Part 1: Technical Proposal

Executive Summary

Migori mechanical & electrical engineering association is the most popular Jua kali
organization in Migori County. These artisans make or repair a wide array of products
including motor vehicle parts, ball mill crusher, containers, building materials, equipment,
rudimentary machines and furnishings. They produce almost anything made of metallic materials.
The numbers of artisans are high because the need for metallic appliances in the community is
great.

Artisans registered under Migori mechanical &electrical engineering are a subject of great
relevance due to the age and prevalence of this activity throughout the county, the production
different for all artisans, who are free to determine their methods and raw materials, by using their
creativity ,knowledge and techniques. Artisans focus on the social, economic and cultural aspects
to provide employment and income for the neediest and a link to the development of this group
with its environment. The economic development of artisans leads to social inclusion and
sustainability within the context of complex ecological and socioeconomic relationships.

The project will improve the living conditions of its members and the community directly and
indirectly through the sales of the promised products. Through the project members who will have
access to products that align with the current market trends and consumers taste. Strengthen the
marketing and training to attract new buyers and developing new markets to help increase sales
and enhanced consumer base, access to grants to help expand workshops, buy equipment,
operationalize grade test and expand placement sites for the junior artisans.

1.01 INTRODUCTION

Migori mechanical & electrical engineering association was initiated in the year --------- and
registered as an association by ----------number.The organization is the driving force behind the
Migori Jua Kali Sector. The word Jua Kali literally translates as ‘hot sun’ in Swahili and in
Kenyan context it is used to refer to the informal sector of traders and small business owners
running shops on the street or in open market spaces. The sector provides employment to 83
percent of the working population of the country.

Migori mechanical & electrical engineering association was founded and is running on the
basic principles espoused by act of association within the republic of Kenya. MMEEA 1 is not
merely a business center where artisans compete with each other for maximum profit; rather it
reflects the compassion and concern of team building for the disadvantaged people of the
society and seeks the liberation and empowerment of men and women through organizing them
in cooperative groups for their self-reliance.

Migori mechanical & electrical engineering association is a collection of traders and artisans
with a wide range of skills and expertise , including carpentry, metal work and welding,
tailoring / dress making, automobile repair, plumbing and many others. With long years of work
experience within a particular sector, the Jua Kali traders and artisans often become highly
specialized in their skills area. At the same time, being subjected to a range of local
requirements, they produce creative and cost-effective solutions for the community.

The project was established in response to the tremendous number of artisans, particularly the
youths located in the semi -urban town of Migori town. As an independent organization that
works toward creating opportunities for disadvantaged artisans our goals are two-fold:-Serving
as a training ground for artisans to build the skills and have tools needed to participate in the
production industry while empowering individual artisans.

Migori mechanical & electrical engineering association is a Jua Kali sector, which executes
the work of transferring knowledge and production of different machines and other utilities for
domestics and commercial enterprises. Artisans learn from the local master crafts-persons and
do not receive a degree or certificate for the skills they develop. This in turn deprives them from
obtaining formal employment and stable income opportunities, despite their significant
capabilities and competencies in skill development.

A problem statement, proposed intervention strategy, cross cutting approaches,

activities, sustainable action and best action approaches

Across the world, millions of youth lack the skills they need to reach their full potential. Although
access to formal education is more widespread today than it has ever been, nearly 115 million
youth (aged 15-24) still lack basic literacy skills (UIS 2015). 2 Many of those who do complete
some portion of secondary school find themselves unprepared to enter the workforce, or lacking
the necessary technical and soft skills to lead healthy and productive lives 3. The effective
provision of skills-based programming for youth is therefore crucial for their social and economic
development.

However, in order to be truly effective, initiatives need to be carefully customized and tailored. A
2010 World Bank framework on youth participation in the labor market notes that “youth are not
1
Migori mechanical & electrical engineering association
2
UNESCO-Institute for statistic 2015
3
Global partnership for youth empowerment 2014
a homogenous group,” and that “each sub-group has its own set of constraints.” (Cunningham et
al. 2010). For example, although youth in sub-Saharan Africa are much more likely to be illiterate
than in any other region of the world, youth in Kenya, where 86% of 15 to 24-year-olds have
achieved basic literacy, likely face vastly different challenges from youth in neighboring South
Sudan, where the literacy rate is only 44% 4 and within Kenya, significant distinctions also persist
based on geographical and gender divides.

The complex state of youth skills development means programs working to improve livelihood
opportunities must take careful account of target beneficiaries and the particular context they live
in. Thoughtful targeting, recruiting, and retention strategies thus become crucial to any initiative's
success. We provide some examples of how skills-based program implementers approach these
strategies.

A study conducted by the technical university of Kenya-department of information and

knowledge management possessed by jua kali artisans. They were asked to indicate the type of
knowledge, Majority (44%) responded that they have knowledge of innovations; 36% had
knowledge of markets; 11% have networks; 5% have design knowledge; 2% have knowledge in
production; while another 2% are good in business management. The findings underscore
the understanding that most jua kali artisans are innovators. Their innovation prowess is
manifested through the products they make as well as the techniques, tools and materials they use.
These products are designed to meet unique local needs using locally available raw
materials. Given the high level of competition in the market, it is not surprising that a large
portion of the respondents indicated that they have market knowledge. Therefore, the findings
are indicative of the most valuable knowledge in the sector.

Thus, the most popular knowledge sets are the most necessary in the markets. It is important to
point out that most of the artisans have the technical knowledge to innovate and produce the
wares. Most of them lack soft and strategic skills. This is evident from the findings which
indicate low levels of knowledge on markets networks and business management. This implies
that most of the businesses focus on production only. It is important that the artisans balance the
types of skills necessary to keep their markets afloat. Knowledge sharing techniques Asked to
indicate the techniques of knowledge sharing they use, the majority (50%) of the jua kali
artisans said that they use mentoring as a way of sharing knowledge.

4
UNESCO 2015
Section 2:01 Project Methodologies and strategy

Program Goal/Purpose:

The program goal is to improve livelihoods as well as raising community living standards,
healthcare opportunities and to promote education through fostering the talents.

Program Methodology/Strategy: {includes key inputs for achieving the strategy}

Migori mechanical & electrical engineering association;- The program will adopt proven
combination of product design/development in addition to market linkages and business skill
training to meet the program goal of helping artisans generate income through the sales of their
products in local and international market through participation in trade fairs /exhibition. Due to
the competitiveness of international markets, it is imperative that artisans make a strong entry with
competitive yet fair prices for products of high quality and design.

Product Development/ production: the program will work in collaboration with local designers
and technical consultants with extensive experience. These consultants will work closely with
artisans to adapt current products to market trends. Together with artisans, consultants modify
existing products, revive traditional crafts, and create new products from existing skills, materials
and designs.

The design consultants will pay special attention to the environmental impact of production.
Production capacity will be assessed to identify if it can support large export ventures or local
market demands. Often consultants institute quality control standards, help build or acquire useful
equipment, teach improved production methods, and set better delivery schedules.
The mentor artisan will works closely with other artisans to make prototypes. Upon completion
the consultant review samples and marketing department presents them to importers and
wholesalers at trade shows. During trade shows, Migori mechanical & electrical engineering
association will gauge the market reaction to products and uses this feedback to further refine
existing products and create additional lines.

Marketing: Builds stronger artisan businesses by implementing a diversified marketing strategy

that focuses on local, regional, and international markets. Artisan enterprises have varied skill
levels and needs. Based on technical skill level, business management expertise and market
experience to ensure sustainable growth of the artisan sector in Migori County and further
contribute to national level.

Training:

Experience has shown that in order to interest buyers and maintain business relationships, artisan
enterprises need to understand business practices and expectations. This is especially true in
national markets where orders are often large and delivery dates tight. The program will conduct
trainings that are led by consultants and partner organizations as needed. Training content is
based on the articulated needs and identified areas of weakness. The program will adopt on job
training, interactive approach both in formal seminars and on-site consultations with artisans at
their workshop. Training is often provided at three levels depending on need: locally (county),
regionally (inter county) and nationally; country levels based on the networks.
Section: 3.00 Program Approach: On job training

The “on job training - Approach to Artisan skill development” strategy provides technical
assistance in market-driven product development and design, market linkages and business skills
training through a tiered approach that tailors assistance to the capacity and needs of different
artisan enterprises within each cluster so that they can gain maximum benefits. The program has
classifies artisan enterprises into three tiers based on technical skill, business management
expertise and market experience. By assigning artisan enterprises to various development tiers,
designing technical assistance tailored to each development tier, and providing this technical
assistance in a phased sequence, the program believes that it can best enhance the effectiveness of
its projects.

Tier One: These are primarily small and medium enterprises that have marketable product
collections, established businesses, and demonstrate solid preparedness for the marketplace. Tier
One artisans however lack access to appropriate buyers, and often need some technical
assistance in order to increase their sales competitiveness and market access.

Tier Two:

These are usually small enterprises that have a basic organizational structure but require
significant product development and business skill training in order to compete in the
external markets. These enterprises demonstrate the potential to benefit mostly from local;
tourist and regional market oriented activities as well as appropriate market link/training activities
which will better prepare them for export

Tier Three: These artisans are individual micro-enterprises and/or artisan groups that have basic
technical skills but lack organizational structure, marketing experience, and basic
management skills. These groups need comprehensive and intensive technical assistance in
production, design, marketing, basic business skills and, basic organizational development.
Section 3: Program Objectives: (includes expected outputs)

Objective 1: Increase the operational and training capacity of mentor artisans at the county level.

Expected outputs

i. Increased revenue for training services

ii. Expansion of market readiness
iii. Imitation of online marketing of products
iv. Increased network through website, artisan based NGOs and trade show marketing
services.
v. Training on export marketing and value chain.

Objective 2: Strengthen and capitalize on existing information technology. Key inputs to meet
this objective include effort to set up cost effective IT tools not only to supplement its marketing
efforts but also for tool hire center.

Expected outputs
i. Increased staff efficiency, effectiveness and operations
ii. Improved financial and accounting system
iii. Increased online collaboration through software to allow for file sharing, message boards,
surveys and additional Web-based tools for users in distant locations. This system allows
for improved communications between partners

Objective 3: Train artisan and partner organizations to provide effective customer service to
commercial markets to maintain and expand markets, the key to maintaining successful buyer
relationships is in understanding the context in which they work. Artisan enterprises must arrive
at a thorough understanding of what is expected of them.

Expected outputs
i. Reduction in poverty of village populations through continuity in income (for household
goods) for several families
ii. Increased level of integration in the market economy.
iii. Improved integration of traditional knowledge in the daily life of the indigenous
communities through on job training.
iv. Increase access to capital in the forms of savings, grants or loans for the sector so as
to keep it active and sustainable

Section 3: Activities

i. Review and analyze current training curriculum

ii. Identify artisan training needs and adapt existing curriculum to a more user- friendly level
 iii. Networking with peer organizations to improve and value add to the existing training
material
iv. Hands on training for small artisans through site visits to potential mentoring locations.
v. Create Market Readiness Training.
vi. Establish grade test center
vii. Training on e-marketing
viii. Website establishment
ix. Trade show participation
x. Train artisans in business management practices through workshops, and production
mentoring develop and produce
xi. Train local staff on grant writing and fund raising strategies
xii. Mentor local staff to take on increasing responsibilities on financial management

Section 4: Program Justification

The jua kali sector is an important economic pillar in Migori County and has a great potential in
socioeconomic development in the county and nationally. The sector thrives on effective
knowledge sharing currently; knowledge is largely shared through mentorship. This limits new
knowledge creation and transfer in the sector as individual experienced artisans hoard knowledge
due to fear of competition from the younger artisans. Furthermore, the type of knowledge in the
sector is restricted to what the experienced artisans know. It is in the interest of the government
and other stakeholders to improve knowledge sharing in the sector using the strategies suggested
above-on job training.

Artisans working in the informal sector in Migori county encounter myriad innovations
which define the appeal of their products and processes. Thus the knowledge they acquire,
create or share is about innovations in terms of production processes, product design or tools
of trade. An analysis of their knowledge sharing behavior is basically a diffusion of innovations.

The program focuses on income-generation outcomes in a broader scope than employment and
work to provide youth with basic assets that they can leverage for improved livelihoods. This
program is able to reach the most vulnerable youth in the community. Indeed, research shows that,
it may be easier to reach the poorest youth stakeholders via comprehensive, holistic interventions,
some of which attend to needs beyond employment (USAID 2013). This program tends to place
fewer restrictions on minimum assets required, and often supplement skills and training with
additional income-generating activities. The on job training model, which targets the poorest
through a mix of income-generating and skill building interventions, is one example of a program
that has made a deliberate choice to target the most vulnerable in a comprehensive way.

Migori mechanical & electrical engineering association has designed an on job training
program targeting youths to benefit from the trainings and work towards self-reliance and
economic development in Migori County. Artisan to expand their marketing opportunities while
recognizing the potential of the local market and regional market since Migori County is at a
strategic border point serving Tanzania and Uganda.

The program focuses more on processing and marketing to assist artisans to understand the basic
premise of credit management as well as greatly contribute towards increased production capacity.
The artisans have demonstrated a viable business sector and thus an important contributor to
wealth creation for both rural and urban entrepreneurs and communities.

Section 5: Program Target Groups

Gender Equity Issues: The program programmatic approach does not directly target gender
issues although gender balance in target populations is always an important consideration,
particularly in Kenya where gender opportunities are highly imbalanced.

Program Accomplishments will be compared with/Originally Proposed: Major changes to the

program design and implementation in year one of implementation. The major focus will include:

 to work directly with SMEs in Migori County rather than working through an individual and
increase effort to work with other organizations to address sustainable metal and wood use.
 established a mechanism for artisans to access technical tools and equipment to speed up
production that plans to be transitioned to a formal Technical Resource Center post-funding

CROSS CUTTING APPROACHES

 Participation
 Social Justice
 Fair Trade
 People with disability
 Professionalism
 Good governance
  Gender and Environment Advocacy,
 Lobbying & Networking

Section 6:
Sustainability

The program focuses on Sustainability of the artisan enterprise capacity to continue to develop
marketable product lines, maintain current while creating new market links and managing their
business, finances and natural resources used in the development of their products.

Migori mechanical & electrical engineering association is focused towards sustainability from
three different approaches: building design capacity of the artisans and equally important with
emerging designers through a mentorship program with a professional design consultant
and market-readiness training.

Capacity building of artisan in their clusters is the key to long-term sustainability of the market
link for artisans. The program recognizes that, it is essential to create an enabling environment for
the entire artisan sector to ensure long-term sustainability, and will therefore continue its efforts to
address and strengthen all the links in the chain as it moves forward with the implementation
phase of service support.

The program will work closely with the stakeholders to enhance marketing and training center for
the artisan at the county level and the mentors will continue to work locally, assisting artisan
enterprises through local partner organizations. Formal registration of networks to capture local
funding opportunities at the country and international level promote local artisans.

Migori mechanical & electrical engineering association is dedicated to building on the unique
skills to promote their talent as a means not only for forging sustainable market links and
developing sustainable businesses, but also for preserving and further developing the skills and
raw materials used in production.

The organization has grown significantly during the past couple of years resulting in considerable
artisan sector improvements, particularly in production of metallic works and expansion to other
sub counties where artisan work is minimal to provide organizational support to and training
opportunities for other local groups to improve their capacity to work in the artisan work with
the intention of ensuring their ability to continue supporting the sector beyond funding period.

Leadership, good governance skills and group dynamics to equip the targeted artisans with
knowledge and skills that will help them manage their own workshop sites. These skills will
enhance accountability to the organizations. Migori mechanical & electrical engineering association
will link the artisans to access other services from other service providers and work with mentors
for sustainability.
Section 7:
Monitoring and Evaluation

Detailed Implementation Plan:

Baseline Data Baseline information and the data for the indicators to be monitored during
implementation process by using data collected under the on job training approach. Both the
mid-term and final evaluations conducted under on job training will contribute to the development
of useful and relevant indicators.

The indicators will include: -number of people trained, number of youths trained and are
accredited, business plans developed and implemented- based on the new networking groups
formed and sharing their innovation through fair trade, number of new people joining grade tests,
level of networking and partnership , number of artisans linked to credit schemes. Level of sales
registered through the first phase of implementation, increased sales and indicates that more
saleable product is reaching the market, while repeat sales indicate adequate customer service.

The program will continually review indicators in light of the on job training and knowledge
sharing approach and the findings of the mid-term evaluation will be used for review of work plan
and targets.
BUDGET {attached excel}