms Of Employment/Employment Contract Organisation Policies On Human Resources Retention Staff Allowances And Wages Organisation Policy On Layoffs, Dismissals, AndTermination Of Employment Annual Staff Turnover Report

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ق� Appendix D: Questionnaire for Research

QUESTIONNAIRES FOR RESEARCHONRELATIONSHIP BETWEEN TERMS OF SERVICE AND EMPLOYEE RETENTION:CASE STUDY OF SCBUL

Date: ............................................

PURPOSE OF INTERVIEW

The purpose of this research study is to analyse therelationship between terms of service and employee retentionat standard chartered bank, Uganda limited. This research istherefore interested in knowing your views about thisproblem; suggest solutions and way forward to ensureincreased efficiency of water supply to the rural area. Theresearch is also intended to find out the various managementoptions for more effective management. This research is intended to be used for academic purposesonly and results of this study will be treated with utmostconfidentiality.Thank you for your time!Part 1: Background Information1. Sex of respondent a. Maleb. Female 2. What is yourrole/title? .......................................................

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Part 2: Terms of Service1. What is your remuneration/payment?.......................................................2. What is your type of employment contract?.......................................................3. Do you feel you have job security?.......................................................

Part 3: Employee Retention (For Managers ONLY)1. How many employees have left the organisation in thepast one year?.......................................................2. Why did they leave the organisation?(a) Got better employment contract(b) Get better pay elsewhere(c) Better job security (d) Any other reason (please explain)……………………………………….

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ق� Appendix E: Focus Group Discussions Guide

Focus Group Discussions GuideFor Research OnRetributive Justice and The International Criminal Court(ICC)

PURPOSE OF INTERVIEWThere are several armed conflicts taking place around theglobe, including war in Libya, Syria, Democratic Republic OfCongo, Somalia, and South Sudan. in Kenya, we just recoveredfrom the 2008 post election violence that claimed over 1300lives, displaced hens of thousands, an d put Kenya at crossroads with the international criminal court (ICC). theevents, which have seen Kenya’s president and deputypresident charged at the ICC, have led to discussions as tothe relevance of the ICC in promoting justice throughdeterring crimes, while also reconciling victims toperpetrators.

The purpose of this research study is to analyse the extentof application of retributive justice, and its merits.

Thank you for giving me your time!

COMPARING RETRIBUTIVE JUSTICE TO RESTORATIVE JUSTICEHow would you compare the restorative, and retributive justice systems inconnection to:

1. On Crime Control2. Conceptualization Of Accountability For Crime3. The Place Of Victims4. Focus Of Entire Process5. On Remedies For Wrongs

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ICC MODEL OF CONFLICT RESOLUTIONWhat is your opinion on effectiveness of the ICC with reference to:

1. What is the suitability of retributive justice model asapplied by the ICC?2. What is the role of ICC in preventing intra, andinterstate conflicts?3. What are the emerging challenges and opportunities forICC in promoting intra and interstate conflicts?1. ICC Response To The 2008 Post Election Violence:Analyzing The Effectiveness To Retributive Justice OverRestorative Justice2. ICC and Retribution versus Reparation in 2008 PostElection Violence

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RESEARCH REPORT

ق� WHAT IS A RESEARCH REPORT?

The research report is a presentation of the findings of theresearch study, and not only addresses the presentation ofthe research findings, but also restates the researchproposal, as well as outlining the summary, conclusions, andrecommendations. In presenting your research, you pull all its elementstogether into a focused, coherent document.

ق� CONTENT OF RESEARCH REPORT

Research reports contain a standard set of sections thatinclude the following details. Cover PageAbstractDeclarationSupervisor’s ApprovalDedicationAcknowledgementList Of TablesList Of FiguresList Of AbbreviationsCHAPTER ONE: INTRODUCTION1.0 Introduction1.1 Background1.2 Statement of the Problem1.3 Purpose of The Study1.4 Specific Objectives1.5 Research Questions

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1.6 Hypothesis1.7 Conceptual Framework1.8 Significance Of The Study1.9 Justification Of The Problem1.10 Scope and Limitations of the Study1.11 Chapter BreakdownCHAPTER TWO: LITERATURE REVIEW2.1 Introduction2.2 Theoretical Review2.3 Review of Objectives2.4 Summary of the Literature ReviewCHAPTER THREE: METHODOLOGY3.0 Introduction3.1 Research Design3.2 Study Population3.3 Sample Size and selection3.4 Sampling Techniques and Procedure3.5 Data Collection Methods3.6 Data Collection Instruments3.7 Data Quality Control3.8 Procedure of Data Collection3.9 Data Analysis3.10 Measurement of Variables3.11 Ethical Considerations3.12 AssumptionsCHAPTER FOUR: PRESENTATION, ANALYSIS AND DISCUSSION OFFINDINGS4.1 Introduction4.2 Review of Findings on Objectives

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4.4 Conclusion CHAPTER FIVE: SUMMARY OF FINDINGS, RECOMMENDATIONS ANDCONCLUSIONS5.1 Introduction5.2 Summary of Findings5.3 Recommendations5.4 Conclusion6.0 LIST OF REFERENCES7.0 APPENDICESAppendix I: Documentary ChecklistAppendix II: Research BudgetAppendix III: Questionnaire and KII GuideAppendix IV: FGD GuideAppendix V: Research Plan

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ق� ABSTRACT

The abstract is a summary of the entire research project, inone page, of four paragraphs. The first paragraph detailspurpose of the study, including the overall question orobjective, as well as a summary of the project. The secondparagraph covers the methodology of the research. The thirdparagraph addresses the results of the study, focusing on howthe respondents’ responses correlate to written research byother scholars, and to the research hypothesis. The finalparagraph addresses a summary of the findings,recommendations, and conclusion of the study.

ق� Sample Abstract

Despite innumerous initiatives by the Government of Uganda to improveagricultural productivity, the latest being the NAADS CommunityProcurement Process based on the Plan for Modernization of Agriculture(PMA) and pillared on laws such as the NAADS Act 2001, the indicators forempowerment of farmers are wanting. The objective of the NAADScommunity procurement process is to empower farmers to qualitativelyparticipate in determining and acquiring technologies that best befitdevelopment of their priority enterprises for optimal productivity andprofitability. However, NAADS has been constrained by well documentedstructural and coordination inabilities. In addition, opportunities availablefor improved NAADS community procurement process are not adequatelydocumented. The purpose of the study is to assess farmer empowerment inthe NAADS Community Procurement process with particular reference to aspecific area, Kabarole District in Western Uganda. To realize this aim, the researcher collected primary data and reviewedsecondary sources on the dimensions of the NAADS procurement processand the effect on farmer empowerment. Both qualitative and quantitativedata was collected and analyzed statistically and thematically. The study wasdone in all the 16 Sub counties of Kabarole District (as at June 2010) due toproximity and logistical ease but also need to initiate improvements therein.More qualitative data was collected through focus group discussions with 30

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farmer groups and key informant interviews with 16 NAADS coordinatorsand suppliers. Research findings point to both limitations and opportunities. Due to lowlevels of education, income and information, the farmers could notqualitatively participate in the community procurement process. NAADSprocess is also encumbered by political messaging, instead of structuredapproach to objective implementation and dissemination of information.Further, there were cases of delivery of substandard technologies some ofwhich were rejected and payment withheld; scarcity of quality technologiesand bureaucratic procedures which sometimes led to belated deliveries andinadequate participation of farmers in the procurement process. In addition,most of the farmers were not organized into groups for effective negotiationof technologies, and those that are, were not fully functional and cohesive.On the other hand, despite the fact that community procurement was still anew concept, the farmers were notably increasingly participating in theprocess and contributing to acquisition of acceptable technologies on thegreater part.The study hence recommended intensive mobilization and compulsoryfarmer education/training programme before inclusion in the NAADSprogram. Further, there should be close monitoring and evaluation ofcommunity procurement processes by the relevant stakeholders wherefarmers are key. A mechanism to reward successes and sanction failuresshould also be provided for and accordingly implemented. Finally, for NAADSto realize its aim of modernizing agriculture, it should be a fully fledgedindependent authority, free from influence peddling. Among the identifiedopportunities were the institutionalization of NAADS through law and thestructures in form of farmers’ fora and NAADS field arrangements. Theimplication of the study is that NAADS procurement process cannot deliverunless information flow and subsequently participation factors areinstitutionally addressed.

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ق� DECLARATION

ق� Sample Declaration

I, DONA MOKEIRA ANYONA, hereby declare that this dissertation thesis ismy original work. This work has never been submitted to any University,College or other institution of learning for any academic or other award.Other works cited or referred to are accordingly acknowledged.

Student: DONA MOKEIRA ANYONA

Reg. No.: R50/68779/2011

Signed: ……………………………………………………………..

Date: ………………………………………………………………..

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ق� SUPERVISOR’S APPROVAL

ق� Sample Approval

This dissertation has been submitted for examination with my approval asUniversity supervisor.

Signed:………………………………………………………………

PROF. MARIA NZOMO

University of Nairobi

Date:…………………………………………………………………..

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ق� DEDICATION

ق� Sample Dedication

I dedicate this work to all victims of armed violence, and the manyprofessionals and volunteers who give their labour to resolve conflicts andrestore harmonious living.

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ق� ACKNOWLEDGEMENT

ق� Sample Acknowledgment

I thank God who has guided me through this period successfully. I also wishto acknowledge the contribution of my supervisor Prof. Maria Nzomo, whoseinput contributed immensely to the completion of this study.

I greatly appreciate the unconditional support my family, parents, brothers,sisters and cousins offered me during the course of my study.

Finally, I would like to appreciate all friends within and outside the Universityof Nairobi, whose moral, spiritual, technical and financial support kept mymorale and confidence high.

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ق� CHAPTER FOUR: PRESENTATION, ANALYSIS AND DISCUSSION OF FINDINGS

ق� Introduction

Sample Chapter Four Introduction

This chapter presents the research findings from the survey data. Thevariables analyzed were farmer empowerment and NAADS communityprocurement process. The chapter presents the descriptive analysis, specificresponses to the study variables and ascertains the relationship between thestudy variables by analyzing the data through correlation and regressionanalysis.

ق� Review of Findings on Objectives

The review of findings is where the researcher indicates theactual response from the respondents, capturing the same ineither thematic form (topical format), or quantitative form,in terms of frequencies, or numbers.

The strategy is to have the respondents response captured ingraphs, pictures, pie charts, figures, and diagrams.

Further, the review of findings also require a comparativediscussion between the results of the study, and the earlierdiscussions by other researchers, theorists, conferencereports, seminar findings, and books.

ق� Conclusion

The conclusion here just focuses on a summary of thefindings, and responses of the respondents.

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ق� CHAPTER FIVE: SUMMARY OF FINDINGS, RECOMMENDATIONS AND CONCLUSIONS

ق� Introduction

Chapter five is the summary of findings, conclusion andrecommendations of the study. Sample Introduction to Chapter Five

This chapter gives a summary of the findings, conclusions derived from thefindings and recommendations based on the findings. It further outlinessuggested areas for further research. The chapter is divided into threesections; the first section deals with summary of findings; the second sectionprovides the conclusion of the research findings while the third sectionprovides the recommendations and suggestions for further study.

ق� Summary of Findings

This is basically a summary of the findings on theobjectives. The summary indicates the extent to which theobjective has met the research hypothesis.

ق� Recommendations

Recommendations are suggestions for taking up, andimplementing the findings of the study, and these should bedirected to the following sectors of the economy”¯ The academia, to carry out further research;¯ The legislators, to pass new legislations;¯ The policy makers, to lay out programs, guidelines, and generally, policies,to ensure the adoption and realization of the recommended issues;¯ The public, to adopt the measures suggested;¯ The donors, or financiers, to finance advocacy, or such other suggestions;¯ The management, directors, or leaders in the industry sectors, to adopt thesuggestions.

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ق� Conclusion

The conclusion part of the report focuses on summarizing theresults findings in one paragraph, and then identifying anyareas for future research.

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OPINION ARTICLES (OP-ED)

ق� WHAT IS OPINION ARTICLES

Do you have an interesting opinion to share? If you canexpress it clearly and persuasively in an op-ed article, youmay reach millions of people, sway hearts, change minds andperhaps even reshape public policy. In the process, you mayalso earn recognition for yourself and your institution, allfor less effort than it takes to write a professional journalarticle.Opinionated editorial essays are often the most fun, fast andfurious pieces to get into print—especially for nonfamouswriters with strong opinions and day jobs in other fields.That’s because editors of newspapers and online magazineswant quick commentary on the ever-changing news cycle fromexperts who can illuminate different angles of stories asthey unfold. So if you have an engaging, unusual point of view on acurrent public conundrum, along with a relevant platform(e.g., being a teacher, businessman, lawyer, doctor, parentor stamp collector) you don’t need clips or editorialexperience on your résumé—just quick thinking and anunderstanding of the form of these articles. Here are the essential elements of a successful and sellableop-ed.

ق� CONTENTS OF OPINION ARTICLES

A great opinion article should have the following contents:1. Screaming title; 2. Emotions; 3. Call to action;4. Describe, Describe, Describe; 5. Sayings and Proverbs; 6. Stories; 7. Quotes, Quotes and Quotes; 8. Read More, Write Better

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9. Practice. 10. Write as If Speaking, Open and Close with A Bang; 11. Apply Rules of Grammar; and12. Sign Off.

ق� SAMPLE OPINION ARTICLE

The following are practical tips to use in an opinionarticle:

ق� Be Very Opinionated.

Here’s the one time it’s helpful to be a hothead. Avoid beingmild-mannered, tactful or diplomatic, as well as offeringboth sides of the story. An argument is much better than adiscussion. Have verve, and “fire in the gut” indignation toaccompany your logical analysis. The best opinion piecesprovoke an emotional response, which could be anything fromanger to amazement or disappointment. They challenge readersand may make them question their own beliefs. As the namesuggests, your piece needs to contain a really strongopinion. If you aren’t passionate about the topic you’vepicked, you should probably consider picking a differenttopic.

ق� Support Opinion with Evidence

Express your opinion, and then base it on factual, researchedor first-hand information. Provide clear and real lifeexamples. When you suggest a solution, give an example of itworking elsewhere. Look for great examples that breathe lifeinto your arguments. Avoid abstraction. Always use specificreferences and easy-to-understand data.

ق� Know your subject, both ways!

Do your research. In order to be persuasive, you will have toknow what you are talking about. In order to really know what

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you are talking about, you’re going to need to do someresearch. Op-eds that are filled with valid, fact-basedpoints that support your argument are much stronger than op-eds that only state your point of view. Run internetsearches, look through archives, talk to people directlyinvolved, and organize your own first-hand information. Ineed to know both arguments for and against the topic, sothat I offer the strongest proposition, while countering thestrongest opposition, or vice versa.

ق� No Grammatical Errors, No Typos

If there is one type of article that will never be published,it is the one that has spelling mistakes, grammatical errors,doubtful sentence construction, and unwarranted punctuationmarks. I need to know how to use the verbs, the adjectives,the adverbs, and the conjunctions. I also must master the useof nouns, pronouns, plurals and singulars, and such othergrammatical rules.

ق� Tell A Story

It is always to tell a story. Stories are powerful,memorable, and emotional. People remember the story longafter the facts have dissipated into history.

ق� Use Rhetoric

I need to use figures of speech, metaphors, similes,proverbs, sayings, and quotes through and through thearticle. The people to quote should be relevant people, likea mother, a president, a professors, as well as leadingbusiness figures. These make the position compelling.

ق� Be Current

Your op-ed should discuss a topic that relates to currentevents, trends, or opinions of others. Timeliness isabsolutely essential when it comes to submitting op-eds to

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newspapers. The editors are going to be much more interestedin a piece that relates to an ongoing debate, or discusses anevent that just happened, rather than a piece that focuses onsomething that happened a month ago. If you op-ed discusses astory the newspaper published recently, your piece isinstantly more interesting to the editors. For example, ifyour local library is slated to close in the next week, youcould write an op-ed about the merits of the library and whyit is an absolutely essential part of your community.

ق� Convey A Strong Link To Your Subject.

When you are an expert on a topic, it’s fine to emphasizeyour authority with the first-person voice, especially ifyour personal story resonates in a universal way. Just makesure you do have authority. Unless you have fought in theIraq war, have lost a family member there or are from Iraq,your chances of selling a piece about it are slim.

ق� Shorter is Better

Write 750 double-spaced words or less (fewer is alwaysbetter) for newspapers, but your piece can go longer for yourblog. But remember, shorter is always better.

ق� Add Unknown Facts.

When crafting your piece, keep asking yourself what’s new,fresh, unusual and timely. As an editor recently told myjournalism class, “[They’re] called newspapers, notoldspapers.” Include specific or obscure facts, updatedstatistics and direct quotes to support your argument.

ق� Don’t Share The Obvious Slant.

Even if you can pen a smart argument on a topical subject,nobody wants to print what everyone already knows. Rage, play

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devil’s advocate, argue the rarer point or elucidate as onlyyou uniquely can.

ق� Sign Off

It is important to sign off my article with my profile title,indicating my expertise, my projects, my community work, andmy future (career advancement and life projects). Then, ofcourse, my telephone number, and my email address. All thesemake my readers to reach me quicker, faster, and efficiently.They also sell me as an expert, so I can be contacted forconsultancies, speaking engagements, and or a job offer. Youshould include a short bio about yourself that links you tothe topic you are writing about and builds your credibility.This should include a picture, along with your phone number,email address, and mailing address at the bottom. .

ق� Call to action.

To communicate effectively, I need to suggest an action tothe reader. I need to tell them, in no uncertain terms, to“go out and vote”, “stop being corrupt”, “start usingcondoms”, “start going to the gym”, etc. I should gracefullyexit my essay by making a quick wrap-up sentence, and thenend on some memorable thought, perhaps a quotation, or aninteresting twist of logic, or some call to action. Is theresomething I want the reader to walk away and do? I should lethim know exactly what. The practical advice here is to selectmy best idea and write about that. That means not writingeverything I know –I will leave some ideas out. I will notworry if it is not my full explanation; rather, I will worryabout whether it is my clearest explanation. I will remember:less is more.

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ق� Keep It Short And Sweet.

Most of the op-ed pieces my students have published over theyears—in large publications such as The Wall Street Journaland The Washington Post as well as small ones like The StarLedger—are between 350 and 700 words. Longer pieces tend tobe penned by well-known scribes, senators and steadycolumnists—not freelancers. Use short clear sentences withshort paragraphs - keep the language simple. In an op-ed"plain vanilla" is better than a "tall skinny caramelmacchiato with extra foam"! Anyone should be able tounderstand your argument. Use short sentences. Avoidtechnical jargon, acronyms and obscure references. Cut longparagraphs into two or more shorter ones. Only use technicaldetails when they are essential to your argument. Usingsimple language doesn’t mean simple ideas. It meanssuccessfully conveying your solutions to people who lack yourexpertise.

ق� Be Aware Of Your Audience.

Here’s a sneaky way to learn about a publication’s politics,geographic preferences and tone—read it first! The WallStreet Journal, The Washington Times and Commentary Magazineare slanted to the right politically and probably won’t berunning left-wing screeds by unknowns. The left-leaningNation, Newsday and Slate aren’t likely to print a newcomer’santi-blue-state rants. Beware of making too many New York orLos Angeles references in a piece aimed at The Detroit Newsor a website with national or international readers.Similarly, financial references and other such factors shoulddepend on demographics.

ق� Sign Off Strategically

If you want to publish in lots of op-ed pages, developmultiple personalities, like the woman in the old Sally Field

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movie Sybil. Highlight different areas of expertise that showwhy you’re a good person to take on each subject. If you’retrashing the verdict of a public trial, identify yourself asa lawyer. To comment on parenting issues, mention that youhave four children. If you want to interest the editor ofForward (a Jewish publication), The Irish Times or Audrey (anAsian lifestyle magazine), state your religion or ethnicityin the cover letter, the piece itself and your bio. I canhave many identities for my various voices. When I’m sharingmy side of an education debate, “Susan Shapiro is ajournalism professor at New York University, The New Schooland Cooper Union.” When I show off to women’s magazines aboutbeing a matchmaker, “Susan Shapiro has fixed up 13 marriagesand was set up with both her husband and his runner up.” WhenI pitch The Jerusalem Post, I’m “a nice Jewish girl who oftenvisits her 32 cousins in Tel Aviv.”

ق� Don’t Comment On Another Commentary.

Although it seems like an editor might want to print yourcontrary opinion to the essay she ran yesterday, she doesn’t.Editors are also reluctant to run pieces trashing anotherspecific article in a newspaper or magazine. Furthermore, arant wrapped solely around one movie, book, play or TV showis a review, not an op-ed. You’re better off depicting trendsor commenting on a bunch of current movies, books, plays orTV shows in an overview or cultural commentary.

ق� Follow Up.

Many op-ed editors say if they don’t get back to you within48 hours, the answer is no. But maybe they never receivedyour submission because of a fluke. To make sure your op-edlanded where it was directed, follow up politely within aweek.

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ق� Track The News And Jump At Opportunities.

Timing is essential. When an issue is dominating the news —whether it’s a war, a stock market panic or just the latestcontroversy on a reality TV show — that’s what readers wantto read and op-ed editors want to publish. Whenever possible,link your issue explicitly to something happening in thenews. If you’re a researcher studying cancer, for instance,start off by discussing the celebrity who died yesterday. Or,look ahead to a holiday or anniversary a week from now thatwill provide a fresh news peg (and enable editors to plan thestory in advance).

ق� Acknowledge and Counter Your Opponents

After you have made your argument, use one sentence toidentify the strongest counter argument and refute it withfacts. For example, "Some might argue that bombing Tehran isthe only option, however..." It is important to acknowledgethose that argue against your opinion. Doing so will makeyour piece seem more appealing and respectful (even if youfeel like the other side is comprised of idiots). Acknowledgethe ways in which your opposition is correct.

ق� Limit The Article To 750 Words.

Shorter is even better. Some academic authors insist theyneed more room to explain their argument. Unfortunately,newspapers have limited space to offer, and editors generallywon’t take the time to cut a long article down to size. Focuson one idea or issue and have one clear objective. You aretrying to cover too much if you can’t explain your message inone or two sentences. Keep your writing brief, simple and tothe point for maximum impact. The saying is true, “brevity is thesoul of wit.”

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ق� Appeal To Readers Self Interest, Not Marketing Yourself!

Tell the reader why they should care about the issue. Imagineyou are a busy person reading your article. At the end ofeach paragraph ask yourself, “So what? Who cares?” Yourarticle should answer these questions. Personal experiencecan provide a compelling story and draw the reader in.Appealing to the reader’s self-interest is more effectivethan abstract commentary. Before you start writing, try toanswer this question: why would somebody be interested inreading this article at this particular time? An opinionarticle can be a great way to promote yourself, your work,your research centre, your department and your family as awhole. The most important thing to remember, though, is thatreaders are not necessarily interested in what you do; theyare interested in what you have to say. So don't pad out yourpiece with long descriptions about the work you do at therestaurant. The fact you are deemed interesting and well-informed enough to give your opinion will do far more foryour reputation than any 'advertorial'-style writing. Ifpeople are interested in what you have to say, they’ll makeit their business to find out more about you, your work andyour wife.

ق� Describe, Describe, Describe

Use colorful details and examples to keep the readerattentive. Readers tend to remember interesting detailsrather than dry facts. While your op-ed should not completelydismiss solid facts, use bright and fascinating details tomake sure your op-ed lingers in your reader’s mind. Give realexamples to make the reader see that this is a topic worthreading about and remembering. I need to mention dates,weather patterns, colours, shapes, sizes, taste, and smell.Details is everything. Indeed, “the devil is in the detail.”

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ق� Put Your Main Argument Up-Front.

In the world of op-eds, you need to hook your readers rightaway or else they will wander off to some other section ofthe newspaper. Do not bury your main argument at the end ofthe piece. You need to grab the reader’s attention in thefirst line. Express your opinion in your opening paragraph.Always come down hard on one side of the argument. Neverequivocate. Don’t waste words giving too much backgroundinformation. Don’t “clear your throat” with witty orhistorical asides. Get to the point and convince the readerthat reading your article is worth the effort. They don’thave much time. If you have new research findings, you needto put them in the first paragraph, which is the opposite tohow you would write an academic paper.

ق� Make a single point.

You cannot solve all of the world’s problems in 750 words. Besatisfied with making a single point clearly andpersuasively. If you cannot explain your message in asentence or two, you’re trying to cover too much.

ق� Put your main point on top.

You’re not writing for Science, The Quarterly Journal ofEconomics or other academic publications that typically waituntil the final paragraphs to reveal their punchlines. Op-edarticles do the opposite. You have no more than 10 seconds tohook a busy reader, which means you shouldn’t “clear yourthroat” with a witticism or historical aside. Just get to thepoint and convince the reader that it’s worth his or hervaluable time to continue.

ق� Tell readers why they should care.

Put yourself in the place of the busy person looking at yourarticle. At the end of every few paragraphs, ask out loud:“So what? Who cares?” You need to answer these questions.Will your suggestions help reduce readers’ taxes? Protect

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them from disease? Make their children happier? Explain why.Appeals to self-interest usually are more effective thanabstract punditry.

ق� Offer specific recommendations.

An op-ed is not a news story that simply describes asituation; it is your opinion about how to improve matters.Don’t be satisfied, as you might be in a classroom, with mereanalysis. In an op-ed article you need to offerrecommendations. How exactly should your state protect itsenvironment, or the White House change its foreign policy orparents choose healthier foods for their children? You'llneed to do more than call for “more research!” or suggestthat opposing parties work out their differences. This is themost important point. You need to offer solutions or a betterapproach. Unlike a university tutor, we are not satisfiedwith mere analysis or criticism. Give us your opinion. Howexactly should the EU address the sovereign debt crisis orhow should Obama change his policy towards Iran? Don’t justcall for more research or say we need more dialogue. Makeconstructive policy recommendations that are actionable bydecision makers in the United States, Europe and relevantinternational organizations. An op-ed that simply rants anddoes not recommend solutions (or at least steps towards asolution) is less likely to be published than an op-ed thatfinds alternatives and solutions. This is where you get todiscuss the improvements and other steps you think involvedparties can take to reach what you believe to be the bestoutcome.

ق� Screaming Title

Whereas you need not spend your time worrying over yourheadline since newspapers will create a headline for your op-ed, it is important to give your article a headline. apowerful, screaming title, that makes people look at ittwice. The saying is true, “image is everything”, and theEnglish were wrong, people judge books by the cover all the

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time. Because of this, the heading I choose needs to beprovocative, a question, a phrase, a statement, or acomparative statement.

ق� Showing is better than discussing.

You may remember the Pentagon’s overpriced toilet seat thatbecame a symbol of profligate federal spending. You probablydon’t recall the total Pentagon budget for that year (or forthat matter, for the current year). That’s because we humansremember colorful details better than dry facts. When writingan op-ed article, therefore, look for great examples thatwill bring your argument to life.

ق� Embrace your personal voice.

The best of these examples will come from your ownexperience. Academics tend to avoid first-person expositionin professional journals, which rarely begin with phraseslike “You won't believe what I found when I was working in mylab last month.” When it comes to op-eds, however, you shouldembrace your own voice whenever possible. If you are aphysician, describe the plight of one of your patients, andthen tell us how this made you feel personally. If you’veworked with poor families, tell a story about one of them tohelp argue your point. In other words, come down from Mt.Olympus and share details that will reveal your humanity. Inso doing, your words will ring truer and the reader will caremore about what you are saying. If you are a student orsomeone else without a fancy degree or title, your personalvoice becomes even more important.

ق� Play up your personal connection to the readers.

Daily newspapers in many cities are struggling to survive. Asthey compete with national publications, television, blogsand others, they are playing up their local roots andcoverage. Op-ed editors at these papers increasingly preferauthors who live locally or have other local connections. Ifyou’re submitting an article to your local paper, this will

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work in your favor. If you’re submitting it in a city whereyou once lived or worked, be sure to mention this in yourcover note and byline. Likewise, if you’re writing for apublication that serves a particular profession, ethnic groupor other cohort, let them know how you connect personally totheir audience.

ق� Use short sentences and paragraphs.

Look at some op-ed articles and count the number of words persentence. You’ll probably find the sentences to be quiteshort. You should use the same style, relying mainly onsimple declarative sentences. Cut long paragraphs into two ormore shorter ones.

ق� Open and Close with A Bang:

I should write as if I am speaking. I should open my writingwith a powerful statement, story, quote, orfigure/numbers/percentages. The voice should be personal, andwhen I close, I should conclude with a saying/proverb,question, or challenge. The readers should see me, rightthere, in front of them, next to them, “speaking” to them,whispering to their ears. This is writing.

ق� Avoid jargon.

If a technical detail is not essential to your argument,don’t use it. When in doubt, leave it out. Simple languagedoesn’t mean simple thinking; it means you are beingconsiderate of readers who lack your expertise and aresitting half-awake at their breakfast table or computerscreen.

ق� Use the active voice.

Don't write: “It is hoped that [or: One would hope that] thegovernment will …” Instead, say “I hope the government will…” Active voice is nearly always better than passive voice.

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It’s easier to read, and it leaves no doubt about who isdoing the hoping, recommending or other action. The active(“I believe that”) voice is more concise and easy to readthan the passive voice (“it could be argued that”). Useactive verbs and try to avoid adjectives and adverbs. Yourarguments will have an identity making your article moreconvincing.

ق� Avoid tedious rebuttals.

If you’ve written your article in response to an earlierpiece that made your blood boil, avoid the temptation toprepare a point-by-point rebuttal. It makes you look petty.It’s likely that readers didn’t see the earlier article and,if they did, they’ve probably forgotten it. So, just take adeep breath, mention the earlier article once and argue yourown case. If you really need to rebut the article, forego anop-ed article and instead write a letter to the editor, whichis more appropriate for this purpose.

ق� Make your ending a winner.

As noted, you need a strong opening paragraph, or “lead,” tohook readers. When writing for the op-ed page, it’s alsoimportant to summarize your argument in a strong finalparagraph. That’s because many casual readers scan theheadline, skim the opening and then read the final paragraphand byline. In fact, one trick many columnists use is toconclude with a phrase or thought that appeared in theopening, thereby closing the circle. Your final paragraphshould summarize your argument with a catchy, thought-provoking final sentence. Please avoid clichés like “we needto help the Arab genie force its way out of the bottle.” Makesure your ending tells decision makers what action theyshould take.

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ق� Offer graphics.

Until recently, newspaper op-ed pages rarely acceptedgraphics or photos to accompany op-ed article submissions.This tradition is now changing, especially as publicationsmove online. If you have a terrific illustration, photo,video or other asset that might accompany your article, alertthe editor when you send it.

ق� Submit regionally.

Here’s a wild guess: You’re hoping to publish your article ina leading national paper, they receive a staggering number ofsubmissions, the overwhelming majority of which are rejected.You have a better shot at regional newspapers and,especially, at papers serving your own community. Web sitesare also gaining in importance. Regardless of where you sendit, you’ll probably fare best with arguments that areprovocative, humorous, personal or unexpected.

ق� Ask For Payment

Also, some places don’t pay for pieces. But several newspapereditors I know admit they won’t mention their usual $100–$350fee for op-eds unless the writer asks for payment and sendsan invoice. So speak up. The squeaky writer gets the clip—andthe check!

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REPORTSANNUAL REPORT (FORMAT)

ق� WHAT IS AN ANNUAL REPORT

A very important part of growth is continuous regularreporting of the status of the investment club. This report, presented at either annual general meetings, orspecial general meetings, is important as it shows where weare, in relation to where we came from, and where we areheaded.

ق� CONTENTS OF ANNUAL REPORT

An annual report should have the following content:A. Executive SummaryB. Chairman’s Message C. Organizational ProfileD. Directors’ ActivitiesE. Activities & Business ReviewF. Corporate GovernanceG. RecommendationsH. Auditors Report

ق� SAMPLE ANNUAL REPORT

Below is sample Annual Report

ق� Chairman’s Message

This is the welcoming message of the current or outgoingchairperson, to introduce the report, and thank the members.

ق� Executive Summary

This is a summary of all contents of the report, andsummarises the following sections:

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a) Organizational Profileb) Directors’ Activitiesc) Activities & Business Reviewd) Recommendationse) Auditors Report


This lists the current state of the organisation, coveringthe Seven Ps namely:a) Philosophy, b) People, c) Products, d) Partners, e) Processes, f) Profitability, and g) Plan.

ق� Directors’ Activities

This section reports on any specific activities that happenedin relation to the directors, including change of directors,resignation of directors, or such other such activities thatchanged the legal responsibilities and duties or one or alldirectors. This also includes directors’ meetings, decisions,and such resolutions that were implemented, or shelved. The particular issues addressed here include:a) Resignationsb) Re-election of Directorsc) Retiring Directorsd) Directors’ meetings

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ق� Activities & Business Review

This section of the directors’ report lists the entirety ofactivities engaged in by the organisation, in this case, thisincludes:a) Training and capacity building events;b) Networking and fun events;c) Investment activities;d) Corporate social responsibility events.

ق� Corporate Governance

This part of the report indicates the business systems,procedures, and processes, and the extent to which they meetlegal standards of corporate governance, protection ofshareholders interests, and regulatory standards.The details covered include:a) Legal Entity, Office, Address & Locationb) Going Concernc) Share Capitald) Company Secretariese) Indemnitiesf) Employment Policies g) Shareholder Rights (Voting and Communication)h) Government Regulationsi) Environmental Regulationj) Ethical Issues & Value Systemsk) Legal Proceedingsl) Auditorsm) Annual General Meeting (AGM)

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ق� Recommendations

Finally, the directors’ report should list anyrecommendations for future running of the organisation, orfor the winding up of business, or such other change instrategic positioning of the organisation.

ق� Auditors Report

Attached to the director’s report should be the auditor’sreport. The details cover:a) Statement Of Directors Responsibilitiesb) Basis of Opinionc) Statement Of Comprehensive Incomed) Statement Of Financial Positione) Notes To The Accountsf) Any other Comments (Corporate Governance, Policies and Procedures) .

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FEASIBILITY STUDY REPORT

ق� WHAT IS A FEASIBILITY STUDY

A feasibility study is defined as an evaluation or analysisof the potential impact of a proposed project or program. Afeasibility study is conducted to assist decision-makers indetermining whether or not to implement a particular projector program. The feasibility study is based on extensiveresearch on both the current practices and the proposedproject/program and its impact on the selected organizationoperation. The feasibility study will contain extensive datarelated to financial and operational impact and will includeadvantages and disadvantages of both the current situationand the proposed plan.A feasibility study is a preliminary study undertaken beforethe real work of a project starts to ascertain the likelihoodof the project's success. It is an analysis of possiblesolutions to a problem and a recommendation on the bestsolution to use. It involves evaluating how the solution willfit into the corporation. It, for example, can decide whetheran order processing be carried out by a new system moreefficiently than the previous one. This analytical tool used during the project planning processshows how a business would operate under a set of assumptions— the technology used (the facilities, equipment, productionprocess, etc.) and the financial aspects (capital needs,volume, cost of goods, wages etc.). The study is the firsttime in a project development process that the pieces areassembled to see if they perform together to create atechnical and economically feasible concept. The study alsoshows the sensitivity of the business to changes in thesebasic assumptions.

ق� Why Prepare Feasibility Studies?

Developing any new business venture is difficult. Taking aproject from the initial idea through the operational stage

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is a complex and time-consuming effort. Most ideas, whetherfrom a cooperative or invest or owned business, do notdevelop into business operations. If these ideas make it tothe operational stage, most fail within the first 6 months.Before the potential members invest in a proposed businessproject, they must determine if it can be economically viableand then decide if investment advantages outweigh the risksinvolved.Many cooperative business projects are quite expensive toconduct. The projects involve operations that differ fromthose of the members’ individual business. Often, cooperativebusinesses’ operations involve risks with which the membersare unfamiliar. The study allows groups to preview potentialproject outcomes and to decide if they should continue.Although the costs of conducting a study may seem high, theyare relatively minor when compared with the total projectcost. The small initial expenditure on a feasibility studycan help to protect larger capital investments later.Feasibility studies are useful and valid for many kinds ofprojects. Evaluations of a new business venture both from newgroups and established businesses, are the most common, butnot the only usage. Studies can help groups decide to expandexisting services, build or remodel facilities, changemethods of operation, add new products, or even merge withanother business. A feasibility study assists decision makerswhenever they need to consider alternative developmentopportunities.Feasibility studies permit planners to outline their ideas onpaper before implementing them. This can reveal errors inproject design before their implementation negatively affectsthe project. Applying the lessons gained from a feasibilitystudy can significantly lower the project costs. The studypresents the risks and returns associated with the project sothe prospective members can evaluate them. There is no "magicnumber" or correct rate of return a project needs to obtainbefore a group decides to proceed. The acceptable level of

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return and appropriate risk rate will vary for individualmembers depending on their personal situation.The proposed project usually requires both risk capital frommembers and debt capital from banks and other financiers tobecome operational. Lenders typically require an objectiveevaluation of a project prior to investing. A feasibilitystudy conducted by someone without a vested interest in theproject outcome can provide this assessment.

ق� CONTENTS OF FEASIBILITY STUDY

Feasibility studies contain standard technical and financialcomponents, as discussed in more detail later in this report.The exact appearance of each study varies. This depends onthe industry studied, the critical factors for that project,the methods chosen to conduct the study, and the budget.Emphasis can be placed on various sections of an individualfeasibility study depending upon the needs of the group forwhom the study was prepared. Most studies have multiplepotential uses, so they must be designed to serve everyone’sneeds.The feasibility study evaluates the project’s potential forsuccess. The perceived objectivity of the evaluation is animportant factor in the credibility placed on the study bypotential investors and financiers. Also, the creation of thestudy requires a strong background both in the financial andtechnical aspects of the project. For these reasons, outsideconsultants conduct most studies.Feasibility studies for a cooperative are similar to thosefor other businesses, with one exception. Cooperative membersuse it to be successful in enhancing their personalbusinesses, so a study conducted for a cooperative mustaddress how the project will impact members as individuals inaddition to how it will affect the cooperative as a whole.The feasibility study is conducted to assist the decision-makers in making the decision that will be in the best

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interest of the school food service operation. The extensiveresearch, conducted in a non-biased manner, will provide dataupon which to base a decision.The content of feasibility study are:¯ Social-Cultural Analysis¯ Technological Analysis¯ Economic Analysis/Demand Analysis/ Gap Analysis¯ Competitor Analysis/ Supply Analysis/ Porter 5 Forces Analysis¯ Ecological Analysis¯ Regulatory Analysis¯ Internal Capacity Analysis

ق� SAMPLE FEASIBILITY STUDY

The feasibility study content should be as below:

ق� Social-Cultural Analysis

This analysis looks at the cultural practices, religiousaffiliations, and social beliefs and lifestyles that mightaffect the installation, production, sale, and or growth ofthe company For instance, pork production in a predominantly Muslim aremay be fought for religious reasons. Similarly, constructing a mining company at the burial siteof an indigenous community is likely to cause conflicts. Further, organizing an event at the prayer, fasting, or suchother season of cultural importance, such as circumcision ormemorial of a King, may not work well for the company.

ق� Technological Analysis

The analysis of the feasibility of the business enterprisealso needs to address the interplay between technology and my

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production, marketing, sales, or distribution of my product.I need to know to what extent technology will make me sellmore, or make it easy for the competition to thwart myproduct.

ق� Economic Analysis /Demand Analysis /Gap Analysis

ق� The Problem

I will indicate the current problems faced by my potentialcustomers, and how my product will solve the problem.Entrepreneurship is about finding profitable solutions to problems. Iwill indicate the gap in the market, and how my product willfill the gap.

ق� Target Market

I will determine the exact niche for my product. I willdefine industry, companies, age, location and characteristicsof my target population. My product may be an innovative toolfor solving a common problem in a particular demographic. Orit may be similar to other products, yet more affordable fora specific demographic. I will define my customer in as muchdetail as possible.

ق� Market Demographics

I will include demographics, age, income, and what need myproduct fulfills. Sales strategies differ by industry, but nomatter what I sell, I need to determine the target market.For instance, it would be unwise for a company that sellsbaby dolls to advertise its products in men’s fashionmagazines. But identifying a market goes beyond the obvious.Things such as the location, age, gender and spending habitsof a company’s potential customers must also be established.

ق� Potential for Expansion

I will indicate that there is potential for expansion of themarket for my products by indicating evidence of the current

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market size, and the fact that there is general growth insimilar industries the world over. Further, I can indicatethat the various components of my product are continuously inneed. I can also indicate that the problem that I seek tosolve is becoming bigger, and hence, my company will getnewer clients.

As the old saying goes, ‘To be prepared is half the victory.’

A well-executed marketing program or product/service launchis composed of a number of interrelated activities that mustbe planned for well in advance. In addition, much as aproduct or service must be designed with the end customer’sneeds and perspectives in mind, the marketing activities topromote that product/service must be ‘designed’ with thetarget customer in mind. In summary, the old Jewish saying istrite.

‘It pays to plan ahead. It wasn't raining when Noah built the ark.’

This is the size and location of the market. It includescategorizing the market into segments, so as to indicate thename of the segment, and why I think that market segment willbuy my product. The target market, by niche classification,will be indicated.

ق� Market Segmentation

Market segmentation pertains to the division of a market of consumersinto persons with similar needs and wants. Market segmentation allowsfor a better allocation of a firm's finite resources. Marketsegmentation is based on the age old proverbial philosophythus:

‘Strike ‘where’ the iron is hot.’

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ق� Competitor Analysis/ Supply Analysis/ Porter 5 Forces Analysis

I should list all the various companies that provide similarservices as I plan to.

Two things determine my company's profitability-the industry inwhich it competes and its strategic position in the industry. Ineed to be competitive.

“If you don't have a competitive advantage, don't compete.”-Jack WelchSome industries have inherently low profit potential whileothers are highly profitable. The most profitable companieshave a strong competitive position in a highly profitable industry. Thepoorest companies have weak positions in weak industries.

This analysis looks at the competition for the company, andanalyses the strategies employed by the competitors, ascompared to strategies of organisation.

This section also lists the major, and or all otherorganizations that are selling the same product, and ordealing in similar business.

Michael Porter's Five Forces have become a yardstick for assessingindustry profitability. They are;

1. Buyers'/customers' power 2. Suppliers' power 3. Rivalry among competitors 4. Threat of new entrants 5. Threat of substitute products

The more powerful these forces in an industry, the lower itsprofit potential. The strength of each force differs byindustry and changes over time.1. Threat of New Entrants

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New entrants to an industry can raise the level ofcompetition, thereby reducing its attractiveness. The threatof new entrants largely depends on the barriers to entry.High entry barriers exist in some industries (e.g.shipbuilding) whereas other industries are very easy to enter(e.g. estate agency, restaurants).

Key barriers to entry include

$ Economies of scale$ Capital / investment requirements$ Customer switching costs$ Access to industry distribution channels$ The likelihood of retaliation from existing industry players.

2. Threat of Substitutes

The presence of substitute products can lower industryattractiveness and profitability because they limit pricelevels. The threat of substitute products depends on:

$ Buyers' willingness to substitute$ The relative price and performance of substitutes$ The costs of switching to substitutes

3. Bargaining Power of Suppliers

Suppliers are the businesses that supply materials & otherproducts into the industry.

The cost of items bought from suppliers (e.g. raw materials,components) can have a significant impact on a company'sprofitability.

If suppliers have high bargaining power over a company, thenin theory the company's industry is less attractive. Thebargaining power of suppliers will be high when:

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$ There are many buyers and few dominant suppliers$ There are undifferentiated, highly valued products$ Suppliers threaten to integrate forward into the industry (e.g. brandmanufacturers threatening to set up their own retail outlets)$ Buyers do not threaten to integrate backwards into supply$ The industry is not a key customer group to the suppliers

4. Bargaining Power of Buyers

Buyers are the people / organisations who create demand in anindustry.

The bargaining power of buyers is greater when:

$ There are few dominant buyers and many sellers in the industry$ Products are standardized$ Buyers threaten to integrate backward into the industry$ Suppliers do not threaten to integrate forward into the buyer's industry $ The industry is not a key supplying group for buyers

5. Intensity of Rivalry

The intensity of rivalry between competitors in an industrywill depend on:

$ The structure of competition - for example, rivalry is more intense wherethere are many small or equally sized competitors; rivalry is less when an industryhas a clear market leader$ The structure of industry costs - for example, industries with high fixed costsencourage competitors to fill unused capacity by price cutting$ Degree of differentiation - industries where products are commodities (e.g.steel, coal) have greater rivalry; industries where competitors can differentiatetheir products have less rivalry $ Switching costs - rivalry is reduced where buyers have high switching costs -i.e. there is a significant cost associated with the decision to buy a product from analternative supplier

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$ Strategic objectives - when competitors are pursuing aggressive growthstrategies, rivalry is more intense. Where competitors are ‘milking’ profits in amature industry, the degree of rivalry is less$ Exit barriers - when barriers to leaving an industry are high (e.g. the cost ofclosing down factories) - then competitors tend to exhibit greater rivalry.

Sample Competitor Analysis (Porter's 5 Forces Analysis)

Force Risk to Business Response Strategy

BargainingPower ofSuppliers(High Risk)

Supplier concentration for rawmaterials is low, hence highbargaining power and fiercecompetition amongst steel rollers,namely, and Virat Alloys (U)Limited is not able to negotiatedue to the information aboutmarket demand, prices, andsupplier’s costs.

Reducing the bargainingpower of suppliers formingstrategic partnerships withsuppliers for exclusivesupplies of raw materials toVirat Alloys (U) Limited. Switching to substituteproducts from othersuppliers. Establish a collectiondepartment for rawmaterials.

BargainingPower ofCustomers(Low Risk)

Customers have limited access toand are not able to evaluatemarket information, which willgive Virat Alloys (U) Limited moreroom for negotiation since buyersknow market demand, prices, andVirat Alloys (U) Limited costs.

Further reducing thebargaining power ofcustomers shall be donethrough productdifferentiation.Virat Alloys (U) Limited mustoffer more than the price.We shall offer reliability andservice apart from theproduct.Virat Alloys (U) Limitedproduct is not unique andshall be purchased fromother suppliers.

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Customers shall easily, andwith little cost, switch toanother product. Brand identity is key, andVirat Alloys (U) Limited isnew, hence need forextensive brandingPrice sensitivity is highamongst clients Product differentiation

Threats ofNew Entrants(High Risk)

Virat Alloys (U) Limited successmay inspire others to enter thebusiness. Further, the liberation ofthe sector is already invitingcompanies to enter the market. New entrants bring a desire togain market share and often haveresources. May force prices down and putpressure on profits. Government policy is alsoencouraging of new entrants.Capital requirements are high forentrants Brand identity is important

Enhancing Virat Alloys (U)Limited marketing/Brandimage, utilizing corporateimage and identity tactics. Creating alliances withassociated products.Virat Alloys (U) Limitedsetting a product price thatdeters entry.

SubstituteProducts (HighRisk)

Substitutes essentially place aprice ceiling on products. Thisreduces the demand andultimately the price of Virat Alloys(U) Limited products. It is more difficult for a firm to tryto raise prices and make greaterprofits if there are closesubstitutes and switching costs

Virat Alloys (U) Limitedstaying closely in tune withcustomer preferences;Differentiating Virat Alloys(U) Limited product bybranding.

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are low.Switching costs are low sincerolled steel products can be usedfor variety of products.Buyer inclination to substitute ishigh with increasingly informedconsumer base.

Intensity ofRivalry AmongCompetitors(High Risk)

Rivalries shall be centered onprice competition and service tobring loyalty. Fixed costs/Value added Industry growth is highProduct differences is wideSwitching costs is low Brand identity is very important Diversity of rivals is huge

Offering customers the mostattractive combination ofperformance features,introducing new products,offering more after-saleservices or warranties; Creating a stronger brandimage than competitors. Innovating and/orimproving features tominimize price competition.Distributing Virat Alloys (U)Limited product in a novelchannel, or trying to formstronger relationships andbuild customer loyalty.

ق� Ecological Analysis

This includes the sector players in the industry, andincludes:Government Agencies/Regulators: These are the regulatory, policymaking, and enforcement agencies, and cover taxationauthorities, licensing authorities, and policy making bodies.Suppliers: These are the suppliers of raw materials to theindustry sector.

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Distributors: These are the players in the downstream sector ofdistribution, wholesaling, and retailing of products.Agents and Aggregators: These are the middle men who aggregate,and also deliver products.

ق� Regulatory Analysis

This analysis looks at legal and regulatory issues that mightaffect operations of the company, and includes such things astaxation regime, trade licensing, approval certificates,construction permits, export license, letters of prospection,etc.

ق� Internal Capacity Analysis

The internal capacity analysis looks at the extent to whichthe company can carry out operations. For a company to carryout operations, it must have competency in four areas,namely: Product, Property, Principal, and People. These are called theOjijo 4Ps.

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CONFERENCE REPORT/WORKSHOP REPORT/SEMINAR REPORT

ق� WHAT IS CONFERENCE REPORT?

This is a document that communicates the goings-on of aconference, workshop, or seminar.

ق� CONTENTS OF A CONFERENCE REPORT

The conference report contents include:¯ Cover Page: which includes the name of the conference, thevenue, date, organiser, funder, report author, and contactdetails. ¯ Executive Summary: this provides an overview of theconference, indicating the objective of the conference, theorganisation, the pre-conference activities, the conferenceactivities, and the recommendations, or final events of theconference. ¯ Table Of Contents: this lists the contents of the report.¯ List Of Abbreviations: this is a summation of all acronymsused within the report. ¯ Background: this part of the report provides a problemstatement, or analysis of the situation that warranted theconference.¯ Introduction: this section outlines the profile of theorganizer(s); the conference activities, including pre-conference activities, conference activities, and postconference activities; and the methodology of the conference.¯ Results/Discussion: this section is a narrative of theconference, from the arrival and registration through theopening remarks, event, seminar, or workshop activities,including the topics addressed, the speakers, the paneldiscussions, or evaluations, to the closing remarks anddeparture.¯ Summary: this section summarizes the events that tookplace throughout the conference.

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¯ Recommendation: this section lists any possiblerecommendations, addressed to the stakeholders in theconference, including the participants, organizers, andpartners, such as guest speakers, sponsors/donors, serviceproviders, etc.¯ Appendices: this last section of the report lists theattachments and documents for support, or authentication,including, but not limited to participants list, letters ofinvitation, profiles of speakers, detailed budget, evaluationforms, and feedback forms.

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ق� SAMPLE CONFERENCE REPORT

Sample Cover PageREPORTOf TheINTERNATIONAL CRIMINAL LAW SEMINAR

Held At

INTERNATIONAL LAW INSTITUTE OFFICES

From

14TH-25TH SEPTEMBER 2009

Report Author(s)

Ojijo Pascal

Performing Organization INTERNATIONAL LAW INSTITUTE-AFRICAN CENTRE FOR LEGALEXCELLENCE, ILI-ACLEPlot 50, Windsor Crescent, KololoP.O. Box 23933Kampala, UgandaTel: 256 414 347523Fax: 256 414 347522E-mail: [email protected]

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mailto::[email protected]


Sponsoring OrganizationTHE OPEN SOCIETY INITIATIVE FOR EAST AFRICA (OSIEA)Uganda Office Plot 89, Buganda Road Kampala, Uganda Tel: +256-414-251157+256-414-251097+256-414-251180E-mail: [email protected]

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Sample Executive Summary

There is an increase in the prevalence, as well as prosecution of internationalrimes at the global scale. However, most law schools are not well equippedwith the requisite materials and training curricula to train the lawyers, andfurther, the current lawyers who were not trained in this area, have to resortto self study, to be able to address the novel challenges in the field ofinternational criminal law. The International Criminal Law Seminarorganized and implemented by the ILI and funded by the OSIEA was asuccess with only three of the 24 sponsored participants failing to attend,though two were aptly replaced. The objective of the seminar, which was toinculcate the skills and knowledge of ICL in the participants, was realizedthrough the involvement of the faculty that was well versed with thesubstance and procedure of the subject matter and this was reflected in theparticipants (students) evaluation reports. The seminar covered the basicsof International Criminal Law, including, but not limited to, the history andorigin of ICL as a customary law concept; the treaty basis of the ICL and itsenforcing institutions; and the challenges and contemporary issues affectingthe adherence and implementation of ICL principles by states and membersof the international community. Even though the students activelyparticipated in the seminar sessions, they suggested that the curriculum offuture courses be emailed to them in advance for the purposes ofacquaintance with the subject matter and to enhance quality ofparticipation during the seminar sessions. Apart from the substance of theseminar, other matters regarding the stay of the participants in Uganda,including accommodation, transport and social events were wellcoordinated and executed by the two Students’ Liaison Officers (SLOs)assisted by the various ILI staff. The accommodation was adequate andsecure and the transport system of the participants, both from the airport tothe hotel; from the hotel to the ILI offices where the training took place; andfrom the hotel to the various social events venues to and from the hotel wasprofessionally managed.

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Sample Introduction

2.1 Background There is an increase in the prevalence, as well as prosecution of internationalrimes at the global scale. However, most law schools are not well equippedwith the requisite materials and training curricula to train the lawyers, andfurther, the current lawyers who were not trained in this area, have to resortto self study, to be able to address the novel challenges in the field ofinternational criminal law. There are law school programs, and specialtraining courses by various organizations globally, mainly in the West, fortraining of lawyers in this area. However, in Africa, a gap still exists. This gapis proposed to be filled by ILI-ACLE, which proposes to organise a trainingseminar, on various areas, including international criminal law, to buildproficiency in this area.

2.2 About ILI-ACLE

The International Law Institute – African Centre for Legal Excellence (ILI-ACLE), was founded in 1997 as a component of the World Bank'sInstitutional Capacity Building project to serve as a training centre for theGovernment of Uganda. 2.3 Objective the International Criminal Law Seminar

The objective of the ICL seminar was to input the knowledge and skills of ICLinto the recent graduates of law with an interest in ICL so as to create aprofessional and experienced team of lawyers in the African Continent tocontinue the dialogue and practice of ICL in the continent and beyond. 2.4 Report Context (Scope & Methodology)

This report covers the pre-seminar preparation stages; the seminarexecution and the post-seminar analysis period. The scope is based on theterms of reference which were given to the authors, that is, the StudentLiasion Officers, and which include the reporting of the general running ofthe seminar from the invitation of the participants, welcoming and settlingin Uganda, the entire period of training and finally their departure andconfirmation of safe arrival back to their countries. (Do Find Attached inAnnex 1: the Terms of Reference for SLOs) 2.4.1 Pre-Seminar Activities

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Pre-Seminar Activities: These were the activities carried out as the seminardate neared. The preparatory work on seminar included financial planningfor the seminar, timetabling, initiating contacts with faculty andparticipants, and designing the promotional materials for the project. Theyincluded confirmation that the faculty and participants would attend theseminar; booking transportation to and from the airport to welcome thefaculty and participants and also between the Hotel and ILI; and arrangingfor accommodation and meals. These events were coordinated by theProgramme Administrator; and executed while working in concert with theSLOs. The SLOs, through constant communication and consultation withmembers of staff at ILI, ensured that that the pick-up from the airports ofparticipants and their transportation to the accommodation venues wasefficient and uneventful.Call for Applications: The project planning involved activities carried out byboth HURIPEC and ILI-ACLE. The Institute drew up and disseminated theseminar announcements through its extensive networks, databases andaffiliates. Following discussions with HURIPEC and OSIEA, ILI-ACLE drafted aCall for Applications. (Do find attached The Call for Applications)Eligibility Criteria for Applications: Participants were required to: Be lawgraduates; Come from Uganda, Kenya, Tanzania, Rwanda, Burundi, DRC,Sudan or Somaliland; Have no more than five years’ working experience;Have a sound knowledge of English; and Fill in an application form andsubmit it together with a detailed CV and an essay as required. The eligibilityrequirements were formulated to ensure that participants would be able tofollow and optimally benefit from the instruction over the two weeks, and tocapture the target group – young lawyers from the Greater Lakes region aswell as Sudan and Somaliland for whom international criminal law is highlyrelevant. (Do find attached The Eligibility Criteria on the Call for Applications)Distribution of the Call for Applications: The Call for Applications was widelydisseminated largely by email and put up on various notice-boards, as wellas in national newspapers of the five participating countries. Profile of Applications: ILI-ACLE received a total of 125 applications from allthe countries including Somaliland. The highest percentage of applicationswas from Tanzania (32.8%). 27.2% were from Uganda closely followed byKenya with 26.4%. DRC and Sudan had the lowest number of applicants,1.6% and 0.8% respectively. With regard to gender, 53.6% of the applicantswere female and it was only in Burundi and DRC where the male applicants

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exceeded the female. (Do find attached The List Of Applicants To The ICLSeminar)Selection of Participants: Three ILI-ACLE staff members took part in theselection process, reading through all the applications and grading theapplicants out of 100 points using the criteria mentioned above as a basis.In line with gender and affirmative action, any female application got bonus10 points. The successful applicant was also required to submit an essay onthe area of ICL detailing his interest and any novel issue of interest to him orher, which earned a maximum of 20 points. 20 points was also awarded tothose who showed ability to apply the knowledge acquired in their current orfuture careers. Further, every country was given equal chances. Theparticipants who did cancelled attendance were replaced by others who hadapplied The ICL seminar was attended by 24 participants (see attached theAnnex 6: Final Participants List). (Do find attached The Guidelines andCriteria For The Selection Of Participants and The List Of Selected Applicants)

2.4.2 Seminar Activities Training Sessions: These were held from 9.00 am to 4.00 pm Monday toFriday for the two-week duration of the seminar, during which amplematerials for faculty and participants would be in place. Seminar Content: The seminar outline and the two-week programme wereinitially drawn up by HURIPEC working in concert with ILI-ACLE. The ICLTraining Seminar was designed to and did cover International Criminal Lawgenerally, but with specific reference, the origin and development of the lawof International Criminal Acts and the current practice in variousjurisdictions. (Find herein attached Course Outline for the Seminar on ICL,and Seminar Timetable).Faculty & Speakers: The team of presenters contracted represented differentexperiences, weaving both international best practices and regional andnational perspectives into the programme. The faculty was supplementedand complemented by guest presenters who presented on sectoral issues inthe ICL. (Do find Attached Annex 12: The Profile of Faculty and GuestPresenters)Social Events: There were also social events held after the daily trainingsessions and involved visiting historical and geographical sites; paying acourtesy call to the Human Rights and Peace Center (HURIPEC) at Mekerere

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University; and visiting shopping malls and entertainment avenues. 2.3.3 Post-Seminar Activities

Evaluation: Following the conclusion of the teaching programme, HURIPECand ILI-ACLE performed a comprehensive evaluation of the programme anddiscussed potential future collaborative activities.Financial and Narrative Reporting: Both HURIPEC and ILI-ACLE wererequired to ensure full and adequate reporting of all financial transactionsand of the narrative reports that are to be submitted to OSIEA.

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ق� Sample Results

4.1 Arrival and Registration The participants and trainers arrived at the training venue at 8 am, andboth categories registered on entry to the venue. 4.2 Welcome and Opening Remarks The event was opened by opening remarks from the CEO of ILI, SwithinMunyantwali.4.3 Training SessionsThe faculty took participants through training on the areas of:¯ History of international criminal law¯ Challenges in enforcement of international criminal law¯ New issues in international criminal lawThe activities involved in included:¯ Panel discussion¯ Questions and answer (Q&A) sessions¯ Moot court session¯ Debating session¯ Assessment Examination 4.4 EvaluationThe participants and faculty then evaluated the course, with two forms ofevaluation, one for participants to evaluate the faculty; and the other forboth faculty and participants to evaluate the entire program.The results of the participant’s evaluation indicated some faculty possessedthe real touch of the subject area with wealth of information and an henceable to connect with participants and inspire them and were very active andtheir method of teaching was good for a participants who did not have abackground in international criminal law.Program evaluation touched on the content, as well as methodology, andwas meant to answer the question as to where the participants cannotlitigate, or advise on international criminal law issues, and the results werepositive.

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4.5 PartnershipsThe collaborative nature of the project greatly enriched the programme. Theorganizational partnership with HURIPEC was extremely valuable. The ICRCdonated copies of the Geneva Conventions for distribution to theparticipants. The ICRC further donated additional materials for the ILI-ACLEResource Centre. A legal officer from ICRC attended the cocktail social ventto meet the participants and the faculty. Also, the International CriminalCourt, ICC Country Office, donated packs of training kits with the RomeStatute and Courts Procedures and Rules of Evidence. However, both sets ofmaterials came late, by which time the Programme Administrator hadprinted copies of Materials on ICL downloaded from the internet.

ق� Sample Recommendations

Based on the results above, these are the suggestions for improvements orfuture actions. Materials: The legal texts need to be availed earlier so that the training doesnot depend on print-outs which are not only less presentable, but also costlyin printing and production costs.Project Implementation: Overall, the participants found the seminaradministration to be very good. However, they had specific suggestions onthe mode of delivery, proposing that there should be a diversification ofmodes of delivery. The Content and Structure of the Seminar: Relevant training material shouldalso be presented on CD-ROM allowing participants to distribute them tocolleagues and others as necessary.

ق� Sample Conclusion

In conclusion, the ICL is a very strategic and timely seminar, both to the ILI-ACLE as a centre for excellence in professional skills development in the Sub-Saharan Africa and to the participants who were young lawyers wishing tospecialize in the novel area of ICL. The partnerships between ILI-ACLE andvarious organizations, including but not limited to the OSIEA; HURIPEC;ICRC; ICC and Service Providers, has made the quality and scope of trainingand seminar services to be above par and very competitive in the continent.It is hoped that future collaboration with these institutions could bebeneficial in maintaining the interest and enthusiasm of the participants

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and faculty initiated during the two-week session while also providingmaterials for use and reference.

ق� Sample Annex

Annex 1: The Terms of Reference Presenters/Trainers/SpeakersAnnex 2: Call for ApplicationsAnnex 3: Application FormAnnex 4: The List of Applicants Annex 5: The Guidelines and Criteria for the Selection Of ParticipantsAnnex 6: Final Participants ListAnnex 7: List of the Social EventsAnnex 8: Pick Up-Drop Off ScheduleAnnex 9: The Participants Arrival and Departure Schedules Annex 10: The Profile of Presenters/Trainers/SpeakersAnnex: 11: Evaluation Form

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EVALUATION REPORT/MID TERM REVIEW REPORT/END TERM REVIEW REPORT

ق� WHAT IS EVALUATION REPORT?

An evaluation report is a document showing how anorganisation has performed in realizing its set objectives inspecific projects/programs. Evaluation reports are differentfrom annual reports, which simply focus on the performance ofthe organisation generally. Further, evaluation reports aremainly produced for non profit activities, whereas annualreports are preferred by profit making institutions. Evaluation reports are also refered to as review reports, andcan be produced quarterly, or at the mid-term of the project(Mid-Term Review Report), and or at the end of the project (EndTerm Review Reports). The evaluation report in summary looks at what theorganisation sought to achieve, and what it has achieved, andgives recommendations.

ق� CONTENTS OF AN EVALUATION REPORT

An evaluation report has the following contents:cover page: which lists the title of the project, term ofproject, implementing organisation, funding organisation,authors and contact details.executive summary: this a summary of all sections of thereport, namely, the background and context, methodology,results, summary, recommendations, and conclusions. table of contents: which lists the contents of the report. list of abbreviation: which defines acronyms used within thereport.background and context: this describes the project beingevaluated and details the organisational profile of theimplementing organisation, as well as funding organisation.

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methodology: this lists the research design, scope of study,sampling techniques, data sources and collection methods,data validity, data analysis, and report presentation.results: the results section includes the responses from therespondents, analysis of the respondents using the benchmarkof the project objectives, as well as stakeholderexpectations, and conclusion.summary: this is a summary of the results of the study.recommendations: this includes any suggestions to thestakeholders for continuous program phases, or future programengagement, including suggestions to donors, implementingorganisation, beneficiaries, as well as third partybeneficiaries like the communities, government, and potentialorganisations that might want to run similar programs.

ق� SAMPLE EVALUATION REPORT


END-TERM REVIEW REPORT

End Term Review of the Youth Voices In The 2011 ElectoralProcesses And Beyond Program Implemented by Africa YouthDevelopment Link (AYDL) Between 2011-2014

Submitted To:

African Youth Development Link (AYDL)Plot 2, Agape Rd,Ntinda– KampalaP.O Box 4364, Kampala, UgandaEmail: [email protected]: www.aydl.org

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http://www.aydl.org/



Submitted By:Ojijo O.M.P (End Term Review Consultant)c/o All Public Speakers LimitedA: Tirupati Mazima Mall. Nsambya, Ggaba-Road, Plot 2530, P.O. Box 34416.Landline: +256 41 4696004/31 251 7908Mobile: +256 776 1000 59.Email: [email protected]: www.allpublicspeakers.com

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ق� sample Executive Summary

IntroductionPromotion of youth participation in governance, decision making, anddevelopment processes is a key policy, legal, and institutional objective ofany government. Uganda, in a bid to promote inclusive governance, haspassed legislation, set policy guidelines, and institutionalized programsaimed at promoting youth participation in development, governance, anddecision making. In January 2011, AYDL with financial and moral supportfrom the Uganda Country Programme of Diakonia Sweden and the Embassyof Sweden in Uganda, began implementing the Youth Voices in the 2011Electoral Processes & Beyond project in the districts of Pader and Abim in theNorth and North Eastern regions respectively. Purpose of the End Term Review (ETR)The Youth Voices Program is a UGX. 86.9 million 3.5 year programme 2011-14 with an on-going process of extension to late 2014. This end term reviewreport analysed the activities carried out under the project, with an aim ofreporting the relevance, efficacy, efficiency, impact, and sustainability of theprograms and activities to provide the AYDL stakeholders (Diakonia,partners, the Embassy of Sweden) and the wider public with sufficientinformation to facilitate decision making with regard to improving thequality of delivery on the action. Methodology The ETR was commissioned on November, 2014, and executed by a reviewconsultant supported by the AYDL Reference Team, as focal point. In concertwith the Reference Team, the review consultant compiled a list ofstakeholders for consultation, a review work plan that covered differentlevels and categories of stakeholders. The review consultant draftedquestionnaires for use during Key Informants Interviews and Focus GroupDiscussions with stakeholders. The review consultant then visited bothdistricts, to interview youth groups, district leaders, and youth opinionleaders. Once key literature review and data gathering was complete, thereview consultant summarized key findings along common themes. Thereview consultant shared ETR highlights with the Reference Team whichpaved way for the preparation of this Draft Report. The upcoming

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stakeholders’ validation workshop provides an opportunity to reflect, discussand receive requisite comments and inputs to finalize the ETR Report.Main Findings and Analysis The review was done on the thematic areas of project relevance, efficiency,effectiveness, sustainability, and impact/reach. The following were thesummarized findings:RelevanceThe Youth Voices Program project fall in line with the International Guidingprinciples and priority areas of promoting youth participation in governancesuch as Africa Youth Charter (AYC), Universal Declaration of Human Rights(UDHR), International Covenant on Civil and Political Rights (ICCPR), andInternational Covenant on Economic, Social and Cultural Rights (ICESCR).ImpactThe main outcome of the program was to influence, enhance, and realiseyouth participation in decision making, development, and politicalprocesses. To this end, the program realised impact and reach. The projecttargeted both males and females equitably in line with organisationalgender policy which reiterates our commitment to channel energy, effortand resources into processes that create a society that values women, men,girls and boys equally. EffectivenessThe Youth Voices Project objectives were met. There were reports publicisedon youth engagement, community meetings held, and capacity of youthbuilt through training to engage in such work. Further, there were instancesof youth facilitation to engage in development work, and decision making. EfficiencyThe Youth Voices Program experienced a challenge due to change infinancial planning of the Diakonia Uganda Country Programme (DUCP), butoverally, the funding on the overall programme, which is linked to targets,and activities, was efficiency utilised.SustainabilityThe Youth Voices program is a very sustainable program, given the strategyof implementation through local partner organisations who then workdirectly with communities. Further, the AYDL has been focused on

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establishing, as well as building of local capacities and the transfer of skills,rather than solely on the provision of financial inputs. In addition, theprogram mobilized the social system at the district and community levelsthrough financial and technical assistance to implement transformativeRights Based Approach (RBA) and of a community action cycle, andworkshops that enable change agents to play a powerful and influencingpolicy and legislative role. Conclusion AYDL is achieving the core objectives of the Youth Voices Program, and theprogram is relevant, effective, efficient, impactful, and sustainable. Thethematic objectives are in line with global, regional and countryprogrammes, as well as donor objectives, and AYDL mission. Effectively, theprogram supports an enabling environment at the national level byharmonized action plans, using unifying themes along Human Rights,Gender and Conflict including mainstreamed issues of Gender, HIV andAIDS, and Climate Justice supported by core tools for on-the-groundmobilization. In light of the results of this end term review, there arenumerous opportunities for promotion of youth participation indevelopment, governance, and decision making. The media should havebeen used to spread the message from project interventions. Further, there aneed for a strategic exit strategy is needed over the short term (six months)to ensure sustainability of the initiatives and interventions. Finally, there isneed to continue the project to the other districts in North and North EasternUganda.

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Stupid Writers-Ojijo’s Guide to Writing Plans, Proposals, Profiles, Reports andArticles

.......................................................Team Leader, AYDL .......................................................Board Chairperson, AYDL

Page | 384


ق� Sample Acronyms

ACFODE Action For DevelopmentAU Africa Union AIDS Acquired Immune Deficiency SyndromeAWOTID Abim Women Together In DevelopmentAYDL African Youth Development LinkCBO Community Based Organisation CEDAW Convention on Elimination of All forms ofDiscrimination Against Women CDD Community-Driven developmentCDS Christian Development ServicesCEO Chief Executive OfficerCSO Civil Society OrganisationDB Duty Bearer DCP Diakonia County ProgrammeDDP District Development PlanDISO District Intelligence Services OfficerEC Electoral Commission ETR End Term Review FAO Food and Agricultural Organisation of the UnitedNations FBO Faith Based organisationsFGD Focus Group DiscussionFM Frequency Modulation (Radio)FOWODE Forum for Women in DemocracyGoU Government of Uganda

Page | 385


HIV Human Immune VirusHURIFO Human Rights FocusICT Information Communication Technology IGG Inspectorate General of Government ICCPR International Convention of Civil and PoliticalRightsICESCR International Convention on Economic SocialCultural RightsIGA Income Generating ActivityLC Local Council LRA Lord’s Resistance Army MDGs Millennium Development Goals

Page | 386


ق� Sample Acknowledgement

We owe gratitude to many individuals without whose help thisbaseline study would not have been possible. However, wewould like to specially appreciate and acknowledge thefollowing:

The AYDL project team for the clear documentation of the project conceptsand proposed processes; The AYDL project team for logistical arrangements, for assistance andfeedback in the development of survey instruments and for participating in partof the actual survey; AYDL Field Office Staff for all the support given to the survey team as andwhenever requested; Members and leaders of civil society organisations as well as localauthority leaders who were respondents in the survey; The End Term Review consultant, Ojijo Pascal Al Amin, for carrying out thisreport; and The Embassy of Sweden in Uganda and Diakonia Uganda CountryProgramme for funding the project.

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ق� Sample Background & Context

Introduction of The ReportThis report is an analysis of the activities for the “YouthVoices in the 2011 Electoral Processes & Beyond” projectaimed at engaging youth rights holders and duty bearers fromAbim and Pader districts as part of the wider effort toestablish a sustainable, informal and interactive forum foryoung people’s meaningful participation in governance anddevelopment policy processes for sustainable youth andnational development. The project is funded by Diakonia-Uganda and the Government of Sweden.Project Summary

In January 2011, AYDL with financial and moral support fromthe Uganda Country Programme of Diakonia Sweden and theEmbassy of Sweden in Uganda, began implementing the YouthVoices in the 2011 Electoral Processes & Beyond project in thedistricts of Pader and Abim in the North and North Easternregions respectively. The 3-year project is designed topromote meaningful participation of youth and opinionleaders in decision making, governance and developmentprocesses in Uganda by 2014. Main Project GoalThe main objective of the program is to increase meaningfulparticipation of youth and youth leaders in decision making,governance and development processes in Uganda by 2012. Thisis to be achieved through enhancing opportunities and spacesfor youth to channel their issues to the policy makers atall levels and increasing the number of youth advocacynetworks and coalitions formed among multi-sectoral youthorganizations at the national and local levels.

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Specific Project ObjectivesImmediate objectives/purposes/project goals and related(SMART) indicators

iv. To promote a deeper understanding on the level of implementation ofinternational and local youth agendas as well as the level of female youthparticipation in decision making processes gained

v. To create a cadre of dynamic young leaders empowered to improve thewell-being and promote young people’s goals and aspirations as expressed inthe youth manifesto 2011

vi. To build the capacity of African Youth Development Link to implement itsmission and vision is strengthened Program Outputs & Activities

Output ActivitiesLocal community-led monitoringand assessment strategy for youthparticipation developed andimplemented

Community consultationand consensus buildingmeetings

Community dialogue withthe relevantstakeholders ongenerating monitoringand assessment strategyon youth participationCommemoration of theAnnual Youth & AnnualHuman Rights Weeks

Youth agendas reviewed andmainstreamed into national andlocal government development

Conduct a study on thelevel ofimplementation/domestic

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programs. ation of the keyselected youth agendasinto national and localgovernment Translation of thestudy findings intolocal dialectsValidation dialogue onthe findings of thestudy report

Increased female youthparticipation in good governance

a study on the levelsof female youthparticipation in goodgovernanceValidation of the keyfindings of the study Capacity buildingprograms for femaleyouth on such areas aspublic speaking,debate,

Organizational capacity of AYDLto implement its mission andvision improved

Staff training onfundamentals of projectplanning Review existingorganizational policiesDraft new policies

Project ImplementationThe project will also have two Program Assistants as well asone Finance Assistant based at the Secretariat and 2 fieldpersonnel to help the Project Management Team in the

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implementation and execution of the activities of theproject. In addition, AYDL opened two field offices, one inPader district while the other is located in Abim district. Project Target Group The project targeted 1520 young people (950 females and 520males) in the informal and formal sector (farmers, bodaboda,students’ organisation, etc), prospective youth and youthfulleaders as well as community leaders and elders in theselected districts of Pader and Abim. However, for effectiveand efficient results, such institutions as the culturalinstitutions, youth leagues of major political parties,local governments, religious institutions and parliament wespecifically considered. The Planning The young people’s groups in northern and north easternUganda are engaged in a consultative process on the rootcauses of young people’s vulnerability. This is continuouslydone through consultative dialogues and media, social mediaincluding Youth Corners, text messages, among others wherethe youth themselves get the opportunity to state thecritical issues and concerns as well as making themselvesclear on their positions in relation to issues raised. Implementation AYDL planned to mobilise the youth from the two regions andtakes deliberate steps to involve these beneficiaries inidentifying the training needs on the topical developmentissues, as well as engage them on the development,implementation, monitoring, and amendment of developmentpolicies; and ensure production of IEC materials to enhancecontinuous learning for the beneficiaries. Leadership forthis project is equally shared amongst the young peoplethemselves while AYDL provides the necessary technicalstaff to coordinate the implementation of the project.

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Gender Analysis of Project AYDL targeted both males and females, with effort andresources into processes that create a society that valueswomen, men, girls and boys equally. To this end, AYDL takesdeliberate steps towards involving both men and women in theproject at all stages. In particular, the project placesfemale youth at the core as mobilisers, facilitators, keytargets and leaders in key discussions and other civicactions.Project Sensitivity to HIV/AIDSHIV/AIDS is a threat to youth in the project area becausemany young people have dropped out of school and areengaging in sexual behaviours at a tender age. Young womenare more vulnerable to HIV/AIDS through rape due toinsecurity, indecent livelihoods, high incidence of povertyand over dependency and high SGBV as a result of alarmingalcoholism. Project Monitoring & Evaluation System AYDL has a monitoring and evaluation plan that providessufficient details on the following elements:a. The objectives in the project hierarchy from theproject logical frameworkb. The indicators c. Data sourcesd. Data collection methods and tools e. Frequency: when and how often the information is to becollectedf. Person/s responsible: who – person(s) who will take thelead and secondary responsibility for collecting theinformationg. Data analysis (methods and person responsible): h. Use and dissemination

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ق� About African Youth Development Link (AYDL)

Mandate AYDL’s mandate is to provide a link between all young peopleand development policy processes in Uganda so that we areeach part of something larger than ourselves. AYDL strivesto promote young people's active, responsible and continuousparticipation in local and global development. Legal Status AYDL is a registered NGOVisionAYDL envisions: “Making youth involvement in development processes areality.” Mission StatementWe strive to: “Educate and empower young people to the required capacityand moral authority to propel generational change through the human rightsperspective to development.”History and Origin AYDL was formed in 2009 with its maiden program ”young womenin leadership” that focused on empowering the female youthto actively participate in leadership and governance oftheir country.ActivitiesAYDL employs a three pronged intervention strategy thatinvolves empowering to inform and reform the minds of theyouth into playing a pro-active and innovative role forchange, organizing by continuously motivating and linkingthem to strategic partnerships for collective civic actionto become agents of transformation within their communities.AYDL Capacity/PeopleAYDL boasts of a team of five active staff who help in thedaily management of the organisational programs and

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activities and three volunteers, one on the secretariat andtwo in the field offices. SuccessesOvertime, AYDL has consciously established and builtsignificant strategic working partnerships with keystakeholders such as the Parliament of the Republic ofUganda (the Uganda Parliamentary Forum on Youth Affairs,Office of the Speaker and the Public Relations andInformation Office), the district local governments of Abimand Pader in North Eastern and others.

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ق� Background and Context-Uganda Youth Participation InGovernance

Uganda has one of the highest fertility rates in the world,and children and youth under 30 years of age make up 78,5%of the Ugandan population with youth (18-30 years)representing 22,4%. Since coming into power in 1986, thecurrent Government of Uganda (GoU) under President YoweriMuseveni has given special attention to youth. A number ofpolicies and laws in Uganda are thus addressing youthparticipation or issues of key relevance to young people. There are laws and policies promoting access to information,and participation in development by the youth.however, even with the entire above legal and constitutionalbasis for equal participation, young people’s participationin decision making is more challenging in Uganda’s Northernregion than elsewhere. The Northern and North-eastern regions of Uganda, whichbasically include the Acholi, Lango, Karamoja and Teso subregions have lagged behind the rest of Uganda in termsdevelopment over the last 20 years. The prolonged spell ofinsecurity due to armed insurgency in Acholi, Lango and Tesoand the Karamoja armed cattle raiding has made the regionlag behind the rest of the country. The region has thelowest social development indicators in the area of childand maternal mortality, enrolment rates at primary andsecondary school levels and access to water is lowest inKaramoja region.

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ق� Approach and Methodology

Consultancy PhasesOnce the Consultant was contractually engaged, the end-termreview process began and was carried out within a period of4 weeks, through three phases: a Desk Phase, a Field Phaseand a Synthesis Phase.¯ Desk Phase – Inception: In the inception stage of theDesk Phase, the relevant programming documents should bereviewed, as well as documents shaping the widerstrategy/policy framework. An Inception Report shall beprepared.¯ Field Phase: The Field Phase shall start upon approval ofthe Inception Report by the Client.¯ Synthesis Phase: This phase will be devoted to thepreparation of the draft final report.Study Design This study was conceived and designed basing on theunderstanding of the objectives of the study and theconceptual issues related to the concepts of youthparticipation in governance. The research and datacollection for the purpose of monitoring and evaluation wasboth qualitative and quantitative. The method of the studywas descriptive; so as to get the data as presented by therespondents in the research area. The analysis of data washolistic, in rhyme with the qualitative data. Finally, theentire process of research, and reporting, was guided by theobjectives and terms of reference of the research. Data Collection

Type Of Data: The type of data collected was obtained from bothsecondary and primary sources.

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Sources of Data: The primary data was collected through primarydata collection methods like questionnaires and focus groupdiscussions. Secondary data was obtained from literaturereviews of writings on the same topic from various sourcesincluding desk-top research, textbooks, journals,newsletters and newspapers.Data Collection Instruments: The researcher was use the followinginstruments and modes of administration in data collection; Review of Documents: This method was used to collectprimary data retrieved from government records andpublications in desk reviews. Key Informant Interviews: The study was also involveinterview of a cross section of stakeholders in the districtleadership, including, but not limited to security officers,program officers, and youth political leaders. Respondentswas selected based on knowledge of the youth participationin governance, and their proximity to the Youth Voicesprogram. Administered Structured Questionnaires (ASQ): Theresearcher was administer structured questionnaires which ethematically based on the research questions and objectives.The same questionnaire was used for Key InformantInterviews, as well as for Focused Group Discussions (FGD).It is so due to the fact that structured questionnaires aresimple to administer and relatively inexpensive to analyse. Focused Group Discussions (FGD): The consultant wasconduct two focused group discussions, one at each towncentre, of the youth in the districts. Pre-testing: Instruments were first pre-tested to see if theydo capture the required information with respect to theresearch questions by sharing with the AYDL project team. Data Reliability & Validity: Furthermore, data was made reliable andvalid through editing, aimed at accuracy and consistency inanswers x.

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Data Analysis: Preliminary analysis was done in the field.After field data collection in each district, the researchteam was share a summary of the findings to furthercontribute to consensus building on the findings and togenerate more data and seek clarification on important forwhich clarity demands so. Study Area, Population Size and Sampling Procedure

Study Area: This study has been planned to cover two (2)districts of Abim and Pader. In each district, the towncentre shall be focused on for data collection. Study Population/Size: A sample population of 57 was identifiedas below:

Respondent Category Numbers/DetailsAYDL Office Team Leader

Project CoordinatorM & E OfficerGender focal person

Project Partners Implementing OrganisationDonor OrganisationPartner Stakeholders

FGDs (2) One FGD in Abim district, andone in Pader District,targeting between 12-20members each.

Key Informants’ Interviewswith Duty Bearers (Districtsand Sub-County LocalGovernments’ Political andTechnical Heads) in at both

District leaders, includingLC5 Chairperson, ChiefAdministrative Officer,Community DevelopmentOfficer, District Internal

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districts of Pader and Abim Security Officer (DISO), andDistrict Youth PoliticalLeader (Youth Chairperson)

Sampling Techniques: The categories of participants wasidentified on basis of their engagement with the YouthVoices program, level of knowledge, and contact with theprogram. Ethical ConsiderationAll ethical considerations were upheld in this study fromdata collection through to report writing. The researchobjectives and methods were explained to respondents andoral informed consent was obtained from participants beforethe research instruments were administered. In reportingpersonal identity labels have been removed to ensureanonymity of respondents.Report PresentationDraft Report: The draft end term review report was organizedaccording to the themes drawn from the main objectives. Report Validation: The draft report was validated throughsharing of the findings with the select respondents and ateam of people identified by the Client, AYDL. Final Report: The Consultant made adjustments to the DraftReport reflecting on the key comments from the Client toprepare and produce the Final Report that was then beforwarded to the Client for endorsement.

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ق� Assumptions and Limitations of the Report

Study LimitationsThe study was limited in various aspects, as below:1) Time Scope: The study was limited to activities of AYDLcarried out between 2011 and June, 2014.2) Content Scope: The study was further limited to analysingyouth participation in governance, and thus, was not coverother pillars and indicators of participation, such aseconomic activities. 3) Geographical Scope: The study was also limited to the urbancentres of Abim and Pader, and thus, was not to includecollecting data or meeting with respondents deep in thevillages. Study AssumptionsThis study is based on a number of key assumptions. First,the researcher assumed that the respondents would becooperative in answering the questions. Secondly, it isassumed that the respondents would answer questionstruthfully. Finally, it was assumed that the research was tobe done within the timeline of the study herein scheduled.

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ق� Findings: Evaluation Of Results

Introduction (Scope of Evaluation)This section focuses on the analysis of subject items asarticulated in the Terms of Reference especially the extentto which the Youth Voices Program results framework iseither on track or not, and provides the rationale for thesame.The evaluation of the Youth Voices Program, for the purposes ofmaking an overall independent verification, assessment andanalysis about the performance of the Programme, was basedon five indicators of program success, namely:1. Relevance, 2. Efficiency, 3. Effectiveness, 4. Sustainability, and5. Impact Of The Project Actions Against Its ObjectiveThese will be analyzed on the background of the programinputs, activities, and outputs. Inputs: the human, financial and other resources expended in undertaking theprogramActivities: the things that need to be done to achieve outputs.Outputs: the major direct and immediate visible results carried out to achievethe outcomes.

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Effectiveness

The effectiveness of the program was analyzed based onwhether the development intervention’s objectives wereachieved.The findings based on the specific question were as below:The Extent to Which AYDL Used the Programme to Reinforce its Core Objectivesand InterventionsAYDL is a youth led, youth focused NGO, and consequently,the Youth Voices program fit very well in the coreobjectives of the organization. The Tag Line of AYDL is,“nothing for us without us”, and effectively, theparticipation of the youth is the key feature of making surethe youth are in the process of development, not only as ameans, but also in sharing the ends through resourceallocation. Further, AYDL is using human rights based approach in itsprogramming. To this end, the program, which focused onobtaining the input of the right holders, and duty bearers,to fully produce a participatory program. Further, AYDL has a focus on HIV/AIDS mainstreaming on itsprograms. This was achieved through content enhancement ofthe program, as well as specific training on HIV/AIDSissues.Finally, AYDL has a special focus on, in addition to gendersensitivity in its implementation. To this end, the programsinvolved gender based violence component, as well asensuring an almost equal participation of both sexes. (AYDLStrategic Plan)The Extent To Which The Objectives Were Achieved This section reports the findings as to the achievements ofthe set objectives through realization of outputs andcarrying out of set activities.

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The project had one main objective that was to ensure youthand youth leaders meaningfully participating in decisionmaking and good governance. The strategic objective of theprogram was to empower male and female youth with therelevant knowledge, skills and tools to effectivelyparticipate in good governance and decision making processesat local and national level .The specific objectives were as below:1. To streamline youth agenda in local government development programs;2. To promote youth participation in governance programs;3. To enhance participation of female youth in development processes byaddressing gender issues and gender based violence; and 4. To enhance the internal capacity of aydl in fulfilling its mission.Specific Objective 1: Streamlining of Youth Agenda in Local GovernmentDevelopment Programs To promote a deeper understanding on the level ofimplementation of international and local youth agendas aswell as the level of female youth participation in decisionmaking processes gained through the youth newsletter;training in research; and carrying out a study on femaleyouth participation in governance. Specific Objective 2: Youth Participation in Local Governance This objective sought to carry out activities to create acadre of dynamic young leaders empowered to improve thewell-being and promote young people’s goals and aspirationsas expressed in the youth manifesto 2011. Activities carriedout included one-on-one interactions with randomly selectedparticipants; the youth are increasingly applying theknowledge, skills and tools attained to take charge, settleissues and mediate conflict in their communities. A case inpoint is reported with a respondent interview below:“…I am thankful to AYDL. I applied the knowledge, skills and courage from theproject to hold seven meetings in the villages of Aywelu, Okii, and Ajwaci in Abimdistrict. These meetings have resulted in resettlement of displaced people,

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settlement of land wrangles between the community members, settlement ofmisunderstandings between the community members and Sub County staff andenhanced security in the communities.” Basil From Abim DistrictSpecific Objective 3: Increased Female Youth Participation The project also sought to ensure increased participation ofwomen, and an engenderment of the governance, decisionmaking, and development processes. Further, the project alsosought to address gender violence against women, andorganised five women’s groups and had them equipped withknowledge and understand for countering social economiccauses of gender based discrimination and violence. Theseorganisations include; Akonye Kena youth Drama group andPader GBV network-a female youth group and Abim YouthConner, a female savings group and Ayeyo Kena drama group inKiru-Abim town council. These organizations apply theknowledge acquired from AYDL’s trainings and awarenesssessions like training in Policy research and Analysis tocreate drama as tool to create awareness on issues of GBVand its prevention in their communities. The drama skitswere presented at AYDL events. Specific Objective 4: Organizational Capacity of AYDLThe program also had the objective of building the capacityof AYDL to implement its mission and fulfil its vision. Toothis end, various activities were run, under the program,including Trainings on Monitoring and Evaluation; projectmanagement skills; financial and management systems;advocacy; security and risk management; and gendermainstreaming from various sectoral players andinstitutions.Whether There Were Activities Implemented In Accordance With The Project PlansMost of the activities were implemented according to theproject plan, but, due to the change in donor fundingpolicy, some funding came later, and hence, some projectswere extended. The following four (4) outputs were achieved,

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according to the program objectives, namely: Output 1.0:community youth-led monitoring and assessment strategy for youthparticipation developed and implemented; Output 2.0: youth agendas reviewedand mainstreamed into national and local government development programs.Output 3.0; increased female youth participation in good governance; andOutput 4.0; Organizational capacity of AYDL to implement its mission and visionimproved Whether The Partner Organizations Worked Together EffectivelyThe partner organizations worked very effectively, andefficiently, as below:- Abim District Youth Forum (ADYF) is currently implementing theParticipatory Youth Radio Program with support from War Child Holland. - Abim Youth Corner (AYC) a group of young females which started as asavings group but are gradually up scaling into a young women’s organization.This group has been connected to UNICEF which is planning to put in place askills enhancement centre for them. The Major Factors That Influenced The Achievement Of The ObjectivesThe major factors that influenced the achievement of theobjectives were as below: Political Support: Local GovernmentSupport: Funding Support: and Regional Offices.

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Efficiency

The efficiency with which the project was run was analysedbased on how the resources (Funds, Expertise, Time, etc.) wereutilized in the course of project implementation.The following issues were addressed: Whether The Were Activities Within Project Budget The first phase of the project led to the realization ofunder budgeting, due to lack of base line survey, andconsequently, an additional funding proposal, withadditional objective of female youth participationpromotion, was sent to the donors. Apart from this, all other activities were within theproject budget.Whether The Objectives Were Achieved On TimeThe objectives were not achieved on time, since, by the timeof this review, the project is yet to be completed. in late2014. This was due to late funding, arising out of change infunding policy of donor, Diakonia.Stakeholders Which Were Used For The Project And The Relevance Of Their SkillsThe stakeholders used for the project were as below:Stakeholder Skills RelevancePader Youth Forum had access to youths, and

networks of youth groupsnetworking and lobbyingskills

Abim Youth Forum had access to youths andyouth networksnetworking and lobbyingskills

AYDL Regional Offices access to youth, youthPage | 407


networks, and localgovernment officialsnetworking and lobbyingskills

Karibu fm radio programming

Unforeseen Problems In Terms Of Resources Allocation and UtilizationThe main problem in resource allocation was the change inthe funding policy of the donor, but it only delayed thefunding, and did not stop it, so, it only led to a delay ofthe program, but effectively, funding as released foroperations.Relevance

The indicator of relevant of the project sought to answerthe question whether the results of the intervention wereconsistent with the beneficiaries’ requirement, countryneeds, global priorities and partners’ and donors’ policies.The specific issues addressed were: Whether the Activities and Outputs Met Beneficiaries RequirementsThe beneficiaries’ requirements were various, but can belisted in the three areas of:1. Promoting female youth capability to address gender based violence;2. Enhancing youth capacity to participate in governance, decision makingand development processes; and3. Promoting youth capacity to participate in income generating projects.The above expectations were met through trainings,conferences, organisation, and networking of the youththrough the following activities and outputs:

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Whether the Project Results Achieved Donor RequirementsThe project falls directly under both the Human Rights aswell as the Gender & Democracy thematic areas of theDiakonia Uganda Country Programme. The project is line withthe overall Diakonia Uganda Country strategy (2011 – 2014)which is primarily designed to ensure increased respect forand enjoyment of human rights, with special emphasis onwomen’s and children’s rights and democratic principles.In Pader district, the review consultant established thatdue the Youth Voices support, youth leaders became assertiveand would get attention of the district leaders, and beheard in council through various motions, as testified by arespondent:“. . . Before this AYDL support, youth leaders were good at responding to events,but now, they push for youth Agenda, and we now have allocated a youth officefor them.” DISO, Pader District.Whether the Activities and Outputs Met Country NeedsUganda has a bludgeoning population, and the youth bulge isno longer debatable. However, the youth are facing problemsof lack of capacity to engage competently in development, aswell as lack of organization in order to be engaged by dutyholders in such programs as livelihood program. Further, theunemployment in the country is very high, as well as therates of gender based violence in northern Uganda, andreduced youth participation in this region, especiallyfollowing the long war.The programme objectives and approach remain highly relevantto the priorities for Uganda’s improved governance withinthe Human Rights and Democratisation, Gender and Governance,as well in Conflict and Justice Sector within the regionaldevelopment initiatives especially the PRDP’s StrategicObjective 2 of Rebuilding and Empowering Communities andStrategic Objective 4 of Peace Building and Reconciliation.

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Further, the Youth Voices Program responds to the strategicpriorities of the Government of Uganda’s shared aspirationsas articulated into Uganda Vision 2040 and operationalisedthrough the five-year National Development Plan 2010/11-2014/15 particularly through extending support to theenabling sector by strengthening CSOs and ultimately theRights Holders and Duty Bearers. “. . . The youth groups are now featuring in debates in the council, thanks toAYDL work.. . .” Focus Group Discussion, Town Council, Pader District.Whether the Activities and Outputs Met Global PrioritiesThe activities met global priorities in various ways,namely:- Promoting youth participation in decision making,governance, and development, which is a prerequisite set byinternational and regional instruments such as the AfricanYouth Charter (AYC), amongst others;- Promoting environmental protection, through encouragingtree planting, and sustainable use of environmentalresources, in line with Kyoto Protocol, as well as otherinternational conventions and treaties on environmental andnatural resource protection and preservation. - Finally, the Youth Voices Program operates within theinternational and regional human rights framework such asUDHR, ICCPR, ICESCR, CEDAW, the Protocol to the AfricanCharter on Human and Peoples' Rights on the Rights of Womenin Africa and the Principles and Guidelines on theImplementation of Economic, Social and Cultural Rights inthe African Charter on Human and People's Rights. Whether the Met AYDL Priorities AYDL is a youth led, youth focused NGO, which hascontinuously sought to broaden the youth participation indevelopment processed, decision making, and governance. The following programs led to AYDL realizing its goals ofempowering the youth:

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- AYDL’s participation in the African Youth Conference inMozambique in December 2012, with support from Diakonia hasresulted into learning best practices from youthorganizations in other parts of Africa which will bereplicated in the project to enhance its impact.- Enhancing confidence and assertiveness especially amongthe female youth thus leading to their increasedparticipation in decision making platforms such as, PDCs(Parish Development Committee). This has led to theincorporation of their concerns into the local and nationaldevelopment plan.- Empowering youth to carry out lobby meetings with dutybearers and other stakeholders which have contributed to theestablishment of a one stop youth information resourcecentre in Abim. - Convening The National Youth Consultative Meeting OnVision 2040- Coorganisigng The Imagine Uganda Advocacy Campaign OnYouth Participation In Development- Participating In Drafting The National Youth Policy,2011One member told the review consultant:“…before AYDL, we were just sitting at home, and doing odd jobs. But now, aswomen, we are having our project.” Gabrielle, Focused Group Participant. AYDL also has a special focus on HIV/AIDS programmaticinvolvement. The effect of the program can be tested bythis response from a participant:“…due the HIV/AIDS training by AYDL, I now report on HIV/AIDS issues, and weare more assertive in this issue.” Joseph Odong, Media Activist and Journalist,Pader District

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Sustainability

The review also sought to analyze the extent to which theproject results can continue to exist ate the intervention. The indicator questions were as below:Whether There Is Ownership Of The ProjectProject ownership exists in various levels, but mainlythrough the engagement of the youth in programs at aleadership level. For instance, the youth in Abim and Paderchampioned for youth centres, and Abim youth successes,while Pader youth are still working on details to have landtransferred. The grass root young people are responsible for establishingand organising themselves into youth advocacy networks atthe selected district levels aimed at strengthening theyoung people’s platform for engaging duty bearers andensuring continuous and sustainable learning amongst and bythe youth themselves at their locations. Whether All Stakeholders Are Sufficiently and Effectively InvolvedThe project utilised a rights based approach, which involvedthe participation of the community members in projectdelivery, as well as the duty bearers, so as to have them inthe program and ensure sustainability.The project involved various stakeholders, and theseincluded district security officers, including the police,intelligence officers, and resident commissioner. Localyouth groups and NGOs, including Pader youth forum, Abimyouth forum, and other youth groups, were engaged in theimplementation and training programs.Engagement ofinternational and national NGOs with presence in the region,including AMREF, to name but a few. The project alsoinvolved the district local government administration, andengaged with the council offices, amongst others.

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Alternative Or Additional Measures To Ensure Continued Sustainability Several issues were raised by respondents on ensuringsustainability of the project, as below:Targeting Of Organized Groups for multiplier effect, and effectiveinvolvement with other stakeholders like government who arealso targeting the same.Regional Office Support is key in having a presence past theproject timeline.Effective Training In Fundraising to offer alternative sources offinancing for projects.Financial Literacy Program for the youth to effectively takeadvantage of the livelihood program, and to take charge oftheir lives by engaging in profitable, income generatingactivities. The Extent To Which The Benefits Of The Programme Continue After CompletionOf Donor AssistanceAccording to the nature of the programs, certain activities,like youth forum, dialogues, and conferences, are completelydependent on donor support for financial facilitation, andwill not continue after end of donor support. However,certain initiatives will continue even without donorsupport, namely Youth Platforms Work for passing informationon local government initiatives will continue due to lowcost initiatives. One respondent said, “this work will never dieeven if AYDL goes. We now have structures, and the youth now come to offices,on their own, to seek information. Thank you AYDL”. Pious Onen, Founder, PaderYouth Forum.Involvement of youth in monitoring of government programs ata level of general questioning of initiatives will continueeven after donor funding. As one respondent noted,“…I knowthat some youth received funding after AYDL training. I think this will make themsustainable after the AYDL work is done.” DISO, Pader, Mr. Winyi.

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Sports and Drama Programs will continue since the districtshave now been involved in organizing the sports gala. Local Structures Created That Can Be Used To Enforce The ResultsLocal structures have been created that can be used toenforce the results of the youth voices program includingproject regional offices; youth platform offices; as well asstrengthening local organizations in terms of capacitybuilding, fundraising skills, and strategic planning, toenable them be sustainable.The Major Factors Which Will Influence the Achievement of Sustainability of theProjectThe major factors which will influence the achievement, ornon achievement of sustainability, are Continued Presence ofAYDL; Political Support from local government officers;institutionalization of programs through donor support inestablishing programs and offices; and youth ownership ofprograms. Impact /Reach

The impact of the project was measured based on theinfluence of the project in terms of the people reached, andthe following indicators. Number Of Beneficiaries Directly Or Indirectly Reached By The ProgramThe project reached a total of 550 females and 450 males.The number reached indirectly is unknown, but is presumed tobe a higher factor, due to the inter linkages and closedknot nature of the society, since people live in villages,where they interface with other youth.Real Differences The Project Has Made To The TargetsThe project was anchored on the notion that the ability ofthe Rights Holder to engage a Duty Bearer is largelyinfluenced by the level of empowerment gained through

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accumulation of knowledge and skills including awareness andwhose direction is best guided by community mobilisation andorganisation/group dynamics which steer and galvaniseactions for influence against unyielding societal norms,institutional structures or processes as was attested byreview respondents as below:“. . . AYDL support to us has re-validated the crucial role we play in society . . . weare now powerful, and more assertive in the eyes of local government. We justgot an office space, and allocation for other support.” Gabrelle, Focus GroupParticipant, Pader District. The project has made several real differences, namely:Monitoring of Government Programs: The youth have been able tofollow up, gather evidence, and advocate for programs intheir favour, for instance, in Pader, the youth were able toattend council meetings, and push for allocation of spacefor their offices. Further, under budget tracking and advocacy goals, theproject led to increase in youth budget from ugx 2 millionto ugx. 9 million in Abim District, in the year 2011/12.Also, the Abim Dsitrict Yotuh Forum got a grant of UGX. 9million, from War Child Hollad, an international NGO, andthey started a participatory youth radio program.AYDL also used its partnerships with Diakonia and FOWODE, toforward 35 youth to be trained on gender and democracy. In Pader, the partnership with DFID at Pader VocationalCenter led to 39 youth getting training, and out of that, 9youth are already practicing artisans with theirshops/workstations within Pader County Council. Segments Of People That Have Been Positively AffectedThe project has affected various segments of the peoplepositively as below:Youth Leaders and Opinion Leaders: The youth leaders are now ableto attend council meetings and ask for clarifications, and

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follow up on youth programs. A respondent said: “…before theAYDL program, there was gap in information about youth affairs, and now,though we still have problems, at least the youth have AYDL office, and the youthoffice, to ask for information about youth issues.”-Oyoo Richard, Chairman,Youth Council Youth Farmer Groups: The Youth Voices Program trained over 49youth farmer groups, and established Abim Youth FarmersUnion, while also enabling them to access Youth LivelihoodFunds. Students Access to Scholarships: Through advocacy programs, theyouth have been able to address the issues of students fromKampala coming to sit exams in the village and taking thescholarships, as well as State House Scholarships.“…we have worked with AYDL, and we listened to youth leaders, and now, we areaddressing the scholarship issue.” -DEO, Abim District. Unintended Impacts Arising From The OutcomesYouth marching to force employment by NGOs of localresidents, out of the training on assertiveness andadvocacy. This was resolved through negotiation. Aninterview with the DISO proved this: “…the AYDL and other NGOsshould train the youth on how to agitate for change. They should use evidence,and not be forceful when they see the police.” Winyi Gilbert, DISO, Pader.Whether the Project Bringing About Desired Changes in the Behavior of Peopleand InstitutionsThe youth councilor reported more engagement of the youth ingovernance, through asking questions of their leaders aboutdevelopment programs. Further, the district leaders arenow engaging the youth, evidenced by the agreement todiscuss such issues as “charcoal for sex” in councilmeeting, where the youth are burning charcoal but selling towomen from Mbale in exchange for sex, allegedly. Further,there is the agreement to provide youth space as youthcentre, and also the constitution of committees to address

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scholarships, instead of leaving them with the districtwoman MP who was accused of selling the same.

ق� Conclusions and Recommendations

ConclusionsThe implementation of the Youth Voices Project offered a solidplatform for hundreds of youth to organize, reorganize,transform mindsets, and harness their potential toparticipate in development, decision making, and governancebeyond 2011 has been a success. The program hassuccessfully implemented activities spanning trainings,workshops, debates, radio programs, publication of magazine,and training on advocacy skills, all aimed at enhancing thecapacity of the youth to take part in development,governance, and decision making at the local level.Cumulatively, over 1,500 youth have been reached in twodistricts, and real change is already visible in theirorganization, and engagement in advocacy activities withinthe districts, as well as in their partnerships, in youthactivities. In addition, the project has led to extensivedevelopment of AYDL’s capacity in areas of monitoring andevaluation; rights based programming; logical framework andtheory of change; and other programming areas. RecommendationsIn light of the results of this end term review, there arenumerous opportunities for promotion of youth participationin development, governance, and decision making. RelevanceThe media should have been used to spread the message fromproject interventions. There is also need to empower andengage the youth councilors to advocate for key issues

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agreed upon in the foras for council tangible considerations(concrete results) and approval. This calls for a wellthought out capacity building strategy. EffectivenessSince AYDL, and Youth Voices Program is premised on bothcapacity building, as well as advocacy to promote youthspace in governance, the media could have been used more asa key ally in dissemination of project activities, reportsand findings. Further, there is need to shift from targetingyouth individually to more organized civicassociations/groups is crucial for sustainability of theproject results. AYDL should also focus on research on itsadvocacy engagements supporting the local councils andparliaments with factual sources to facilitate decisionmaking. SustainabilityThere a need for an exit strategy over the short term (sixmonths) to ensure sustainability of the initiatives andinterventions. Further, there is need to increase grass rootengagements and establish platforms at the sub county,parish and village levels for youth to discuss effectivestrategies for meaningful youth participation. There shouldalso be a strengthened synergies among partners atgrassroots level or in areas where we work is crucialespecially when it comes sharing best practices, knowledge,harmonizing critical issues like transport refund andavoiding duplication.EfficiencyThe implementation strategy skipped the key element ofbaseline survey, and thus, led to under budgeting, as wellas lack of effective program on gender and participation. Inaddition, communication in change of policies, especiallywith regard to funding, from Diakonia, since it affects

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disbursements, and ultimately, affects the program budgetand timelines of activities. Impact/Reach To increase impact, there is need to redesign anddecentralize future project activities to lower communitylevels such as the sub county level since the real problemsand issues are found at the grass roots. Other RecommendationsThe respondents indicated a need to have an office for youthmeetings, and contact of the youth with other stakeholderswho might be interested in working with them. In the fouryears of the project, the District administration in Abimand Pader are yet to provide physical offices, and hence,there has been lost opportunity for youth engagement withstakeholders. There is need for further improvement on thequality of youth advocacy efforts. The youth still sufferfrom collective, generalized statements of accusation onsubjects of corruption and underperformance. Further, theorganization hire of transport vehicle is both expensive andunreliable. There is need for AYDL to have its own transportmeans.

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ق� Appendices

Appendix 1: Activity Profile of the Evaluation Study

Activity 2days

2days

2days

1day

Planning meetings with AYDL TeamLeaderLiterature review, and assemblingof relevant information Development of the researchinstruments Formative Group Discussions, FocusGroup Discussions and Key InformantInterviews Data editing and data entry; dataand information analysis Draft Report writingInformation Dissemination andSharing (Report Validation)Final Report Submission

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Appendix 2: Project Budget

Activity

budget2011

budget2012

budget2013

budget2014

Approved

Released

Approved

Released

Approved

Released

Approved

Released

CapacityBuilding &Advocacy CoordinationCosts Monitoring &Evaluation RegionalOfficeSupportAdministrationExpensesTOTAL

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Appendix 3: Review Questionnaire End Term Review & Evaluation of Youth Voices Program-AYDLIntroductionThis is a review of Africa Youth Development Link (AYDL)activities in Northern Uganda, under the Youth VoicesProgram, to analyse the extent to which the program has beensuccessful, and to suggest recommendations for improvement.About the Youth Voices in the 2011 Electoral Processes and Beyond

The Youth Voices in the 2011 Electoral Processes and Beyond is a 3-and-a-half year project designed to promote meaningfulparticipation of youth and opinion leaders in decisionmaking, governance and development processes in Uganda by2014. The project seeks to inform and reform the minds ofthe youth into pro-activeness by motivating them to beagents of transformation within their communities throughtaking lead in addressing the prevalent governance anddevelopment challenges. It envisages training and mentoringyoung community leaders and youth civil society activists inPader and Abim districts as a means to facilitate informedand meaningful youth participation in local and nationaldevelopment and governance processes.

Review Framework Questions

For the Review assignment to make an overall independentverification, assessment and analysis about the performanceof the Programme, the consultancy will look at the fiveareas of program evaluation, namely:1) Relevance, 2) Efficiency, 3) Effectiveness,

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4) Sustainability, and5) Impact Of The Project Actions Against Its ObjectiveThese will be analyzed on the background of the:Inputs: the human, financial and other resources expended inundertaking the programActivities: the things that need to be done to achieveoutputs.Outputs: the major direct and immediate visible resultscarried out to achieve the outcomes.

The guiding questions below shall be used to analyse theextent to which the activities, inputs and outputs haveachieved the relevance, efficiency, e effectiveness,sustainability and impact:

Narrative Guiding Questions Effectiveness Were the developmentintervention’s objectiveswere achieved, or expected tobe achieved?

Specific Questions

1. To what extent did AYDLuse the programme toreinforce its core objectivesand increase itsinterventions? 2. To what extent were theobjectives achieved / arelikely to or have beenachieved? 3. Were the activitiesimplemented in accordance

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with the project plans? 4. If not, why? 5. What outputs have beenachieved? 6. Did the partnerorganisations work togethereffectively? 7. What were the majorfactors influencing theachievement or non-achievement of theobjectives?

Efficiency How were the resources(funds, expertise, time,etc.) utilized in the courseof project implementation?

Specific Questions

1. Were the activitieswithin project budget? 2. Were the objectivesachieved on time? 3. Which stakeholders(partners) were used, forwhat, and were their shillsrelevant? (skillsefficiency)?4. Have there been anyunforeseen problems in termsof resources (technical andfinancial) allocation andutilization?

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5. How well were they dealtwith? 6. How could it have beenmade better?

Relevance Were the results of theintervention consistent withthe beneficiaries’requirement, country needs,global priorities andpartners’ and donors’policies?

Specific Questions

1. Did the activities andoutputs meet beneficiariesrequirements?2. Did the project resultsachieve donor requirements?3. Did the activities andoutputs meet country needs?4. Did the activities andoutputs meet globalpriorities?

Impact /Reach

What negative or positiveinfluence of the project isalready foreseen?

Specific Questions

1. How many beneficiarieswere directly or indirectlyreached by the program?2. What real difference hasthe project made to thetargets? 3. What segments of people

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have been positivelyaffected? 4. Have there been anyunintended positive ornegative impacts arising fromparticular outcomes/results? 5. Are there case scenariosthat demonstrate clearly theimpact of the programmeinterventions? 6. Is the project bringingabout desired changes in thebehaviour of people andinstitutions?

Sustainability

Can the results of theactivities prolong afterintervention?

Specific Questions

1. Is there ownership ofthe project?2. Are all key stakeholderssufficiently and effectivelyinvolved? 3. Are alternative oradditional measures neededand, if so, what is requiredto ensure continuedsustainability and positiveimpact?4. To what extent will the

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benefits of the Programmecontinue after completion ofdonor assistance? 5. Are there localstructures created at thelocal community level thatcan be used to enforce theresults?6. What are the majorfactors which are influencingthe achievement or non-achievement of sustainabilityof the project?

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Appendix 4: Reference DocumentsGlobal Level DocumentsACODE Publications (Various)Alert International Publications (Various)The Agenda 21SIDA at work 2009-2013o SIDA Civil Society Evaluation – Synthesis Report, Round 1– DRAFT – 15 October 2015Steps for Developing Rights-Based and Gender ProgrammeContext Analysis.The 2010 program Mid-Term Review Report.Shelter from the Storm Report, 2009National Level DocumentsDisaster Risk Reduction StrategyThe National Disaster Management and Preparedness Policy,2010The Equal Opportunities ActKIDDPNational HIV and AIDS Strategic Framework, 1998National, regional and international human rightsinstruments.NUSAF-IIPRDP-IIThe National Gender PolicyThe Impact of National Land Policy and Land Reform on Womenin Uganda, 2010The National Development Plan 2010/11-2014/15.The NGO Policy, 2010

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The Petroleum Exploration and Production Act, 2010.The Report on Mining Activities in KaramojaThe Uganda ConstitutionUganda Country Report. A multi-year results-orientedevaluation of SIDA’s support to civil society actors indeveloping countries via Swedish CSOs. Round 1 RealityCheck. Final Report, January 2014Uganda Population Report, 2013Uganda status reports on implementation of the CEDAW andother National, Regional and International Human RightsConventions.Uganda Vision 2040AYDL DocumentsAYDL Strategic PlanYouth Voice MagazineAYDL WebsiteAYDL Report on Implementation of AYC Funding ProposalIndicator Tracking ChartAnnual Reports to DiakoniaAppendix 5: Focus Group Discussion Participants (Abim)

Hon. Apaja Godfrey –District Youth ChairpersonNakasamba Joseph –Coordinator Abim District Youth ForumMusoke Lamec – Abim District Planning UnitProssy Awor- Youth Appendix 6: Focus Group Discussion Participants (Pader)

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Appendix 7: Individuals Interviewed

Name Position/Responsibility

Contact(Email/Mobile)

AYDL StaffAhmed Hadji Team LeaderTeopistaKizza

Programme Officer

Hassan Ndugwa Programme Officer

KeyIndividualsWinyi Gilbert DCIO PaderAmnon Bwoch Team Leader LAZDEPOyoo Gilbert Chairman, Youth

Council Ochen Morrish District Planner –

Pader District

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Appendix 8: Consultant’s Profile & Curriculum VitaeOjijo adds value to people by volunteering, andselling something. Ojijo volunteers as an InuaFellow; Rotarian; trainer of investment clubs with Investment Clubs Association of Uganda (ICAU);and coach of women entrepreneurs with TechnoServe Uganda. Ojijo sells his skills as a bestselling author of 40books; a lawyer and guest lecturer in financialservices law, ICT law and law firm management; apublic speaker and consultant in public speaking,financial literacy and collective investment schemes. Ojijo is a social entrepreneur owningwww.lawpronto.com, www.allpublicspeakers.com,www.achibela.com, www.luopedia.com, www.parara.org,www.bankitgroup.com, and www.ajuoga.com. Ojijo is also a performance poet, armature pianist,socialist political party member; and believer in openreligion. With particular reference to strategic projectplanning and evaluation, Ojijo has worked withvarious organisations in Kenya and Uganda in strategicplanning (Kenya Human Rights Commission; InvestmentClubs Association of Uganda; InformedInvestors;Finance SACCO; Ministry of Gender SACCO; NsamiziSACCO), program development (Private EducationDevelopment Network; 4Cs; Credo Kenya), monitoring andevaluation (Private Education Development Network;Uganda Muslim Youth Development Forum-UMYDF), to namebut a few. You can reach Ojijo at Email:[email protected] or mobile phone: +256 776100059

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http://ojijosfireplacestories.blogspot.com/

http://www.ajuoga.com/

http://www.bankitgroup.com/

http://www.parara.org/

http://www.luopedia.com/

http://www.achibela.com/








Find attached a complete Curriculum Vitae of theConsultant.

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Appendix 9: Terms of Reference and Deliverables Main ObjectiveThe objective of this project will be to conduct an end termreview of the Youth Voices In Elections: 2011 and Beyondprogram, which was implemented by Africa Youth DevelopmentLink (AYDL), over a period of 31/2 years from 2011 Januaryto June, 2014.The end-term review will provide the programme stakeholders(AYDL, AYDL Partners, AYDL donor-Diakonia, the Embassy ofSweden) and the wider public with sufficient information tofacilitate decision making with regard to future engagementsand programs.Specific ObjectiveThe specific objectives of the end term review will be asbelow:1. Make an overall independent verification, assessment and analysis aboutthe performance of the programme, paying particular attention to the relevance,efficiency, effectiveness, sustainability and the impact of the project actionsagainst its objectives. 2. Provide recommendations for formulating a plan of action forimprovements of the programme in the coming months and futureprogramming.Deliverables The Consultant will prepare and produce the Mid-Term ReviewReport featuring a comprehensive Programme outlook andfindings – in both qualitative and quantitative form -clearly informing the Client on the results of theconsultancy. In particular, the Consultant will facilitatethe preparation and production of the following deliverablesand outputs: 1) Produce an inception report, which includesmethodologies to be used, work-plan, category of persons to

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be interviewed, activities to be examined and an outline ofthe Mid-Term Review Report. 2) A Debriefing at which the Consultant will presentpreliminary findings, analysis and recommendations of theAssignment upon coming from the Field Mission. 3) Produce a draft report for the Client for comments4) Validation Meeting facilitation, at which theConsultants will present the draft report to client andpartners and receive comments. 5) A Final End-Term Review Report incorporating commentsfrom the Client submitted to the Client.The Responsibilities of the ConsultantThe Consultant is constituted by a high caliber team ofexperts with proven track record and who have cumulativelyundertaken a series of assignments at international,national and regional levels, in both qualitative andqualitative design assignments, strategic plans, socio-economic surveys, policy analysis, and regional assessments,among others. Consequently, the consultant will ensure production of highquality outputs, guided by: Strict adherence to contract terms, work schedule, staff availability allwithin the agreed timeline. Working closely with the Client and the Reference Team to ensure effectiveand efficient delivery of the assignment quality outputs on time. Execute the assignment with reasonable skill and care and withinreasonable timeframe. Provide all necessary expertise to accomplish the assignment. Prepare and submit Draft and Final Reports for review, as well as apresentation (debriefing workshop/s) to the Client/Reference Team. It is further understood by the Consultant that the information obtained orlearned while working on behalf of AYDL is proprietary and confidential.

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Responsibilities of the Client (AYDL)To ensure effective execution of the assignment, the Clientwill take responsibilities to: Issue contract and provide overall coordination and guidance for theexercise including planning and implementation of the assignment Participate in and coordinate the Reference Team and quality assuranceprocesses, draft and final reports. Track progress of tasks within the timeframes and assess the quality ofproduct Ensure the logistical requirements are met to enable a prompt delivery ofthe outputs of the consultancy. Assist the Consultant to make contact with other relevant stakeholdersinvolved in the meetings, preparations and consultations (Prepare anIntroductory Letter to aid introduction of the Consultant to Relevant Authoritiesand Respondents). Provide liaison assistance to obtain any other information and documentsrequired by the Consultant which are considered essential for the properexecution of assignment. Appendix 10: End Term Review Budget

Item Number

Units Days Rate Total

Professional Fees Professional Fees

1 Person 8 100,000

800,000

Sub-Total 800,000 Transportation, Accommodation & Communication TransportfromKampala

1 Person 2 50,000

100,000

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to Abim &Pader &Back Accommodation &Meals

2 Bed,Breakfast,Lunch &Supper

4 50,000

200,000

Communication(Airtime& Data)

1 Airtime andData

- 20,000

20,000

Sub-Total 320,000 Other Expenses Miscellaneous

1 Lumpsum 1 80,000

80,000

GrandTotal

1,200,000

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Appendix 11: AYDL Capacity Building Trainings

TRAINING TRAINER STAFF TRAINED IMPACTFundraisingand ResourceMobilisation2011

Diakonia

Martin andZaina

-Both staff leftthe organisation,however, theknowledge wasshared with otherstaff and has beenvital in thesustainability offinances for theorganisation.

MonitoringandEvaluationheld inAugust 2012

Diakonia

Martin Wanzalaand Ahmed Hadji

-Revised projectlog frame-M&E strategy

FinancialTraining inQuickBooksaccountingsystem 2013

Diakonia

Nanteza Lillianand NankumbaPhiona theadministrativeassistant

Systematisedaccounting throughthe use ofQuickBooks

Participatory Monitoringand Advocacy

Diakonia &SENDWestAfrica

Teopista Kizza,EkakoroFredrick Etori

The approach hasbeen adopted inthe organisationaladvocacy strategywith success.

Appendix 12: AYDL Staff Profiles (Project Staff Capacity)

STAFF DESIGINATION LEVEL OF EDUCATION

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AhmedHadji

Team Leader -Bachelor of Arts degree inSocial Sciences from MakerereUniversity -Advanced certificate inConflict Analysis from theUnited States Institute of Peaceon a distance learning program, -A post graduate diploma inproject planning and management-Pursuing a Masters of Arts inDemocratic Governance and HumanRights at Uganda MartyrsUniversity Nkozi, he has 5 yearsworking experience

NantezaLillian

Finance andAdministrativeOfficer

-Bachelor of Science inAccounting-Kyambogo University-Certificate in QuickBooksaccounting system from Multitechbusiness school with 5 yearsworking experience in the samefield

TeopistaKizza

ProgramCoordinator

-Bachelor’s degree in MassCommunication-MakerereUniversity and 5 years’ workingexperience

HassanNdugwa

ProjectOfficer

-Bachelor of Arts socialSciences-Makerere University andcurrently pursuing a masters inlocal governance and Humanrights at Nkozi University with5 years working experience

EkakoroFredrick

ProgramAssistant

Bachelors of Community BasedRehabilitation Kyambogo

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University 1 year workingexperience

ApioSecondina

ProgramAssistant

Diploma in Development studiesand is currently pursuing adegree in the same-3 yearsworking experience

NankumbaPhiona

Finance andAdministrativeAssistant

Bachelors of science in businessstatistics and currentlypursuing an online masters inFinance and Control at AmityUniversity India. She has 2years working experience

AlexLabejja

VolunteerField OfficePader

Bachelor of Science in Surveying

NakabiraNashiba

Volunteer HeadOffice

Bachelor of Social Science,majoring in PublicAdministration -KyambogoUniversity

ClarenBilal

Volunteer HeadOffice

Bachelor of Office andInformation Management

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INCEPTION REPORT

ق� WHAT IS AN INCEPTION REPORT?

An inception report is a document indicating how aconsultant will carry out the consultancy agreement. It isproduced after an agreement on the contract terms, butbefore signing of contract, and or start of consultancywork. It is meant to convince the client that the consultant hasthe requisite skills to do the job.

ق� CONTENTS OF AN INCEPTION REPORT

An inception report contains the following sections:cover page: this gives the title of the project,implementing organisation and address, and consultant nameand address. executive summary: this section summarises the content ofthe inception report, by summarising the appreciation ofbackground and context of the study; consultant’s profile;terms of reference and deliverables; and detailedmethodology.table of contents: this lists the contents in the inceptionreport, with pages;list of abbreviation: this section lists the acronyms, andtheir full citation.introduction: this is a paragraph introducing the documentas an an inception report of the particular project. appreciation of background and context of the study: thisrestates the background and context, and shows that theconsultant understands the project details effectively to

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carry out a review. This section also lists the organisationprofile, including philosophy, activities, and leadership. consultant’s profile: this section lists consultants’profile, work experience, and expertise, generally, as wellas in reference to the specific project.terms of reference and deliverables: In this section of theinception report, the consultant lists the terms ofreference, expected deliverables and timelines, andresponsibilities of both the consultant, and the client. methodology: in this section, the consultant lists theresearch phases, research design, data sources andcollection methods, data validity and analysis, samplingmethods and procedure, as well as validation andpresentation of final report.Appendix: the appendix lists the attachments to the report,and include detailed budget, curriculum vitae ofconsultants, implementation plan of the evaluation, andother related items.

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ق� SAMPLE INCEPTION REPORT


Inception ReportForEnd-Term Review of the Youth Voices In The 2011 ElectoralProcesses And Beyond Program Implemented by Africa YouthDevelopment Link (AYDL) Between 2011-2014

Submitted To:

African Youth Development Link (AYDL)Plot 2, Agape Rd,Ntinda– KampalaP.O Box 4364, Kampala, UgandaEmail: [email protected]: www.aydl.org

Submitted By:Ojijo O.M.P (Independent Consultant)c/o All Public Speakers LimitedA: Tirupati Mazima Mall. Nsambya, Ggaba-Road, Plot 2530, P.O. Box 34416. Landline: +256 41 4696004/31 251 7908 Mobile: +256 776 1000 59.Email: [email protected] Website: www.allpublicspeakers.com

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http://www.aydl.org/



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ق� Sample introduction: The End Term Review

This report is an analysis of the activities for the “YouthVoices in the 2011 Electoral Processes & Beyond” projectaimed at engaging youth rights holders and duty bearers fromAbim and Pader districts as part of the wider effort toestablish a sustainable, informal and interactive forum foryoung people’s meaningful participation in governance anddevelopment policy processes for sustainable youth andnational development. The project is funded by Diakonia-Uganda and the Government of Sweden.

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ق� Sample Appreciation of Program Background & Context

This section lists the program summary, main project goal,specific objectives, outputs, and activities, as well asimplementation program, target group, including riskmanagement plan, monitoring and evaluation plan,implementation team, implementation phases, and strategicapproaches. A sample is the same as the section of” Program Background &Context” in the Evaluation Report above.

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ق� About African Youth Development Link (AYDL)

This section lists the organisations information, coveringthe following areas:philosophyproducts/services/activitiespeople (board, management, staff)profitability (activities already done successfully,successes, recipients, etc)partners (including the utility service providers,professional service providers, strategic partners, as wellas suppliers)processes (which lists the policies, strategies, andguidelines of actions and approaches)plan (this refers to the future of the organisation, aftercompletion of the program phase, or program, entirely).

A sample organizational profile is already given inEvaluation Report above.

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ق� Consultant’s Profile (Ojijo Pascal Al Amin)

This section lists the consultants’ capacity to carry outthe work, as already addressed in the section on ConsultantsCapacity in “Evaluation Report” above.

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ق� Terms of Reference , Deliverables & Responsibilities

This lists the scope of work of consultant, the timeline ofthe work, the deliverable outputs, as well as theresponsibilities of both the consultant, and the client.A sample terms of reference is already provided in theEvaluation Report Appendix.

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ق� Approach and Methodology

This section lists the step by step process of conductingthe evaluation, and includes the consultancy phases,research design, data collection, data types and sources,data validity and reliability, data analysis andpresentation, and sampling methods and procedures. It alsoincludes validation of research findings, as well asassumptions and limitations of the evaluation exercise. A sample methodology is already provided in the EvaluationReport section on “Methodology”.

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ق� Appendices

The appendices for inception include:

¯ Detailed Budget for the End Term Review of Youth Voices Program ¯ Activity Profile of the Evaluation Study ¯ Review Questionnaire ¯ Proposed ETR Report Outline¯ Reference Documents

Samples of all these appendices are already provided for inthe Evaluation Report.

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BASELINE/ENDLINE SURVEY STUDY REPORT

ق� WHAT IS A BASELINE /ENDLINE STUDY?

A Baseline/Endline study simply put is a study that is doneat the beginning of a project to establish the currentstatus of a population before a project is rolled out. Anendline study, on the other hand, is run after a project hasbeen done. They both provide quantitative information on the currentstatus of a particular situation – on whatever study topic – in a given population.It aims at quantifying the distribution of certain variables in a study populationat one point in time. Baseline/Endline surveys are an important part of any M&Eprocess.

ق� BASELINE/ENDLINE STUDY VIS-A-VIS PILOT STUDY

While most people confuse a Baseline/Endline study and apilot study, these two are not synonymous. A pilot study,unlike a Baseline/Endline study attempts to establishwhether it is feasible or worthwhile to undertake a project.In which case, pilot studies are undertaken so as toestablish or verify a project idea. A Baseline/Endline studyon the other hand is done after a decision to implement aproject has been made. In other words, pilot studies areconducted to identify project ideas, while Baseline/Endlinestudies are done to act as a benchmark for measuring projectsuccess or failure.

ق� IMPORTANCE OF BASELINE/ENDLINE STUDIES

Baseline/Endlines surveys are important for any project forthe following reasons:

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ق� It Is A Starting Point For A Project:

One important, and recommended, way of starting a project isto carry out a Baseline/Endline study. Through its results,a Baseline/Endline serves as a benchmark for all futureactivities, where project managers can refer to for thepurposes of making project management decisions.

ق� Establishing Priority Areas/Planning:

Baseline/Endline studies are important in establishingpriority areas for a project. This is especially true when aproject has several objectives. The results of aBaseline/Endline study can show some aspects of a projectneed more focus than other while others may only need to begiven little focus. Take for example a project on HIV andAIDS. A Baseline/Endline study may show that while there isgenerally high public information on awareness of risk andprevention strategies, these strategies are either non-existent or inaccessible. In this case, project output wouldfocus more on improving access to prevention strategies andlittle on doing media campaigns and community mobilization.

ق� Attribution:

Without a Baseline/Endline, it is not possible to know theimpact of a project. A Baseline/Endline study serves thepurpose of informing decision makers what impact the projecthas had on the target community. Accordingly, along withother strategies such as use of control groups, it alsohelps in attributing change in the target population to theproject.

ق� Baseline/Endline Tools Are Used For Evaluation:

The tools used during a Baseline/Endline study are normallythe same tools used during evaluation. This is important for

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ensuring that management compares “apples to apples”. Assuch, conducting a Baseline/Endline means that time andother resources for designing evaluation tools are minimizedor even eliminated altogether.

ق� Donor Requirement:

In most cases, it is a donor requirement that aBaseline/Endline study is carried out as part of the programprocess. Since M&E is integral for any donor to establishfuture project success, they might, and always do compelimplementing organizations to carry out Baseline/Endlinestudies.

ق� WHEN SHOULD BASELINE/ENDLINE SURVEYS BE CARRIED OUT?

Just like the name suggests, Baseline/Endline surveys shouldbe carried out at the very beginning of a project and forobvious reasons. Any manager wants to ensure that anypossible impact of a project is captured at the evaluation.Where a Baseline/Endline study is conducted after projectactivities have already been initiated, the accurate pictureof the initial status cannot be reflected since the projectis already having some impact, however little. It istherefore always best practice to conduct a Baseline/Endlinebefore project implementation.

ق� ALTERNATIVES FOR BASELINE/ENDLINE STUDIES

If there is still a long way to go for the project and aBaseline/Endline wasn’t conducted, managers can alwaysconsider conducting a study to act as a Baseline/Endline.However, if at the end of a project there was noBaseline/Endline study conducted, there are a few

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alternatives to consider for the purpose of measuringproject success.

ق� Using Previous Studies As A Baseline/Endline:

Several studies are conducted by different agenciesincluding national surveys and sectorial surveys. Managerscan always consider surveys that were conducted by otherorganizations at the project inception as Baseline/Endlinestudies. For example, national HIV and AIDS surveys can actas Baseline/Endline data and compared to end of evaluationresults.

ق� Selecting A Homogeneous Group To Act As A Control Group:

Another alternative is to identify a group with homogeneouscharacteristics to the project target population and conducta study on the two groups. The selected group then acts as acomparison group to measure success. The disadvantage ofthis strategy is that true homogeneity is usually verydifficult to establish. As a matter of fact, it usuallyalmost never exists.

ق� THINGS TO CONSIDER WHEN CONDUCTING BASELINE/ENDLINE STUDIES

ق� Indicators:

Before conducting a Baseline/Endline study, it is importantto identify the indicators for the project. The indicatorshelp in the designing of the questionnaire and also indetermining evaluation indicators. The type of indicatorscould also dictate the type of data to collect and how theanalysis of the data will be done.

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ق� Study population and sampling:

The study population is most often the project targetpopulation. Establishing the boundary so as to ensure thesample is only limited to the target population isimportant. Also related is the sampling procedure. The mostcommon one is the simple random sampling. However, sometimesthis is not possible because of various reasons, which mightmean that a different sampling procedure is considered.

ق� Partners:

In some cases, it could necessary to involve otherorganizations in the Baseline/Endline survey. This isespecially viable if “similar” projects share a startingtimeline and share a target group, most often by projectssharing a donor. This normally saves costs an increasesconfidence in the Baseline/Endline results.

ق� Funds:

Availability of funds will dictate the intensity and scopeof the Baseline/Endline study. More funds might also meanthat both quantitative and qualitative methods are adopted,while limited funds might imply that an organization onlygoes for quantitative methods.

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ق� SAMPLE BASELINE/ENDLINE STUDY REPORT

ق� The Executive Summary

This should not be more than one and a half pages long andshould contain a summary of the major findings of the studyand their significance as well as a summary of therecommendations. This should be written in such a way thatpeople who don't have time to read the entire report couldget the gist as quickly as possible. If the team succeeds inmaking this section of the report persuasive, it might evenmake such people eager to read the entire report.

ق� The Introduction

This should contain the following sections:

I. Background to the study and why the study;II. Where and when the study was conducted;III. Who paid for the study;IV. Who conducted the study;V. What methods were used, how the sample was selected andwhy?;

VI. Practical problems or limitations encountered; andVII. Reliability of results.

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ق� Presentation Of Findings

This section is the heart of the report. It should point outthe findings of the study and their implications to thepurpose of the study. This is where the tables and graphsappear and they should be explained with text. Do not repeatthe content of the tables and graphs in the text; insteadshow the reader the importance of the findings and relatethese to the issues under discussion.

ق� Conclusions and Recommendations

This is another part of the report that people who are in ahurry tend to read. This means that it should be given a lotof thought before it is written. No unsupported claimsshould be made since many readers use the quality of thissection as a yardstick for measuring the whole work.

Do not assume that the conclusions and recommendations arecast in stone. They should be seen as the starting point ofdiscussions and even debates on the line of action to betaken to address the issues revealed by the study.

Often the veracity or truthfulness of the findings isquestioned during presentations. Be ready to defend them ina diplomatic but emphatic manner with information in yourpossession.

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ق� Bibliography

List the books and publications consulted for preparing thestudy.

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Stupid Writers - Ojijo’s Guide to Writing Articles, Books, Reports, Plans, Profiles & Proposals

Documents

Transcript of Stupid Writers - Ojijo’s Guide to Writing Articles, Books, Reports, Plans, Profiles & Proposals