STRUCTURES

The Organisational Structures are: 

The Executive National Steering Committee;
The Executive National Steering Committee(ENSC), which will comprise of all Regional Chairpersons, a National Treasurer, and two representatives  from the Organisation’s founder members.  
The ENSC will be headed by a National Chairperson, elected for a period of five years, who will also elect an external co-ordinator of the Global community; who will assume responsibility of principle representative of the AIFYE at the global level in dealings with the external partners and stakeholders.. 
Establishing a National Liaison Office to be based in Kampala city to house the    National Secretariat and act as a clearing-house for information between the Organisation’s members and vice versa. 
Complete redrafting of AIFYE governing regulations with specific emphasis on increasing transparency and institutional flexibility in membership elections, the roles of global and regional structures, financial management practices, and codes of conduct in relations with third parties. 
The creation of a National conference based advocacy as a periodic supporting feature of the engagement and monitoring evaluation work of the AIFYE. This will eventually lead to a phasing out of the annual exchange meeting for the AIFYE, and will tend to be issue specific.  
 The Committee, consisting of three senior members of the AIFYE, along with all regional chairpersons from within the Organisation. The Committee should meet at least four times a year and determine the broad parameters for running the organisation within the context of the AIFYE process, and as they affect general Entrepreneurial work in the respective regions. 
At the regional level the establishment of Joint Regional Thematic Teams, consisting of key representatives from the Regional AIFYE Steering Committees, to develop joint intervention, monitoring and learning exercises on AIFYE projects in the various regions. 
Making adequate provision for the financing of the regional secretariats in keeping with their expanding rules and responsibilities. This will include providing for staff retention, equipment purchase, training and admitting new members among others.
All of these changes are expected to produce a more efficient and focused AIFYE, capable to generating, searching commentary and analysis of new entrepreneurial practices and project work among our members.  
It has been designed to streamline the operations and programme agenda of the AIFYE to those areas and things in which it has a comparative advantage and on which it is expected to demonstrate record.  
Ultimately, the new strategic work programme of the AIFYE is developed to increase the capacity of our young entrepreneurs to engage the AIFYE, and to bring their own unfiltered perspectives on the impact of the organisation’s policy through a strong advocacy effort at national, regional, and global levels.  
The success of this plan will depend largely on the ability of the existing leadership of the AIFYE to consolidate the regionalisation process, reinvigorate the advocacy agenda for collective Entrepreneurship, and most importantly initiate a strong research, and practical engagement platform for the members on the AIFYE policy and programmes.  

The following therefore represents an expanded version of the three year’s Strategic Plan for the AIFYE in Uganda for 2010-2013.
National Secretariat 
African Initiative For Young Entrepreneurs.(AIFYE)
C/o Kironde Henry.