Volume 1 - URBAN YOUTH CENTRE SETUP GUIDE

8/6/2019 Volume 1 - URBAN YOUTH CENTRE SETUP GUIDE

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VOLUME 1URBAN YOUTH CENTRE SETUP GUIDE

WE ARE THE FUTURE CENTRES

ONE STOP YOUTH CENTRES

URBAN YOUTH LED ACTIVITIES


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VOLUME 1 URBAN YOUTH CENTRE SETUP GUIDE

VOLUME 1:

URBAN YOUTH CENTRE SETUP GUIDEWE ARE THE FUTURE CENTRES

ONE STOP YOUTH CENTRES


3/53www.unhabitat.org2


AcknOwLEdgEMEnts

Copyright United Nations Human Settlements Programme

(UN-HABITAT) 2010

All rights reservedUnited Nations Human Settlements Programme (UN-HABITAT)P.O. Box 30030 00100 Nairobi GPO KENYATel: 254-020-7623120 (Central Oice)www.unhabitat.org

Disclaimer

The designations employed and the presentation o material in this publication donot imply the expression o any opinion whatsoever on the part o the secretariato the United Nations concerning the legal status o any county, territory, city or

area or its authorities, or concerning the delimitation o its rontiers or boundariesregarding its economic system or degree o development. Excerpts may be re-produced without authorization, on condition that the source is indicated. Viewsexpressed in this publication do not necessarily relect those o the United NationsHuman Settlements Programme, the United Nations and its member states.

All photos UN-HABITAT

Acnnt

Principal authors: Environmental Youth Alliance (EYA),Canada, BURO, Norway

Main Contributors: Melanda Schmid, Karun Koernig, Moussa Massumbuka

Editors:

Design and layout:

Sponsors: Government o Norway

Printer:




FOrEwOrdOver the past decade, agencies and governments across the world have begunto realize the value and necessity o engaging youth as partners and leadersin the development o cities and towns. As more and more o the issues ohuman development become urban issues, and ever-greater proportions o citypopulations are youth, the crucial intersection between empowering youth andactualizing our goals or sustainable urban development becomes clear. Justas in the 20th century, the vast majority o the worlds nations recognized thatthe inclusion and ull empowerment o women was key to success, in the 21stcentury we have begun to make similar strides towards the recognition o youthas ull stakeholders in our shared uture.

This series o training manuals was developed by UN-HABITAT in partnership withseveral international NGOs. The titles in this set o guidebooks are intended oruse in Urban Youth Centres, oering resources or development partners andpractitioners grappling with the issues o youth in urban spaces today. Each othe manuals builds on and interaces with the other volumes in the series, andtogether the series oers a exible and locally-adaptable roadmap to ensure thatyouth can be eectively engaged and empowered to make positive changes intheir own lives and in their communities.

These manuals have been ground-tested with youth, partner organizationrepresentatives and municipal sta rom One Stop Youth Resource Centres inKenya, Tanzania, Uganda and Rwanda. To date, we have seen an overwhelmingresponse and desire by municipalities in countries across Arica and beyond oraccess to these training resources, reecting the great need or sae urban spacesin which youth and local authorities can cooperatively interact and addressshared concerns. It is our hope that with this series wide distribution to municipalpartners, we will see the expansion and evolution o the One Stop and We Arethe Future Urban Youth Centre models across the developing world. This seriescan also be adapted at the national level by Ministries concerned with Youthissues.

As with any publication designed or use in multiple locations in the feld oyouth-led development, this series is expected to expand and be revised and

updated regularly. To those benefciaries o this frst edition, we invite yourcontributions to the ongoing learning and eedback process that is the hallmarko successul participatory development.

I would like to extend thanks on behal o UN-HABITAT to our developmentpartners who have made resources available. To our municipal and civil societypartners, and especially to the youth o todays cities, we entreat you toimplement the learning contained in this series, to work together to create newopportunities or youth as leaders o today, and to continue your shared eorts tobring about lasting and meaningul change in your communities.

Dr. Joan ClosExecutive Director, UN-HABITAT




OverviewThis manual exists as one o a growing library o materials produced byUN-HABITAT or use by and in Urban Youth Centres, both One Stop and WeAre the Future models.

Current titles in this series, at time o publication, include:

Volume 1: Urban Youth Centre Setup Guide

Volume 2: Inormation Work and Youth

Volume 3: Entrepreneurship Program Guide

Volume 4: Asset Mapping Guide

Volume 5: Program Evaluation

To receive copies o these manuals, and to f nd out about additional manualsavailable rom UN-HABITAT, please contact

(INSERT CONTACT INFO HERE).

UN-HABITATPubicatin

Uban YuthCnt




cOntEntsACkNowledgemeNTs 2

UN-HABITAT PUBlICATIoNs or UrBAN YoUTH CeNTres 4

Target Audiences or UN-HABITAT UrbanYouth Centre Manuals 6

Mandate 7Youth Engagement 7

We Are the Future Youth and Child Centres 8

One Stop Youth Centres 9

Satellite Youth Resource Centres 9

The Global Partnership Initiative or Youth-Led Development 9

Youth-Led Development 10

Minimum Standards Checklist 10

Preparatory Checklist 11

CHAPTer 1: Administration and Governance 12

Getting Started 12

1.1 Core Values and Principles 12

1.2 Resolution to Operate the Centre 17

1.3 Administration 18

1.4 Legal Framework 20

1.5 Stakeholder Process 23

1.6 Partnerships 30

1.7 Centre Stang 33

CHAPTer 2: Monitoring and Evaluation 38

2.1 Input Indicators 39

2.2 Inormation Indexing 39

2.3 Sta Training Tracking Sheets 40

2.4 Programme Tracking Sheets 40

2.5 Revenue and Funding Tracking Sheets 42

CHAPTer 3: Sponsorship, Funding and Revenue 43

3.1 Sustainability 43

3.2 Resource Mobilization Sta 44

3.3 Sel-Check List or Approaching Sponsors 45

3.4 Making Proposals 45

3.5 Private Sector and Other Sponsorship Guidelines 46

3.6 Government and INGO/ NGO Funding Guidelines 47




Tat Auinc UN-HABITATUban Yuth Cntmanua

Manuals such as this one, published by UN-HABITAT or Urban Youth Centres,have a number o possible target audiences. This manual is intended primarily orthe audiences noted below:

Tat Auinc dciptin Thi manua Piaiy ()

Municipal Employees:

Leadership and sta members o the city departmentor division implementing the Urban Youth Centre.

Local Authorities:

Leadership and sta o o ces responsible or specic communities or areas within the city, who are imple-menting a smaller (satellite) Urban Youth Centre ortheir community.

Urban Youth Centre Sta :

Typically city council sta seconded to the Urban YouthCentre, or sta assigned to a satellite communitycentre by the Local Authority. These sta work at the

Centres ull time, with youth, running programs andcoordinating activities.

Urban Youth Centre Volunteers:

Youth volunteers engaged with activities at the YouthCentres with a ormal agreement governing their activi-ties and relationship to the Centre.

Youth Benef ciaries o Urban Youth Centres:

Youth, whether individual or members o youth groups,who use the Centre regularly, take part in program-ming and other activities.

Partner Organizations and Stakeholders o Urban Youth Centre:

Partner organizations under ormal M.O.U.s with theCentre, especially youth development related organiza-tions. May also include stakeholders rom civil society,private sector, and other levels o government.




manat

The United Nations Human Settlements Programme, UN-HABITAT, is the UnitedNations agency or human settlements the built environment. It is mandatedby the UN General Assembly to promote socially and environmentally sustainabletowns and cities with the goal o providing adequate shelter or all. The maindocuments outlining the mandate o the organization are the Vancouver Declara-tion on Human Settlements, Habitat Agenda, Istanbul Declaration on HumanSettlements, the Declaration on Cities and Other Human Settlements in the NewMillennium, and Resolution 56/206.

UN-HABITAT urban poverty reduction strategies include sustainable urbandevelopment, adequate shelter or all, improvement o the lives o slum dwell-ers, access to sae water and sanitation, social inclusion, environmental protec-tion and various human rights. This expanded strategic vision gives attention toknowledge management, the f nancing o housing and human settlements andto strategic partnerships.

Yuth enant

Youth account or nearly 70% o the population in many developing countries,and make up a large proportion o slum-dwellers in the urban centres o the de-veloping world. As populations grow and become pro-portionally younger in de-veloping areas, and the world becomes increas-ingly urban, youth ace increasingchallenges such as access to decent livelihoods, health, housing and sanitation.

UN-HABITAT recognizes young people as active participants in the uture ohuman settlements. Todays youth are already conceiving, designing and imple-

menting successul community-building projects in some o th t aginal-ized regions o the world. Young people need acknowl-edgement, guidance andtraining in order to reach their ull potential. In response, UN-HABITAT initiatesand osters inter-agency partnerships and collaborates with youth organizations.It engages youth at the interna-tional level, to help ormulate an international un-derstanding o pressing youth issues. Working with young men and women andunderstanding their diverse abilities, realities and experiences is an essential ele-

ment o UN-HABITATs long-term success in achieving sustainable urbanization.

Launched in 2004, the We Are the Future (WAF) initiative is the result o astrate-gic partnership between the Global Forum and the Quincy Jones Listen Up Foun-dation with the support o a coalition o stakeholders, including the WorldBank

and major private sector companies.We Are the Futures main goal is to mobilizeglobal resources or the beneft o children in post-conict cities through the cre-ation o municipally-owned WAF Child Centers that ocus o youth-led activitiesin the fve areas o Nutrition, ICT, Health, Sports and Arts.

IntrOdUctIOn




The primary goal o this joint programme is the development and imple-menta-tion o youth-led services or orphans and vulnerable children (OVC) and youthliving in urban areas in order to promote a healthy start in lie and improved livingconditions. Youth benefting rom programs at the Centres have become com-munity assets able to extend new services to peers, young-er children and theircommunities at large. The Centres are based on partner-ships with municipalities,the private sector, civil society organizations, devel-opment agencies and universi-ties, in order to ensure sustainability and scale.

w A th utu Yuth an Chi Cnt

The goal o We Are the Future (WAF) initiative is to mobilise global resourc-es orthe beneft o children in conict and post-conict cities through the creation ocentres to develop and implement youth-led activities o-cused on fve essen-tial areas o rehabilitation: Health, Nutrition, Arts, Sports and Inormation andCommunication Technology. The six WAF pilot cit-ies are Addis Ababa (Ethiopia),Asmara (Eritrea), Freetown (Sierra Leone), Kabul (Aghanistan), Kigali (Rwanda)and Nablus (Palestine). The Nablus center works on peace building in partnershipwith Rishon Le Zion, Israel.

The primary outcome o the programme will be the development and im-plemen-tation o comprehensive, age and culturally specifc youth services or orphansand vulnerable children (OVC) ages 0-6+ and youth (15-24) in order to promote ahealthy start in lie and improved living conditions.

Key characteristics o WAF Centres include

Youth-to child programming, including ormal training o youth on theprinciples and practices o working with children.

Secure and sae or children as well as youth.

Implementation phase includes ongoing dialogue with local au-thorities anrelevant national ministries regarding children (e.g. Ministry o Youth and Chil-dren, Social Services, Education)

Key characteristics o WAF Centres include

Youth-to child programming, including ormal training o

youth on the principles and practices o working with children.

Secure and sae or children as well as youth.

Implementation phase includes ongoing dialogue with local authoritiesan relevant national ministries regarding children (e.g. Ministry o Youthand Children, Social Services, Education).

Programming that supports and supplements existing child- ocused socialservices such as daycare and school (the Centre is not a substitute or suchacilities and services).

Working within the local ramework o local and national child issues, policiesand development objectives.

A community hub and platorm rom which youth and children can

network and express their views on issues aecting them insuch a way thattheir voices can aect and help shape uture policy.

Thematic areas relevant to urban youth and children in the context o post-conict societies in the developing world such as Nutrition and Health,

ICT, Sports and Recreation, Education, and Governance/Advocacy.

One Stop Youth Centres, piloted in our East Arican cities to start with, are thecentral activity o the GPI project. One StopYouth Centres grew out o a collab-orative process with key stakeholders including youth, municipal leaders, and

UN-HABITAT, and are envisioned to provide youth with sae spaces in urbansettingswheretheycanmeetandbepartoyouth-leddevelopmentactivities.




on stp Yuth Cnt

Key Characteristics o One Stop Youth Centres include

Youth Friendly Space; young people have input into the look and eel o thespace itsel.

Involvement o Youth-Led Development Partners in all phases o the imple-mentation process.

A sense o ownership and responsibility amongst youth stake-holders in theOne Stop acility.

Youth volunteers who assist in the operation o the Centre.

Trained Inormation Workers and Youth Workers as Centre Sta and Manage-ment.

Programming in areas relevant to urban youth in the context o developingcountries including such thematic areas as Health, Governance, ICT, Entrepre-neurship and Livelihoods and Environ-mental Sustainability.

satit Yuth ruc Cnt

A Satellite Centre may operate as either a We Are the Future or a One Stop YouthCentre in a city where there has already been such a centre established andoperating or at least one year. Satellite Centres, in order to join the GPI Networko Urban Youth Centres, must ormally request to become a Satellite o the Citysexisting Urban Youth Centre. This request must be made in writing to the Seniorperson within the Centres Imple-menting Organization (such as the Directoro Youth Services in a Munici-pal Council) and approved by that Organizationsdecision-making body.

Satellite Centres are generally smaller Centres in areas or neighbourhoods whereyouth may have difculty accessing the larger Urban Youth or Youth and ChildCentre, oering the same minimum services and stan-dards as outlined in thisManual or major Centres but with some o those services being dependent upon

or accessed through the major Centre in their City rather than on-site at the Satel-lite. They may be operated by NGOs or Local Councils, but in all cases must do sowith a ormal agree-ment between the Satellite Centre and the main centre in thecity/town.

The agreement with the main centre must include clear guidelines or the work-ing relationship between the Satellite Centre and the main Urban Youth or UrbanYouth and Child Centre (i such a main Centre exists in that city).

Satellite Centres are subject to all the requirements and standards o this Manualand must be operated in keeping with the spirit o the Manual.

Th gba Patnhip Initiativ Yuth-l dvpnt

The Global Partnership Initiative on Urban Youth Development is an initiative oUN-HABITAT in collaboration with selected cit-ies globally, beginning with thecontinent o Arica. The agency regards young people as partners in building abetter world and promotes their empowerment through eective and meaning-ul participation in decision-making. Adopted by 171 countries at the 1996 CitySummit in Istanbul, Turkey, the Habitat Agenda recommends a participatoryapproach to promote employment, training, and crime prevention. It also stressesthe role o young people in the alleviation o poverty and inequality.

In May 2003, the UN-HABITAT Governing Council adopted a reso-lution on theengagement o youth in the work o UN-HABITAT. Resolution GC19/13 directsthe Executive Director to ensure the active participation o UN-HABITAT in theSecretary Generals initiative on youth employment; as well as to develop a GlobalPartnership Initiative on Urban Youth Development in Arica, in partnership with

other relevant United Nations agencies, multi-lateral institutions and private oun-dations in the context o New Partnership or Aricas Development. The GlobalPartnership Initiative is important because it seeks to integrate the Millen-niumDevelopment Goals with development programmes at the city level ocusing onand working with urban youth in Arica.




Consistent with a number o the Millennium Development Goals including Goal 7Target 11 and Goal 8 Target 164, the youth initiative must be seen as an integrat-ed eort to ulfll the goals and their targets. The youth initiative is also consistentwith UN-HABITATs global campaigns or secure tenure and urban gover-nance,and as such is instrumental in ulflling the objectives o these campaigns.

The Global Partnership Initiative strategies included the creation o pi-lot urban-based youth resource centres that directly support youth-led development issues;training youth as peace builders by involving them in violence prevention strate-gies; and research and policy development that supports youth-led development.The Guidebooks in this library o resources are designed to support cities wantingto replicate the Urban Youth Centre model on their own.

Centres which have been accredited through this process will become memberso the Global Partnership Initiative Program.

Yuth-l dvpnt

Youth Led Development was frst coined by Peacechild International at theWorld Youth Congress in Scotland, 2005. It became the cornerstone o the WorldUrban Youth Forum in Vancouver in 2006 and was ormally defned at the GlobalPartnership Initiative Partners Meeting in Kampala, Uganda, in February 2007.

The Five Key Principles o Youth Led Development are:-

Youth should defne their own development goals and objectives.

Youth should be given a social and physical space to participate in so as toenhance their development

Adult mentorship and peer-to-peer mentorship should be encouraged.

Youth should be role models in order to help other youth to engage in devel-opment.

Youth should be integrated into all local and national development pro-grammes and rameworks.

Youth Led Development is a youth development process that encourages youthto take leadership roles, which engages adults as partners and men-tors o youth,and acilitates the process o youth stepping into greater and greater roles oresponsibility. It is not a youth only process - both adults and youth have roleswithin a youth led development process. Adults typically play roles as acilitators,mentors, or partners in joint work with youth. Youth take on roles as peer-to-peertrainers, designers o youth-led programming, and advocacy or youth issues.

miniu stana Chcit

Checklist or the mimimum necessary acilities and resources in an Urban YouthCentre

Physical structure in a secure location, minimum o 800 Square eet o covered space plusadditional space or larger centres that intend to serve over 30 youths per day.

A youth riendly appeal through dcor, color scheme, or other eatures decided upon bylocal youth during the initial stakeholder process.

On site sanitation acilities

Regular hours o operation

At least one centre-based sta member (or small, single-community serving centres); atleast one additional sta person per major thematic area, and urther additional sta orlarger centres serving over 80 youth per day

Public launch o centres opening in mass media

Ongoing public promotion o centres services via mass media(to be controlled at least annu-ally




Ppaaty Chcit

Step by step guidelines to prepare or opening an Urban Youth Centre

Minimum one third o programming to be open to all youth (nationally dened age range).For example, all inormation, counseling and reerral services must be open to all youth.The implementing organization and partners may choose to run certain programs targetingspecic groups, such as young women and girls, people with disabilities, etc. that are opento those group only.

Regularly collect and disseminate inormation on youth opportunities within thecity(including mapping in a youth-riendly guide ormat)

Clear linkages o programming to national development objectives. Millennium Develop-ment Goals, UN Development Frameworks, and/or programming in recommended or locallyidentied areas o interest (such as Governance, Employment and Entrepreneurship, Arts andCulture, Sports, Inormation and Communication Technology, Nutrition, HIV/AIDS, Health,Environment, Peace Building, Shelter).

At least one third o all partners must be organizations with a ocus youth and youth-leddevelopment

Minimum Charter o service standards o youth riendliness, agreed and posted visibly in theCentre

Introductory & repeated training in Youth-led development principles or core centre sta

and partnersFunctional and up-to-date on the GPI platorm or inormation dissemination

Data collection and reporting on Centres activities and programming

chc Hav yu

Clearly identied the lead implementing organization?( Usually your Municipality,City Council; also possibly an NGO)

Clearly identied, designated lead person within the organization to co-ordinateaccreditation process and to act as the point person or interactions with all the

Centres stakeholders?

Conrmed the willingness and commitment o the decision makers in thisimplementing organization to meet the Minimum Standards?

Conrmed the commitment o the implementing organization to annualoperational unding and revenue generation plan or the Centre?

Conrmed the ability, willingness and commitment o the implementingorganization to meet secure land, space within a building, or a building or theCentre, which meets the Minimum Standards?

Conrmed the ability, willingness and commitment o the implementingorganization to equip the Centre with power, water and sanitation acilitiesand urnishings?( this can be done through partnerships, donations and othersupport modalities, but must be conrmed and guaranteed by the implementing

organization and other partners agreeing to provide such support.)Conrmed the ability, willingness and commitment o the implementingorganization to work in partnership with youth and youth- serving organizationsto implement youth programs at the Centre.

Identied and secured the agreement o appropriate partners and organizationsto help support the implementing organization in the ollowing areas:

Consensus building and Stakeholder ProcessHuman resources support or Capacity BuildingCapacity Building and training o Centre Sta and/or TrainersStartup o Income Generation ProgrammesFinancial management o CentreExternal Communications and Public LaunchMapping o Youth Services and AssetsData Collection and Inormation Work inrastructure and trainingProgramme inrastructure (such as sports elds, computers, art studios, libraryTelephone and internet service(can be given as a service in kind by a partner)Services and goods in -kind (such as urnishings, oce supplies, discounts or Centreor or youth)




1.1 C Vau anPincip

chAptEr 1

Ainitatinan gvnanc

gttin stat

Planning is hal the job. Starting a centre is a huge task. Here is some practicaladvice and important things to remember in the process.

I there are One Stop Youth Inormation and Resource Centres in your neighbour-ing countries, arrange to visit one or two existing centres. Talk-ing to peoplealready doing this work will help you test your ideas, prob-ably raise a whole loto new questions, and will certainly reinorce your enthusiasm to see your projectthrough to a successul conclusion.

1.1 C Vau an Pincip

A. Principles

An upcoming Urban Youth Centres operations should be based on the ollowingunderlying principles that are anchored on the Global Partner-ship Initiative:

Inormation provided should ideally be ree o charge at point o delivery

The centres services should be open to all young people without exception.

The centres services will guarantee equality o access to all young people,regardless o their situation, origin, gender, religion, or social status.

The centres services should be aware o potentially disadvantaged groups un-

able to access the centre. For example people with disabilities or with specifcneeds.




The inormation available should be based on the requests o young peopleand on their perceived inormation needs. It shall cover all topics that interestyoung people, and should evolve in order to cover newly emerging areas ointerest.

Each user should be respected as an individual andthe response to each

question shall be personalised. This should be done in a way that empowersusers, promotes the exercise o their autonomy, and develops their capacity toanalyse and use inormation.

The inormation oered should be independent o any religious, political, orideological bias. For example you should display inor-mation about all reli-gions, political parties, etc so that the young person can make a choice.

The centre should strive to reach the largest possible number o young people,in ways that are eective and appropriate to dierent groups and needs, andby being creative and innovative in their choice o strategies, methods andtools.

Young people should have the opportunity to participate, in appro-priateways, in dierent stages o the centres work.

The centre should co-operate with other youth services and struc-tures, es-pecially in their geographical area. It should network with intermediaries andother bodies that work with young people. In particular, local authority youthdepartments should be engaged in partnership projects and joint-initiatives.

B. Core Values - Youth-riendly Service?

It is important to involve young people in the planning o the Youth Cen-treslayout and urnishing. Many young people, especially those most in need, do notfnd it easy to visit any service provider (ofcial or unofcial) or help. Arrangingthe centre so that it is attractive and inormal will make it easier or young peopleto make the critical frst step o entering the centre. However, it is important toavoid the trap o trying to be too trendy because this will only attract a certaintype o young user. The involvement o young people in the decisions regarding

layout and urnishing can help in striking the right balance.

C. Youth Friendliness Defned

The term youth-riendly is currently a sort o buzz word amongst many organisa-tions which provide services to the youth However, not all youth inormation cen-tres and other agencies involved in youth work can be con-sidered youth- riendlyeven though their primary target is young people.

To qualiy as youth-riendly a concern in the youth inormation feld must takepractical steps to ensure that the ollowing basic eatures are evident in their ap-proach to providing inormation:

Management structure o the organisation takes into account youth views and

needs

Friendly but proessional interaction between workers and users

Buildings and acilities are acceptable and appealing to young persons

Existence o a youth-led body e.g. Youth Advisory Board

Substantial level o participation and inuence o young people in shapingservices

Youth inormation workers have a positive attitude to work with young peopleand take interest to learn more about them

E. Core Value in Practice - Free o Charge?

This actor takes into account that the right to inormation is undamental to the

development o any society and thus measures should be put in place to ensurethat inormation is made accessible to young people by removing the cost barrier.Realistically, there may be times when small charges need to be made whereresources are scarce e.g. Allowing ree printouts o upto two pages but charginga small ee or any additional printouts.




E. Work with Disadvantaged Groups

Special consideration should be given to disadvantaged groups and to youngpeople with specifal needs. Young people are mostly unemployed and wouldthereore be unable to pay or these services. In Kenya or exam-ple young adultsaccount or 67% o unemployed persons. In some youth inormation centres,

like Oslo Youth Inormation Centre, all services are oered ree o charge sincethe majority o the users come rom relatively low-income backgrounds. Theseservices include telephone calls, internet, printing o documents, trainings etc.

In many countries the provision o absolutely ree services may seem unre-alistic especially due to inadequate fnancial resources. However since most othe young people in need o such services are either unemployed or otherwisedisadvantaged, charging them or these services is strongly dis-couraged. A goodexample o a providing ree inormation services is the Nairobi Youth Centrewhich manages to do so by partnering with other organisations which are basedat the centre.

F. Core Value in Practice Age o Sta?

This is a critical consideration in making Youth Centres appealing to youngpeople. Human beings,tend to associate with those whom they share common,values, norms and background and youth are no exception, Em-ploying youngor relatively young youth inormation workers is benefcial as they are more likelyto understand and respond appropriately to issues raised by users in their ownlanguage. This also osters the peer to peer approach towards youth inorma-tion which is regarded as more efcient and eective. However, being young isnot a pre-requisite to working with young people. Any person with a youthulapproach has the capacity to contribute positively in this feld.

It is thereore useul or the Centre to categorise the ages o the people that itserves. However, the extent to which this can be implemented will depend andbe limited by the prevailing legislation in each country as well as on its level oeconomic development.

G. Core Value in Practice Accessibility or young people?

Operating hours

The Youth Centres should always consider having extended opening hours sothat youth who are still in school can access the services on weekends and in theevenings when they have more ree time. Very rigid opening hours are a disad-vantage to the youth. One way to oer extend-ed opening hours is by introduc-ing a system o sta overtime. This can be tested on a pilot basis to determine i itworks well or both the users and the workers beore being ully adopted

Equipment

When equipping the centre, the needs o both the sta and the public should beconsidered. For example, standard ofce acilities which are not readily availableto a large population o the youth should be installed or their use. These include:

Telephone, to contact potential employers or welare agencies

Photocopier, to make a copy o documents

Computer, to prepare job applications or a curriculum vitae

Internet connection to access inormation

Projectors or trainings, etc.

C. Youth Friendliness Defned

The term youth-riendly is currently a sort o buzz word amongst many organisa-tions which provide services to the youth However, not all youth inormation cen-tres and other agencies involved in youth work can be con-sidered youth- riendlyeven though their primary target is young people.




To qualiy as youth-riendly a concern in the youth inormation feld must takepractical steps to ensure that the ollowing basic eatures are evident in their ap-proach to providing inormation:

Management structure o the organisation takes into account youth views andneeds

Friendly but proessional interaction between workers and users

Buildings and acilities are acceptable and appealing to young persons

Existence o a youth-led body e.g. Youth Advisory Board

Substantial level o participation and inuence o young people in shapingservices

Youth inormation workers have a positive attitude to work with young peopleand take interest to learn more about them

E. Core Value in Practice - Free o Charge?

This actor takes into account that the right to inormation is undamental to the

development o any society and thus measures should be put in place to ensurethat inormation is made accessible to young people by removing the cost barrier.Realistically, there may be times when small charges need to be made whereresources are scarce e.g. Allowing ree printouts o upto two pages but charginga small ee or any additional printouts.

F. Work with Disadvantaged Groups

Special consideration should be given to disadvantaged groups and to youngpeople with specifal needs. Young people are mostly unemployed and wouldthereore be unable to pay or these services. In Kenya or exam-ple young adultsaccount or 67% o unemployed persons. In some youth inormation centres,like Oslo Youth Inormation Centre, all services are oered ree o charge sincethe majority o the users come rom relatively low-income backgrounds. These

services include telephone calls, internet, printing o documents, trainingsetc.

In many countries the provision o absolutely ree services may seem unre-alistic especially due to inadequate fnancial resources. However since most othe young people in need o such services are either unemployed or otherwisedisadvantaged, charging them or these services is strongly dis-couraged. A goodexample o a providing ree inormation services is the Nairobi Youth Centrewhich manages to do so by partnering with other organisations which are basedat the centre.

G. Core Value in Practice Age o Sta ?

This is a critical consideration in making Youth Centres appealing to young

people. Human beings,tend to associate with those whom they share common,values, norms and background and youth are no exception, Em-ploying youngor relatively young youth inormation workers is benefcial as they are more likelyto understand and respond appropriately to issues raised by users in their ownlanguage. This also osters the peer to peer approach towards youth inorma-tion which is regarded as more efcient and eective. However, being young isnot a pre-requisite to working with young people. Any person with a youthulapproach has the capacity to contribute positively in this feld.

It is thereore useul or the Centre to categorise the ages o the people that itserves. However, the extent to which this can be implemented will depend andbe limited by the prevailing legislation in each country as well as on its level oeconomic development.




H. Core Value in Practice Accessibility or young people?

Operating hours

The Youth Centres should always consider having extended opening hours sothat youth who are still in school can access the services on weekends and in the

evenings when they have more ree time. Very rigid opening hours are a disad-vantage to the youth. One way to oer extend-ed opening hours is by introduc-ing a system o sta overtime. This can be tested on a pilot basis to determine i itworks well or both the users and the workers beore being ully adopted

Equipment

When equipping the centre, the needs o both the sta and the public should beconsidered. For example, standard ofce acilities which are not readily availableto a large population o the youth should be installed or their use. These include:

Telephone, to contact potential employers or welare agencies

Photocopier, to make a copy o documents

Computer, to prepare job applications or a curriculum vitae

Internet connection to access inormation

Projectors or trainings, etc.

Yuth inin Chat

During the Stakeholder Process (outlined in Section 1.5), you will need to agreeupon a ormal Youth Friendliness Charter, which will include the name o theperson or organization designated as your Youth Advocate.

It is suggested that you start rom the Sample below and modiy and ex-pand it

as needed or your centre during the Stakeholder process.

sap Chat o Yuth inin

The[City][WAForOneStop]YouthCentreisintendedasasafeandwelcomingspaceforyouthof[City]tomeet,engageinyouth-leddevelop-ment activities, and beneft rom inormation services

The[City][WAForOneStop]YouthCentreoffersallitsinformationservicesree o charge to youth between ages o{nationally defned age range}in[City]withoutdiscriminationonthebasisofrace,gender,sexualorienta-tion, religion or any other identiying characteristics protected by UnitedNations Charter

The[City][WAForOneStop]YouthCentreoperatesincollaborativepart-nerships with youth-oriented organizations that are aligned with youth-leddevelopment principles

ThedesignatedYouthAdvocatefor[City][WAForOneStop]YouthCentre[Nameofperson,AdvocateorGroupllingthisrole]

TheCentreStaffrolesare(list)/OROfcersresponsibleforInsert organizational chart

Thecentreisacorruption,harassmentanddiscriminationfreezoneInsert country specifc complaint process or youth here




1.2 rutin t opat th Cnt

A ormal resolution by the implementing organization (oten a municipality,sometimes a local authority at the community level, and sometimes an NGO),should be adopted in order to begin the process o setting up an Urban YouthCentre.

The Resolution should clearly state the national and local development policiesand goals, thus supporting the strategic linkage between munici-pal and nationalyouth policies.

The sample resolution below may help guide your organization, local au-thorityor city council in beginning this process:

Whereas[CityName(eg.Nairobi)CityCouncil/utherImplementingOrganiza-tion]desirestoserveyouthinthe{CityName}inaccordancewithnationalde -velopmentpolicies[insertworkingrelatedtonationalyouthpolicyhere];and

Whereas[ImplementingOrganization]seektopartnerwithUN-HABITATthrough the Global Partnership Initiative(GPI) network o Urban Youth orUrban Youth and Child resource Centres; and

Whereas[ImplementingOrganization]hascommittedtomeetingandmain-taining at least the Minimum Standards outlined by UN-HABITAT related tocentre sta, space, operating budget and other minimum resources

Whereas[ImplementingOrganization]hascommittedtoundergoaeldStakeholder Process to gather community and youth support and involve-ment or such a centre and

Whereas[ImplementingOrganization]wishestoengageyouth-leddevelop -ment partners in strengthening its youth- oriented services:

Nowthereforebeitresolvedby[ImplementingOrganization],the[DecisionMakingbodyoftheorganization]concurringthat:

[ImplementingOrganization]shallbetheleadagentimplementingandoper-ating[ImplementingOrganization]sUrbanYouthorUrbanYouthandChildCentre and

SaidCentreshallbelocatedat[describeddesignatedbuildingorintendedconstruction site including ormal city plot number

The implementation o said Urban Youth or Urban Youth and Child Centreshallbeginon[dateofStakeholdersMeetingincludingday,month,year]witha ull Stakeholders Meeting and development o a ormal implementationplan.

Approvedbyvoteof[decisionmakingbody]on[date]

1.2 rutin topat thCnt




1.3 Ainitatin

The fnancial administration o the centre has two main aspects. First, the centreneeds to have the capacity to handle income and expenditure; second, thereneeds to be a system o verifcation o expenditure.

Both these aspects are critical to your centres success or two main reasons. First,the centres daily operation will depend upon its ability to access and manageresources. Second, beore donors and unders commit unds to your centre, theywill want you to demonstrate that you are able to keep separate accounts orac-counting lines or the dierent sources o income and activities that the centreengages in, that your fnancial records comply with accepted accounting practicesand can thereore be exam-ined and verifed.

Hanin Inc an expnitu:

For the handling o fnancial ows, there are three main options that centrescan choose rom. The ollowing are descriptions o each option with actors toconsider:

Option 1: Separate Bank Account

A separate bank account or the Centre (outside the Municipality or NGO struc-ture) and at least one person rom the Centre itsel must be one o the manda-tory signatories to the bank account (to access and utilize the unds). This hasbeen successully done in a number o centres and is the option that most easilyacilitates the centres smooth day-to-day opera-tion.

Factors to consider when choosing this option include:

Time. Consider how long this method may take to be approved and set up,and then to become unctional. (Initiate the process early and allow or severalmonths, depending on the internal require-ments o your municipality ororganization)

Who needs to approve. You will need to fnd out the right contact peopleand/or decision makers within your municipality/organiza-tion to approve andacilitate this.

What is the current policy regarding separate bank accounts? I any sections ocurrent policy hinder this course o action, can they be amended ?

Option 2: Separate Account within internal accounting system

An internal project account (within the Municipality or NGO structure) designatedor the Centres use, whereby the Centre Manager or desig-nates approval is re-quired to release unds. This essentially means the creation o a separate generalledger account or GL code within the municipality or organizations accountingsystem, such that income and expenses or the centre are all recorded under that

one main line o the overall city or organization accounts with appropriate minorlines or sub-accounts or the dierent types o activities and incomes within theCentre.


Approval who within your municipality or organization needs to approve thisadditional account line.

Implementation who can and will set up this general ledger ac-count / code.

How will cheques or cash be drawn on this account.

Option 3: Designated Fiduciary Agent

Designated fduciary agent; the agent would likely be an NGO, INGO or a devel-opment partner.

1.3 Ainitatin





Cost. The NGO or organization will likely require a percentage o the coststhat it administers as a ee to cover their expenses in manag-ing these unds.

Interace. An MOU will be necessary to guide the relation-ship with the out-

side agent. Legal counsel may be required to approve this MOU within eachorganization.

It is also important the centre management ollow the procure-ment systems andprocedures that are in place in the structure they belong to (municipality or NGO).

syt Vifcatin

To acilitate the verifcation o the centres expenditure by exter-nal unders, youwill need to be prepared or both the ollowing:

1. Record keeping. This means that the centre maintains ac-curate logs o allexpenditure, retains fscal receipts, and records an explanation or descriptiono each expense. The centre must also ensure that the ollowing activities areper-ormed:

Internal accounting (at Municipal or NGO accounting department) to rec-oncile the above transactions and records is done each month.

An annual internal audit o the above transactions and records.

2. External Audit. This may be required by external organiza-tions who sponsor orund the centre. Typically, organizations have their own threshold such that ithey give, contribute or pay over a particular amount they will require an auditto veriy how it was used. Preparing a

Piinay Pjct But

The Youth Centre management should make sure there is a realistic level o f-

nancial provision, to cover start-up and running costs which will include premises,sta, inormation materials, support services, urniture and equipment. The scopeo services to be oered by the centre must be determined in accordance withthe locally available fnancial resources in order to ensure that the Youth Centresoperations remain sustainable.

gttin Pjct suppt

A key principles o Youth Centres is that all young people should have equal ac-cess to the inormation and services oered. In practice, this means that, at least,the basic inormation services oered should be accessible to all youth. I a centredoes not expect to receive any income rom its basic services, the question ohow such a centre will be fnanced must be addressed since ad-equate undingis crucial in guaranteeing that the Centre remains sustainable over the long term.

I sta sense uncertainty about the fnancial survival o a centre, they becomedemotivated and this has a very negative impact on the quality o services beingoered.

There are currently our dierent options in use or fnancingYouth Centres:

1. Funded by Central / Regional government

The centre is part o a programme administered by the central or regional govern-ment, which fnances the sta, activities and equipment o the centre. In thiscase, as or example in Gabon and Tunisia, many o the persons employed in thecentre are civil servants or employees o the central or regional administration,

though they may be assisted by other sta with a dierent status.




2. Funded by the Local Authority

The Centre constitutes one element o youth services which are administeredand fnanced by the local authority (municipality or commune). For example, inKenyas capital, Nairobi, many o the Youth Centre employees are employees othe City Council o Nairobi.

3. Non-proft Associations

The Centre has the legal status o a non-proft making association (or coopera-tive), which may be recognised by, and fnanced by the local authority, as is otenthe case in Norway, or jointly fnanced by the central and regional administrationsas is the case in France. In these cases the sta o the centre are usually employ-ees o the association (or cooperative), and the centres have to seek additionalsources o unding to balance their budgets each year.

4. Project-unding

The centre is set up as a project. It receives short-term unding rom local, nation-al and other unding sources,. This can result in the Centre having a short lie i it

is unable to renew the project unding or to secure longer term unding. Howev-er, this method can be used to fnance the pilot phase o the Youth Centre, whileunding to continue operating is obtained rom a more sustainable source.

In all Youth Centres, the main item o expenditure (and oten the item which isthe most difcult to fnance) is the cost o sta which includes salaries, runningcosts, and training costs. In some countries the centres are able to beneft romUN agencies and other national programmes or employment promotion, whichcover the costs o one or more workers in a centre or a year or longer.

1.4 la a

In order to receive regular unding and to ulfl its unctions as an employer andto meet other legal obligations, a One Stop Youth Inormation and ResourceCentre needs a legal status, established in accordance with the legislation o thecountry in which it operates.

The choice o legal status will largely depend on the way in which youth work is

structured and organised in the country in question, and on the role which localgroups, public government projects and non-governmental organisations play inyouth work in the country. Two possible options are discussed below:

1. The Youth Centre as part o a public institution

Under this option, the policy and objectives o the Centre, as well as its servicesand methods, are determined by an ofcial body o the government (central,regional or local). The sta is either direct employees o the governmental body,or employed by it on fxed-term contracts. The centre will thereore, operate inaccordance with the regulations set by its supervisory body and will usually betotally fnanced by that body.

Top Tip - You will need to approach as many stakeholders as you can toget support to run services. Do not rely on just one source o unding as thiswill leave you vulnerable. Other stakeholders will put in money i you provide

ser-vices or them and help them deliver a proessional service to the youngpeople. Plan or this at least 2 years beore unding runs out!

1.4 la a




The advantage o this approach, is that it reects the importance that the gov-ernment attaches to youth inormation. However, the extent to which young peo-ple will use such a centres services will largely depend on the level o confdencewhich they have in the goodwill and capacity o the governmental institutions tomeet their needs.

2. The Youth Centre as a non-proft making Non-GovernmentalOrganisation

Under this option, the Centre is established and registered in accordance withthe countrys legislation on non-governmental non-proft-making associations. Itwill have its own constitution, management structure and internal proce-duresgoverning its activities and the use o its fnances. It may or may not

be partially fnanced by the relevant (central, regional or local) governmentalbody. It is more likely, as in Norway or example, that the centre will receive parto its budget rom an ofcial body responsible or youth matters, and that it willneed to seek additional unds rom other sources. Where the youth centre is notfnanced by the government then it needs to approach potential local and inter-national stakeholders or unding.

In many countries, Youth Centres have the status o non-governmental entitieswhich reects the important role that the non-governmental sector (or the civilsociety) plays in society and youth work in particular. Many governments recog-nise that youth services are best provided through non-governmental structures,which will have more intimate awareness o the daily needs o the target-groupleading to greater user confdence. Indeed,the oten limited and unpredictableunding provided by government sources or such centres can really negativelyaect the quality and sustainability o their activities.

The choice o legal status can also have important implications or the au-tonomyo the centre, which may in, in turn, aect its eligibility or unding by dierentsources.

The one best way or a One Stop centres does not exist Find what suits!

However objective and uniorm we try to make One Stop Centres, they willnot have the same meaning or individuals rom dierent countries. Themeanings perceived depend on the cultural preer-ences, know how andpolitical systems in place.

The same will apply to how people perceive the concept o the organisationsstructure, its practices and policies that are culturally defned. This will dictatewhat dierent countries will pay atten-tion to, how they will act and whatthey will value. One Stop centre managers have thereore to take in consider-

ation these actors in its handling o employees and its young people in orderto be able to make it relevant to its target group. This has to be an under-standing that is embedded in management structures as early as possible tocreate a sense o ownership and belongingness or those involved.




Ba gvnanc/ Aviy Ba

The main unctions o a board o governance/advisory board are to developpolicies and procedures governing the operation o the Youth Centre, which willguide the Director/Coordinator o the centre, its sta and volunteers in the execu-tion o their tasks. Depending on the legal status o the centre, but especially i it

is an non governmental organization (NGO), the board o gov-ernance will have amajor role in securing the fnancing o the centre. Usually the director/coordinatorwill be appointed by the relevant department in the ministry or City administra-tion, and will report regularly on the unctioning o the centre.

In the case o an NGO, the board o governance/advisory board will prepare (orreceive rom the director/coordinator) the annual budget and annual re-port othe centre, and submit both or adoption to the General Assembly o members orto another supervisory body. What about a centre which is not an NGO ?????

The composition o a board o governance should reect its unctions. I theYouth Centre is an non governmental organization the board should rep-resentthe diversity o its stakeholders. As a part o the youth service in its locality, theboard o governance/advisory board will normally have among its members

representatives o other local bodies with competence in youth matters. It shouldalso include some young people as representatives o the users o the centre,and / or should beneft rom the advice o a Council o Users composed o youngpeople i.e. junior council, youth council or other youth groups.

lcatin

The location o a Youth Centre, its size and the physical layout o the avail-ablespace will have a considerable eect on users o the centre, on what servicesit can oer and on whether it can develop new services. Ideally, the premisesshould be situated in a neutral area o your locality which is either already re-quented by young people or easily accessible to them by both public and othermeans o transport.

A place o their own!!

It is important that the One Stop Youth Inormation and Resource Centre hasits own premises (not be sharing space with another service), so that its iden-tity can be clearly defned and that young people can eel that it is or them.Be aware that the centre will ap-peal to more young people i it is physicallyand operationally inde-pendent o other specifc institutions (church, school,municipal or central government). When you have identifed possible prem-ises, ask yoursel a number o questions about their suitability, such as:

Is the space available enough or all the services which theOSYIRC will oer?

Is there any extra space (or exibility) which will permit theOSYIRC to oer additional services in the uture? Are the premisesaccessible or the physically handi-capped?

How youth riendly will the space be?




1.5 stah

Pc

Suitable premises are important and The Youth Centre as a new concept is ex-pected to be located in spacious premises that provide:

Adequate space or an open reception area or the public. The reception areais the most important, as this is the part o the centre which every user sees. Itneeds to be inormal, welcoming, and unctional.

Small rooms or private interviews and specifc programmes and services.

Three or our ofces or the director/coordinator, administrative sta, youthinormation ofcers and other sta o the centre.

A store-room or stocks o inormation leaets and ofce supplies.

A meeting-room or sta meetings, project-groups, and teams o volun-teers.The room can also be made available to youth groups or rented to otherexternal bodies.

Toilets or use by both sta and public

A kitchen, i possible. Oering and sharing a cup o tea helps in buildingrelationships.

The centre should be located at an accessible and youth riendly location.

The external layout o the centre is also a crucial actor in wooing young peopleto the centre. It should be well advertised and recognisable to the users and po-tential users. Some centres have come up with innovative means to make themyouth riendly like drawing o murals and other artistic paintings on the walls othe centre to attract young people. Since this is done with the ull participation oyoung people, it cultivates a sense o identity, ownership and belonging as theyeel part and parcel o the centre.

1.5 stah Pc

In order to acilitate the centres opening, and to strengthen its viability andsustainability, you need to organize a number o multi-stakeholder meetings.The stakeholder meetings will be needed to speciy timelines, to clariy roles andresponsibilities, and to develop an implementation plan or the centre.

The Stakeholder Process as a whole is critical to the success o the Centre, as itbuilds agreement, trust, and cooperative relationships; it gives the implementingorganization time to solve any issues or unexpected challenges with the project,and it orms the basis o the needs assessment that helps inorm the Centresthematic areas. At the heart o the process should be the youth themselves, whomust eel a sense inclusion, ownership and responsibility towards the project.

You can fnd more detailed background inormation about the Stakeholder Pro-cess in the Accreditation Guide, Part 1In order to acilitate the centres opening,and to strengthen its viability and sustainability, a number o multi-stakeholdermeetings will need to be held in advance, over several month. The meetings will

be used to set timelines, to clariy roles and responsibilities, to agree on whichparticular model o an Urban Youth or Urban Youth and Child Centre will beadopted, and to develop the centres implementation plan.

The entire Stakeholder Process is critical to the success o theCentre, as it buildsagreement, trust, and cooperative relationships; it gives the implementing orga-nization time to solve any issues or unexpected challenges with the project. Theinitial needs assessment, which is used to determine the Centres areas o ocus, isalso based on the stakeholder process. At the heart o the process should be theyouth themselves, who must eel a sense o not just inclusion but ownership andresponsibility towards the project.

During the Stakeholder Process, dierent thematic areas or ocalareas should bechosen and agreed on, both by the youth and the other stakeholders involved in

the process. The thematic areas are based on the needs o the youths and willhelp the centre and the partners in organizing the services provided. Examples othematic areas can be Entrepreneurship, Health, ICT and Sports.




It is likely that you will need to hold several meetings over a period o weeks toully cover all the items and issues that theStakeholder Process should address.Use the step by step outlines below to help guide you in calling and holding yourmeetings.

Step by step guidelines to plan and carry out stakeholder meetings

Suggestions or the types o organizations you would want represented at themeeting:

Other levels o Government with Youth agendas/policies/strategies, such as:

Local level Directors o Social Services, Youth, Gender, CommunityDevelopment; City Councilors, Mayor.

National level Ministers o Youth, Gender, Community Develop-ment,Education, etc.

Youth Groups known in the city and/or area o your centre.

NGOs with experience in Youth and/or the types o thematic areas that youthink your centre will handle.

chc th tp t pan an cay ut yu mtin:

Prior to calling your Meeting

National and Local Government Youth Policy and strategy

Focus on the sections related to Youth Centres, i any

Copy these sections and have them available or the meeting

Urban Youth or Urban Youth and Child Centres as a Concept

Review and bring this Manual or the Meeting

Highlight the linkage to local and National Youth Policy

This inormation will help to sensitize the audience to the importance and

purpose o the Urban Youth or Urban Youth and Child Centres

Copy Chapter 5 to review the dierent Centre Models at your meeting andselect the appropriate one or your location

List the appropriate Organizations to invite and the ollowing inormation oreach:

Contact persons name

Mailing address

Telephone numbers

Email address

Planning your meeting and inviting Stakeholders

Choose the location o the meeting based on the expected numbers; arrange

or fipcharts and pens, tea breaks and pens/papers or the roomAt least our weeks prior to your meeting, send ocial invitations via mailand/or email

Keep an RSVP List and ollow up at leasat twice, by phone, per invitee i yourdont hear back rom them; note the name(s) and the title(s) o each personattending rom another organization

The ew days prior to your Meeting

Create cards that have the names, titles and organization names on themor each conrmed attendee. These are to be set on each setting around themeeting tables acing out such as all the attendee can see each others names

And paper or each setting, and any tea or rereshment breaks needed

Conrm that appropriate note take3rs will be present at the meeting todocument the proceedings




Vocational and other Training or Inormal Education Organizations.

Small Business Development Organizations.

Private Sector Organizations (appropriate to theme o Centre).

Youth Advocates (Individual and Groups).

Youth who serve on Councils (local or national).

Students.

Sports Groups.

Faith Groups.

Development Agencies.

Any other entities that are related to Youth Development which are not listedhere.

The goal or this meeting is agreement on an implementation plan, clear roles,responsibilities and time-bound activities and objectives leading to the ormationand opening o the centre. The plan should cover all the agenda topics (below), a

centre Budget, and the vision or the centre. Sample Agenda ollows.

stah mtin Ana

Sample Agenda

1. Welcome by lead person rom Implementing Organization (your organization /municipality)

Introducetheconceptofthecentre.

Goalofmeeting:toproducetheworkingImplementationPlanfortheCentre.

Assignatimekeeper.

Assignascribewhowillbethepersontomakenotesontheip-chartswhere needed, capturing main points o discussion.

2. Introductions

Hostingorganization/municipalitybegins.

Aroundthetableeachorganizationintroducesitselfandabriefoverviewo what it does (1min each).

3. Review o UN Development Frameworks, MDGs.

4. Review o National/Local Governmental Youth Policy (the sections you gath-ered prior to the meeting).

5. Ask the youth present at the meeting to share what services they would like tosee the centre oer and what thematic areas they fnd important and useul

or the youth.

6. Priority thematic areas or ocal points or the centre.

Groupdiscussion/roundtabletogathertheirthoughts.

Recordtheseonaipchartorwhiteboard.

Notewheremultipledifferentparticipantssaythesameorsimi-larthings.

Aimtoreachconsensuson4to6thematicareas.

7. Brie presentations rom potential partner organizations present what canthey provide and under which thematic area? What kind o partnerships canbe ormed ?

Training.

Programmes.

Resources.

Information.




8. Location discuss potential places where the centre might be situated, keep-ing in mind that it must be accessible.

9. Hours o operation what should they be? It is critical to have the youthsperspective on this point.

10. Fees, fnancing, undraising revenues.

Howwillthecentregeneraterevenue?

Whowillberesponsibleforfundraising?

Shouldpartnerorganizations(notindividualyouth)payforaccessto/useofthe acilities o the centre when running pro-grammes there?

Theneedforlarge-scaleresourcemobilization,outreach,publicrelationsand the building o relationships with major ounda-tions and donors inthe area with a youth ocus.

11. Stafng:-

Howmanystaffshouldbeassignedtothecentre?

Roles,responsibilitiesandreportingstructure.

12. Inormation Services:-

Indexingofinformation(seesampleinChapter3ofthisGuide).

InitialgatheringofAssetMappinginformationonyourcity(seesampleinChapter 3 o this Guide).

13. Role o Youth Advocate/Committee.

14. Charter o Youth Friendliness. (See sample in introduction section o thisVolume)

ModifyandtailortoyourlocationandformalizethisCharterforyourCentre.

IdentifyYouthAdvocate(individualororganization)withintheCharter.

YouthVolunteers(SeeGuidelinesandRoleDescriptioninSection2.2.7ofthis Chapter).

16. Formation o a working group to carry out the Implementa-tion Plan.

Note: The sample agenda listed here may need to be covered over the course oseveral meetings held over several weeks or months.

For shorter meetings, you can select specifc core items, i you choose; alter-na-tively this agenda can be broken up into several partial-day meetings.

etabihin a Pannin gup

It is advisable to orm a planning group. This group should involve persons already

working as proessionals in the youth feld such as youth workers, teachers,social workers etc. This team should include persons who conceptualised the ideaor such a centre. In order to reect the local reality, it is probably a good ideato have in the initial planning group a mix o people who are interested in andcommitted to the project, and others possibly representing local services provid-ers who might want to be involved in the management o the centre by virtueo their feld o/area o work. This brings in people with open mind and reducesscepticism about the project leading to bringing more dynamism in setting upthe centre. When the involved team in the creation o the Youth Centre has puttogether basic ideas o starting the centre, the ultimate steps are:

Examine the need or a Youth Centre.

Prepare a detailed plan or the establishment and management o the YouthCentre, i the need or such a centre is demonstrated.

I it is possible visit other existing Youth Centre to be inspired.




Allocate resources according to the size o the centre. Even i the eventualYouth Centre will be small, such a project requires considerable planning andresources. I the centre will be larger, with more sta and equipment, the needor resources will obviously be signifcant.

Ipntatin PanThe purpose o the Implementation Plan is frstly to guide the steps that the mu-nicipality or other implementing organization, and its active partners, will need toollow in order to success-ully open the Centre, but secondly to act as the centralconcept note or paper that is given to government partners when seek-ingunding to support the Centre.

As such, it should be simple, straightorward, clearly time-bound and written interms o specifc, concrete actions assigned to specifc persons or organizations tocarry out. You may need to modiy the sample outline below to meet your ownorganization and locations specifc needs or standard practices.

A suggested ramework or your Implementation Plan is on the ollowing pages:

Sample Implementation Plan Outline:

1. Title Page containing the ollowing inormation:

[CityName]

[SpecifyOneStop,OneStopSatelliteorWeAretheFutureModel]

Implementation Plan

[Date,Year]

By[Implementingorganizationormunicipalityname]

2. Table o Contents:

Introduction.....................................................

ContextofPlan........................................... LeadResponsibility.............................................. ActionPlan................................

3. Introduction

The UN-HABITAT accredited Global Partnership Initiative (GPI) network o UrbanYouth or Urban Youth and Child Centres, individually known as either One StopYouth Centres or We are the Future Centres, orms one part o an over-arching strategic plan or sustainable urbanization and involvement o youth asleading agents o change and development.

Cucia stp In Th Pannin Pc

The One Stop concept is not an idea that can be implemented overnight.Between the initial ideas or inspirations and the day that the Youth Centrereceives its frst young person, there is a journey that can be long and conusing.But as the Chinese saying goes,

A journey o a thousand miles starts with a single step.

The ollowing are crucial steps to consider on that journey!!

Identiy your target group and their inormation needs

Clariy the precise services which the proposed Youth Centre will oer

Prepare a detailed plan and budget or the frst two or three years o theproject

Obtain political and fnancial support or the project

Decide and arrange the legal status o the centre

Obtain, adapt and urnish / equip the premises




Hire and train Youth entre sta members (salaried and voluntary)

Collect and organise resources or the inormation services

Review and identiy other services provided by the Youth Centre

Promote the centre in the local community.

Your organisation or planning team should complete a step-by-step plan toestablish your Youth Centre. (See Appendix 7)

4. Context o Plan within National and Local Area

Over 50% o the worlds population is now based in urban rather than ruralsettings, and there is rapid growth o urban centres in developing countries where, particularly in Arica and Asia, youth orm a large percentage i notmajority o the population. In the light o this population shit, the overarchingmandate o UN-HABITAT to engage with municipal partners and work towardssustainable urbanization and shelter or all requires that a signifcant amount oplanning and programming is devoted to urban youth.

Accredited Urban Youth or Urban Youth and Child Centres, as part o the Global

Partnership Initiative, are implemented in accordance with and to support theNational development policies o the home country, the Millennium DevelopmentGoals, and contribute strategically to the above-described overarchingUN-HABITAT mandate.

[The Centre is required to tailor this section beyond the global notes above,specifcally or their own country and municipal location.]

5. Lead Responsibility

The lead implementing organization or municipality o each Centre accepts ull

responsibility or implementing a centre which meets the accredited standardmodel, to spearhead the stakeholder process and engage appropriate, reliablepartners or youth-led development activity in and connected to the Centre, andor operating, maintaining and unding the centre on an ongoing basis inaccordance with the accredited standard model.

Partner organizations entering into ormal relationships with the [City] UrbanYouth or Urban Youth and Child Centre [Speciy One Stop or WAF Model] mustsign and adhere to Memoranda o Understanding, and are responsible orimplementing agreed upon activities and achieving objectives and targets perthese agreements.

Key messages about planning your

One Stop Youth Inormation and Resource Centre

Your plan should be a realistic view o the expectations. You shouldincorporate 3 aspects to it in relation to your One Stop Centre plan:

Your long range vision, i.e. Where do you want to be in say, 3 years1.time?

Your intermediate aims i.e. What will be happening in your development2.stages?

Your immediate short range actions i.e. how will you get start-ed and3.supported?

This is the ramework within which your plan must operate. For groupsseeking external support, the plan is the most important document and key

to growth.

Remember, preparation o a comprehensive plan will not nec-essarilyguarantee success, but lack o a sound plan will almost certainly ensure thatyou will run into problems.

PPP=PPPPrettyPoorPlanningleadstoPrettyPoorPer-formance!




Cucia stp In Th Pannin Pc

The One Stop concept is not an idea that can be implemented overnight. Be-tween the initial ideas or inspirations and the day that the Youth Cen-tre receivesits frst young person, there is a journey that can be long and conusing. But asthe Chinese saying goes,

A journey o a thousand miles starts with a single step.

The ollowing are crucial steps to consider on that journey!!

Identiy your target group and their inormation needs

Clariy the precise services which the proposed Youth Centre will oer

Prepare a detailed plan and budget or the frst two or three years o theproject

Obtain political and fnancial support or the project

Decide and arrange the legal status o the centre

Obtain, adapt and urnish / equip the premises

Hire and train Youth entre sta members (salaried and voluntary)

Collect and organise resources or the inormation services

Review and identiy other services provided by the Youth Centre

Promote the centre in the local community.

Your organisation or planning team should complete a step-by-step plan toestablish your Youth Centre. (See Appendix 7)

Actin Pan

You need to develop an action plan as a guide to ensure accountability or eachstep o your Centres implementation process. It is recommended that you reviewthis Plan at stage o the Implementation process ollowing the initial StakeholdersMeeting.

Appendix 1 contains a sample Implementation Plan in table orm. You may wishto use this template and customize it or your own Centre. You can also use the

inormation within your Plan at any stage to inorm

potential sponsors and donors about your project. Such organizations will want toknow what your plan looks like and what stage you are at when they donate tosupport your Centres opening process and/or ongoing operation.

Ideally, you should update this Plan annually and keep copies o previous annualplans. Once your Centre is open and matures , your Plan will evolve into an An-nual Operational Plan with Objectives linked to your Thematic Areas, and targetsrelated to the specifc numbers o youth you wish to see enrolled in each pro-gramme. It will also have any other objectives and targets that you develop.

objctiv Tat Actin la Tiin statu

Number 1

Number 2

Number 3




1.6 Patnhip1.6 Patnhip

Youth Centres should have a thorough knowledge o the services and inorma-tion oered by other institutions or service providers (local and national) whichhave the competence to respond to needs o youth which the centre cannot. Toachieve this,the centre must de-velop contacts and fnd ways to cooperate with

a range o institutions, organizations and service providers. Furthermore it shouldinitiate joint projects with partners in order to deliver appropriate and specia-lisedservices to the youth.

Co-operating with dierent organizations that have dierent interests is not easy.At the same time, it is important to have strong, close and honest relationshipswith partners. In both cases, saety guidelines must be set and agreed by thecentre and each o the parties it will partner or co-operate with . To ensure thateach party remains com-mitted to its responsibilities a comprehensive partner-ship / co-oper-ation agreement should be signed by the two parties. Thereore,the centres management has to design a standard partnership agreement basedon the ollowing principles:

Common interest between the two organizations.

Equal and mutual partnership.

Understandable rules o engagement.

Commitment to the responsibilities.

Good communication and respect between the two organiza-tions.

Every partnership should be made in way that protects the integrity and theinterest o the centre by respecting mutual needs and thus creating a win win partnership.

These relationships can cause problems i each party is not clear about its role.Networking amongst proessionals in the locality is the best way to generatecontacts and additional services that your sta and young people can tap into.

A clear Memorandum o Understanding (MoU) is needed with partners that oertheir expertise. To avoid miscommunication and poor service to the young people,each partner must know clearly what it can expect rom the other and what eachpartner will or will not provide in terms o support or the youngperson. Any fnancial contributions to be made as a result o the partnership mustbe clearly stated.

Partner organizations should be youth-ocused, and oer services that are inalignment with the thematic areas o the centre. Partner organizations should alsobe willing and able to commit to programmatic or service collaborations with thecentre. Additionally, a partner organization should be known to be reliable andtrustworthy.

Below is a Sample MOU or use with Partners, Municipal Stakeholders, and Lo-

cal/National Youth Council(s), which will help to guide and clariy the relation-shipbetween these partners and your Centre.




Illustration 3: Memorandum o Understanding

Memorandum o Understanding

Between

The [City Name] [WAF /One Stop] Youth Centre

Herein ater reerred to as [acronym or abbreviation]

And

[Name o Organization]

Herein ater reerred to as [acronym or abbreviation]

Key personnel and Contacts:

[Name] [Chairman / other lead role-main contact person]

[Organization]

[[email protected]]

[telephone]

[Name] [other contact /role- in the absence o the above]

[Organization]

[[email protected]]

[telephone]

[Name] [Director / other lead agent-main contact person]

[City]Urban Youth or Urban Youth and Child Centres

[[email protected]]

[www.yourwebsite.com]

[telephone]

[Name] [Other contact /role- in the absence o the above]

[City]Urban Youth or Urban Youth and Child Centres

[[email protected]]

[Telephone]

Nature o the agreement

This memorandum o understanding seeks to orm the basis or long term collaboration between both parties. It is nota legal contract, but a statement o intent that will provide the ramework or both organizations to work together onmutually agreed objectives.

Purpose o the agreement

To combine eorts and resources to address issues and concerns o urban youth in [City]

Enabling contribution(s)

Specic enabling contributions rom each organization will be decided and agreed upon in a work plan to be developedjointly. These contributions o [speciy, sta time, use o acilities, etc] will be negotiated by each organizations desig-nated representative as mutually acceptable budgets and operation plans are drated.

Specifc objectives

(Objectives may include delivery o programming in a certain thematic areas, building o centre inra-structure, etc. Each MOU may have one or more- or many- objectives, depending on thepartners organizations capacity and the nature o the partnership.)

1. To_

2. To_3. To _




Scope

This agreement does not constitute a partnership in a legal sense, and as such in all activities thereshall be a clear prior written agreement concerning which party is to carry fscal and /or legal liability.Thereshallbenoco-minglingofnancialinterestorexpenditurebetweenthe[City]YouthCentre

[WAForOneStop]and[NameofthePartnerOrganization]

Each party under this agreement may give additional fnancial contributions to programming o mutualinterest. A Contribution Agreement or each specifc activity will be drated. This agreement will beconsidered a binding contract when signed by an ofcer with the e ability to bind the respectiveorganization. Specifc fnancial contribution shall not bind either party to fnancial liability or, but notlimited to, perormance ees, sub- contractors, wages, taxes etc.

Programmatic Discretion

To preserve the programmatic integrity o both parties, it is here agreed that collaboration will bebased on programming o mutual interest.

Activities pursuant to above objectives

A.Staffof[City]UrbanYouthorUrbanYouthandChildCentrewillStaffof[Organization]will[City]UrbanYouthorUrbanYouthandChildCentrewill[Organization]will

B. [City]UrbanYouthorUrbanYouthandChildCentrewill

C. [Organization]will

Role o Key Personnel

Authorized representative

Each organization will designate an authorized representative to act on its behal. Authorized repre-sentative will discuss internally their methods o communication and approval.

Financial implications:

Cost sharingThis memorandum is not, in and o itsel, a general commitment to cost sharing, but sets up theramework or ongoing discussion o specifc cost sharing agreements as opportunities arise.

Limitations

This agreement must be passed by both organizations decision making bodies in order to be consid-ered in eect. Changes to the terms o this agreement must be mutually agreed in writing. Cancel-lation may be reely initiated by either party, or any reason. Written notice but either party to cancelthis agreement must be given with 4 weeks notice.

Signatures

This Agreement is signed hereunder by the authorized representatives o both organizations, signiyingthat they have each read and understood its content, and agreed to abide by it in good aith.

Representatives Name Date

Onbehalfofthe[City][WAForOneStop]YouthCentre

Representatives Name Date

Onbehalfofthe[PartnerOrganization]




1.7 Cnt stafn

The decision on how best to sta your Centre will depend on the scope o theyour Centres work, the population o youth it is intended to serve, and the avail-ability o human resources in the implementing organization. The selection omotivated, youth-ocused sta, and the ongoing training and capacity building o

these sta, is crucial to the success o your Centre.

The minimum recommended stafng level includes a designated Centre Manageror Coordinator, who will act as a ocal point

or all centre-related activities and or all internal and external partners. Desiredqualities or this person include a sincere inter-est in youth and a riendly, opendemeanour as well as excellent communication skills. Prior experience in socialwork, youth work and/or community development, exposure to at least one othe main thematic areas your Centre selects, personnel management experience,computer literacy and administrative capacity are all o great value and can besupplemented by ongoing capacity building training.

In general, the Social Services division o a Municipality is the most appropriate

section to assign qualifed sta to the Centre. In the case o an NGO being theimplementing organization, the Board o Directors would make this decision.

The Centres sustainability relies not only upon operational unding by the imple-menting organization and ongoing resource mobilization, but upon eectiveknowledge and talent manage-ment and succession planning. Centre Sta musthave a dedication to Youth Work beyond the scope o their own time at theCentre, and make every eort to organize the inormation in the Centre such thatit can easily be explained and quickly utilized by new, incoming sta membersin the event o sta turnover. All sta at the Centre must engage in ongoingreresher trainings to keep current with youth work principles, and openly sharetheir knowledge and skills not only with the youth clients o the centre but withtheir ellow sta members, to ensure continuity and consistency.

Additionally, sta in the centre must be aligned in belies and actions with thecore values and principles o the United Nations, including but not limited to therespect or human rights as outlined in the UN Charter, belie in the undamentalworth o the human person, respect or the equality o men and women, andrespect or diversity and cultures. Sta o the Centre must act with integrity, air-ness, openness and honesty, and in the spirit o teamwork.

Open lines o communication within the Centres sta team is critical, as is eachteam members clear understanding o his or her role and the overall objectives othe Centre. The Coordinator or Manager o the Centre must thereore be involvedrom incep-tion in the devel

Documents

Volume 1 - URBAN YOUTH CENTRE SETUP GUIDE