The activities within the Youth Mentoring Program for 2013 include projects implemented within the year and consolidation of other previously implemented projects within the platform of the Youth Mentoring Program.

The consolidation exercise began with the development of an omnibus report for the Develop for Development Initiative (DDI) funded by TY Danjuma Foundation (TYDF) in its 2011/2012 funding cycle between February and March. The report captured how the project came about, the activities implemented during the project and the outcomes of the activities. This document as a part of the Foundation’s Knowledge Management System was made available to the funder (TYDF) and accessible to other parties that would have need of it.

In a bid to continue the follow-up process on our beneficiaries, an impact assessment exercise was conducted between April and May using an electronic platform (Google Docs) as a data collection instrument. The result was collated and analysed as useful information for program learning and making a case for the Youth Mentoring Program. (See Appendix A for Impact Assessment Analysis with response spreadsheet)

As a way of seeking to improve on the corporate mentoring strategy, visits were paid in October to some of the organizations where DDI participants interned in to assess their opinion on the internship process. Their responses were recorded and documented as a reference material for process improvement. (See Appendix B for organizations and contact persons)

In seeking ways to sustain the DDI project, the proposal was reviewed and resubmitted for TYDF consideration for the 2013 funding cycle in March 2013. However it was not funded by TYDF for the stated funding cycle as a result the Foundation’s (TYDF) focus on strategic planning and program re-strategising which made the Foundation reduce the number of grantees in its various program areas.

As a means of expanding on the platforms for youth mentoring, the DWI Initiative (a Date With an Icon) was developed in April with the purpose of creating a group mentoring platform that will serve as a tool for building the capacity of young people to face 21st century challenges. The program is designed to give young people in Nigeria the opportunity of meeting with icons whereby they will have the privilege of being mentored through their life experience. The target icons were identified but the implementation of the program is scheduled to start 2014. (See Appendix C for Concept Note and Implementation Framework)

Knowledge Management

A Knowledge Management (KM) framework was developed to formalise the system of knowledge administration in the Foundation. It contains all the various compartments of knowledge in the Foundation and how they will be put to use for strategic purposes.

As part of the KM system, Mentoring Toolkits were developed as a guide to mentors and mentees in the mentoring process. It contains material that will equip mentors and mentees to make the most of the mentoring exercise.

Moreover, a selection of AfriGrowth mentees were interviewed on their experiences during their training and how it has contributed to their success. The videos are to be uploaded on Youtube as a knowledge sharing channel.


The administration of the office involved day-to-day management of office activities including staff movement, office facilities, internal and external communications and oversight function on all the program areas of the Foundation.

On this platform, support was given towards the smooth running of the various programs of the Foundation including the Library Literacy Project and the National Essay Competition. Assistance was given to officers in charge in technical areas including stakeholder communications, M&E and reporting.

The Annual Report was developed for the year 2012 and dispatched to our partners and stakeholders on our mailing list. (See Appendix D for the Annual Report) Moreover, the Strategic Plan covering 2013 and 2014 was developed as a guide for the years’ activities (See Appendix E for Strategic Plan). Finally, support was also provided towards reconstitution of the Advisory Board and organizing of the inaugural meeting.

Moreover, working with Mrs Oly Sanny, a Performance Management System was established in the Foundation staff performance on monthly basis in line with projections. Formal performance assessment is conducted twice a year involving areas that address how much the staff members have demonstrated purposefulness in achieving their targets as expressed in the work plan. As a reward system, a structure was developed to recognise the valuable contributions of outstanding members of staff which includes the Bright Spark Award and the Big Hall of Fame Award.



  • Successful development of a Knowledge Management system
  • Successful development of mentoring tool kits as mentors’ and mentees’ guide for effective mentoring relationship
  • A concept framework developed for commencement of DWI (a Date with an Icon) Initiative
  • An electronic information database developed as an impact assessment tool for the AGF mentees
  • Successful oversight function on other program areas of the Foundation which contributed to successes achieved


  • Un-encouraging response from the mentees during the impact assessment exercise
  • The DDI Project did not pass for funding in the 2013 funding cycle thereby causing a lag in the program
  • Inability to meet deadlines in some of the tasks due to other unplanned interfering tasks.



  • Explore other means of resource mobilization for sustaining the Youth Mentoring Program
  • Give focus towards delivering on the DWI Initiative
  • Utilize opportunities for entrance into the South South region for extension of the coverage of the Youth Mentoring Program
  • Contribute productively towards effective Board engagement
  • Make determination towards performance improvement and explore ways of getting more training to make up for my areas of performance shortfall.




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