Description abuse and gambling. Unemployed youths migrate

Description of the organization and its institutional
environment (max 1500 words)

Describe your
organisation and institutional environment by making use of appropriate
frameworks or tools

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Executive Summary

AIMYI is a legally registered and established non governmental
organisation operating in Uganda and seeks to engage youth at all level towards
championing social change and participating in social and economic development.
AIMYI
coordinates collective action amonng youth through networking, capacity building,
resource mobilisation and advocacy for inclusivenes in development programs This proposal seeks to evaluate the
organisation and it’s policies and programs to facilitate the mainstreaming of
gender and social justice within the organisation. The
challenges encountered, possible strategies to adopt, and conclusion in
addressing these challenges in order to bring a change in the Organization

 

Introduction

Youth unemployment stands at between 64% and 70%, and about 400,000
youths are released annually into the job market to compete for approximately
9,000 available jobs. About 30% of the youths who are institutionally qualified
in Uganda are unable to find jobs, and the situation is even worse for
semiskilled

and unskilled youths. Youths who remain unemployed or underemployed and
do not exploit their full potential, are often associated with high incidences
of drug abuse and gambling. Unemployed youths migrate from rural to urban areas
for work, which negatively impacts on the social services sector in urban
centres. Ugandan youths shun the agricultural sector, one of the biggest
employers in rural areas, preferring to work in service sector jobs like riding
motorcycle taxis (boda-bodas), or as low-wage laborers in industries. The
government response has been to issue soft loans and youth grants to
agricultural programmes such as NAADS (National Agricultural Advisory Service),
the Youth Livelihood Fund, and youth SACCOs (Saving and Credit Cooperatives).
Additional services include vocational training education programmes as well as
Universal Primary and Secondary Education. Despite these interventions, the
problem of youth unemployment remains high. In response to this statof affairs,
the

 

 

Objective

The objective is to asses the institutional and organisational
environment of the organisation and identify the hindrances failing the
mainstreaming of gender and then strategise  with an appropriate intervention 

 

Methodology:

A desk review of already existing information
was conducted to determine the external andinternal enviroment of AIMYI and
different tools were adopted for this purpose and included the PESTEC, IOM
model,5C’s, 7’s and SWOT to analyse and source for an approriate intervention

 

 

 

Justification of the tools Uses

The IOM tool was used to describe and
analyses the various elements of the organization. The Model consists of 5
external components: mission, outputs, inputs factors and actors which describe
the environment of the organization. The internal components describe the
internal organizational choices. SWOT analysis was used to identify factors
such the strength, weakness, opportunities and threats

 

IOM-Integrated
Organisational Model for AMYI

 

 

 

 

 

Basic Question

 

How can AIMYI effectively
strengthen its capacity to mainstream gender in responding to youth unemployment in mukono district-uganda?

External
components of AIMYI

Vision: A strong
representation and participation of youth in championing change through social
and economic development at all levels in Africa

Mission

To coordinate
collective action among youth and other stakeholders through networking,
capacity building, resource mobilization, research and advocacy for the
attainment of prosperity.

Output of the organization

AIMYI’s focus is hinged upon building
youth capacities to harness leadership and reproduce it through collective
action and networks promoting sustainable economic development. AIMYI uses the
principles of environmental and social responsibility to sustainably improve
incomes, combat food insecurity, stimulate enterprise development as a gateway
to contributing towards achieving the global sustainable development goals
especially ending hunger, poverty and unemployment.

 

i.       
Mobilises
resources using diversified sources

ii.     
Converts
youth agricultural initiatives into sustainable agricultural enterprises

iii.   
Builds
capacity, inducts and incubates youth into competitive entrepreneurship

iv.    
Facilitates
the formation of farmer groups, networks and micro credit village sacco’s

v.      
Establishes
partnerships and networks for partnership, mentorships and engagement

vi.    
Curriculum
development for entrepreneurial training and gender mainstreaming

vii.  
Research
and Innovation- AIMYI’s quest to
meet the scale of current global challenges, increase impact and stay relevant
in a changing context, staff are offered access to capacity building and
training initiatives, supporting their participation in learning platforms, and
encouraging diversity of talent in recruitment practices

AIMYI supports young
people on the path to employment and economic independence ensuring positive
change occurs in a sustainable way with a maximised brokerage through
partnerships, networks and engagements with all stakeholders involved in the
youth development agenda

Inputs of the organization

a)     
Staff

AIMYI’s activities
are run by a secretariet which is overseen by an executive board and the
secretariet is governed by the Director, an administration and Finace officer,
sectretary, programs manager, communications specialist and two project
officers. AIMYI also works closely with the private sector foundation, Makerere
University bussiness school and the Uganda Industrial research institute, all
which provide AIMYI with support volunteer consultants, facilitatiors and
entrprenuerial incubating opportunities for ths benefitiaries of AIMYI at this
organisations. AIMYI also has support short term contract staff who are hired as
need arises and they include drivers, research assistants, survey coordinators
and faciltators. All staff undergoe a competent and rigourous screening and
have the relevant academic qualification and qualities with a composition 8
staff where two  are female and 5 are
male. Neverthheless AIMYI is an equal oppotunity and non-discriministratory
employer.

 

b)      Information.

AIMYI’s has a
fulltime information and communication specialist whose role is to process,
mine, compile and disseminate updated information which is intergrated in the
organisational processes and used in all forms including field trainings,
curriculum development and resource mobilisation

c)      
Equipment, tools and
materials

AIMYI efforts to efficiently and effectively harness it’s
objectives, learning aids, tools and hardware devices are used to reflectively guide the parcipants in the learning
processes.

d)     
Contractor services  

AIMYI’s operations are facilitated by teams of
dedicated and competent contractors who support the organisations processes and
systems including the IT services, software systems, logistics and supplys and
catering services.  

 

 

 

 

 

e)      
Diversified funding and
financing

AIMYI is one of
the organisations that have been affected by the trend in declining global
funding for civil society organisation. In order to sustain the mandate of
AIMYI, the organisation introduced social innovation in it’s programs as a gateway
to a sustainable finacial resource base. The organisation is constructing water
cisterns to havest rain water for farmers and farmer groups who share the cisterns
to irrigate thier crops.

 

External Factors

Political: Uganda is a politicaly
fragile state for civil society organisation, with the  signing of the anti-gay lay law which
discriminated against the LGBT community, donor funding was cut due to the intolerence
of the law seen as undermining fundermental rights and freedom. This has been aggravated
by rampant corruption and ambigous laws like the public order amanagement bill
that prevents the convening of public meetings and gatherings without notice of
police. Nevertheless Uganda has a fairly stable political environment which
gives AIMYI an opportunity to access and work with communities, partners and stakeholders.

 

Economic: Uganda is economically
 liberalised  and is currently harmonising intergration and
trade agreements within the East African community countries and opening
freedoms to trade and investment. Despite this, aggregate demand remains low,
inflation continues to soar, banks exercise high lending rates, poulation
pressure, unemployment, trade and export barriers continue to hamper AIMYI’s  agender in promoting growth and development.

 

Social: In Uganda women experience
gender inqualties in different ways and this is reflected in thw differences in
wages, access to assets with the extremes being in sexual violence,
marginalisation and discrimination of women. AIMYI is pressed by resources in
ensuring that this mandate is fulfiled

 

Technical: Although both women and men have a wealth of traditional knowledge tackling
development challenges, however thy are hampered by indegenous technologies

 

Cultural: Uganda is a
multicultural society where most people, except those in urban centres, are
involved AIMYI’s target areas  however
the norms, beliefs and tribal devides vary which calls for AIMYI’s flexibility in
delivering it’s mandate.

 

 

Organisational
Actors

i.       
Formal/vertical linkages

There are formal vertical linkages between AIMYI
and the Uganda Industrial research Institute , Makerere University Bussines
School, the private sector foundation, Young African Leaders Initiative and
USAID. Hierarchical linkages exist between adjunct facilitators, program
managers, the Director, Secretariat staff and Board of Governors.

ii.      Customers
or target groups

AIMYI is a legally registered NGO provideing
transformative knowledge, mentorship and skills to youth, graduates, farmers,
women, communities and the general public,

iii.    Input
suppliers

AIMY’s rellies on partners and stakeholders for feeback and professional input
and expertise as and when required by the program being implemented.

 

iv.     Policy
makers and regulators

AIMYI’s
programs are monitored by the ministry of internal affairs in Ugnada and is
foreseen the the Ministry of youth and gender. It is also monitored by the
Ministry of Agriculture, Animal Industry and Fisheries (MAAIF). AIMYI was
established under the NGO act, and has worked with partners to harness resources
and competences to drive societal transformation, solve societal problems and
improve livelihoods of the people.

 

The
internal components of AIMYI
using the 7s Model

Strategy

AIMYI has a vision and mission as the guiding
principle it’s mandate and this is embedded in a three year Strategic Plan
which further spells out the main objectives and actions to be undertaken in
order to achieve the AIMYI’s  mandate. Some of the strategies employed by AIMYI
include; embracing the culture of continuous service improvement through
feedback and measurement, building networks through partnerships and
collaborations; establishing guiding principles and transparency. AIMYI has workplace
gender senstive regulations and Policy guidelines as well as a Monitoring and
Evaluation plan to ease management and to regularly track performance against
the set objectives in order to inform decision making.

Structure

AIMYI
is governed by an independent Board of Directors appointed by the national
deligates and regional representatives. The Board of Directors membership is
specially constituted to reflect gender within the AIMYI relations with the
different partners and stakeholder, civil society  organisations, Government Ministries, and
distinguished individuals. AIMYI is headed by the Director
of Programs. Under the Director is and a finance and administration officer,
communication specialist, a Program Manager and two project Officers who are
responsible for implementing and coordinating specific programs within the
organisation.

 

Shared Values

 

 

 

Systems

Some of the
systems include a curriculum weighting system, financial and
accounting systems which capture revenues and expenditures, Monitoring and
Evaluation systems to ensure quality, and Internal Audit system which examines
activities and operations of AMYI.

2.3.4 Staff

AFRISA is an equal
opportunity employer and hires staff on to merit. Staff selection at the
institute entails advertisement, reviewing, interviewing and selecting the best
candidate. COVAB staff monitors and evaluates the various aspects of a project
and services to ensure that quality standards are met. This is done by ensuring
that competent staff as well as business professionals, adjunct tutors and
Field Resident Industrial Instructors are used and also ensuring that the right
information is passed on to the trainees throughout the training sessions.
AFRISA encourages staff development by providing opportunities for continuous
learning and personal development.

2.3.5 Style of
management

In any
organization, people and situations change which calls for a change in
management styles to accommodate or foster a positive working environment for
all employees.  A number of management
styles are exhibited at AFRISA and these include; transformational and
result-oriented styles where management leads through vision and inspires
employees to work towards a common goal while ensuring continuous improvement.
Another management style employed is permissive democratic
where management makes decisions in a participative way by soliciting for
employee input especially during general staff meeting, which gives all
employees latitude in carrying out their work.

2.3.6 Culture

AFRISA exhibits
different organizational cultures such as inclusiveness. The purpose of this
culture characteristic is to minimize barriers to employee performance and
foster personal development. AFRISA supports this approach through team-based
approach to management. Other cultures exhibited include attention to detail as
well as people and outcome orientation since the organization works toward
transforming communities through acquisition of
knowledge in Science, Technology, Innovation (STI) as well as mindset change.

 

 

 

Analysis of the organization
and its institutional environment (max 1500 words)

Analyse the constraints in
the organisation including gender and justice constraints, and use appropriate
frameworks or tools

 

 

 

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