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Future Lights Association

Improving the Quality of Life Project

Improving the Quality of Life for El


Khosous and Zaraeb Ezbet El Nakhl
Areas Project
Projects Proposal
Submitted to:
Drossos, Egypt Office
Submitted by:
Future Lights for Development
Organisation
12 December 2012

Future Lights Association

Improving the Quality of Life Project

II - TABLE OF CONTENTS
I - FRONT PAGE:....................................................................................Error! Bookmark not defined.
II - TABLE OF CONTENTS.....................................................................................................................2
III PROJECT SUMMARY:.....................................................................................................................3
IV PROJECT CONTEXT AND ANALYSIS:........................................................................................4
Description of the Area & Population:..................................................................................................4
Area Problems:......................................................................................................................................4
Poor Living Conditions:...................................................................................................................4
Health Problems:..............................................................................................................................5
Education:.........................................................................................................................................5
Infrastructure Problems:...................................................................................................................5
Unemployment:................................................................................................................................5
Lack of Civil Society Organizations:...............................................................................................6
Opportunities for the Project:................................................................................................................7
FLDO Initiative with CIDA:.................................................................................................................7
V OBJECTIVES, RESULTS, ACTIVITIES, INDICATORS (LOGFRAME).......................................9
A. Overall Objective:............................................................................................................................9
B. Specific Objectives:..........................................................................................................................9
C. Results:.............................................................................................................................................9
D. Methodology:.................................................................................................................................10
E. Proposed components/interventions and activities:........................................................................11
F. Logical Framework....................................................................................................................26
VI DIRECT AND INDIRECT BENEFICIARIES...............................................................................32
Table of Targeted Beneficiaries per Activity per Semester:...............................................................33
VII - DESCRIPTION OF THE PARTNER ORGANIZATION..............................................................34
A. Organizational chart.......................................................................................................................35
B. Job Profiles and Team Qualifications:............................................................................................36
C- Management Procedures:...............................................................................................................40
X MONITORING, EVALUATION AND REPORTING:....................................................................42
Outline of M&E Frame:......................................................................................................................43
X SUSTAINABILITY:.........................................................................................................................51
A. Financial Sustainability:.................................................................................................................51
a) Internal Sources of Finance:.......................................................................................................51
b) External Sources of Finance:.....................................................................................................52
c) Volunteerism:..............................................................................................................................53
B. Operational Sustainability:.............................................................................................................53
a) Project Visibility:........................................................................................................................53
b) Design of the Project:.................................................................................................................53
c) Implementation of the Project:...................................................................................................54
d) Sustainability Plans:...................................................................................................................54
C. Administrative/Managerial Sustainability:.....................................................................................54
D. Outcome Sustainability:.................................................................................................................54
XI ANNEXES:......................................................................................................................................56
Annex I Budget................................................................................................................................56
Annex II Workplan...........................................................................................................................56
Annex III Organizational Chart of the Project.................................................................................56
Annex IV FLDO Organizational Chart............................................................................................57

Future Lights Association

Improving the Quality of Life Project

III PROJECT SUMMARY:


The proposed project has been submitted by Future Light for Development
Organization (FLDO), a non-governmental organization registered with the Ministry
of Social Solidarity. The projects overall objective is to contribute to improving the
quality of life for youth and women in El Khosous and Zaraeb Ezbet El Nakhl. The
target area is one of the main slums areas of informal garbage collectors (Zabaleen) in
Cairo. It has over 10,000 families, the majority of them earns their lives through doorto-door garbage collection and the sorting of organic material from metal, glass and
paper. The livelihood of the community has been threatened several times in the
recent years, first with awarding of contracts to with multinational garbage disposal
companies then by the order to slaughter all pigs, the Zabaleens most precious asset,
in response to national fears over the possible spread of H1N1 influenza. The
cumulative effect of these decisions has been a further deterioration of the poor
economic and living conditions of the local population.
FLDO has been working in El Khosous and Zaraeb Ezbet El Nakhl for four years
during which it has built substantial knowledge of the area, has been able to assess the
problems that the population suffers from and has created linkages with local leaders
and built trust within the community. FLDO has identified the deteriorating living
conditions due to rising unemployment as one of the main problems to address to the
community. Through this proposed project, FLDO is aiming at improving the
economic status and quality of life of 1000 youth and women over 3 years.
Specifically, the projects objectives are to:
1. Increase the income of 200 youth/women through improving their waste

recycling skills.
2. Create job opportunities for 800 unemployed youth/ women in the project
area within 36 months through acquiring vocational skills and establishing
small projects aiming to improve the revenue of 90% of women and youth
3. Enhance marketing and sales skills of 500 target youth/ women.
4. by the end of 36 months, constitute and empower 25 community leaders about

the essential skills related to community issues , in order to solve 9


community issues during the three years of project duration
By the end of the project period, FLDO will support the creation of multiple economic
and life opportunities for women and youth through a set of comprehensive and
complementary interventions including: vocational training, linking the job seekers
with labor market, business skills training, marketing training skills and access
to micro loans

Future Lights Association

Improving the Quality of Life Project

IV PROJECT CONTEXT AND ANALYSIS:


Description of the Area & Population:
El Khosous is located at the northern borders of Cairo. The area is bordered by
Ismailia road and lake (from Mostorod till El Khanka and Sariakos areas) from the
North, El Marg and Ezbet El Nakhl from the west. While the areas of Mostorod, El
MAtareya and Ein Shams El Gharbeya lie on its southern borders. Cairo ring road
runs across the area of El Khosous. The total area is around 16kms. A large street
called "Shari3 El Sharekat" or "Companies' Street" separates the area from the capital
city and includes a number of major companies such as: Misr Petroleum Company,
Petrogas, Cairo Petroleum, Cooperation for Petroleum, Mobil, Shell, Chiny for
Chinaware, El Nasr for glass production, Cairo water station, El Saad for Aluminum.
The total number of inhabitants of El Khosous exceeds 2.5 million according to the
population statistics of 2010. Price of residence in the area is cheap which attracts
immigrants from Upper and Lower Egypt and is mainly contributing to overcrowding. However, the Ministry of Health records indicate that the total number of
inhabitants is only 400,000 people. As a result, the government is actually dealing
with the area according to this misleading statistics which is reflected in problems
related to water, sewage, electricity, health and unemployment. The fact that part of
the area is located in Cairo while another part is located in Kalioubia largely
contributes too many of the problems the area is suffering from; as there is continuous
shifting of responsibilities and no clear definition of roles regarding this area. It is
worthy to mention that El Khosous used to be an agricultural village that was
transformed to an urban slum area congested with buildings and small streets in
absence of government supervision.
The majority of families that live in the area earn their living through door-to-door
garbage collection from the residents of Cairo. The collection of garbage is done for
nearly no charge and garbage collectors (Zabaleen) then sort organic material from
metal, glass and paper. Almost all Zabaleen family members are engaged to garbage
sorting and recycling including children and the elderly. The families depend mainly
on the hand-picked food scraps from the garbage they collect.
Area Problems:
Poor Living Conditions:
The living conditions in El Khosous and Zaraeb Ezbet El Nakhl are very poor and the
community is suffering from several environmental and health-related problems; there
is excessive air pollution characterized by high concentration of gas and heavy metals
in the air due to piling-up of trash and the incinerators burning amongst the homes. As
a result, inhabitants suffer from deteriorating health, spread of diseases (especially
tetanus and skin diseases) and high rates of infant mortality. The livelihood of the
Zabaleen community has been threatened several times in recent years. In 2003 the
Cairo Municipal Authority decided to award annual contracts to multinational garbage
disposal companies and informal garbage collectors were not compensated for these
changes. In 2009, they faced a new major challenge as the Egyptian Ministry of
Agricultural and Land Reclamation ordered the slaughter of all pigs in urban areas in

Future Lights Association

Improving the Quality of Life Project

response to national fears over the possible spread of H1N1 influenza. These
decisions negatively affected the livelihoods of the Zabaleen as it destroyed the
garbage recycling system. In addition, the Zabaleen lost the economic value of the
pigs that used to be sold to pork meat traders. The community is still suffering from
the repercussions and unemployment increased as a large number of collectors were
forced to abandon their work.
Health Problems:
The area suffers from lack of hygiene. Garbage and sewage cover almost 1/3 of the
total area.
There is a lack of a proper solid waste management in the community and the disposal
of organic waste is done primarily through incineration for the lack of knowledge and
tools for turning it into organic fertilizers. Zabaleen resort to the process of
incineration which is a "thermal treatment" that involves the combustion of organic
substances contained in waste material. This primitive process results severe health
hazards including prevalence of lung cancer in the area... A random test was
conducted on 110 trash collectors showed that 108 of them carried Hepatitis B; this is
very critical in view of the deteriorating living conditions and the lack of medical
services in the area and the general lack of awareness.
Education:
Deteriorating educational services is one of the major problems that El Khosous and
Zaraeb Ezbet El Nakhl are suffering from. The area doesn't include enough schools to
encompass the large number of students.
The lack of adequate education had subsequently led to the increase of unemployment
rate among youth, who lack the basic education and training requirements for the job
market.
Infrastructure Problems:
The area also lacks basic infrastructure necessary for the life of its inhabitants. Potable
water is not available regularly. Inhabitants use underground water for drinking and
cooking. Electricity is not constantly available and there is no telephone service
available. The area needs a proper sewage network in addition to specific places for
garbage collection and sorting. The area also lacks adequate transportation services.
Unemployment:
The area suffers from high unemployment rate amongst youth and women and the
prevalence of temporary and unstable employment for men, causing the deterioration
of the economic status and the increase of family problems as well as crimes.
Unemployment is notably high among youth and women reaching 60%. A survey
conducted on 500 women/youth in the area showed that all of them lacked job-market
skills. As a result, they join day-to-day work tasks that don't require specific skills
(e.g. helping builders, carrying heavy weights) at very low prices.

Future Lights Association

Improving the Quality of Life Project

Youth in the area lack job-market skills which decreases the already scarce
employment opportunities for them. Youth of the community are mostly uneducated.
As children of Zabaleen families, they were planning to be part of the trash-sorting
and recycling business. The slaughter of the pigs ruined their plans and left them with
no prospect source of income. With the pig slaughter, many of the inhabitants
abandoned garbage sorting and recycling. Women in particular were adversely
affected because most of them depended primarily on sorting as a source of income
given their underprivileged situation in the community, lack of education and lack of
opportunities for starting-up income-generating activities.
The deteriorating security conditions as repercussion of the revolution have worsened
the problem of unemployment. Many youth closed down their small business. In
addition, many girls and women abandoned their work out of the area as they found it
insecure.
Based on the scale of this problem and the prevalence of unemployment, the project's
interventions mainly targets youth and women with activities that will improve their
deteriorating economic status.
Lack of Civil Society Organizations:
There is a lack of civil society organizations that can provide support to the
community members in the form of training, capacity building, awareness-raising,
improving infrastructure, provision of support services and provision of loan and
credit facilities. Zabaleen families were so focused in their traditional business that
they lacked knowledge of other income-generating activities. Besides, there are no
centers that provide training or capacity building services on starting-up and running
projects in the area.
In addition there is a lack of financial institutions (banks, post offices or CDAs) that
provide access to financial services. This hampers youths ability to create income
generating activities.
The project will provide alternatives for community members on several levels:
Providing training and capacity building needed for raising target groups'
knowledge and skills on recycling.
Generating income for target groups through micro-loans and small projects
establishment.
Raising community awareness on solid waste management and critical health
issues.
Training and formation and activation of a community committee and building
the committee members' capacities to assess community needs.
Through the projects' interventions, economic conditions of the target groups'
households will improve substantially. The establishment and continued presence of
compost nursery and workshop recycling waste materials, both project interventions,
will also result in substantial improvement to the environmental conditions of the
area. This, together with raising target groups' and their families awareness on solid
waste management techniques and health issues, will also have a positive impact on
the deteriorating health conditions of the area.
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Improving the Quality of Life Project

FLDO Initiative with CIDA:


In response to these problems, FLDO has, in coordination with the Canadian
International Development Agency (CIDA) introduced a solid waste management
initiative while creating jobs for unemployed youth. The initiative, which was the
creation of a paper recycling workshop, had as its main objectives to contribute to
environmental protection, ensure the availability of resources for producing paper and
providing youth with job opportunities. Through this proposed three year project
FLDO will build on this experience and work to address the economic problems
resulting from the lack of economic opportunities in the target area, poor marketable
skills and the lack of credit and funding. This will become possible through the
introduction of a comprehensive approach which will expand an established recycling
workshops services and scope of work and services, providing skills and vocational
training, linking youth and women to employment opportunities, providing
beneficiaries with business skills training, establishing a revolving micro credit fund
and providing support to youth and women in marketing their products. All
interventions will be supported by the buy in and support of community committees
responsible for facilitation and future sustainability.
Opportunities for the Project:
On the other hand, the following represent opportunities for the project:
1- FLDO has got strong relationship with the government officials in the targeted
areas and specific relation with the governor of the city.
2- FLDO has got cumulative experience in the fields of vocational training,
waste-management, micro-loans, small project management and an
experienced team capable of running these interventions. In addition, the
organization has got strong relationship with partners in these fields including:
CRS, CCFD, CIDA and El Fanar. Through mentioned cooperation, FLDO has
built a lot of experience in job creation, vocational training, and mobilizing
youth and women to pursue income generation activities.
3- FLDO has long experience in the field of training through Intilaqa initiative,
which is supervised in Egypt by Shell Egypt and the British Council in Cairo.
The Executive Director of FLDO is one of the initiative's trainers and a
member of the Consultative Committee. FLDO is one of the most important
partners in the program, since about 5 years and we still enjoy an integrated
partnership
4- In 2011 , FLDO was able to provide business training (intelaqa) for 700
youth, 19% of whom secured sustainable jobs according to intelaqa's
evaluation. This percentage (19% ) exceeds the global level according to the
international standards of such programs that doesn't exceed 10%, since it is a
small intensive program that focuses onlt on principal administrative business
training. The proposed project, in cooperation with Drosos, would be integral
since it will provide administrative and technical training, financial support
and recruitment which are not included in intelqa program.
5- In the same year, we created job opportunities to 90 youth / women from the
total of 102 who have been trained in the vocational training.
6- In coordination with CRS, FLDO trained 450 workers and was able to secure
temporary jobs for them in coordination with neighborhood and city
department.

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Improving the Quality of Life Project

7- FLDO enjoys good relationship with the beneficiaries; there are strong ties
bonding the organization's team with the community people, volunteers and
leaders.
8- The living conditions of the targeted groups will make them more responsive
to the project interventions and will guarantee their engagement and
dedication to the project work.
9- The absence of CDAs applying the concept of comprehensive development in
the area will effectively contribute to the success of the project as there are no
alternatives to the services provided by the project.
10- FLDO is currently managing a wood works workshop specialized in
producing educational products in the same area where the project is to be
implemented. Currently the workshop covers 50% of expenses from profit.
FLDO is currently preparing a financial and marketing plan in coordination
with Business School University in London.
11- The internal financial and administrative systems of the organization provide
strong indicators for the organization's capability to manage the project to
success, for example, the organization has been implemented the following:
The insurance of assets and trustees of treasury
Monthly balance review that we submit to the board of trustees
Financial report to do the comparison between the planning and the
implemented procedures
Record of books in hard and soft copies for financial operations
12- FLDO has got substantial experience in the field of micro-credit and microloan management. The organization has been implementing a loan programme
since 2006. Through this programme, the organization issued 400 loans to
beneficiaries of a project for "Keeping Cairo's Air Clean" funded by the
UNDP. The total amount of the loans disbursed was LE 150000 and reached
180000 after loan rotation. This money was integrated into the main activities
of the project as per the grant agreement.
13- In addition, FLDO is currently implementing a rotating loan programme for
CDAs and individuals. The programme started with a capital of LE5000 and
was increased to LE10000. The loan reimbursement rate reached 100%.
14- It is also worthy to mention that the organization's General Manager is the
founder of the loan programme of CEOSS. He also contributed to establish the
loan programme of Plan Egypt, CIDA and CEDPA. He also participated in
establishing and evaluating numerous loan programmes including projects of
the Social Development Fund financed by the World Bank.

Future Lights Association

Improving the Quality of Life Project

V OBJECTIVES, RESULTS, ACTIVITIES, INDICATORS (LOGFRAME)


The following presents a detailed description of the overall and specific objectives,
results and activities and it is followed by a logical framework which summarizes
these and includes indicators at each level.
A. Overall Objective:
Contribute to improving the quality of life for 1000 youth and women in El Khosous
and Zaraeb Ezbet El Nakhl.
FLDO seeks to achieve the following specific objectives through the proposed project
by the end of its 3-year term:
B. Specific Objectives:
1. Increase the income of 200 youth/women through improving their waste
recycling skills.
2. Create job opportunities for 800 unemployed youth/ women in the project
area within 36 months through acquiring vocational skills and establishing
small projects aiming to improve the revenue of 90% of women and youth
3. Enhance marketing and sales skills of 500 target youth/ women.
4. by the end of 36 months, constitute and empower 25 community leaders about
the essential skills related to community issues , in order to solve 9community
issues during the project duration
C. Results:
R1.1: 200 youth and women have improved solid waste management and recycling
skills.
R1.2: 200 youth and women are using project established equipment to apply their
recycling skills and income generation.
R1.3: 100 youth and women used micro-loans received from the project in
establishing and managing small projects related to recycling of waste
material.
R2.1: 800 youth and women have improved vocational skills that suit market needs.
R2.2: 550 youth and women have sustainable jobs in workshops and factories in the
surrounding area or are providing their community with needed
services/products.
R2.3: 250 youth/women engage in income-generating activities or start-up small
projects with the support of micro-loans provided by the project.
R3.1: Target youth and women possess adequate awareness on project management
and development.
R3.2: youth and women managing small projects have enhanced ability to market
their products.

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Improving the Quality of Life Project

R3.3: 40% of youth and women managing small projects receive marketing support
from the project.
R4.1: Committee members have gained basic skills for community organization and
addressing community needs.
R4.2: Committee implemented 3 interventions annually to address general
community issues.
D. Methodology:
The deteriorating economic conditions in El Khosous and Zaraeb Ezbet El Nakhl are
due to closely tied factors related to life dynamics and conditions that deprive those
groups from life opportunities. The project will introduce a comprehensive approach
that works on several dimensions in an integrated way to achieve the desired
outcomes and ensure their sustainability.
The project will use a comprehensive approach to realize economic improvements in
the lives of the target groups through the establishment of a core body of services in
the workshop, which will serve the purpose of providing training, technical assistance,
marketing assistance, financial services, etc. This package of interventions will ensure
the smooth operation of all small projects, their success and their sustainability. The
project interventions are categorized into five components as follows: expansion of
the recycling workshop, skills enhancement and vocational training, micro loans,
product marketing and the creation of an effective community committee.
The process of linking beneficiaries with the economic opportunities follows the
diagram below. By addressing all dimensions of the triangle, the proposed project will
enable beneficiaries to lift themselves out of poverty.

Vocational Skills
Based on Market
Needs

Administrative,
Financial,
Management, and
Marketing Skills

Labor
Market

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Funding/Loans
with Facilitated
Conditions

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Improving the Quality of Life Project

E. Proposed components/interventions and activities:


The following is a detailed description of the proposed projects components,
interventions and activities categorized under their respective results.
The below list of activities are organized per components and not per specific
objective. It is more explicit as some activities are interrelated between the different
objectives.

I.

Component 1 : Recycling Workshop

Result 1.1:
Result 1.2:

200 youth and women have improved solid waste


management and recycling skills.
200 youth and women are using project established
equipment to apply their recycling skills and generate income.

Garbage collection and sorting continues to represent the main source of incomes in
the area. Despite all health hazards associated with this activity and the grave losses
due to the recent government decisions, it continues to represent an important
economic opportunity for those families and individuals who are unable to access
other employment due to lack of skills, credit, etc. At the same time however it
requires serious attention and improvement with regards to its organization,
development and diversification, health and environmental risks and marketing.
FLDO has capitalized on existing strengths through the creation of a workshop for
recycling paper in El Khosous and Zaraeb Ezbet El Nakhl. FLDO noticed that there
were large amounts of used paper that the community was not benefiting from in a
direct way; Piles of used paper were sorted, collected and transferred to big factories
in 10th of Ramadan area to be recycled and reused. In order to preserve the
environment, better use of the local resources and provide youth with job
opportunities, FLDO established a local workshop for recycled used paper with
funding from CIDA. The workshop is specialized in training on sorting paper and
recycling it into other products. Building on this experience the proposed projects
first component is to expand the recycling workshop managed by FLDO to increase
employment/income generating opportunities for 200 youth and women through
their improved solid waste management and recycling skills. The workshop will
expand its waste management components to include other forms of solid waste
such as: glass, wood and cloths and the organic materials. This will involve:
Allocating larger space for the expansion in the workshop activities
and adding new lines of waste management and recycling.
Purchasing spinning equipment's and equipment's for recycling
paper, glass, wood, and cloth s, as well as the organic materials
Purchasing printing equipment's to raise the value of recycled
materials.
Hiring at least one technician and trainer for each equipment's
operation and maintenance, and training the beneficiaries.

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The workshop will help the community to develop and diversify existing economic
activities by creating several product lines of recycled material that will be marketed
for generating steady and sustainable income for running the workshop even after the
project's end. The workshop will also expand the scope of its services to provide a
comprehensive approach with other supportive services to enhance the employment of
the target groups. So, the workshop will provide an innovative model in the area and
will become the main body to provide economic services for waste collectors in the
area.
The waste recycling workshop " will be considered as an incubator that is a training
and productive center at the same time. also it gives the opportunity to those who will
be trained to develop their idea or invention and provide all means for them to find
someone who can sponsor their idea. The workshop shall recruit who will be
characterized in his work in the workshop, while ensuring quality and feasibility of
operating production process to ensure continuity and the lowest possible cost. The
workshop will be a station for trainees, later they can establish their own business or
join any job.
The workshop will be considered as the recycling center for all waste materials in the
area, including what could be considered as hazardous materials. Aside from recycling
of solid wastes, the workshop will also recycle organic waste and compost that
plagues the area. The workshop will provide an ongoing solution that will decrease
the environmental and health risks of organic waste and turn it into profitable product
lines. For this purpose, the project will cooperate with the National Research Center to
recycle organic waste and create high quality organic fertilizers using cost effective
methods. The organic wastes are one of the biggest problems, since it accumulates
day by day in the region so we tend to train recycling beneficiaries on manufacturing
of compost. We will design models for manufacturing compost using the experience
of our dear friends; Dr. Nader Ragheb, an ecological expert and member of the
National Research Center and Dr. Onsey Fli an ecological expert as well. We hope
this experiment will succeed since it will be an economic and ecological boom and
will provide an experimental model in the region. We already implemented some
models which succeeded in Upper Egypt and we wish it would be a start for holding
greater projects for manufacturing compost.
The activities related to the workshop component will include:
A 1.1.1. Workshop expansion: including designing comprehensive system for the
workshop from inputs to marketing, planning, purchase of new equipments and
materials, recruitment of staff, etc.
A 1.1.2.
Raise community awareness: Awareness sessions on safe-sorting,
handling and recycling of solid waste will be provided for the community at large.
The awareness sessions will also tackles the added-value of recycling and materials.
Through these sessions, the community will become aware of the overall goal,
objectives and activities of the project as well as how to avoid health risks that are
currently prone to on a daily basis and how to improve environmental protection. The
workshop will coordinate with the Community Committee on awareness-raising
activities.
A 1.1.3.
Mobilize local resources: In order to build and expand wastemanagement system, it will seek support from local technical partners who are

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Improving the Quality of Life Project

experienced in solid-waste management to provide assistance in. The workshop will


also seek support from other local stakeholders including the local community, CDAs
and volunteers.
A 1.1.4. Design of training modules and collaboration with centers: FLDO will
design and prepare training materials about solid-waste management with the support
of external consultancy of technical centers experienced in solid-waste management.
The workshop will then advertise for the training and collect applications for those
interested to join. The workshop will provide comprehensive training on the postgarbage collection process including sorting, recycling and re-usage of waste
materials.
A 1.1.5. Provide producers with technical assistance: The workshop will, in
addition to the training above, provide beneficiaries with technical assistance in
developing and diversifying their products by creating new marketable product
lines. This will involve both providing product quality training for existing products
and helping develop and design new product lines in demand in the market,
particularly from new materials.
A1.1.6
Exchange Visits: The project will organize exchange visits and on job
training to other areas where similar projects and similar workshops are implemented
like areas working with the Zabaleen groups (especially Mokattam) that have
established recycling centers and organic fertilizers production. These activities will
raise the morale of the beneficiaries in order enthusiastic to work and learn some
technical aspects and secrets to respond any questions or problems they can faced
while working. In addition promoting cooperation between the different regions of the
garbage collection to standardize conditions and discuss common problems.
A1.2.1 practical applications for the participants on the workshop equipment.
Recycle" , there will be a good opportunity for women and youth from the area of
"Zabaleen" or "Khesous" especially the marginalizes and poor classes to give them
the chance of practical training and recycling using the workshop equipment. That
through a symbolic fee based on the number of hours. The output product will be sold
to be used for achieving the continuous operation of the workshop.
We will encouraged the new suggestions and the new ideas for the incubation
especially those who are related to proposal new suggestions and ideas for recycling
and getting benefits.
A1.2.2 : The implementation of recycling works through the workshop
equipment The workshop will use its equipment for recycling "garbage" especially to
give a live and realistic example for those who are take advantages of this process.
They will trust in the incubators services in increasing the value of the "garbage"
through recycling it. Also this process will help in the investment of the equipment
and helping in the sustainability of the project throughout the product of the
workshop.
A1.2.3 sale and exposition of the recycling products that they have fabricated.
The out products will be sold to ensure the economic value added to these products. It
will give strong indicators for "Zabaleen" for the good quality of the product out of

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the recycling process, and to let them know that this product is highly sold, and be
priced and sold for brokers by building a continuous relation between all parts.

Component 2: Skills Enhancement and Vocational Training


Result 2.1:
Result 2.2:
Result 3.1:

800 youth and women have improved vocational skills that suit
market needs and are trained on small-business management
skills.
550 youth and women are holding sustainable jobs in
workshops and factories in the surrounding area or are
providing their community with needed services/products.
Target youth and women possess adequate awareness on
project management and development.

FLDO will target 800 youth and women with specialized vocational training based on
the needs of the local labor market. The skills and vocational training component will
achieve this through focusing on several approaches to increase the target groups'
potential for meeting job market needs. A study of the needs of the local community
will help to identify the sectors which are in need of qualified and skilled labor. The
project will then support youth and women by providing them with training in the
identified fields. These may include: mobile phone maintenance, setting up and
maintenance of satellites, hair dressing, , electrical and mechanical vocations, etc.
From our experience in vocational training, especially in the area and the labor
market, we find that there are key vocations , such as construction work, especially
that there is a good relationship with the Center for Arab Contractors and Orascom
center which represent the largest and best centers of practical and technical training
and their certificates are recognized in all sectors of construction, in Egypt, and also
they contribute to recruit talented trainees who graduate from their centers. Also we
will focus on the maintenance of mobile and satellite. The training shall take place in
Oman academy, one of the main training centers approved by the Ministry of Industry.
In addition to training on cooling and air conditioner, washing machines and
household appliances, in Don Bosko center "Salesian" one of the most and the oldest
centers specialized in vocational training. Our strategies for recruitment ensure the
recruitment process through our experience in this field, as "today there are jobs in the
labor market but there is lack of trained personnel qualified to work".
In parallel with the skills and vocational training, the project will work on linking the
graduates of its courses to job opportunities. FLDO is already working on
employment of El Khosous and Zaraeb Ezbet El Nakhl youth through performing
regular surveys with companies and factories in the surrounding areas to identify their
staff needs. Employment opportunities are then publicized in FLDO working areas.
Through this project, FLDO will continue to support the employment of youth and
women in the workshops and factories in the area by acting as an intermediary
between both parties.
Intilaqa is a program that FLDO has been implemented for qualifying youth and
university graduates for managing small projects in a professional manner. FLDO is
implementing this program using the local resources of the community that are
available in the form of trained teams of trainers. Adding "Intilaqa" to the project
activities will be of a great value as it will contribute to the improvement of skills
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related to small and medium enterprise establishment, as well as providing


beneficiaries with project management skills, marketing skills, an understanding of
economic feasibility studies, and other skills needed for ensuring the success of small
projects. It is also important to note that all beneficiaries of the micro loans (below)
will be required to attend this training as a prerequisite to the disbursement of the
loan. The business skills development program will include: awareness rising on the
role of small projects for local and national economic development; business skills
training; identifying leading entrepreneurs and supporting them to become leaders
thin their community.
Specific activities include:
A 2.1.1
Identify labor market needs/vocations: FLDO will lead communities
in conducting a participatory labor market survey to identify the vocations most
needed in the community. A list of the vocations will be prioritized and will be used as
the basis for preparing the vocational training packages.
FLDO has a great experience in the field of identifying the needs of labor market, that
helps FLDO in establishing a search in corporation with "The 10th of Ramadan
association", "El-obour association" in identifying the required vocations for factories
and small business companies in these areas.
Also, FLDO has a good experience in dealing with organizations that it has been dealt
with before. There is enough experience to know the needs of these areas. In addition
to a past experience with the society of CRS and identifying the basic criterion, for
example:
1. The markets need for these carriers.
2. The needed is more than the proposed.
3. Vocations which did not require a long time, nor a high cost.
4. Vocations based on hand working, and mind skills.
5. Vocations which are suitable for women and youth.
6. Vocations which do not require a big capital.
A 2.1.2
Prepare the vocational training packages: FLDO will seek
collaboration with vocational training institutions with regard to the training package
materials, the training sessions as well as the instructors who will run the training
sessions. Currently, FLDO has ongoing professional contracts with more than 15
training centers specialized in different vocations. Those include: Orascom and Arab
Contractors in building vocations, Union of Hair Dressers in Cairo, the Italian
Dombosco Salizien Institute in the field of mechanics, coolers, and air conditioners,
among others.
A 2.1.3
Select vocational training candidates: The project will announce the
start of the training and will receive applications of youth and women interested in the
various courses. The project will then match applicants interests with the list of
trainings available.
A 2.1.4.
Implement the vocational training: The project will organize for the
implementation of the training by organizing the training schedule into sessions with a
number of attendees. Training sessions will be conducted by instructors from

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experienced vocational training centers that FLDO has been collaborated with. The
process of performing and organizing the practical training will be related strongly
with the results of identifying needs of the local labor market, and the nearly industrial
areas. A plan will be put to include the target number from each carrier or vocation in
comparison with the target number to create job opportunities, in addition to held
primary meetings between the workshop observers and the training centers to identify
the training schedule and to identify the skills which the trainer has to gain.
Intensive ads will be done in mosques, churches, caf, youth centers, ads on the
streets, make gatherings with youth to inform them with the careers and vocations
which are served in the project to attract youth and women to these trainings and let
them propose to join these trainings.
A 2.1.5.
Follow-up on the training: The project wills follow-up the training to
ensure that individual trainees have benefited from it. The project will also track best
practices and share them with the project beneficiaries and will identify the challenges
that the trainees are facing in applying the training. This will contribute to improve the
quality of trainings in the future.
A 2.2.1
Update the survey on local employers: this will have been partly
completed with the labor market survey. The final result will be a list of potential
employers in the area, qualifications and skills they require and time frame. This
activity will also involve orientation of potential employers on the project and its
objectives and negotiations regarding working conditions, terms of cooperation, etc.
A 2.2.2.
Create a database of job seekers: this will involve the creation of a
list of youth and women who are interested in joining employment opportunities and
will not be restricted to the beneficiaries of the vocational training. The database will
enable the project staff to organize applicants with regard to their age, preferred job,
skills and qualifications, etc. and it will also enable them to follow up the employment
status of the beneficiaries.
A 2.2.3.
Support beneficiaries in compiling their expertise and presentation
skills: youth rarely find services to support them in communicating their experience
and expertise to prospective employers. The project will provide trainings through the
partnership between FLDO and Intalaka in the basic skills for the labor market,
such as how to write CVs, Interviewing skills, feasibility study skills, labor market
needs, studying competitors and how overcoming the problems that met the
projectsetc.
A 2.2.4.
Follow up the employment status: Project staff will follow up with
all beneficiaries registered in the database to provide them with further support until
the sustainability of their jobs is ensured.
A 3.1.1.
Develop business training materials: The project team will develop
the materials through the adapting of existing materials to suit the needs of the project
and the target group and through the collaboration with external partners with
expertise in this area.

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A 3.1.2.
Provide business training: The project will implement training with a
special focus on establishing small projects, project management and feasibility
studies. All topics will be in a simple, practical language to enable all beneficiaries to
understand and immediately apply the knowledge imparted in the training. Examples
will be from the local community or from similar contexts to render the content of the
training immediately relevant to the lives of beneficiaries.
A 3.1.3.
Support beneficiaries with ideas of small business: by providing
technical advice and support to beneficiaries who start up small projects.
A 3.1.4.
Create local business leaders: This will involve identifying leading
youth and women who have successfully established their income generating activity
and who have the skills and willingness to support others in their communities in
doing the same. These will act as role models, their cases will be documented for
learning and they will support the project through raising awareness of business skills,
project objectives and other topics as needed.

II.

Component 3: Micro Loans

The project will establish a micro credit program to support youth and women in
establishing and managing small projects related to recycling of waste materials and
to generate income from other small projects needed in the community. The revolving
fund reaches breakeven point at the end of the second year.
Result 1.3:
Result 2.3:

100 youth and women used micro-loans received from the


project in establishing and managing small projects related to
recycling of waste materials.
250 youth/women are engaged in income-generating activities
or start-up small projects with the support of micro-loans
provided by the project.

Specific activities include:


A 1.3.1.
Setting up loans profile and establishing a lending process:
This will include developing a) clear requirements and guidelines for application, b)
priority of entitlement to loans, c) the documentation cycle and turn-around-time, and
d) the disbursement procedures, loan refund procedures as well as fines system.
Loans will be given as individual loans based on a request form submitted by the
participants and followed by feasibility studies.
A 1.3.2.
Design and install of loan software: The micro-loans unit of the
project will seek assistance of experienced technical institutions to design a simple,
software to manage the loan portfolio to register clients' data, loan details as well as
the reimbursement schedule. This system will enable the project to have an effective
and efficient loan tracking system and will replace individual sheets, loan contracts,
etc.
A 1.3.3.
Recruit and train loan officers: the project will hire officers to
manage the loan process. Priority in hiring will be to members of the community who
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demonstrate relevant experience in the field. The project will also invest in training
inexperienced community members who are interested and willing to learn.
A 1.3.4.
Promote the micro loans process: Once the system is ready the
project will launch the micro-loan intervention. Promotion will include raising
community members awareness of the micro-loans, their terms and conditions and
repayment process as well as the benefits of investing them in small projects to
generate profits.
A 1.3.5.
Train clients on the loan system: the project will organize small
training sessions for clients eligible for loans. Through these sessions, clients will
learn the details of the loan-management process including loan usage, interest
calculation, repayment schedules and fines. The training will be mandatory to receive
the loan as it will provide the loan clients with the knowledge and skills needed for
running their small projects. The participants will cover part of the training expenses
from their loans. At the same time, the rest of the expenses will be covered from the
administrative costs. It is expected that the training costs will be covered in full after
breakeven point.
A 1.3.6.
Disburse loans and follow-up Providing loans to 100 beneficiaries
through the projects life, the goal of these loans program helping beneficiaries in
Zabalin to start their own projects in recycling waste to added value to the garbage
and to reduce the pollution and improve their economic and social conditions. In
addition to Intalaka Program which will raise their life and economic skills through
trainings on marketing, feasibility study, project management ect in simplified
ways.
Once loans are disbursed, the project will continuously follow up with clients on the
small projects' establishment, performance, and success. This will be possible through
project loans officers and where possible, community volunteers.
Revolving capital of loans will be used to re-provide other clients with micro-loans.
FLDOs policies for loans program:
We follow a whole system for revolving loans, which can be summarized as follows:
1. A low annual interest (14%).
2. 20 L.E. are paid as application's fees to assure seriousness.
3. The amount of the loan varies from 500 to 5000 L.E. this amount can be
increased in case the project is new and distinctive.
4. The reimbursement period varies from 12 to 24 months. The lending
process is run as follows,
- Fill in a loan application form.
- Conduct a filed visit to collect necessary data.
- Hold a committee every 15 days, consists of the project manager,
accountant and loan officers, to decide on the accepted applications.
- Inform beneficiaries in case their applications are accepted to prepare their
documents.
- Notify those who are not qualified for the loan, by a signed letter from the
project manager.

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Set a date for receiving the loan and inviting the beneficiary to come in
person with his guarantor to sign:

Loan contract.
ID Photocopy for both the beneficiary and the guarantor.
Trust receipt for beneficiary.
Attach the dated and signed loan application by beneficiary.
Set a date to buy with the beneficiary his necessary supplies/
merchandise.

A 2.3.1
Promote the micro loans process: The project team will promote
micro-loan intervention amongst the trained women and youth. Promotion will
include raising community members awareness about the micro-loans, their terms
and conditions and repayment process as well as the benefits of investing them in
small projects to generate profits.
A 2.3.2.
Train clients on the loan system: the project will organize small
training sessions for clients eligible for loans. Through these sessions, clients will
learn the details of the loan-management process including loan usage, interest
accounting, settlement schedules and fines. The training will be mandatory for
receiving the loan as it will provide the loan clients with the knowledge and skills
needed for running their small projects. The participants will cover part of the
training expenses from their loans. At the same time, the rest of the expenses will be
covered from the administrative costs. It is expected that the training costs will be
covered in full after breakeven point.
A 2.3.3.
Disburse loans and follow-up 250 beneficiaries will have micro
credits to establish their own income generating project according to the vocational
trainings they attended with capital 350,000LE through 3 years. The main goal of this
activity is providing loans to the beneficiaries they gained vocational skills according
to the community needs to provide services and products not harm the environment or
society and contribute to gain jobs. Also these beneficiaries will receive training
through Intalaka program to improve their project management skills.
Once loans are disbursed, the project will continuously follow up, with clients, the
small projects' establishment, performance, and success. The project team will also
make sure that the chosen small project will provide the community with a
product/service in high demand to ensure profitability and constant income
generation.

III. Component 4: Marketing Support


Result 3.2:
Result 3.3:

Youth and women managing small projects have enhanced


ability to market their products.
40% of youth and women managing small projects receive
marketing support from the project.

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The project will also introduce marketing support to beneficiaries who start-up small
projects. One of the major problems that face small projects is the lack of knowledge
and skills that can enable them to market successfully. Even with basic business
training, not all small business is able to open new markets or compete in existing
ones. Therefore, marketing represents an important aspect of the economic
empowerment initiatives that the project will present. The project will address this
challenge directly by providing comprehensive advanced marketing services and
improving youth and women's sales, marketing, and promotional skills.
a. Assess the need for marketing skills among the training graduates.
b. Develop a plan for improving the marketing skills of the graduates.
c. Collaborate with professional centers to provide customized
training courses for the graduates.
The marketing component will add value to the other components of workshop
production, training, financial services by providing marketing solutions for the
project's interventions. Marketing solutions include:

Market analysis: identifying competitors in the target area and their strengths
and weaknesses.
Audience analysis: analyzing the target groups by the products and their
characteristics: age, occupation, and geographic location, social and economic
status.
Defining problem areas: that can pose threat to marketing and selling the
products.
Suggesting solutions: to facilitate marketing and sales of the products.

The project will build a complete marketing system that will include manual and
electronic tools and database. The system will categorize the marketing process to
include:
Design based on marketing preferences.
Product packing and presentation.
Public relations.
Product classification and promotion.
Marketing plans.
Communication with clients inside and outside Egypt.
Product delivery schedules, processes and delivery notices.
Supervising marketing expenses and revenues with the project accountant.
For this purpose, the project will hire a marketing officer and two marketing assistants
who will facilitate the promotion, public relations, communications, and sales
processes. The marketing of the products and the subsequent revenue will gradually
cover the expenses of marketing, including the fees of marketing personnel.
A 3.2.1 .
Provide marketing training: training for target groups on market
research, public relations, promotion, sales basics, and marketing. (the training will be
in the form of ToT and will be cascaded to other target group members).

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A 3.2.2 .
Provide technical support and advice for beneficiaries to facilitate
their marketing process.
A 3.2.3.
Provide comprehensive marketing services including: sales,
packaging, quality control, promotion, and marketing.
A 3.2.4 .

Create a client database for established and potential clients.

A 3.2.5 .
Set a marketing plan and pr skills: youth rarely find services to
support them in communicating their experience and expertise to prospective
employers. The project will provide trainings through the partnership between FLDO
and Intalaka in the basic skills for the labor market, such as how to write CVs,
Interviewing skills, feasibility study skills, labor market needs, studying competitors
and how overcoming the problems that met the projectsetc.
skills: youth rarely find services to support them in communicating their experience
and expertise to prospective employers. The project will provide trainings through the
partnership between FLDO and Intalaka in the basic skills for the labor market,
such as how to write CVs, Interviewing skills, feasibility study skills, labor market
needs, studying competitors and how overcoming the problems that met the
projectsetc.
inting necessary brochures and catalogues.
A 3.2.6.
Cascade training: Using the group trained on marketing skills to train
other members of the target groups who did not receive the training.

IV. Component 5: Community Committee


Result 4.1:
Result 4.2:

Committee members have gained basic skills for community


organization and addressing community needs.
Committee implemented 3 interventions annually to address
general community issues.

The problems that the community suffers from are numerous and are beyond the
scope and capability of one project to address. For this reason, community
participation is the key to a sustainable and integrated project. Therefore, the project
will work on engaging local actors to participate and actively contribute to the project.
This will create a feeling of ownership for the project inside the community as its
economic conditions gradually improve. Local leaders will form a local community
committee who will receive extensive capacity building that will enable them to
address community problems and to form linkages with the business sector and
government authorities and solicit their support in addressing community problems.
This community committee has the intension to include some of the big merchants
working in the trade of sorted solid waste to get their support and avoid any conflict

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that might happen. Our presence in the area since 4 years is considered strong
advantage and allowed us to build good relations with the traders.
A4.1.1
Formation of the committee: The committee will be composed of 25
members representing different community groups and stakeholders as follows:
Zabaleen of El Khosous & Zaraeb Ezbet El Nakhl: This group represents the main
inhabitants of the area from which the target groups of women and young men will be
selected. The main aim will be to engage and employ women and young men of the
garbage-collectors families. The community committee will ensure that this group
becomes aware of the project, its goals and objectives so that they can actively
contribute to its success.
The Public: It is really important that an ordinary citizen, private and public
institutions whose waste is managed and whose environment is improved, is actively
involved in the project. An important step to motivate and engage the public is via
continuous public awareness campaigns.
Volunteers: Community volunteers who consist of interested groups and motivated
community members (e.g. teachers, doctors, religious leaders) can play an important
role in supporting the project initiatives and help to convey the message to the public
as well as function as role-model citizens. The role of volunteers has been strongly
activated since the outburst of the Revolution of January 25, 2011. It would be quite
beneficial to strengthen this concept and engage volunteers in community
development initiatives as this will enhance community ownership of the project.
NGOs, CBOs & CDAs: Local Non-governmental organizations (NGOs), CommunityBased Organizations (CBOs) and Community Development Associations (CDAs) can
also support the initiatives of the project and ensure their sustainability to improve the
economic conditions of the target areas.
Traders od solid waste: The big merchants will participate actively as they can
support the initiatives of the community committee. Some of them are from the area
and it is in their interest that the situation of services improves in the area.
Private Corporations: The project will also seek the support of local companies of the
private sector. These companies can engage in the capacity building initiatives of the
project including business skill trainings, money management, financial knowledge,
feasibility studies, marketing research. Private sector companies, through their CSR
departments have special volunteers who are trained on providing services to
unprivileged people in poor communities. Private corporations may also sponsor the
project and receive marketing in return.
A4.1.2
Capacity Building for Community Members: The purpose of the
committee is to provide a sustainable body within the community that will be able to
perform community needs assessments and work together with other governmental
and non-governmental entities to implement interventions addressing the identified
needs.

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This activity will focus on providing the committee members with training on
community needs assessment, community organization, mobilization of local
resources, community assets identification, project design and management, and
monitoring and evaluation.
A4.2.1
Implementation of 3 interventions: The committee will be required
to look beyond the project scope and seek to provide solutions for community issues
that have been explained in the "problem statement" section. The committee will:
Identify community needs using skills gained through the training
Serve as the liaison body between wholesale dealers and producers.
Address any problems faced by the project in the community.
Communicate with government officials as necessary.
Represent the community and pressure decision makers to provide
community with services needed.
Raise community awareness on available services and ensure their
accessibility to them.
Implement 3 interventions annually to address identified community needs
with the support of the project.
The project strategy to ensure employment after training strategy:
Our staff has a long work-experience in employment and vocational training, thus we
know well the importance of providing appropriate job opportunities before training.
We use training as a means to creating job opportunities and increasing income of
unemployed. Therefore the main task of employment officer is to conclude
Memorandums of understanding with the surrounding workshops and factories in
order to provide jobs for Training's graduates. Not only this but also, we set the
suitable trainings to respond to labor needs in these places. We will not implement
traditional trainings which are useless in providing work for youth and women. We
will depend on our relationships with investors (from the 10th of Ramadan and
Elobour regions), near to Elkhosous and Ezbet Elnakhel.
This is in addition to our successful past experience with the French CCFD as the
percentage of recruitment after training is about 90%: 95% of the youth annually,
since last 3 years and we are in the beginning of the 4th year. Our partnership extends
along years, due to achieved results, field visits and highly success rates.
The beneficiaries of recruitment program (1000) are divided
into two main groups:
The 1st group consists of 200 beneficiaries involved in Waste
Recycling,

Employing 100 beneficiaries through establishing small enterprises where they


can buy Plastic crusher, glass and cloth using the limited amount of loan. This
would provide income for those people.

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The other 100 beneficiaries are owners of sites, but they don't have necessary
skills to recycle wastes. After training they would be able to develop sorting
and packing process and therefore raise its economic value. Such skills are not
available for scavengers in Elkhosous and Zaraieb (sties) areas.

The 2nd group consists of 800 beneficiaries, who would be


involved in vocational training:

250 beneficiaries will benefit from the revolving loans program through
establishment of services projects varied from maintenance of auto rickshaw,
mobile phones, household appliances and different kinds of architecture.
These projects need skillful workers more than capital. E.g. the machine used
for training youth to make and mend keys, is 3500 L.E. there is great lack of
qualified manpower all over Egypt.
550 beneficiaries with average of 180 annually, according to main needs of
companies such as architecture for Orascom and Mechanics for Manshour Co.
In addition to "hope opportunities project" in coordination with Catholic
Relief Services (CRS). We can define the market needs which we already have
as follows:
Architecture (paints- ceramics- electricity- plumbing- conch).
Maintenance of household appliances.
Maintenance of mobile phones and
Readymade garments.
Assistants for KG animators.

Example for some Vocational Trainings:


Mobile maintenance First and second level: 3 months 3
days per week 3 hours per day practical and theoretical in
academic center. - provide certificate
Hair Dressers (Women Men) different level :
- 45 days for men 500 LE per Course
- 3 month for women 800 LE per course
- The training will held in Hair Dressers Association provide
certificate
Home Equipments:
- Fridge and Air Condidtion 3 months 525 LE
- Full Automatic Washers 2 months 750LE
- Different Kinds of Mechanic 3 months 900 LE
- The training will be Held in ELdombosco provide certificate
Recruitment Strategy

1000 Beneficiaries

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200 Through Recycling Training


Through Vocational Training 800

Self 100
-employed
through microcredit

in private 100
recycling
businesses

employments 550
in workshops or
factories at the
region

25

through the 250


revolving loans to
establish small
businesses

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Improving the Quality of Life Project

F. Logical Framework
Objectives /expected results

Indicators for objectives and


results
- 200 youth and women are
applying recycling skills.
- 75 %women and youth have
increased their income by at least
50% through recycling of waste
materials.

Activities

Objective 1: Increase the income of 200 youth/women through


improving their waste recycling skills.

R1.1: 200 youth and women


have improved solid waste
management and recycling
skills.

R1.2: 200 youth and women are


using project established
equipment to apply their
recycling skills and
income generation.

A 1.1.1. Workshop expansion.


A1.1.2 Raise community
awareness.
A 1.1.3 Mobilize local resources
A 1.1.4 Design of training
modules and collaboration with
centers
A 1.1.5 Provide producers with
technical assistance.
A1.1.6 Exchange Visits.
A1.2.1 practical applications of
the participants on the workshop
equipment
A1.2.2 : the implementation of
recycling works through the
workshop equipment
A1.2.3 sale and exposition of the
recycling products that they have
fabricated

-200 of women and youth


received waste management and
recyclings training.
- 80 % of trainees have improved
recycling skills

-75% of target income increased


by 50% has increased as a result
of the waste management and
recycling training
- 80% women and youth who
were able to access new job
opportunities as a result of the
solid waste management training
provided by the project.

26

Risks or assumptions

Target groups are willing to


participate in training and apply
the acquired skills.
Generated products are sold
regularly in market and
production line continues to
regenerate.
youth and women are willing to
take loans and use them in
implementing small projects
related to recycling of waste
material.

Future Lights Association

Improving the Quality of Life Project

Objectives /expected results

R1.3: 100 youth and women


used micro-loans received
from the project in
establishing and managing
small projects related to
recycling of waste
material.

A 1.3.1 Setting up loans profile


and establishing a lending
process.
A 1.3.2 The design and
installation of loan software.
A 1.3.3 Recruit and train loan
officers.
A 1.3.4 Promote the micro loans
process.
A 1.3.5 Train clients on the loan
system.
A 1.3.6 Disbursing loans and
follow-up.

Objective 2: Create job opportunities for 800 unemployed youth/


women in the project area within 36 months through acquiring
vocational skills and establishing small projects aiming to improve the
revenue of 90% of women and youth
R2.1: 800 youth and women
have improved vocational
skills that suit market
needs.

Indicators for objectives and


results

Activities

A 2.1.1 Identify labor market


needs/vocations.
A 2.1.2 Prepare the vocational
training packages.
A 2.1.3 Select vocational training
candidates.
A 2.1.4 Implement the vocational
training.

Risks or assumptions

- 100 small-projects started by


women/ youth and financed by
loans from the project.
- 100% refund rate of loans.
- 30% of the target applied for
second cycle of loans after full
repayment for expansion of
projects

-90% of target women and youth


were able to access job
opportunities /source of income
with the project support.
- 90 % of target beneficiaries earn
at least 1000 L.E. / month
-A substantial improvement in
90% of the women and youth's
skills on vocations that respond
to market demands.

Training centers solicited for


providing the training to target
groups will maintain the
contracting relationship with
FLDO.
The community needs are
identified correctly.

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Objectives /expected results

A 2.1.5 Follow-up the training.


A 2.2.1 Update the survey on
R2.2: 550 youth and women are local employers.
holding sustainable jobs in A 2.2.2 Create a database of job
workshops and factories in seekers.
the surrounding area or are A 2.2.3 Support beneficiaries in
providing their community compiling their expertise and
with needed
presentation skills.
services/products.
A 2.2.4 Follow up the
employment status.
R2.3: 250 youth /women engage
in income-generating
activities or start-up small
projects with the support
of micro-loans provided
by the project.

A 2.3.1 Promote the micro loans


process.
A 2.3.2 Train clients on the loan
system.
A 2.3.3 Disburse loans and
follow-up.

Objective 3: Enhance marketing and sales skills of 500 target youth/


women.
R3.1: Target youth and women
possess adequate

Indicators for objectives and


results

Activities

A 3.1.1 Develop business training


materials.

-550 women and youth receive


employment support from the
project.
- 75 % of trained beneficiaries
earn at least 1000 L.E / month
after one year of training.
- 75% of target earn at least 1000
L.E monthly after one year from
their small-projects financed by
loans from the project.
- 100% repayment rate of loans.
- 30% of the target applied for
second cycle of loans after full
repayment for expansion of
projects
-at least 300 target women and
youth are using business and
marketing skills to increase sales
for their products/services by
50%.
-500 youth and women have
received training on business

28

Risks or assumptions

The security situation will remain


stable enough to allow target
groups to hold their jobs and/or
continue to provide community
with products/services.

Products of recycling continue to


be in high demand in the market.

Future Lights Association

Improving the Quality of Life Project

Objectives /expected results


awareness about project
management and
development.
R3.2: youth and women
managing small projects
have enhanced ability to
market their products.

Activities
A 3.1.2 Provide business training.
A 3.1.3 Support beneficiaries with
ideas of small business.
A 3.1.4 Create local business
leaders
A 3.2.1 Provide marketing
training.
A 3.2.2 Provide technical support
A 3.2.3 Provide comprehensive
marketing services.
A 3.2.4 Create a client database.
A 3.2.5 Set a marketing plan.
A 3.2.6 Cascade training.

Indicators for objectives and


results
development and project
management.
- 90% of target group possess
adequate awareness about project
management and development.
-Increase in the marketing
abilities of 80% of the target
group.

29

Risks or assumptions
Target groups are willing to apply
the marketing skills acquired
through the training.
Security status allows for secure
storage and sales of products.

Future Lights Association

Improving the Quality of Life Project

Objectives /expected results

Risks or assumptions

- 60% of the target group achieves


a 50% sales level of productivity.
- The project was able to address
sales challenges for 200 small
projects.
-The project was able to introduce
innovative marketing strategies
for 200 small projects

R3.3: 40% of youth and women


managing small projects
receive marketing support
from the project.

Objective 4: 4-by the end of 36 months, constitute and empower 25


community leaders about the essential skills related to community
issues , in order to solve 9 community issues during the project
duration

R4.1: Committee members have


gained basic skills for
community organization
and addressing community
needs.

Indicators for objectives and


results

Activities

A4.1.1 Formation of the


committee.
A4.1.2 Capacity Building for
Community Members

- An active community committee


is operating and implementing
interventions.
- The community committee
members are representative of
different community groups and
stakeholders
- 25 committee members are
Community members are willing
committed and actively participate to join the committee.
in meetings and activities.
- 90% of committee members
participate in 80% of the
trainings.

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Future Lights Association

Improving the Quality of Life Project

Objectives /expected results

R4.2: Committee implemented 3


interventions annually to
address general
community issues.

Activities

A4.2.1 Implementation of 3
interventions

Indicators for objectives and


results
- Committee members are using
the skills gained through training
in assessing community needs and
designing interventions.
- existence of sustainability plan
at year 2 of the project.
- Committee identified
community needs.
- Committee designed and
implemented 3 interventions
annually
- Committee is successfully
managing, monitoring, and
evaluating the implemented
interventions.

31

Risks or assumptions

Future Lights Association


Improving the Quality of Life Project

VI DIRECT AND INDIRECT BENEFICIARIES


The proposed project is targeting El Khosous and Zaraeb Ezbet El Nakhl, one of the
poorest areas and one of the main garbage collectors' settlements in Cairo. The
families in this area belong to the lowest socio-economic level of Egyptian society
and face major health risks due to the nature of their work, particularly tetanus and
skin diseases. Their economic conditions deteriorated even further after the
destruction of all pig yards in the area as a preventive measure against H1N1
influenza. The project will focus on youth and women as they are two among the most
marginalized categories of community members in El Khosous and Ezbet El Nakhl.
Youth constitute half of the Egyptian population and present a huge human resource
potential. Yet young in area have proven not to be able to read and write despite they
are holding technical secondary certificates, and this is due to the low quality of
education provided by educational institutes. They also lack basic skills for
employment and subsequently suffer from unemployment. Targeting youth in the
project will provide them with necessary job-market skills which would facilitate their
access to job opportunities. This would contribute to better utilization of their
potential and reduce their dependency on other family members.
Egyptian women continue to have a limited role in the development process. Women
in the target area are considered as one of the most marginalized groups given that the
majority are illiterate (local leaders estimated the percentage of illiteracy among
women to be 65%) or hardly read and write and that the majority of them are also
unemployed. Targeting women is expected to contribute to improve the economic
conditions of individual families and of the community as a whole as their
contribution to household income reflects on improved access of their children to
food, health and education.
Improving youth and women's access to livelihoods would contribute to decrease the
poverty and dire living conditions in El Khosous and Zaraeb Ezbet El Nakhl. The
impact of the project's interventions is expected to reach the whole community with
its approximately one million inhabitants, and will directly target 1000 families. The
selection of beneficiaries will be based on several criteria as follows:
1. Women: aged 21 50 years will be targeted including:
Women heads of households: the project will target unprivileged
women who are considered as the sole income provider and main
bread-winners due to death of their husband, divorce or
abandonment.
Women with no income: the project will target this group in order
to enhance their skills and train them on certain income-generating
activities.
Women in families living below the poverty line with a daily
income less than 10 Egyptian pounds. Working with this group of
women will help them support their families and improve their
living conditions.
Readiness for commitment to participating in training and learning:
selection will focus on women who are interested in certain

32

Future Lights Association

Improving the Quality of Life Project

activities/crafts, women who are ready and willing to learn and


participate in training.
Women whose main source of household income depends on
sorting of waste materials: the project will also target women who
were mainly engaged in the trash business as most of them and
their families have lost their work after the destruction of yards and
slaughter of pigs.

2. youth : aged 18 35 years as at this age they are searching for a stable source
of income to become independent and to start a family of their own.
Priority to be given to youth who completed their secondary
education as this group would have a good potential to learn jobmarket skills. They can be targeted by the skill-enhancement as
well as vocational training
Unemployed youth: this group is a main target for the project
initiatives as engaging them into the project will guarantee
effective utilization of their potential and will contribute to reduce
the levels of unemployment in the community.
youth with temporary day jobs: this group is in a risky position.
The project will support them to seek job opportunities through
skill-enhancement and vocational training and product-marketing.
Desire and commitment for improvement and income increase: all
the above-listed target groups should show commitment and
willingness to learn and engage in productive initiatives.
Table of Target Beneficiaries per Activity per six months:
six months
Beneficiaries
A 1.1.5 recycling training Youth
and technical assistance
Women
Youth
A1.1.6 Exchange Visits.
Women
Youth
A 1.3.6 Disburse loans for
recycling
Women
Youth
A 2.1.4 vocational training.
Women
Youth
A 2.2.3 employment in
workshops and factories
Women
Youth
A 2.3.3 Disburse loans for
small businesses
Women
Youth
A 3.1.2 Provide business
training.
Women
Youth
A 3.2.1 Provide marketing
training.
Women
A 3.2.3 Provide
Youth
comprehensive marketing
Women
services.

10
10

20
20
10
10

33

20
20

20
20

10
10
40
30
40
40
25
25
50
50
50
50

Total

20
20

10
10

10
10
80
80
60
60
25
25
50
50
50
50
25

20
20
50
50
10
10
100
120
60
60
25
25
50
50
50
50
25

10
10
100
100
55
55
25
25
50
50
50
50
25

10
10
60
50
50
50
25
25
50
50
50
50
25

100
100
50
50
50
50
400
400
275
275
125
125
250
250
250
250
100

25

25

25

25

100

Future Lights Association

Improving the Quality of Life Project

VII - DESCRIPTION OF THE PARTNER ORGANIZATION


Given the comprehensive nature of the project and its ultimate goal of improving the
economic conditions of the target groups in El Khosous and Zaraeb Ezbet El Nakhl,
it's fundamental that FLDO will build partnerships to guarantee the success of the
project's interventions. The partnerships might include working relationships with:
1- Solid-waste Management Centers: it is crucial that FLDO build a partnership
with centers with sound experience in the area of solid-waste management.
Such partnership will support the expansion of the project's workshop and will
guarantee quality technical support (in the form of training and capacity
building) for the target groups by the partners.
2- Vocational training centers: FLDO will be partner with experienced vocational
training centers to support the vocational training component of the project.
3- Business-Skills/Project management centers: FLDO will be partner with
centers specialized in the area of project management and business skills
training in order to support the target groups.
4- Micro-loan experts: FLDO will seek support of micro-loan consultants in
order to design the process of managing micro-loans and train clients on the
process.
5- Loan Software Company: FLDO will be partner with a software company to
provide customized solutions for a loan management system. Through this
partnership, the software company will develop the system, the manuals and
train the officers who will use the system.
6- Marketing solutions agency: such a partner will support FLDO in the
marketing components of all the interventions including: the solid-waste
management workshop, the outputs of the vocational and business skills
training, the micro-loans interventions, the small-projects as well as the
Community Committee intervention.

34

Future Lights Association

VIII.

Improving the Quality of Life Project

PROJECT MANAGEMENT

A. Organizational chart
The following is the proposed projects organizational chart.

Board of Trustees

Executive Manager

Financial Manager

General Administration manager

Project Manager

Project Accountant

Marketing
officer

Recycling
incubator
officer

Loans
officer
1

Data Entry & document officer

Loans
officer
2

35

Recruitmen
t officer

Field
supervisor

Vocationa
l training
officer

Future Lights Association

Improving the Quality of Life Project

B. Job Profiles and Team Qualifications:


The following is an outline of the job profiles of each position:
1. Board of Trustees:
Board of trustees meet every month and will review the progress and achievements of
the project.
2. Executive Manager:
This position will be responsible for directing the entire project including all the
financial and operational aspects. The Executive Manager will directly report to the
project's board of trustees and will be responsible for supervising the Financial
Manager and the Project Manager. Specific responsibilities include:

Designing and implementing the project strategies


Manage the capital, human and technical resources of the project to and
human criteria of maximize efficiency in achieving the objectives.
Defines the project's goals, objectives and results.
Enhances and facilitates the achievement of the project's goal and objectives in
the target areas.
Management of the project's top-management.
Supervises the planning and management of production and purchases

3. Financial Manager:
This position will report to the Executive manager and will be responsible for all the
financial aspects of the project including:

Providing and interpreting the project's financial information


Monitoring and interpreting the project's cash flows and forecasting future
financial trends accordingly.
Formulating the project's strategic and long-term financial plans in accordance
to the project's long-term goal and objectives.
Developing financial management mechanisms that minimize financial risk
for the project.
Studying, reviewing and evaluating mechanisms for cost-reduction of the
project's activities.
Managing the project's financial accounting and reporting systems.
Managing the process of annual auditing of the project.
Developing partnerships with stakeholders including e.g. auditors and banks to
facilitate the project's operations.
Producing accurate financial reports to specific deadlines
Manages the budgeting formulation, budget distribution as well as the budget
review of the project.
Monitors changes in financial regulations and legislation and its effects on the
project.

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Future Lights Association

Improving the Quality of Life Project

4-General Administration manager:

Responsible for recruitment


Participate in the personnel evaluation
Responsible for the purchase committees
Provide with all administrative assistances
Follow-up keeping of data and records
Follow up the disbursement in coordination with the Financial Department
Responsible for the personnel affairs

5- Project Manager:
The candidate will be responsible for managing all the project's interventions
including: the solid-waste management workshop intervention, the skill-improvement
and vocational training intervention, the micro-loans intervention, the marketing
services intervention, the community committee initiative. The Project Manager will
report to the Executive Manager. Specific responsibilities include:

Direct and manage the formulation of the project's interventions.


Sets and defines the scope of the project with the top management.
Develop the project's strategic plans and implementation plans.
Estimate the resources and participants needed to achieve project goals.
Coordinate with the different project stakeholders to ensure smooth
functioning of the project.
Assess staff needs of the project and recruit the needed staff.
Prepare budget proposals, budget redistributions and recommends budget
changes in collaboration with the finance manager.
Identify operational problems and resolve them.
Identify problems within the project's team and resolve them.
Identify and manage project sustainability.
Plan and schedule project timelines and milestones using appropriate tools.
Monitor the project's stages and deliverables.
Supervise the development of progress reports, proposals, requirements
documentation and presentations.
Recommend and manage changes in project scope, identify problems and
challenges and suggest ways of resolving them.
Set criteria for project performance and effectiveness.
Coach, mentor, motivate and supervise project team members
Develop best practices and tools for project execution and management
Nurture partnerships vital to the success of the project.

6. Data base entry and documentation officer:


The secretary will report to the Executive Manager and will be responsible for
performing all administrative tasks including:

Handling the project's correspondence including faxes and emails.


37

Future Lights Association

Improving the Quality of Life Project

Maintaining the filing system and filing all correspondences


Managing the office supplies' stock.
Receiving and directing phone calls
Directing clients and visitors to the concerned staff.
Organizing meetings, conferences and events.
Responding to public inquiries
Providing typing and word-processing for the projects manager.

7. Project Accountant:
The project Accountant will report to the Financial Manager and will be responsible
for the basic accounting tasks including:

Create accounts for the different project interventions in the accounting system
Maintain project-related records, including contracts and change orders
Authorize transactions on project accounts
Authorize the transfer of expenses into and out of project-related accounts
Review, approve and process all invoices related to the project's interventions.
Review and approve timesheets for work related to a project
Review account totals related to project assets and expenses
Investigate project variances and submit variance reports to management
Prepare project profitability reports and present them to the project
management
Process all bills related to the project's interventions.
Analyze and justify the status of expenses and pending bills.
Prepare and submit government reports and tax returns related to projects
Close out project accounts upon project completion
Provide information for internal and external auditors, as required

8. Loan Officer:
This position will report to the Project Manager and will be responsible for all
activities related to loan administration in the micro-loan intervention of the subject
project. Main responsibilities of the loan officer will include:

Select the right candidates that are eligible for a loan


Explain the micro-loan system to customers
Guide customers to the loan amount they're entitled to.
Explain the benefits and uses of loans to customers.
Explain the financial risks of loans to all the customers
Design payment schedules for the customers
Keep records of contracted loans.
Study and attend to customer complaints

38

Future Lights Association

Improving the Quality of Life Project

Guide customers to repay outstanding loans to the bank

9. Training Officer:
This position will report to the Project Manager and will supervise work of the
recycling officer as well as the vocational training officer. Main responsibilities
include:

Participate in the development of training packages.


Participate in conducting training sessions
Participate in evaluating the training sessions.
Contribute to the development of the training strategies and plans.
Keep records of trainees' basic information, progress, and evaluations.
Contribute to the maintenance and continuous improvement of the training
management systems
Supervise and support trainees during the training sessions.

10. Field Supervisor:

Assist the project manager to follow-up the team work


Establish relations with the governmental and community leaders
Review the plans and its comparison with the field and submit regular reports
to the project manager
Assist the team members in case of any field problem before submitting them
to the project manager
Attend the sessions and symposiums on behalf of the project manager
Receive the plans of the project team and their review before submitting them
to the project manager

11. Recycling incubator Officer:


This position will report to the project manager and will provide technical assistance
in the solid-waste management workshop intervention. Main responsibilities will
include:

Raise awareness of the community members on the importance and benefits of


recycling and encourage community members to engage in recycling activities
Participate in designing new recycling schemes monitoring while working on
expanding existing schemes
Work on improving efficiency of the recycling schemes.
Preparing status reports on the recycling intervention.
Providing technical advice and assistance on recycling to the target groups.
Participate in the purchase of recycling equipment
Constantly monitoring, evaluating and reporting on the benefits the recycling
intervention.
Ensure compliance with the national recycling policies and procedures.

39

Future Lights Association

Improving the Quality of Life Project

Providing technical advice to local businesses on waste disposal and recycling


initiatives;
Recruit and train volunteers in community organizations.
Manage the incubator recycling

12. Vocational Training Officer:


This position will report to the training officer and will be responsible for overseeing
the vocational training activities as follows:

Assist the training officer in organizing vocational training modules


Participate in organizing the vocational training sessions
Assist the training officer in collecting trainee data.
Help in conducting trainee assessment before and after training.
Monitor individual progress of trainees through: trainee feedback, follow up,
family feedback.
Prepare filing system for vocational training activity.
Monitor vocational training activities and provide progress reports to the
management.
Assist in preparing vocational training plans and budgets.
Identify area of weaknesses and suggest improvements.

13. Marketing Officer:


This position will report to the project manager and will be contribute to designing
ways for marketing the products of the recycling workshop. Main responsibilities will
include:

Assist in identifying the most purchased recycled products.


Assist in identifying customers for the recycled products.
Assist in formulating the best pricing policies of the recycled products.
Assist in designing packaging for the recycled products.
Assist in identifying marketing opportunities for the different activities of the
project's interventions including the solid-waste management workshop, the
skill-improvement intervention, the micro-loans system as well as the
community committee initiative.
Assist in conducting the participatory survey to identify the most needed
vocations in the community.
Assist in designing promotional schemes for the outputs of the solid-waste
management workshop
Participate in designing promotional schemes for the outputs of the small
projects intervention.

14- Recruitment officer:

Advertise the project


Know the companies needs

40

Future Lights Association

Improving the Quality of Life Project

Know the required jobs


Mediator between the companies and personnel
Follow up the recruitment and ensure the sustainability
Follow up the training and ensure the quality
Coordinate between the entrepreneurs and jobs seekers
Conclude agreements between training center and firms

C- Management Procedures:
1. Scope
The following procedures are designed to apply to the recruitment of the posts
in the project which are identified as vacancies and will be paid through the
project budget.
2. Objectives of the Staff Selection Procedure
The objectives of the current procedure are:
- To ensure equal employment opportunity for all positions.
- To ensure fair selection of the candidates based on their qualifications and
competencies.
- To establish the roles and responsibilities of different functions in the
process
- To clearly identify the different phases of the recruitment process and
ensure a smooth process.
3- Recruitment & Selection:
A- Identification of Recruitment Needs:
- The recruitment process will start in one of the following cases:
- Recruitment of new staff at the beginning of the project
- Replacement of staff due to departure of staff members in case of: expiration of
contract, resignation, termination or death.
- Transfer of a staff member to a different post within the project
- Creation of new posts.
B- Vacancy Announcements:
The vacancy notice will include information about the project, the main duties of the
job as well as the skills and experience needed as well as other requirements. The
announcement will also specify a deadline for application.
C- Applications:
The HR/personnel will collect applications. All applications received till the deadline
date specified in the announcement will be considered. Applications received after the
closing date will be ignored. Applications will be screened and verified. Those who
meet the job requirements will be short-listed for interviews. The HR will contact the
candidates for interviews.

41

Future Lights Association

Improving the Quality of Life Project

Interviews & Selection:


Interviews will be conducted according to the job specifications. Certain skills might
be tested. After the interview, a selection report will be completed by the interviewers
to indicate the candidates' strengths and weaknesses. The selection report will be
presented to the Managing Director for final decision.
The selected candidates will be notified through phone calls and will be requested to
come and submit the recruitment documents. The HR will receive the documents,
review them and start the process of hiring the candidate.
X MONITORING, EVALUATION AND REPORTING:
At the beginning of the project, we will conduct a base-line survey and establish a
data base with the assistance of an external consultant. The basis for the projects
monitoring and evaluation (M&E) will be the logical framework, including all
indicators and means of verification. These will be reviewed in detail with local
communities and stakeholders and modified as necessary to ensure that the M&E
system is relevant, realistic and prepared in a participatory way. The M&E frame
below is a proposal to be validated by project beneficiaries and stakeholders. FLDO
will allocate specific resources to ensure that M&E activities are carried out with due
quality and timeliness and will ensure also that various stakeholders have an active
role in the monitoring process. Monitoring roles and responsibilities will be reviewed
with the community committee and set in a solid M&E plan.
Annual review and reporting FLDO will hold participatory annual reviews which
will involve community committees, beneficiaries, community members and other
partners and stakeholders. An annual narrative progress report will be presented to all
participants. Specific priority questions/issues/challenges or lessons learned will be
identified beforehand for discussion, review and decision making regarding corrective
action if necessary. Based on the lessons learned and the project implementation
progress, FLDO will prepare a detailed action plan and revised budget for donor
approval.
Mid-Term Review Drosos will provide FLDO with the support of an external
consultant. This process will provide guidance for the remainder of the project period.
Final evaluation - Drosos will provide FLDO with the support of an external
consultant. The evaluation will review the effectiveness, efficiency and impact of all
managerial, technical and financial aspects of the project.
Process documentation FLDO will conduct process documentation to capture the
models, including the methodology, process, lessons learned, challenges, success
stories and case studies for learning and dissemination and eventual replication or
scale up. In order to ensure that the documentation process is of necessary quality a
thorough documentation process will be developed at the start of the project and will
be reviewed in coordination with Drosos to set a clear system, methodology and tools.

42

Future Lights Association

Improving the Quality of Life Project

All staff will be oriented on this system and its application in order to ensure a smooth
and consistent documentation process.

43

Future Lights Association

Improving the Quality of Life Project

Outline of M&E Frame:

Specific Objectives /Results

Specific Objective 1
Increase the income of 200
youth/women through
improving their waste
recycling skills.
R 1.1
200 youth and women have
improved solid waste
management and recycling
skills.

R1.2
200 youth and women are
using project established
equipment to apply their
recycling skills and income
generation.

Performance Indicator

Data Source

-200 youth and women are applying


recycling skills.

Project
records,
standard
reports,
monthly and
annual reports

- 75% women and youth have


increased their income by at least
50% through recycling of waste
materials.
200 of women and youth received
waste management and recycling
training.
80 % of trainees have improved
recycling skills
75% of target income increased by
50% has increased as a result of the
waste management and recycling
training
80% women and youth who were
able to access new job opportunities
as a result of the solid waste
management training provided by the
project.

Annual
Report, Project
Evaluation,
Training
Records
Evaluation
Reports,
Follow-Up
Reports

Data collection
method
Review of standard,
reports, annual reports,
and project records.
Focus
groups/interviews with
target groups.
Attending the training,
evaluating the training
and results
Review baseline, Field
Visits, Focus Group
and interviews with
beneficiaries.
Review baseline, Field
Visits, Focus Group
and interviews with
beneficiaries.

Project records
Review of employment
/ employment
database
database

44

When?
specifying results
relevant to each
reporting period

Who will do the


task

Month 34

Evaluators

Month 34

Evaluators

Regularly with
each training
Regularly during
field visits.
Month 34/35
during evaluation

Evaluators
Trainers
Project Manager
Field Officers

Regularly during
field visits.
Month 34/35
during evaluation

Evaluators
Field Officers

Regularly

Project Manager,
field officers.

Future Lights Association

Specific Objectives /Results

Improving the Quality of Life Project

Performance Indicator

Data Source
Monthly
reports, annual
reports, field
visit reports

R 1.3
100 youth and women used
micro-loans received from
the project in establishing
and managing small projects
related to recycling of waste.

An innovative model with a


comprehensive process for providing
economic services to waste
collectors is successfully designed
and implemented.

100 small-projects started by


women/youth and financed by loans
from the project.

- 100% refund rate of loans.

Loan records,
monthly
reports, loan
profile

Loan records,
monthly
reports, loan
profile
Loan records,
monthly
reports, loan
profile

45

Data collection
method
Field visits
Interviews and focus
groups with
beneficiaries.
Field visits, loan
groups meetings,
interviews and focus
groups during
evaluation, review of
loan profile and
records.
Field visits, loan
groups meetings,
interviews and focus
groups during
evaluation, review of
loan profile and
records.
Field visits, loan
groups meetings,
interviews and focus
groups during
evaluation, review of
loan profile and

When?
specifying results
relevant to each
reporting period
Regularly and
during final
evaluation month
34/35

Who will do the


task
Field Officers and
Evaluators

Regularly starting
disbursement of
loans, month 34/35
during final
evaluation

Field Officers,
Project Manager,
Evaluators

Regularly starting
disbursement of
loans, month 34/35
during final
evaluation

Field Officers and


Evaluators

Regularly starting
disbursement of
loans, month 34/35
during final
evaluation

Field Officers

Future Lights Association

Specific Objectives /Results

Improving the Quality of Life Project

Performance Indicator

Data Source

Data collection
method

When?
specifying results
relevant to each
reporting period

Who will do the


task

records.

30% of the target applied for second


cycle of loans after full
reimbursement for expansion of
projects

Specific Objective 2
Create job opportunities for
800 unemployed youth/
women in the project area
within 36 months through
acquiring vocational skills
and establishing small
projects aiming to improve
the revenue of 90% of
women and youth
R 2.1
800 youth and women have
improved vocational skills
that suit market needs.

Loan records,
monthly
reports, loan
profile

90% of target women and youth were


able to access job opportunities
/source of income with the project
Project
support.
records,
90 % of target beneficiaries earn at
baseline
least 1000 L.E. / month
reports,
monthly and
Improvement of the attitudes of the
annual reports
target groups related to concepts of
reliability and business management.
One more addition
A substantial improvement in 90% of Project
the women and youth's skills on
records,
vocations that respond to market
monthly
demands.
reports

46

Field visits, loan


groups meetings,
interviews and focus
groups during
evaluation, review of
loan profile and
records.

Review of baseline,
reports, annual reports,
and project records.
Focus
groups/interviews with
target groups.

Regularly starting
disbursement of
loans, month 34/35
during final
evaluation

Field Officers

Month 34

Evaluators

Attending the trainings, Regularly, month


regular field visits,
34/35
follow-up on training
results, final

Field Officers,
Evaluators.

Future Lights Association

Specific Objectives /Results

Improving the Quality of Life Project

Performance Indicator

Data Source

Data collection
method

When?
specifying results
relevant to each
reporting period

Who will do the


task

evaluation.
Update the survey on local
employers
Create a database of job seekers.
R 2.2:
250 youth and women are
holding sustainable jobs in
workshops and factories in
the surrounding area or are
providing their community
with needed services /
products.

Support beneficiaries in compiling


their expertise and presentation
skills.
Follow up the employment status.

R 2.3:
75% of target earns at least 1000
550 youth/women engaged in L.E monthly after one year from
income-generating activities
their small-projects financed by
or start-up small projects
loans from the project.
with the support of microloans provided by the project.

Review survey
Review
Database
Review
project records
and reports
Review
project records
and reports
Review
database
records
Loan records,
monthly
reports, loan
profile

47

Survey report

Regularly

Field officers

Database records

Regularly starting
month 6, month
34/35 during
evaluation

Field officers

Monthly reports

Regularly

Field Officers

Regularly, month
Data base records, field
34/35 during
visits
evaluation
Field visits, loan
groups meetings,
interviews and focus
groups during
evaluation, review of
loan profile and
records.

Regularly starting
disbursement of
loans, month 34/35
during final
evaluation

Field officers
Evaluators
Field Officers

Future Lights Association

Specific Objectives /Results

Improving the Quality of Life Project

Performance Indicator
100% reimbursement rate
loans.

of

30% of the target applied for second


cycle of loans after full
reimbursement for expansion of
projects

Specific Objective 3
Enhance marketing and sales
skills of 500 target youth/
women.
R 3.1
Target youth and women
possess adequate awareness
about project management

Data Source

at least 300 target women and youth


are using business and marketing
skills to increase sales for their
products/services by 50%.
500 youth and women have received
training on business development
and project management.

Loan records,
monthly
reports, loan
profile

Loan records,
monthly
reports, loan
profile
Project
records,
baseline
reports,
monthly and
annual reports
Training
reports.

48

Data collection
method
Field visits, loan
groups meetings,
interviews and focus
groups during
evaluation, review of
loan profile and
records.
Field visits, loan
groups meetings,
interviews and focus
groups during
evaluation, review of
loan profile and
records.
Review of baseline,
reports, annual reports,
and project records.
Focus
groups/interviews with
target groups.
Attend training and
review training
records and reports

When?
specifying results
relevant to each
reporting period

Who will do the


task

Regularly starting
disbursement of
loans, month 34/35
during final
evaluation

Field Officers

Regularly starting
disbursement of
loans, month 34/35
during final
evaluation

Field Officers

Month 34

Evaluators

Regularly during
trainings.

Field Officers

Future Lights Association

Specific Objectives /Results

and development.

R3.2
youth and women managing
small projects have enhanced
ability to market their
products.

R3.3
40% of youth and women
managing small projects
receive marketing support
from the project.
Specific Objective 4
by the end of 36 months,
constitute and empower 25
community leaders about the
essential skills related to
community issues , in order
to solve 9 community issues

Improving the Quality of Life Project

Performance Indicator
90% of target group possess
adequate awareness on project
management and development.
Increase in the marketing abilities of
80% of the target group.

60% of the target group achieves a


50% sales level of productivity.
The project was able to address sales
challenges for 200 small projects.
The project was able to introduce
innovative marketing strategies for
200 small projects.
An active community committee is
operating and implementing
interventions.
The community committee members

Data Source
Training
reports.
Marketing
plans and
reports,
monthly
reports
Marketing
plans and
reports,
monthly
reports
Marketing
plans and
reports,
monthly
reports
Project
records,
trimestral
reports,
monthly and
annual reports
Project

49

Data collection
method

When?
specifying results
relevant to each
reporting period

Who will do the


task

Attend training and


review training
records and reports

Regularly during
trainings.

Field Officers

Field visits

Regularly starting
month 6, month
34/35 during
evaluation

Field officers,
Marketing team,
Evaluators

Field visits

Regularly starting
month 6, month
34/35 during
evaluation

Field officers,
Marketing team,
Evaluators

Field visits

Regularly starting
month 6, month
34/35 during
evaluation

Field officers,
Marketing team,
Evaluators

Month 34

Evaluators

Month 34

Evaluators

Review of baseline,
reports, annual reports,
and project records.
Focus
groups/interviews with
target groups.
Review of b trimestral,

Future Lights Association

Specific Objectives /Results

during the project duration

R4.1
Committee members have
gained basic skills for
community organization and
addressing community neds.

Improving the Quality of Life Project

Performance Indicator

25 committee members are


committed and actively participate in
meetings and activities.

records,
baseline
reports,
monthly and
annual reports
Minutes of
meeting, and
reports

90% of committee members


participate in 80% of the trainings.

Training
records

are representative of different


community groups and stakeholders.

Committee members are using the


skills gained through training in
assessing community needs and
designing interventions.
existence of sustainability plan at
year 2 of the project

R4.2
Committee implemented 3
interventions annually to
solve the general community
issues.

Data Source

Committee identified community


needs.
Committee designed and

Data collection
method

When?
specifying results
relevant to each
reporting period

reports, annual reports,


and project records.
Focus
groups/interviews with
target groups.
Minutes of Meetings
Committee Reports
Regularly
Monthly Reports
Attend trainings
Review training reports With every training
and records

Who will do the


task

Project Officers
Project officers

Committee
Reports,
Progress
Reports

Field Visits, meetings


with committee
members, review
committee reports

Regularly
Month 34/35
during Final
Evaluation

Project Officers
Evaluators

Committee
Reports

Meetings with
committee members,
committee reports

Month 24

Project Officer

Field Visits
Review reports

Regularly

Project officers

Field Visits

Regularly

Project Officers

Community
needs
assessment
Committee
reports
Committee

50

Future Lights Association

Specific Objectives /Results

Improving the Quality of Life Project

Performance Indicator
implemented 3 interventions
annually
Committee is successfully managing,
monitoring, and evaluating the
implemented interventions.

Data Source
reports,
Minutes of
meetings
Committee
reports,
Minutes of
meetings

51

Data collection
method
Review progress
reports and committee
reports
Field Visits
Review progress
reports and committee
reports

When?
specifying results
relevant to each
reporting period
During month
34/35 during Final
Evaluation
Regularly
During month
34/35 during Final
Evaluation

Who will do the


task
Evaluators
Project Officers
Evaluators

Future Lights Association


Improving the Quality of Life Project

X SUSTAINABILITY:
Ensuring the project's sustainability is very essential for ensuring its long-term impact in
terms of improving the economic conditions of unprivileged groups in the target areas of
El Khosous and Zaraeb Ezbet El Nakhl. The project's approach seeks to guarantee that
the interventions will continue serving the target communities even after funding is over.
To do so, the project will work on ensuring that the needed services become a permanent
part of the community resources and that the interventions have long-term value for the
community.
The project will secure its sustainability through the comprehensive approach it will
adopt for designing and implementing an integrated package of interventions that work
on improving the economic situation of the target groups.
A. Financial Sustainability:
Securing financial resources plays a vital role in contributing to the project's
sustainability. The project will reach financial sustainability through the following:
a) Internal Sources of Finance:
The project will seek financial sustainability through the proceeds of the implemented
interventions:

The loan capital will rotate providing new loans for new clients on a monthly
basis.
The output of the production lines created in the workshop will be marketed
in high demand markets with which FLDO had already formed linkages. The
outcome of the sales will be used to cover the operational costs of the project
after its end and will promote the expansion of the workshop if needed.
By the end of the project, the expenses of the staff of the project will be
completely covered by the revenues earned through marketing the products
and by the administrative expenses of the micro-loans. Thus the same staff
size will continue after the project's end.
Loans will be disbursed with an interest rate of 14%, reaching breakeven
point by the end of the second year, thus ensuring the expenses are covered
and loan capital continues to revolve.

Apart from the loans, the project will have also available several potentials for financial
independence through:

Training costs will be considered as a loan to be repaid by beneficiaries after


production and marketing of their products.
Trainees will build training skills and will be able to provide other
beneficiaries with training against fees , of which a percentage will be added
to the workshop accounts to cover the expenses after the project's end. These

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Future Lights Association

Improving the Quality of Life Project

trainings will also be available for the same target groups from other areas
thus increasing the outreach of the workshop.
During the periods of time when no trainees/beneficiaries are using the
workshop equipment, the workshops technicians will continue working on
the workshop's production lines. Products will be marketed and revenue will
continue to provide expenses for running the workshops and later expansion.

The expected annual expenses and revenues of the project in year 4:


Annual Outgoing
Material for workshop:
average of the material is 3000
L.E. monthly. These materials
are used by the trainees who
are applying their vocational
skills on the workshop
equipment)
Vocational training (200
persons /year)
80 trainees in the recycling
workshop.
120 trainees in training centers
with average cost per person
600 L.E.
Recruitment Expenses
Average 1000 L.E. monthly

36000

Annual revenues
Sale of product from the recycling:

96000

Average 8000 L.E monthly

Fees from trainees in recycling


workshop ( 80 persons * 500 L.E.)
72000

Fees of Antalaka Program (200


persons * 50 L.E.)

40000
10000

Fees from beneficiaries and


contributions from businesses
12000

120 persons * 100 L.E.

12000

Profit from loan program

30000

Total

188 000

Staff salaries
(the personnel of our team
120000
work shall be reduced , in
order to keep only the loans
officer, vocational training
officer , marketing officer,
recruitment officer as well as
the workshop incubator officer)
Administrative expenses
Average 4000 L.E. monthly

Total

48000

288 000

Observation:-

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Future Lights Association

Improving the Quality of Life Project

These numbers are approximate; also there are means to search for a new funding
& foster from the businessmen & the private sector for the project idea and also
interest to transfer the incubator to own project on beginning of the fourth year
.b) External Sources of Finance:
The project will seek a diverse base for funding to reduce the risk of relying on a sole
source of funding. Therefore, the project will solicit funding at multiple levels including
the community, the project management and the private sector companies.
c) volunteering
While working on community empowerment and buy-out of the interventions, the
project will enhance the concept of volunteer . Community volunteers with experience
in certain areas can provide support to contribute to improving the economic conditions
of the target groups.
B. Operational Sustainability:
The project's design, ways of implementing its interventions and supervision activities
contribute to its operational sustainability.
a) Project vision
In order to guarantee the project's sustainability from the beginning, the project should
ensure that the target groups are aware of the project. This can be achieved through
promotion of the project, its results, the project leadership and incorporating marketing
strategies into the different components of the project.
b) Design of the Project:
The project sustainability is promoted through the market-oriented and the communitydriven design of the project interventions. The workshop expansion intervention and the
skill-enhancement and vocational training interventions focus on linking the target
groups to the job market. In addition, the comprehensive marketing services of the
project will contribute to link the target groups outputs to product markets.
The project will also draw upon community ownership and buy-out of the goal,
objectives, and interventions of the project. Community empowerment will be achieved
through improving the target groups' capacity on waste-management, most-needed
vocations, project management, loan contracting as well as marketing services.
The community committee will also play an important role in ensuring the project's
sustainability. This committee will participate in addressing the problems faced within
the community through the support of local leaders, volunteers and other stakeholders.
The committee members will receive capacity building on best ways of resolving
community problems and forming linkages with the private sector and government
authorities to seek their support in resolving community issues.

54

Future Lights Association

Improving the Quality of Life Project

c) Implementation of the Project:


The way a project is implemented can have considerable influence on its long-term
sustainability. Emphasis on participatory approaches, inclusion of the most
marginalized, securing community ownership of the interventions and focusing on
empowering the most marginalized remaining flexible in the face of inevitable setbacks,
can help ensure that interventions have a lasting impact on the vulnerable communities
they serve.
The project will also enhance the sustainability of its interventions by reinforcing
existing community assets, knowledge, practices and engaging existing stakeholders and
established community institutions in the interventions. This will guarantee community
ownership of the practices as opposed to creating new structures and mechanisms.
d) Sustainability Plans:
The project team and the community committee will be required to prepare and submit
realistic and tangible sustainability plan during the second year of the project describing
how the activities will continue after the end of the project. The development of a
sustainability plan represents one of the project success indicators.
This approach is being introduced and used in all FLDO's projects.
C. Administrative/Sustainability:
The presence of an effective management structure in the project also affects its
operations and its sustainability prospects.
The effectiveness of management and its contribution to sustainability is linked to the
project leaders' skills and their ability to manage the whole project.
Effective management involves anticipation of problems or challenges in such a way
that enables the management to design solutions and implement quality procedures and
contingency plans.
Effective management is also ensured through distribution of rights and responsibilities
for the project stakeholders (including staff, partners and volunteers).
The community committee formed by the project have built their capacities,
communications, and visibility with governmental and non-governmental authorities
throughout the project in order to meet community needs. After the end of the project,
the committee is expected to continue providing the same type of service for the
community.
D. Outcome Sustainability:
The project will also reinforce its sustainability from the outcomes of the different
interventions. The new capabilities formed on all levels (staff, community committee,

55

Future Lights Association

Improving the Quality of Life Project

loans and training beneficiaries, as well as beneficiaries of the awareness component)


will continue to be used after the project's end.
Building the capacity of the target groups on solid-waste management will enable them
to improve their skills and engage in waste-management activities even after the end of
the project.
Training the target groups on project and business management will ensure that they
acquire the basic skills needed for starting-up and running projects and IGAs within the
project framework.
The income generating activities created through the project through the training and
loans components will also continue to generate income for the beneficiaries and their
families after the end of the project, which on the long run will positively impact the
quality of life for the families and decrease the social problems that they face.
This is in addition to the community social and health awareness and the practices that
had positively been changed during the project whose effect will continue after the
project's end.
The linkages and relationships formed by the local communities will continue after the
project's end, as well as the impact of their achievements in addressing community
problems (e.g. linking the area with public transportation, water and sanitation services,
etc.).
In addition, the formed community committee will implement 9 interventions
throughout the project period to meet community needs and provide sustainable
solutions for community problems.

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Future Lights Association

Improving the Quality of Life Project

XI ANNEXES:
Annex I Budget ( attached)

Annex II action plan(attached )

57

Future Lights Association

Improving the Quality of Life Project

Organizational Chart for FLDO

Annex III FLDO Organizational Chart

Founders

Board of Trustees
Executive Director
Secretaries and Human Resources

Programs Manager

Financial and Administrative Manager

Project Manager

Projects Manager

Early Childhood Development

Economic Development

Supervisor 1

Supervisor 2

Supervisor 3

Future Cente

Workshops Manager

Manager
NGOs

NGOs

NGOs

1,2,3,4,5

1,2,3,4,5

1,2,3,4,5

Teachers

Wood

Nannies

Paper
Material

58

Accountant

Intilaqa Programs Officer

Treasurer