The Finnish Children

and Youth Foundation

Youth Leadership,
Entrepreneurship
and Economic Sustainability
Project Proposal 2011

PROJECT PLAN for years: 2012 - 2014

Please note the instructions for filling in this project plan form in the Application guide or the internet:
http://global.finland/english/ngo/index.htm
X

new project
continuation of on-going project, MFA project code_________, project initiation year _______
project is based on earlier forms of co-operation, years_______
the planning of project has been supported by MFA preparation trip allowance, year________

Organisation:
1. Basic information on the Project
1.1 Name of organisation registered in Finland

The Finnish Children and Youth Foundation (FCYF)

1.2 Name of Project in Finnish

Nuorten johtajuus, yrittjyys ja taloudellisesti

kestv kehitys
Youth Leadership, Entrepreneurship and
Economic Sustainability

1.3 Name of Project in English

1.4 Name of Project in other relevant language

1.5 Location of Project (country, province,
village/municipality)
1.6 Name ofthe local partner organisation
1.7 Contact details of local partner organisation

1.8 Representatives of the co-operation Partner

responsible for the Project and their contact
information, if other than above
1.9 Internet home pages of the co-operation
Partner and/or the Project (if any)
1.10 Planned initiation and termination dates
(on a yearly level) of the Project

Liderazgo juvenil, emprendedurismo y

sostenibilidad econmica.
Huallaga river valley in San Martin Region;
Apurimac and Ene river valley in Cusco Region.
Centre of information and education for the
prevention of drug abuse CEDRO
CEDRO
Roca y Bologna 271, Miraflores. Lima, Peru
Email address: avassi@cedro.org.pe
Julio Moscoso
Email: jmoscoso@cedro.org.pe
Website: www.cedro.org.pe
2012 2014

Please answer the following question and fill in the budget summary (1.13) only after answering all
other questions on the form.
1.11 Summary of the Project plan. Describe here briefly (max. 700 characters) the development
problem that this project is addressing, its immediate objective and the practical means through
which these objectives are to be reached:
Young peoples participation on the development and employment possibilities are essential
elements in poverty reduction. According to figures given by the National Statistics Institute (INEI), the
number of youth belonging to the Economically Active Population in Peru is 5 400 000. Two of three
unemployed are young people, and one of five young people do not study or work. Of young people
who work, 53% are underemployed.
Young peoples participation on the development and employment prospects are essential elements
in poverty reduction. Considering this, the long-term development objective of the project is to
contribute to national and regional efforts for the improvement of youth economy and the promotion
of youth entrepreneurship, determining young people as key actors in local development. The project
aims to strengthen the capacities and the economical development of young Peruvians from San
Martin and VRAE (Apurmac and Ene River Valleys) Regions in Peru rural regions. 650 youth organized
in 65 youth groups will benefit from the project through participating in life skills and market oriented
entrepreneurship trainings, and through expanding their networks and abilities to obtain funding for
the development of their small enterprises. The project will improve young peoples abilities to
network, their employment possibilities and possibilities to sustain group activities.
The project will be implemented through the following strategies:
enhancing youth groups knowledge and capacity on entrepreneurship, occupational and
leadership skills and life skills,
improving youth groups self-sustainability and social participation,
creating a mode of operation and networking between youth groups.
Mobile technology solutions will be developed and tested in cooperation with Nokia to improve youth
entrepreneurship and young peoples skills.

1.12 If this Project is the continuation of an earlier project, please describe here the main results of
the earlier stages of the Project.
The project bases on the results of the two earlier projects, Support for youth leadership, cultural
identity and occupational training as a tool for development in selected communities in Alto Mayo and
Central Huallaga (2008-2010) and Promotion of young adults leadership, ecological awareness and
3

cultural identity as a tool for sustainable

development in communities located in
Peruvian Rainforest (2009-2011), which
focused on the promotion of young adults
leadership skills, ecological awareness and
cultural identity in two regions of the Peruvian
Amazon. Both projects focused on the
promotion of young adults life skills,
ecological awareness and cultural identity in
the Peruvian Amazon as a means to support
their sustainable development. Both projects
had also a component of market driven
employment training. CEDRO has been
developing specific strategies in these areas, one of which has been the organization of local youth
groups to secure the legal participation of the youth.
The following results have been achieved within the first project:
Outcome
Direct beneficiaries
Indirect beneficiaries
Communities involved
Number of youth working for
their communities
Number of youth organizations
obtaining formal recognition
Number of youth initiatives
benefitting the community
Number of youth with improved
leadership skills
Number of youth with improved
labor competences

Target

3 391
19 798
153
3 223

3 000
13 800
120
2 700

263

120

203

177

2 973

2 550

122

46

The following results have been achieved within the two first years of the second project:

Youth

Target
Actual

Youth Groups
Communities

Year
2009
850
529
22
26

Year
2010
TOTAL
850
1700
1543
2072
21
12

43
38

Total
project
target
2520
32
32

Since 2008 these projects have reached all together 5 463 direct youth beneficiaries, organized in
youth groups. 30 084 members of the families and communities of the youth have indirectly
benefited from the project. The projects have been successful in reaching their goals due to the active
and enthusiastic participation of the youth. The most important results achieved with these projects
have been:
1. Enhanced capabilities of the youth to exercise democratic participation in their groups and in
the life of their communities.
2. Increased valuing of cultural traditions and cultural identity by both the native and non-native
youth.
3. Increased knowledge about environmentally harmful practices.
4. Enhanced market oriented employment skills.
5. Enhanced life skills.
The local governments have recognized the active role of the youth and supported their activities. In
the last municipal election the results of the active participation of the youth were proved when some
of the youth leaders were elected as local authorities.
While the achievements of the earlier projects have been indispensable, the rural youth face still
challenges concerning their personal development and social participation, and especially in relation
to their economic sustainability. On the course of the two earlier projects some major obstacles for
the development of the youth were recognized: unemployment, underemployment, gender
discrimination and the resistance of adult leaders and organizations to accept the active participation
of the youth organizations in the society. All this hinders the economical development of the youth.
The new project aims to enhance and expand the good results reached with the employment training
component of the earlier projects and to strengthen the sustainability of the results of the earlier
projects as well as youth groups economical sustainability. The project will improve young peoples
5

abilities to network, their entrepreneurial skills and possibilities to sustain group activities. As part of
the project the youth groups will be assisted to establish micro enterprises.
The main lessons learned from the two previous projects taken into account when planning this
proposal are:
- Focus on entrepreneurship (social and/or economic) as the goal and life skills as the tool, but
in a Doing approach: Peruvian rural youth enjoy training sessions, but even more putting in
practice what they learn; there are more skills and principles that can be taught in practical
way than spending hours in theoretical sessions.
- Focus on youth organized in groups: There is a strong tradition for cooperative work for
mutual benefit in Peruvian jungle; it is known as Minka in the Andean region and Choba
choba in most of the San Martin Region. If the project would have developed its
entrepreneurship and labor training component focusing primarily on individual achievement
success would have been reduced if not completely a failure. Another important fact is that
productive units in these areas are primarily formed along kinship ties, which means that also
the investment in large productive units could have been unsuccesful.
1.13 Budget Summary
year
Self-financing of the
Organisation
Project support application
Total costs

2012
30 000

2013
30 000

2014
30 000

170 000
200 000

170 000
200 000

170 000
200 000

1.14 Other funding of the Project (if any). If the Project receives other funding, please state here the
amount and the source of the funding:
Amount
Source
14 000
CEDRO
Voluntary work
Experts
Volunteers
Material
donations
Community
support
Total

12 months X
12 months X

600
150

9000
7200
1800
5000

(localities, services,
volunteer work)

5000
14000

2. Local Partner Organisation and nature of co-operation

2.1. Please describe the criteria used in choosing the co-operation Partner.
FCYF and CEDRO have cooperated actively since the year 2006. The collaboration has worked out well
and has been mutually benefiting through the exchange of experience and good practice. The
previous projects surpassed its goals in many ways as described in section 1.12. The lessons learned
from the project were taken into account when planning this project proposal.
Both organizations belong to the International Youth Foundations (IYF) Global Partner Network
(GPN). GPN is working on local, national and international levels in order to strengthen and expand
the reach of effective programs serving young people, while maximizing the impact of the children
and youth sector as a whole.
CEDRO was chosen based on its ability to meet the following criteria:
- Proven institutional capacity and experience in running successfully youth empowerment
programs;
- Expertise in youth issues and technical and entrepreneurial training;
- Good relationships with public, private and third sectors, and ability to network with them;
- Good reputation among the indigenous communities of the Peruvian Amazon;
- Innovative approaches and joined interest with FCYF to develop youth entrepreneurship
thematic.
CEDRO has proved to be a reliable, committed and professional partner. Communication between the
two organizations has been fluent and bilateral. CEDRO has managed to establish good relationships
with the native communities of the project areas, which is a perquisite for the success of the project.
The two organizations aim to continue their co-operation and further develop their partnership.
2.2 Has the Organisation previously worked with this Partner? If so, please describe the nature of
this co-operation and when it took place?
Since the year 2006, FCYF has been in cooperation with CEDRO. Additionally, FCYF and CEDRO have
shared information through IYF global partners network.
In 2007 FCYC and CEDRO planned and presented a project proposal of the first joint youth project to
the Ministry for Foreign Affairs of Finland. The proposal was approved and the following year funding
was approved for an extension of this earlier proposal. These two earlier projects were:
1. Support for youth leadership, cultural identity and occupational training as a tool for
development in selected communities in Alto Mayo and Central Huallaga (2008-2010)
2. Promotion of young adults leadership, ecological awareness and cultural identity as a tool
for sustainable development in communities located in Peruvian Rainforest (2009-2011)
See section 1.12 for further information regarding the two earlier projects.
7

This third project will be an exit project for these two earlier projects. The aim is to strengthen the
economic development of the youth and trough this the overall sustainability of the results
achieved in the two earlier projects.
In addition, CEDRO and FYCF are implementing in co-operation the project of Youth community
empowerment for integral health promotion in two districts of Lima Peru (2010-2013). The current
year FYCF is also applying for Ministry for Foreign Affairs funding for a youth employment and
entrepreneurship project in Lima Promotion of Youth Employment and Life Skills in Peru which
would enhance the sustainability of the results of this project as well.

2.3 Additional information on the co-operation Partner.

CEDRO:
A private, non-profit organization, established in 1986, whose mission is to foster healthy
environments and quality of life for young people.
Conducts research and provides training to teachers, community leaders, law enforcement
agents, youth workers, and youth.
Programs include leadership training, youth involvement in community development, lifeskills, technical education, job creation and micro enterprise, and community libraries for
young people.
Has been most successful in establishing close working relationships with the government,
other NGOs, traditional authorities and the private sector.
Runs three shelter homes for street children and youth.
In addition CEDRO has been forming entrepreneurship trainings as part of its activities since 1998.
Since 2005 it has also included life skills trainings in its activities.

2.4 How will the co-operation Partner participate in the implementation of the Project (e.g. does it
provide labour, economic resources, other assets)?
CEDRO is the lead implementing agency and will coordinate all in-country activities with local
governments, local businesses, training providers and the young people themselves. CEDRO will
provide its staff, training infrastructure and networks to implement the project.

2.5 Are there other parties involved in the co-operation (e.g. Finnish, local or international
organisations or officials)? If so, please describe their role and involvement in the Project.
Nokia
Nokia, as the cooperation partner of the project, will offer financial assets (financing 15% of the
project) together with its expertise and knowledge on mobile technology solutions to the project. One
8

of the central elements of the project is to take advantage of the innovative technologies in order to
improve the youth entrepreneurship. Through the application of mobile technology solutions the
capacities and opportunities of young entrepreneurs to develop their initiatives will be enhanced. The
aim is to reinforce mutual learning on the ways the mobile technology solutions may serve in
improving youth employment and influence innovatively on the local development. Nokia will take
actively part in all parts of the project cycle and a strong cooperation between FCYF, CEDRO and
Nokia has been established. Nokia is already partnering with FCYF through the development
cooperation projects in Senegal and Tanzania and the Zest-project in Finland.
This project will be part of a larger cooperation plan between FCYF, Nokia and the local partner
organizations regarding the development cooperation projects and the advances offered by the
application of mobile technology solutions for the youth employment worldwide. In addition to this
project proposal, the Promotion of Youth Employment through Training and Micro
Entrepreneurship-project proposal is forwarded to the Ministry of Foreign Affairs of Finland in 2011,
belonging to the cooperation between FCYF, Nokia and the local partner organization CIRD in
Paraguay. Nokia offers additional funding and expertise for the development of mobile technology
solutions in regards to the employment/entrepreneurship component in 2011-2012. The timeline and
plan is as follows:
2011: Preparations, baseline studies and surveys in Finland, Brazil, Peru and Paraguay by FCYF,
Nokia and the local partner organizations.
2012: Development and first applications of mobile technology solutions for the development
cooperation projects.
All the actors, FCYF, Nokia and the local partner organizations, will be involved in the development
process. Solutions which have been developed and are already in use in other development
cooperation projects, e.g. in Africa, will be surveyed and possibly utilized in the work. Some of the
possibilities for integrating the mobile technology solutions into the youth employment and
entrepreneurship projects could be related to marketing, bookkeeping and interaction between the
entrepreneurs.
Companies/ indutstries in Peru will support the development of youth groups enterprises and will be
involved in the baseline study and evaluation of the project.
Local governmental institutions
Local governmental institutions will participate actively in the implementation of the project to assure
the success and the sustainability of the project. They will contribute to the project through
identification of local needs, spreading information, supporting the trainings (locations, logistics etc.)
and by giving resources such as starting funding for youth entrepreneurship initiatives. Formal
agreements will be signed with local governments concerning their material and enabling support for
9

the project. The formal registration of the micro enterprises of the youth will enable them to apply for
funding from the local governmental institutions that are working for this purpose.
Local native authorities
The acceptance of the native authorities is essential for the proper implementation of the project.
Native authorities support for the project will enable a smooth implementation process at the local
level and establish the legitimacy of the project. The native authorities will support the project by
participating in the planning and evaluation processes and by providing in kind support, for instance
spaces for the activities of the youth groups.

In addition, families and communities will support the project, youth groups development and be
involved in different phases of the project.

10

3. Background and sustainability of the Project

3.1 How was the Project idea initiated? Is it e.g. a part of a larger Program?
The project idea is a result of a strong cooperation between FCYF and CEDRO. It is based on successful
cooperation in the earlier project and ongoing discussions and planning for new initiatives for joint
areas of interest and expertise. The previous joint projects gave good insights for the planning of this
project proposal (see 1.12 for further information). The thematic of youth groups entrepreneurship
and economic sustainability rose from the earlier projects results and from the interest of the two
organizations to develop new approaches for youth employment. Also Nokia has been involved in the
planning of the proposal.
CEDRO began its work in the valleys of the Peruvian Amazon region in 1987, developing informational
activities supporting the prevention of drug abuse and production in coordination with different
public and private institutions of the area (Tarapoto, Pucallpa, Tingo Maria and Iquitos), focusing on
the intervention in the educational system, the community and its organizations. In 1992 CEDRO
started developing complete projects with the support from international donors. In 1996, the
process expanded to rural populations of the Apurimac and Ene river valleys; these were difficult
times due to the strong presence in all these zones of subversive terrorism (Shining Path and Tupac
Amarus Revolutionary Movement), which acted in alliance with drug lords. Thus, CEDROs main task
was to build and strengthen a social foundation starting with the children, youth and women that
would contribute to the development of these valleys.
The present proposal forms part of CEDROs strategy for youth development, which includes labor
training, entrepreneurship education, life skills training and support to youth initiatives (social and
economic). The two earlier projects (see 2.2) base on this same strategy. At the same time this
proposal seeks to contribute with local and regional development plans: The Regional Development
Plan 2008-20151 and the Regional Education Project 2005 - 20212 and The Peruvian Ministry of Labor
Strategic Plan 2006 2011, which consider the promotion of labor insertion of vulnerable youth as an
important objective and the Sectorial Action Plan for the Promotion of Youth Employment 2009
2012, which has the objective of Increase and improve entrepreneurship skills in youth and the
development of their entrepreneurships.
CEDROs strategy for youth development has been produced in close contact with the communities
and a deep reflection over economic and social changes in the country and in the two regions in
question. The strategy was introduced in 2002 with the first labor training and seed money strategies
for youth and was developed further in 2005, including Life Skills training, employability skills
1

This document can be found at

http://www.regionsanmartin.gob.pe/administracion/documentos_transparencia/doc_transparencia69.pdf
2
This document can be found at http://issuu.com/dialn/docs/persm

11

development and leadership enhancement (with the implementation of the first MAKE A
CONNECTION project). Entrepreneurship has been included in CEDROs strategy for the prevention
of risk behaviors and building youth citizenship.
The current strategy is being built with the contribution of the lessons learned during the
implementation of previous projects. It considers the following as the key components of the training
process in the project areas:
- Labor training
- Life skills training
- Employability skills training
- Leadership and organizational skills training
- Entrepreneurial skills development training
- Support for social and economic entrepreneurship
- Labor mediation (considered as the support to youth to know and take advantage of job
opportunities and internships provided by public or private job agencies and/or companies)
Currently there are two other projects run by CEDRO working in different zones of the country on the
issue of entrepreneurship, one directed to Andean youth and the other to adult women:
- Hacia la Cultura de la Legalidad sin Drogas working with andean youth in rural Ayacucho.
- Emprendimiento femenino para el desarrollo comunitario, working with adult women
organizations in San Francisco and Kimbiri (between Ayacucho and Cusco regions) and in the
Valley of the Monzon River, Huanuco Region.
Both projects are following the same guidelines defined above, with differences according the type of
beneficiaries.
3.2 Describe briefly the environment in which the Project will be implemented.
The project will work in two regions of Peruvian forest zone, specifically in
San Martin Region and in the Apurimac and Ene Rivers Valley (VRAE) in the
Cusco Region. The proposal will be developed in cities, medium sized
villages and towns with close and easy connections to local markets that
could facilitate the development of small businesses.
The project will focus on 65 youth groups (55 from San
Martin and 15 from VRAE) and community organizations
from the following provinces and communities.
Rural poverty affects 54,5% of young people in Peru.
2.VRAE zone comprises of
Some of the biggest challenges affecting youth and
territories that are part of
contributing to poverty are unemployment (Perus
Cusco, Ayacucho and Junin
youth unemployment rate is 18%), underemployment
regions.
and informal work (the rate of non remunerated family 1.San Martin
region in Peru
work is 41.6% of total rural youth In the case of the jungle region the involvement
12

in illegal coca leaf cultivation and cocaine drug production is a way for the youth to escape poverty,
but at the same time configures a new security problem for the whole country and places youth at
risk of violence, criminal charges and low prospects for legal development. The environmentally
harmful practices of coca cultivation also risk the sustainable development of these regions.
The population of San Martin region is about 205 000 according to the population census of 2007.
Population of the region is primarily young. The largest population segment is that of young people
between the ages of 10 and 14, the 5-9 year-olds and 15-19 year-olds consist respectively the second
and third biggest population segments. The majority of the population lives in and around the major
cities: Moyobamba, Tarapoto, Bellavista, Juanjui and Tocache. Agriculture is the main livelihood of
people living in this area; coffee, rice, corn, beans, cotton and cacao being the main products. Since
early seventies until late in the nineties the main concern of this region was drug production, drug
trafficking and terrorism, especially because they worsened poverty and lack of opportunities for the
youth.
In Pichiri and Kimbiri districts in VRAE the population was 42 241 according to the population census
of 2007. Nearly half of the population is of the age of less than 15 years. The high incidence of
cocaine drug production and trafficking in both regions is linked to low resources farming and
extreme poverty. Other VRAE products are cacao, coffee, corn, fruits and derivates, etc. but cannot
compete with drug production and the seduction that easy money develops over youth.
3.3 What is the general state of development in the field of the Project in the area? How does the
local government function in this field and in these issues? How does the local government
participate in the implementation of the Project - or limit it?
Main efforts in the project area have been devoted to labour training of youth and the promotion of
employment. Limited support from the national government and very scarce support from regional
and local governments have been provided for self employment or youth collective entrepreneurship
initiatives. In most occasions these efforts are focused on urban areas or in main capital cities which
leave rural youth partially or completely unattended. Government has a labor training and
entrepreneurial development program called PROJOVEN, but its success in rural zones has been very
discreet (and the success data provided in their reports is unreliable). The program has achieved
better results in urban zones where there are more possibilities for youth insertion in the labor
market.
CEDRO has good relationships with the local governments, which have earlier offered political
support. They have also offered additional financial support for the youth groups and their activities,
depending on their resources. Local governments in each zone have committed to the initiatives of
the project due to the success of the previous projects forming active youth organizations. The fact
that in many zones even young leaders are participating actively in politics of their communities
enhance the possibility of an harmonious contribution with local and regional governments; even
when the support with cash resources cant be well defined, we know that we can count with their
support on resources that would help the development of the activities; there is also the possibility
that the youth could participate in the Participatory Budgeting Process 3, that takes place in every
3

More information about Participatory Budgeting may be found in:

13

municipality once a year, this is an opportunity open to all CSO not exclusively for youth so
competition for funds can be hard, even so in 2010, 3 youth groups participant in the project from
different zones of Pichi Palcazu Valley achieved support for their development projects.
Most interesting and creative development of youth entrepreneurship is coming from private
institutions, mostly NGOs. Currently there is no public or private formal financial system providing
youth with micro credits. Requirements for micro credits are especially problem for very young
entrepreneurs (- 19) and more accessible to young adults (over 21) which could fill usual
requirements of having properties, getting a bank guarantee or having already a paid job. Even when
private financial enterprises are supporting local businesses are at the same time very reluctant to
provide resources for youth initiatives and dont include the entrepreneurial education as part of their
services.

3.4 How has the Project been planned?

See also 1.12 and 3.1.
The main concept for this project derived from the experiences of FCYF and CEDRO working with
youth at risk. Also Nokia was involved in the planning of the project.
Traditionally the planning process for CEDRO considers 3 consecutive steps:
1. Data gathering by CEDROs field teams through the elaboration of direct diagnosis and evaluation
of present and actual situation in the areas of intervention with the support of the communities
representatives. In the present case we have counted with the information provided by youth
groups after their participation in the previous projects.
2. The diagnostics and evaluation data have provided the basic ideas necessary to elaborate a new
proposal based in the previous experience, which points out that focusing in entrepreneurship
and deepen life skills training would be the most recommendable strategy.
3. The initial draft of the proposal has been presented between January and March to youth
representatives and local authorities in Tarapoto and VRAE, to get suggestions and appreciations
that enrich the final document.
Since this project is proposed as a specialization of the previous experience, the opinion from youth
already taking part in previous projects was mandatory, since the opinion of experienced youth is
crucial to better determine the strategies that may have to remain from the initial experience and
which changes may enhance the development of the entrepreneurship and life skills training
processes. Local governments and public sector was consulted in terms of their support to the
activities of the project and to seek compliance with local strategic development plans. Private sector
in the intervention zones have had traditionally a discrete role in community development, especially
http://presupuesto-participativo.mef.gob.pe/portal_pp/html/index.php
http://en.wikipedia.org/wiki/Participatory_budgeting

14

because corporate responsibility even in the whole country is not properly developed and is still
related exclusively to philanthropy and punctual activities, and in San Martin and VRAE also because
there are not big companies but rather small industries.

3.5 Describe the most essential problems of the beneficiaries that the Project is meant to address.
The beneficiaries of the project have already participated in different capacity building activities
within CESROs earlier projects, as detailed in 1.12. and 3.2. The aim of this project is to answer the
challenges that still hinder the economic sustainability of the youth in order to reinforce the overall
sustainability of the results reached with the earlier projects and to transfer the responsibility for the
sustainability of the project to the local actors. Within the framework of poverty, low quality of life
and deficient education, the problems affecting directly the beneficiaries have been detected by a
problem analysis are. The most essential problems that the project seeks to address are the following:
Young peoples poor technical training, work experience and market oriented skills.
Gender and age discrimination that difficult youth integration to society and employment market.
Limited efforts and results on life skills training as provided by formal education system.
The Peruvian education system makes a strong emphasis on academic aspects and other aspects of
human development such as personality, emotional development, life skills, social skills, etc. are
equally considered in formal documents and educational plans, but in practice and in the field this
aspect of education is not usually well structured or implemented. Most of the schools in Peru dont
count with a psychologist as part of the educational team.

3.6 What are the risks that can compromise the outcome of the Project? How is the Project
organisation planning to minimize these risks?
Logistics risks: The main problem affecting intervention in jungle zones is the difficulty for quick and
safe personal and cargo transport due to the bad condition of jungle roads. To avoid a strong impact
of this problem over the project we are selecting the intervention zones in terms of their proximity to
main roads and highways, which are also the most populated rural towns, ensuring at the same time
the completion of numeric goals.
Environmental risks: Climatic condition in the jungle can vary rapidly during rainy season and
episodes of heavy rain can affect rapidly and harshly the development of open air activities; the
strategy to avoid this situation has been always to plan additional support from the community to
rapidly count with closed rooms (such as schoolrooms, churches, youth houses, etc.) for activities like
workshops, training, artistic activities, etc. In this situation community is always open to help the
youth and the previous experience has helped to built strong bonds with local authorities and leaders
that have openly expressed their support to the present and future initiatives to support youth.
Due to this community commitment, the understanding of leaders and authorities and the
involvement of youth parents; other sources of potential risks such as political, social or cultural are
15

virtually nonexistent.
3.7 Will the Project create a new institution or procedure or is it going to support some existing
structure?
Following the lessons learned from previous interventions grass-roots organizations and community
organizations support and willingness for co-operation is essential. A clear commitment not to
establish any form of new organization that may be perceived as competing with local organizations
will be formed. This means that also this project will continue working with established community
organizations, in this case the youth organizations, and it will strive to reinforce their role in the
communities. New organizations will be formed and summoned only in the case that changes in the
structures of original youth organizations require it.
3.8 How and when will the responsibility of the Project be transferred to the local government, local
organisation or to the beneficiaries?
The transfer of responsibilities will be accomplished at three levels:
1. At regional and local governments level Through specific cooperation agreements with
local and regional governments where the project will work, seeking the assistance of
municipalities and regional governments offices related to youth development. Most of the
support from local governments is in kind (material resources, equipment, or spaces for
activities). The agreements usually define the time, conditions of use, places, and people
responsible for the implementation of agreements. In the improbable case where formal
agreements may take too much time to be signed and should affect the development of work
with youth, the direct involvement of middle level officers is seeked (non city mayors or
regional presidents) which are almost always the ones that are in charge of the contact with
the project representing the highest community authority which are the town or city mayors
or regional presidents. The youth enterprises will also be constituted as microenterprises
under the Peruvian regulations and this enables the responsible government institutions at
the municipal level to provide support for them. The main responsibility of the support for
youth enterprises will be transferred to the local governmental institutions.
2. At a community level Special care will be provided to detect and involve community adult
volunteers, especially local teachers that usually are delighted to support youth development
initiatives. The project will transfer knowledge, training tools and educational equipments to
these volunteers to promote the sustainability of the results. The parents of the youth will be
will be involved as parents and as members of adult community organizations. The aim is that
they can in the future support the youth especially in exploring channels for financial support
and achieving to meet the requirements for the support.
3. At level of youth themselves The project will help strengthen the managerial capacities of
youth community organizations, especially attending female youth, and it will transfer to t the
responsibility to carry on the process after the implementation of the project.
16

The project will provide incipient support for the entrepreneurial activities and social initiatives of
the youth groups but not a complete funding. The youth can complete their needed business
capital with resources from their families, by developing fundraisers like the ones they are
currently running or by seeking for micro credits. Youth groups already have fundraising strategies
for self-sustainability purposes, usually financial needs of youth groups are not greater than their
capacity of achieving funds. The support for small businesses aims not only at the survival of the
youth groups but mainly to the development of businesses initiatives leaded by the youth that
may also serve as development pole for the whole community, and of course for youth families as
well. It is crucial that new entrepreneurs do not fully depend on NGOs or charity organizations
support, which could decrease the sustainability of the project and the activities of the youth.

17

4. Beneficiaries
4.1 Who are the direct beneficiaries of the Project? How many are they (approx.)?

650 vulnerable youth organized in 65 youth groups, with equal participation of men and
women. At least 5 of the groups will be from the native communities of Kechua-Lamisto from
San Martin and Ashaninka from VRAE. 35 micro enterprises will be supported.
Community volunteers

4.2. Who are the indirect beneficiaries of the Project?

Approximately 650 families composed of 3,000 members (5 members per youth served) and the
communities involved in the project.
If the project support applied for is 20.000 or more, please answer the following question:
4.4 Define the nature of participation in the Project by each group of beneficiaries.

Youth: The youth have participated in the planning process as detailed in section 3.4., and they will
participate in the implementation with focus to two types of skills development: Life skills and
entrepreneurial skills.
Youth will participate actively in the development of social entrepreneurship initiatives proposal and
implementing, these initiatives would be evaluated and supported according to the importance for
the community according to a criteria defining most relevant issues (environmental concern, cultural
identity, public health, youth leadership and civic involvement). The evaluation will be carried out by
the youth groups themselves, with support from the projects promoters, according to problem
analysis and basic diagnostic done by the groups. Post implementation assessment will be done
based in the completion of the objectives and activities proposed in the presented plans.
Local volunteers: the project will seek the active involvement of community volunteers especially
between community leaders that are already relevant for the local youth (teachers, local authorities,
involved parents, etc.). These leaders will serve as liaisons between the youth and the local leaders.
They will also be trained, depending on their availability, in projects strategies. They will be involved
in the training strategy of the project. The volunteers will also provide expertise and training in their
specialties for the benefit of the project and the youth groups (for instance the teachers).
Local authorities: The project will work with the Apus and Jefes (elected native local authorities
recognized by the communities), city and town mayor and public officers in order to achieve their
collaboration for an adequate development of native and non native youth initiatives. For all purposes
of work with native communities, Apus and Jefes have to be consulted and their permission has to be
obtained first to get the collaboration of the whole native community, as an example with places for
the youth groups to work or to get the permission from the parents to allow youth to participate.
18

5. Objective, plan of action, monitoring and information

Objectives
5.1 What is the long-term development objective of the Project?
Young peoples participation on the development is an essential element in poverty reduction.
Considering this, the long-term development objective of the project is to contribute to national and
regional efforts for the improvement of youth economy and the promotion of youth
entrepreneurship, determining young people as key actors in local development.
5.2 What is the direct objective of the Project?
(Limited by the area of implementation and the group of beneficiaries)
The direct objective of the project is to improve self-sustainability of 65 youth groups through
entrepreneurship and strengthen leadership, occupational and life skills of 650 disadvantaged youth
in selected localities of the San Martin and VRAE (Apurmac and Ene River Valleys) Regions in Peru.
If the project support applied for is 20.000 or more, please answer the following question:
(those applying for a smaller amount of support may also answer if they wish)
5.3. What are the results targeted by this Project?
Result 1: Young people have obtained knowledge and capacity on entrepreneurship, occupational
and leadership skills and life skills.
- Determination of a baseline on leadership, entrepreneurial and life skills (first year).
- 650 disadvantaged youth organized in at least 65 youth groups, 50 from San Martin region and
15 from VRAE (Apurmac and Ene River Valleys) region, have benefited from the market
oriented entrepreneurship trainings. Their skills have improved significantly.
- 650 disadvantaged youth organized in at least 65 youth groups, 50 from San Martin Region
and 15 from VRAE (Apurmac and Ene River Valleys) Region, have benefited from life skills
trainings. Their skills have improved significantly.
- 150 youth leaders have strengthened their entrepreneurial and leadership skills and are able
to replicate the acquired knowledge with their peers through the entrepreneurship and
community service initiatives.
Result 2: Youth groups self-sustainability and social participation has improved significantly.
- 65 youth groups have had an opportunity to present fully developed business plans to a
selection process of 35 micro enterprises.
- 35 micro enterprises (25 from San Martn Region and 10 from VRAE Region) have been
supported and in full development by the end of the project with starting resources.
19

65 youth groups have had an opportunity to develop and present social service initiatives and
195 social service initiatives have been implemented by youth groups by the end of the
project.
Greater inclusion of the youth, especially girls, in the economical and political life of their
communities has been achieved.

Result 3: Mode of operation networking between youth groups has been created and networking of
young people has increased significantly.
- 65 youth groups count with a youth directory providing information that will help youth keep
in contact with their peer organizations and other organizations that may support them.
- Networking with private and public sectors has been promoted to improve youth groups and
young peoples training, participation and entrepreneurship opportunities. Initial contribution
and support (in kind and/or financial) for the youth groups entrepreneurial projects have
been obtained from local sources.
In addition, mobile technology solutions have been tested and implemented for the benefit of
youth entrepreneurship.

20

Implementation
5.4 Describe the activities by which the results and immediate objectives are to be accomplished. If
possible, please also give a rough timetable (by year) of project implementation.
The following strategies will encompass the activities developed as part of this project:
1. Training and transfer of methodologies: This will consider the training of youth and also the training
of community volunteers.
2. Elaboration of businesses and social development plans: Using learned skills, youth will develop
their own plans.
3. Networking: This component includes the establishments of networks supporting youth initiatives,
between the youth but also including authorities, community leaders and other businesses,
attempting to introduce youth in pre existing production chains.
Result 1: Young people have obtained knowledge and capacity on entrepreneurship, occupational
and leadership skills and life skills.
- Determination of a baseline on leadership, entrepreneurial and life skills (first year). Baseline
will be determined through surveys developed by projects promoters during the first month
of the project; all data collected will be analyzed in a report. The indicators for the baseline
will be developed based on the projects results.
- Training workshops on youth entrepreneurship, social and economic, and elaboration of
businesses plans (1 for each issue, during the first and second year). 650 disadvantaged youth
organized in at least 65 youth groups, 50 from San Martin region and 15 from VRAE (Apurmac
and Ene River Valleys) region benefit from the market oriented entrepreneurship trainings.
This training will be developed specifically for this project based on materials previously
developed by CEDRO. Skills considered for this training will be:
Achievement motivation and entrepreneurial experience.
Features and attributes of the enterprising person.
Vision of future and self confidence.
Features to manage and run a venture: setting goals, proactivity, leadership and
self-efficacy.
Costs and benefits of finishing an education.
Sources and employment opportunities.
Vocational guidance and employment opportunities.
Corporate entrepreneurship: Capital and labour.
Characteristics of the entrepreneur.
Success factors: productivity, quality and profitability.
Business plan: Business Idea.
Basic marketing strategies.
21

Production process: flow of operations.

Saving and investment.
Sales, costs and earnings
Training workshops for the development of life skills (twice a year, first and second year). 650
disadvantaged youth organized in at least 65 youth groups, 50 from San Martin Region and 15
from VRAE (Apurmac and Ene River Valleys) Region benefit from life skills trainings. A life skills
primer already developed by CEDRO will be adapted for the reality of the region), based
primarily in the following skills (adaptation will be minimal since contents have been already
used in other parts of the region with success):
Interpersonal or social skills including communication, skills for
negotiation/refusal, confidence, cooperation and empathy.
Cognitive abilities, including solution of problems, understanding of
consequences, decision making, critical thinking and self-assessment.
Skills for the control of emotions, including stress, feelings, the control and the
monitoring staff.
Reinforcement training workshops on leadership skills (twice a year, first year). 150 youth
leaders strengthen their entrepreneurial and leadership skills and are able to replicate the
acquired knowledge with their peers through the entrepreneurship and community service
initiatives.
o This training will be based on the guide Youth organization and leadership for
development, developed for the training sessions of the previous projects.
Printed materials (posters and flyers) for the diffusion of entrepreneurial values and skills
(during the three years).
o These support materials used in the diffusion of information, will be designed in
CEDROs headquarters and printed locally, then sent to intervention zones where the
promoters will deliver them to youth, schools and other stakeholders.
Printed materials (posters and flyers) for the diffusion of life skills and its importance on
youths development (during the three years).
o These support materials used in the diffusion of information, will be designed in
CEDROs headquarters and printed locally, then sent to intervention zones where the
promoters will deliver them to youth, schools and other stakeholders.
Evaluation and monitoring process according to baseline (third year).

Result 2: Youth groups self-sustainability and social participation has improved significantly.
Entrepreneurship
-

Convoking and tuning up process of all youth groups plans (1 process per year for 65
initiatives).
22

65 youth groups have had an opportunity to present fully developed business plans to a
selection process of 35 micro enterprises which will receive a basic support (non financial,
equivalent to 400 euros each) for the development of enterprises.
Technical assistance and accompanying process for the implementation of small businesses
plans (continuous process, during second and third years). After the project all of the youth
groups have developed a microenterprise business plan.
o This is the continuous support and accompanying of the promoters to the ongoing
business plans, necessary to control the implementation of plans and to provide advice
in case that plans needs to be adjusted for a better implementation.
o Through a competition, the most prominent business plans of 35 youth groups will
acquire projects material support for the implementation of their plans with the
perquisite of additional funding obtained from other sources. The remaining youth
groups will be assisted in exploring alternative sources for funding.
Basic support (non financial) with raw materials and basic tools for the implementation of
youth small businesses plans. (35 plans per youth group, 15 during the first year and 20 during
second year; 25 from San Martn Region and 10 from VRAE Region).
o The groups have to ensure also a local contribution for instance from municipalities,
the community, etc. In the budgeting the micro enterprises will consider CEDRO as one
of the resources providers only. To enhance the sense of ownership and direct the
responsibilities to the youth themselves they will be required to provide a counterpart
of their own, not necessarily money but their volunteer work or what they can
leverage with fundraisers or direct contributions from parents, churches, schools or
other contributors to youths efforts.
Post plan implementation additional training and reinforcement on entrepreneurship (1
training during second and third years).
o This is a post plan implementation training and exit training to reinforce the
entrepreneurial skills developed as part of the primary training process.

Social participation
-

Workshops for the development of youth community service plans (1 each year).
Basic support (non financial) with raw materials and basic tools for the implementation of 195
youth community service plans (1 plan per youth group, 65 per year).
Technical assistance and accompanying process for the implementation of youth community
development plans (continuous process during the three years).
65 youth groups develop and present social service initiatives and 195 social service initiatives
are implemented by youth groups by the end of the project. The project will provide support
equivalent to 200 (two hundred euros) on equipment or basic resources for each project,
equipment or resources will be property of youth groups and community for further
development. These will not be cash contributions, but equipment etc. These training
23

workshops will help the youth to develop their community services plans; it will work on the
following skills:
o Concept of project.
o Diagnostic and determination of a problem.
o How to elaborate objectives based on problem analysis.
o Solutions to problem brainstorming
o How to elaborate an activities chart.
o Simple evaluation of activities.
Convoking and tuning up process of all youth groups plans (1 process per year for 65
initiatives).
Community service youth projects will be collected and evaluated, if theres need to correct
some aspects, the projects will be sent back to the groups to make proper amendments with
the help of their promoters. Once the projects are clear and well stated the support will be
effective, important aspects are that the projects should clearly include counterpart
contribution from the youth group and also from a community contributor. Support will be
acquired locally.
Technical assistance and accompanying process for the implementation of youth community
development plans (continuous process during the three years).
Promoters will provide technical assistance to groups for the formulation, implementation and
evaluation of projects.

Result 3: Mode of operation networking between youth groups has been created and networking of
young people has increased significantly.
- Elaboration of a database and directory of resources and organizations that support youth
initiatives. (continuous process during the three years)
o The promoters will provide contact information about organizations and institutions
that can compromise and provide resources and support of any kind to youth
initiatives, so this information can be posted and diffused using online databases and
text messages. This will be a continuous process.
- Development to secure that 65 youth groups will count with a youth directory providing
information that will help youth keep in contact with their peer organizations and other
organizations that may support them.
- Networking with private and public sectors is promoted to improve youth groups and young
peoples training, participation and entrepreneurship opportunities. Initial contribution and
support (In kind and/or financial) for the youth groups entrepreneurial projects will be
obtained from local sources.
- Development of a communication platform and contents to provide continuous and relevant
information on youth development and supporting youth initiatives, provided by CEDRO and
other partners according to the project goals (Starting in the first half of the first year of the
project until the end).
24

Online database will be designed and uploaded in free hosting services and information
groups (yahoo groups and facebook) and also will be sent using text messaging services.
o This will be done based on contact information provided by promoters and databases
collected , a proposed above, but also to provide continuous information on
entrepreneurship, life skills, youth news, other funding opportunities, etc. Platform will
use free services to ensure sustainability of this initiative (facebook, yahoo groups and
other similar platforms).
10 mobile phones with text messaging capabilities for clustered youth groups according to
geographical vicinity.
o Mobile phones will be provided to youth groups to extend information about business
opportunities, youth initiatives opportunities and contact information on resources.
Publication online of the database and in printed journals/directories each for every working
youth group (Online update process twice a year, March and December. On printed materials
the update will be once a year. Both processes will be done each year during the three years).

In addition, mobile technology solutions will be tested and implemented for the benefit of youth
entrepreneurship in cooperation between FCYF, Nokia and CEDRO.

If the project support applied for is 20.000 or more, please answer the following question:
5.6 Describe the implementation and monitoring organisation of the Project and the responsibility of
each party therein.
FCYF will be closely involved with the implementation and monitoring throughout the project cycle.
CEDRO is responsible for the implementation of the project on the field and will provide financial and
programmatic reports as determined by FCYF.
Projects staff in the field (named promoters) will be in charge of the implementation of activities
with beneficiaries under the supervision of Projects Coordinator, who is the manager defined by
CEDRO and ultimately responsible for the implementation and the results of the project. It is also
responsibility of CEDROs staff to gather quantitative and qualitative data according to the technical
monitoring strategy determined by the project manager along with the staff.
Information provided by the monitoring process will be available at FCYF request and will also be
provided to CEDROs executive officers for process evaluation. In addition monitoring information will
be reported to beneficiaries, being those youth leaders, involved authorities, community leaders,
other donors and other stakeholders that may be become involved in the future in the
implementation of the proposal. The project participants, community volunteers, donors and other
stakeholders participate actively in the project development.

25

Monitoring
5.7 How do the responsible persons of the Finnish organisation follow the implementation of the
Project and the use of financial resources? How do they participate in its implementation?
FCYF holds an overall responsibility of the project implementation. The main people in charge of the
project management in FCYF are development manager and development cooperation coordinator.
On the basis of the project agreement funding will be released only after the review and approval of
the narrative and financial reports which will be submitted by CEDRO to FCYF twice a year. CEDRO will
also provide FCYF quarterly financial reports and monthly status reports. FCYF will be in regular e-mail
(and telephone) contact with CEDRO through exchanging information about the project, its
implementation and progress. In addition FCYF will carry out a project monitoring trip once a year.

5.8 How do the local co-operation Partners follow the implementation of the Project and the use of
financial resources?
The monitoring process will be carried out by the projects Manager and an appointed Monitoring
Specialist with the alternative support from CEDROs monitoring and evaluation unit.
CEDRO conceives the monitoring process as a permanent process, with consecutive steps:
Establishment of a situational diagnostics of the intervention areas during the pre project
phase.
Establishment of a baseline that includes a comprehensive database of beneficiaries as part of
the projects start.
Evaluation process through the measurement of qualitative and quantitative advances
applying especially designed tools. Process is performed on a monthly basis.
Data gathered is consolidated, analyzed and used in the elaboration of reports.
Development and socialization of evaluation results with beneficiaries in order to obtain a
feedback that will contribute to the reorientation of actions and to compile lessons and good
practices learned.
Project final measuring process that includes an exit evaluation, systematization of the
experience and elaboration of the projects final report.
The periodicity for data collection is quarterly for financial reports and every six months for technical
reports as requested by FCYF. An executive summary will be produced monthly for projects
management, stakeholders reporting and CEDROs executive areas.
Monitoring tools will be:
Brief surveys for key referrals: applied on a quarterly basis.
Pre- and post-test for the training courses: applied in each training activity.
Activities reporting formats.
26

Participants lists duly signed.

Observation records for qualitative assessment: used whenever needed and depending on the
activity, mainly for massive activities.
Audiovisual records, depending on the needs of the activity.
The analysis of the information gathered allows:
A comparison of actual activities versus project planned activities.
A comparison of results by period.
An estimation of future results.
Decision making for minimal changes in the orientation of the project.
The information gathered will statistically analyzed, preferably using central and positional tendency
measures and systematized in numeric tables, graphs and/or written reports, according to targets and
reporting needs.
The reports will be presented in compliance with Ministrys formats and FCYF indications. The report
to be submitted will include two essential components:
Operative Report: showing the results and advances of the implementation at a specific moment of
the project,
Financial Report: showing the project accounts at a specific moment of the project.
This report provides feedback to the persons in charge of the project and lets them know the financial
results for a defined period so as to define any necessary reprogramming. As a parallel task, the
monitoring data helps gather and systematize information regarding lessons learned. The
institutions executives receive progress reports as a result of the monitoring process which helps
them make any reprogramming, if necessary.

5.9 What kind of numerical or other data will be collected on the advancement of the Project?
Matrix of data collected by Project objectives
Project objectives

Type of data

Technique
used
1. Young people have
Quantitative and
Direct
obtained knowledge and qualitative data will be
report.
capacity on
used to measure
Surveys.
entrepreneurship,
baseline, impactStructured
occupational and
oriented monitoring, and observation.
leadership skills and life evaluation of final
skills.
results.
2. Youth groups selfQuantitative and
Surveys.
sustainability and social qualitative data will be
Structured
participation has
used to determine
observation.

Tool
Report formats for each
training activity.
Lists of participants.
Pre-post tests.
Observational reports.
Audiovisual record.
Questionnaires to key
informers.
Observation formats
27

improved significantly.

3. Mode of operation for

networking between
youth groups has been
created and networking
of young people has
increased significantly.

increase in both
indicators (self
sustainability and social
participation).
Quantitative and
qualitative data.

Focus
groups.

Contacts
information
gathering.
Database
hosting.
Phone
Messaging.

developed by projects
staff.
Periodical youth
meetings.
Elaboration and
publications of
database, online and
printed.
Messaging report and
statistics.

5.10 Where and how will the accounting and audit of the Project be arranged?
Audits will be carried out by international audit companies in Finland and Peru.
Auditing process will be developed according to FCYF requirements, according to governmental
standards and regulations and meet the highest standards in Peru. For auditing purposes, external
auditing agencies with international prestige are convoked and selected after a bid process.
Financial reports, as well as operative, will be provided to donor depending on a jointly fixed timeline;
the development of the reports will follow exactly the templates and information requirements
provided by FCYF.

5.11 Will the organisation evaluate the Project during its implementation or afterwards? If the
answer is yes, please describe how it will be carried out.
FCYF will evaluate the project through reports and annual monitoring visits.
CEDROs project evaluation systems
The purpose of CEDROs Project Evaluation System is to maintain an information system that allows:
1. The identification of goals, results and impact achieved in each phase of a project, submitting
timely reports with necessary and adequate information.
2. A management and feedback instrument for the Executive Director and the Technical
Assistance Unit.
3. The availability of a database that provides realistic goals for future phase of the ongoing
projects.
The specific objectives of the Evaluation System can be defined as:
28

1. A tool to provide project stakeholders (funding source, executors and beneficiaries) with
periodic statistical reports that reflect progress and impact achieved to date on the target
population.
2. A tool to integrate the information received from the institutions units involved in the
development of project activities, providing a comprehensive perspective of the whole.
3. A tool that allows the periodical comparison of project progress, identifying areas or programs
that require further strengthening.
4. A tool that provides all parties involved access to the consolidated information and timely
feedback on process goals achieved.
The process implies the development of several sequential and supplementary processes, adequately
adapted to the needs of the area of intervention. These sequential steps could be described as
follows:
1. Definition of basic supplies (human resources, materials, equipment and services) based on
methodology of intervention and administration implemented by the programs.
2. Process implementation to achieve goals set forth in the annual action plan. Processes are
developed through an integral set of activities.
3. Implementation and management actions generate goods and/or services that are delivered
to the target population as intervention products.
4. The delivery of products to the target population generates an impact, understood as the
change on the core problem brought about by the program.
5. Results and impact are evaluated using specific methodologies with the continuous and direct
participation of the beneficiaries.
With respect to the selection of indicators, the Project Evaluation System uses effect and
effectiveness indicators that are included in the logical frame matrix built.
To accomplish a comprehensive vision of the programs and projects evolution, it is necessary to have
different information sources:
1. Monthly reports issued by the promoters from every intervention zone, responsible for the
execution of specific aspects of the project, using specially designed formats.
2. Supporting information on activities developed, including lists of participants, pictures, newspaper
clippings, databases, publications, etc.
3. Field supervisions of concrete actions developed and both quantitative and qualitative
evaluations.

29

Information
5.12 Describe how the organisation will inform about the Project. Give details on the goals, target
groups, information material and information channels.
FCYF updated its communication strategy in 2010. The foundation will intensify its efforts in
increasing the awareness of its development cooperation work among the key stakeholders and the
general public.
FCYF will inform its stakeholders (Finnish and international NGOs, donors, corporate partners and
other organisations, public officials, researchers and others) and the Finnish in general about the
project, about its execution, its outcomes and significance to the sustainable development efforts in
Paraguay through the following media:
Internet: FCYFs homepage (www.slns.org; www.nuori.fi), e-Newsletters, linked homepages of
FCYFs national and international partners.
Printed media
Seminars, conferences and workshops (either organized or attended by FCYF)
CEDROs Communication Strategy:
Objectives:
Achieve project recognition as a viable proposal to improve the lives of young people.
Gain the cooperation of the stakeholders and the communities
Assist the project's sustainability.
Recipients Selected
Public and Private Institutions of the Community
District Organizations
Direct and indirect beneficiaries
NGOs
General Public
Strategies
Presenting the project to various stakeholders.
Develop leaflets with information about the project
Distribute summary information on youth events to unfold.
Distribute posters and leaflets with information about the project
Use social networks to disseminate activities

6. Free-form description of the Project and its operation (optional: if the other questions in this
form are not suitable or sufficient to describe the Project, please use this space to give additional
information)

30

6. Budget
Budget Peru Nokia

2012

2013

1. Personnel costs (Appendix 1)

Salaries and related costs of Finnish personnel
Travel and accommodation of Finnish personnel
Salaries and related costs of local personnel
Other personnel costs
Value of Finnish voluntary work
Personnel costs, subtotal

13950
0
38178
0
0
52128

14649
0
38178
0
0
52827

15381
0
38178
0
0
53559

43980
0
114534
0
0
158514

2. Activity costs (e.g. training) (Appendix 2)

Fees of hired experts
Other costs
Activity costs, subtotal

50100
27920
78020

50600
29920
80520

50600
21920
72520

151300
79760
231060

3. Materials, procurements and investments (Appendix 3)

Procurement of materials and appliances
Construction
Other procurements
Value of donated goods
Materials, procurements and investments, subtotal

5610
0
0
0
5610

2700
0
0
0
2700

2700
0
0
0
2700

11010
0
0
0
11010

4. Operation and maintenance (Appendix 4)

Operation costs
Maintenance costs
Operation and maintenance, subtotal

1200
600
1800

1200
600
1800

1200
600
1800

3600
1800
5400

19072
10370
3000

18769
10384
3000

22963
13458
3000

60804
34212
9000

10000
42442

10000
42153

10000
49421

30000
134016

180000

180000

180000

540000

10000
3000
4500
2500
0
20000

10000
3000
4500
2500
0
20000

10000
3000
4500
2500
0
20000

30000
9000
13500
7500
0
60000

200000

200000

200000

600000

10,00

10,00

10,00

10,00

5. Monitoring, evaluation and information (Appendix 5)

Personnel costs and external services
Travel and accommodation
Other costs
Information costs in Finland (max. 5 % of total project
costs)
Monitoring, evaluation and information, subtotal
Total implementation costs
6. Administrative costs (Appendix 6)
Salaries and related costs of administrative personnel
Office costs
Fund-raising costs (excluding information costs)
Statutory audit costs of the Finnish organisation
Value of Finnish voluntary work in administration
Total administrative costs
Total project costs
Administrative costs as a % of total costs (max. 10%)

2014 Total

31

Financing plan

2012

2013

30000
0
30000
15,00

30000
0
30000
15,00

30000
0
30000
15,00

90000
0
90000
15,00

2. Project support from the Ministry for Foreign Affairs

Earlier allocation of project support
New/additional application

170000

0
170000

0
170000

0
510000

Total financing

200000

200000

200000

600000

1. Self-financing (Appendix 7)
Cash contributions
Voluntary work and material donations
Total self-financing
Self-financing as a % of total project costs

2014 Total

32

8. Development objectives and cross-cutting themes of the Project

8.1. What is/are the development objective(s) of the Project? Mark one main objective and max. 3
other significant objectives:
Main objective Other objective
x
x

x
x

Abolishing extreme poverty and famine

Extending elementary education to all
Improvement of gender equality and the situation of women
Diminishing infant mortality
Improving the health of pregnant women
Work against HIV/Aids
Work against malaria and other significant illnesses
Sustainable development of the environment
Access to clean water
Improving living conditions in the slums
Improving the working conditions of the private sector and
increasing economic interaction
Advancing democracy human rights and good governance
Advancing the state of peace and security
Developing a just and regulated international trade and financial
system
Solving the debt problem of developing countries using national
and international means
Bringing the benefits of using new technology and especially
information technology to developing countries in co-operation
with the private sector
None of the above. Other explain. Promoting youth
entrepreneurship and young people as key actors in local
development.

If the project support applied for is 20.000 or more please answer the following question:
8.2 How does the Project plan take into account the Poverty Reduction Strategy Paper (PRSP) or
other equivalent national plans of the developing country concerned? If it has not been taken into
account please justify:
The project will contribute to the achievement of the Millennium Development Goals, especially on
the following goals:
Objective 1: Eradicate extreme poverty and hunger.
Youth employment and young peoples participation in the development are essential elements in
poverty reduction. The project seeks to promote youth groups economic sustainability,
entrepreneurship and young people as the key actors in local development.
33

Objective 3: Promote gender equality and empower women.

The project will aim at promoting the gender equality by encouraging the equal participation of both
young women and men, and by giving special emphasis to the participation of young women.
Objective 8: Develop a global partnership for development
The project will contribute particularly to the achievement of the Target 16: Develop decent and
productive work for youth. The project will also contribute to the Target 18 of the same MDG: In
cooperation with the private sector, make available the benefits of new technologies, especially
information and communications technologies. The project will enhance young peoples knowledge
on new technologies needed for the successful entrepreneurship.
Perus Poverty Reduction Strategy was approved in 2004. Its main focus is:
Development of human capabilities, with a focus on children below 2 years.
Promotion of economic and productive opportunities and capacities.
The establishment of a social protection safety net for vulnerable groups.
Budget protection of 6 priority social programs.
Emphasis on civil society participation in design, implementation and monitoring of poverty
reduction programs.
This Project contributes particularly to the development of human capabilities and to the
promotion of economic and productive opportunities. Indigenous people are among the most
vulnerable in Peru and directing part of the Project activities especially to indigenous youth, the
Project will also contribute to their social protection.
8.3. Cross-cutting themes of development policy
The dvelopmen policy program of the Finnish government contains a number of cross-cutting themes
that are to be taken into account in all development activities.
Instructions: In the column "impact" please mark a sign as advised below according to the impact this
Project is estimated to have. Justify with one sentence the most important positive and negative
impacts of the Project.
Options:
++
+
0
-

significant positive impact

positive impact
no impact
negative impact

Themes

Impact

Justification/Additional information

Impact on the Environment

Access to clean water and

0
34

sanitation
Environmental distress (soil,
water, atmosphere, waste)
Protection of biodiversity
Sustainable use of natural
resources (incl. Energy,
consumption, erosion)
Reducing gender inequality
Division of work between men
and women
Women's access to income and
their right to possess
Women's participation in
decision making
Sexual health and reproductive
rights
Reducing violence
Equal opportunities to
education

0
+

++

The project will promote equal participation of men and

women

+
++

The project will foster women participation in decision

making processes.

0
+
+

Supporting the most vulnerable groups (the disabled, ethnic or religious minorities, aboriginals,
children)
The most vulnerable groups as
members of the community (the
attitudes towards the most
vulnerable)
++
The project will improve opportunities for native youth.
Empowerment of the most
vulnerable groups
++
The project will empower vulnerable youth.
Equal rights of the most
The project will promote equal access to economic
vulnerable groups
++
development opportunities.
Good governance and enhancing democracy
Reducing corruption
0
Strengthening the local skills on
good governance
0
Transparency of financial
management and information
(among implementors)
+
Improving information exchange
in the civil society
+
Improving involvement in the
civil society
+
35

9. Signatures

Place and date

Place and date

Signature

Signature

Name in capitals

Name in capitals

Position

Position

Appendices
Any applicable agreements, requests for assistance, authorisations, etc.

36