NATIONAL YOUTH LEADERSHIP AND ENTREPRENEURSHIP STRATEGY (2013-2017)

A flagship project of Medium Term Plan II (2013-2017)

July 2013

Table of Contents July 2013.................................................................................................................................i Table of Contents.......................................................................................................................ii Abbreviations and Acronyms....................................................................................................iv CHAPTER ONE........................................................................................................................1 BACKGROUND........................................................................................................................1 1.1 Context.............................................................................................................................1 1.2 Rationale for the Youth Leadership and Entrepreneurship Strategy................................2 1.3 Vision, Mission and Goals of the Strategy.......................................................................3 1.3.1 Vision............................................................................................................................3 1.3.2 Mission..........................................................................................................................3 1.3.3 Goal...............................................................................................................................3 1.3.4 Objectives of the Strategy.............................................................................................3 1.3.5 Values and Principles of the Strategy............................................................................3 1.3.5.1 Values ........................................................................................................................3 1.3.5.2 Principles....................................................................................................................4 CHAPTER TWO........................................................................................................................5 SITUATIONAL ANALYSIS....................................................................................................5 2.1 Demographic Profile and Characteristics of the Youth ...................................................5 2.2 Interventions to Promote Youth Leadership and Entrepreneurship ................................7 2.2.1 Policy Interventions ......................................................................................................7 2.2.2 Institutional Mechanism ..............................................................................................9 2.2.3 Legal Framework .......................................................................................................10 2.2.4 Programmatic Interventions .......................................................................................10 2.3 Emerging Issues and Challenges ...................................................................................18 2.3.1 Policy Challenges .......................................................................................................18 2.3.2 Institutional Mechanism Challenges...........................................................................19 2.3.3 Programmatic Interventions .......................................................................................20 CHAPTER THREE..................................................................................................................23 STRATEGIC AREAS..............................................................................................................23 3.1 Introduction ...................................................................................................................23 3.2.1 Strategic Area 1: Livelihoods and Economic Opportunities.......................................23 Strategic Objectives..............................................................................................................23 Strategic Activities...............................................................................................................23 3.2.2 Strategic Area 2: Voice and Public Service Opportunities.........................................24 i.Recruit and deploy staff at the NYC..................................................................................24 3.2.3 Strategic Area 3: Social and Community Opportunities.............................................24 3.2.4 Strategic Area 4: Sports Opportunities........................................................................25 3.2.5 Strategic Area 5: Art and Culture Opportunities.........................................................25 3.2.6 Strategic Area 6: Technology and ICT Opportunities.................................................25 3.2.7 Strategic Area 7: Policy Integration and Mainstreaming............................................26 3.3 Implementation Matrix...................................................................................................27 Strategic Area One: Livelihoods and Economic Opportunities...........................................27 Strategic Area Two: Voice and Public Service Opportunities.............................................41 Strategic Area Three: Social and Community Opportunities...............................................46

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Strategic Area Four: Sports Opportunities...........................................................................48 Strategic Area Five: Art and Culture Opportunities.............................................................50 Strategic Area Six: Technology and ICT Opportunities......................................................52 Strategic Area Seven: Policy Integration and Mainstreaming.............................................55 3.4 Institutional Framework and Implementation Approach...............................................58 59 3.5 Monitoring, Evaluation and Reporting...........................................................................60 3.6 Strategy Review.............................................................................................................60

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Abbreviations and Acronyms ASAL AU AYC BDS CBS CIC COTU DWCP DYDE EIIP GYBI FKE ICT ILO ITs IYB KACE KAYC KCSE KDHS KEPSA KKV KNFJKA KNSPWD KNYC KYEP LGN II M&E MDAs MDGs MED MoEST MoLSS MoYAS MSEA MSEs MSMEs MTP I MTP II NCCK NCIC NIMES NITA NLB NPs NYC NYS NYTA Arid and Semi Arid Lands African Union African Youth Charter Business Development Services Copenhagen Business School Constitution Implementation Commission Central Organization of Trade Unions Decent Work Country Programme Directorate of Youth Development and Empowerment Employment Intensive Infrastructure Programme Generate Your Business Idea Federation of Kenya Employers Information Communication Technology International Labour Organization Institutes of Technology Improve Your Business Kenya Advanced Certificate of Education Kenya Association of Youth Centres Kenya Certificate of Secondary Education Kenya Demographic Health Survey Kenya Private Sector Alliance Kazi Kwa Vijana Kenya National Federation of Jua Kali Associations Kenya National Survey of Persons with Disabilities Kenya National Youth Council Kenya Youth Empowerment Project Law Growth Nexus Project II Monitoring and Evaluation Ministries, Departments and Agencies Millennium Development Goals Monitoring and Evaluation Directorate Ministry of Education, Science and Technology Ministry of Labour, Social Security and Services Ministry of Youth Affairs and Sports Micro and Small Enterprise Authority Micro and Small Enterprises Micro Small and Medium Enterprises Medium Term Plan I (2008-2012) Medium Term Plan I (2013-2017) National Council of Churches of Kenya National Cohesion and Integration Commission National Integrated Monitoring and Evaluation System National Industrial Training Authority National Labour Board National Polytechnics National Youth Council National Youth Service National Youth Talent Academy

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PUCs SACCOS SIYB SYB SYPT TOTs TTIs TSC TVET UN UNDP UNFPA UN-Habitat UNICEF USAID VDS WB WEDEE WHO YEC YEDF YEF YPs YES-JUMP

Polytechnic University Colleges Savings and Credit Co-operative Societies Start and Improve Your Business Start Your Business Subsidized Youth Polytechnic Tuition Trainer of Trainers Technical Training Institutes Teachers Service Commission Technical Vocational Education Training United Nations United Nations Development Programme United Nations Population Fund United Nations Human Settlement Programme United Nations Childrens Fund United States Agency for International Development Vision 2030 Delivery Secretariat World Bank Women Entrepreneurship Development and Economic Empowerment World Health Organization Youth Empowerment Centre Youth Enterprise Development Fund Youth Entrepreneurship Facility Youth Polytechnics Youth Employment Support-Jobs for the Unemployed and Marginalized Young People

CHAPTER ONE BACKGROUND 1.1 Context There is no universal definition of the youth. Youth definitions are contextual, depending on the social, economic and political environment. The United Nations Population Fund (UNFPA), World Health Organization (WHO) and the United Nations Childrens Fund (UNICEF), for example, define the youth as those aged between 10 and 24 years. The organizations identify three categories of youth within this age range as adolescents (10-19 years), youth (15-24 years) and young people (10-24 years). The categories used by the UNFPA, WHO and UNICEF signals the ages of maturity, and the nurturing and building of skills and knowledge in readiness for integration in the social, economic and political spheres of life. The World Bank (WB) focuses on youth as those in the age range of 12-24, which is the time when important foundations are laid for learning and skills development. The United Nations World Program of Action for Youth defines youth as persons aged between 15 and 24 years while the African Union (AU) considers youth as persons aged between 15 and 34 years. The African Youth Charter (AYC) defines the youth as every person between the ages of 15 and 35 years. In Kenya, Article 260 of the Constitution defines youth as the collectivity of all individuals in the Republic who have attained the age of 18 years but have not attained the age of 35 years. This means that the Constitution puts the youth as those in the age range of 18-34 years. However, the National Youth Council Act (2009) and the Sector Plan for Labour, Youth and Human Resource Development (2008-2012) defines youth as those aged between 15 and 35 years while the National Youth Policy (2007) and the National Action Plan on Youth Employment (2007-2012) defines youth as those aged 15-30 years. Kenyas policy context definitions of the youth include age groups within 15 to 35 years age range. This broader definition of the youth recognizes that policies directed at the youth need to influence the outcomes for the youth who are in school and those who are out-of-school. The National Youth Leadership and Entrepreneurship Strategy (2013-2017) recognizes youth-hood as a specific stage between childhood and adulthood when people have to negotiate a complex interplay of both personal and socio-economic changes to maneuver the transition from dependence to independence, take effective control of their lives and assume social commitments. The Strategy recognizes youth-hood as a period of transition and vulnerability when the youth have to undergo through the dimensions of learning, going to work, staying healthy and safe, forming families and exercising citizenship. Success in this period of transition requires development of human capital of the youth, empowering the youth to take up leadership roles and make informed and competent choices, and develops of a sense of wellbeing. In respect to age, the National Youth Leadership and Entrepreneurship Strategy (20132017) adopt a working definition of the youth as those being in the age bracket of 15 to 35 years. This age cohort is deemed to cover a range of issues and youth in different circumstances and dimensions. The youth in different age cohorts such as 15-17, 18-25, 26-35 years have unique challenges. The employment problems of an out-of-school 15 year old who is not yet of legal ages to work may require efforts to open opportunities for acquiring skills and knowledge of the workplace, while the problems faced by an unemployed, or more likely, an under-employed 30 year old youth would require 1

solutions that include job creation, second-chance education, upgrading of skills, and credit for starting a small business. The Strategy targets all youth irrespective of their geographical, social, economic and political circumstances. 1.2 Rationale for the Youth Leadership and Entrepreneurship Strategy A strong, dynamic, responsive and empowered youth is critical in catalyzing and driving the transformations envisioned in the Constitution, the Jubilee Governments Manifesto and the Kenya Vision 2030. The youth constitute an important segment of Kenyas population, accounting for 35.4 and 62.7 per cent of the countrys total population and adult population, respectively. The youth are also the largest single group of registered voters in Kenya. Despite their numbers and potential, the youth bear the greatest burden of the countrys social, economic and political ills. Kenyas youth unemployment rate was estimated at 35 per cent in 2005/2006 compared to about 10 per cent for adults. The youth unemployment also vary across age, sex and regions with the younger youths facing more severe unemployment than the older youths, the female youth facing about 50 per cent unemployment rate compared to about 30 per cent for male youth, and youth in the urban areas contending with higher rates of unemployment than those in the rural areas. The youth are also hardest hit by poverty with 56 per cent of the youth being poor as of 2009, and are more vulnerable with higher reported cases of early marriages, engagement in crime and violence, and drug and substance abuse. The Kenya Government in collaboration with the private sector, civil society organizations and development partners have, over time, taken a number of policy, institutional, legal and programmatic measures to respond to the challenges facing the youth. The interventions have variously targeted promotion of youth development and empowerment through building of entrepreneurial and leadership capacities, enhancement of employable skills, and promotion of creativity and innovation amongst the youth. However, no much progress has been realized in the area of youth development and empowerment. The Jubilee Government has brought a paradigm shift in youth development and empowerment by mainstreaming youth issues in all sectors of the countrys economy. The government proposes a deliberate and systematic effort to appropriately equip and empower the youth to attain and realize their full potential. In this respect, the government has committed to actively promote appointment of young people to public positions, and re-engineer education to make it more productive and responsive to labour market demands. The government also seeks to establish a Youth Capital Fund, modeled along the framework of the Constituency Development Fund (CDF), by allocating 2.5 per cent of national revenue annually to provide interest free business financing to the youth. Other measures are mainstreaming participation of youth-owned and youth-run enterprises in national development by setting aside 30 per cent government procurement quota to the youth, and promotion of internship and innovation. The governments aspirations and commitments towards youth development and empowerment must be anchored on sound strategy that will ensure delivery of results to the youth in an expedient and efficient manner. The National Youth Leadership and Entrepreneurship Strategy (2013-2017) seeks to guide implementation of youth targeted leadership and entrepreneurship interventions by creating a unified, coherent and stable framework for development and empowerment of the youth at national and devolved levels. The Strategy is prioritized as one of the flagship projects of the second Medium 2

Term Plan (MTP II, 2013-2017), which puts youth leadership and entrepreneurship at the core of the countrys development strategy. 1.3 Vision, Mission and Goals of the Strategy The following are the vision, mission, goals, objectives and principles of the National Youth Leadership and Entrepreneurship Strategy. 1.3.1 Vision A dynamic and empowered youth in leadership and entrepreneurship for a globally competitive and prosperous Kenya. 1.3.2 Mission To create a unified, coherent and stable framework for coordinating, harnessing and exploiting the full leadership and entrepreneurial potential of the youth. 1.3.3 Goal A holistically developed and empowered youth. 1.3.4 Objectives of the Strategy The National Youth Leadership and Entrepreneurship Strategy seeks to: (i) Increase participation of the youth in inclusive civic, political and democratic processes (ii) Nurture and promote a culture of volunteerism and community service amongst the youth (iii) Identify, nurture and promote youth talent (iv) Promote acquisition of life and employable skills by the youth (v) Tap the information communication technology potentials of the youth (vi) Integrate and mainstream youth interventions in sectoral and macro policies at county and national levels 1.3.5 Values and Principles of the Strategy The National Youth Leadership and Entrepreneurship Strategy promote and subscribe to the following values and principles: 1.3.5.1 Values The National Youth Leadership and Entrepreneurship Strategy promotes the following values: (i) (ii) (iii) (iv) (v) (vi) (vii) Inherent worth and inborn dignity of the youth Youth are Kenyas most important and dynamic human resource Youth are instruments and agents of their own development Empowerment of the youth as assets for development at all levels of government Social and economic inclusion as well as integration of the youth into the mainstream of society, and development at national and devolved levels Intentional and targeted youth-focussed interventions that addresses the needs and aspirations of the youth effectively Promotion of moral and spiritual regeneration of the youth in line with the national values system

1.3.5.2 Principles The National Youth Leadership and Entrepreneurship Strategy is anchored on the following principles: (i) Youth Service: the youth must be involved in activities that promote volunteerism and community service while developing their sense of patriotism and nationalism Best Interest: the youths best interests are of paramount importance in every matter concerning the youth Equal Opportunity: all youth should have equal access and opportunities to leadership, entrepreneurship, education and vocational training and other economic, social and political needs Partnership: coordination and harnessing of stakeholder efforts is critical for effective promotion of youth leadership and entrepreneurship Participation and inclusion: the youth have rights to participate and be included in formulation, implementation and monitoring and evaluation of strategies, interventions and policies that seek to promote youth leadership and entrepreneurship Sustainability: youth leadership and entrepreneurship must be integrated and mainstreamed into sectoral, county and national development policies and programmes Decent work: all employment opportunities for the youth must be available in conditions of freedom, equity, human security and dignity

(ii) (iii)

(iv) (v)

(vi)

(vii)

CHAPTER TWO SITUATIONAL ANALYSIS 2.1 Demographic Profile and Characteristics of the Youth Kenya has a youthful population. In 1969, about three in every ten persons (30.38%) in the population were the youth. This proportion increased to 32.25 per cent of the population in 1979 and to 35.39 per cent of the countrys population in 2009. Consistent with the increase in the youth-population ratio, the youth constituted 62.67 per cent of the adult population in 1979. By 2009, the youth constituted 66.6 per cent of the adult population. The implication is that Kenya is facing a youth bulge: a situation characterized by disproportionately high proportion of the youth compared to the adult population. The countrys youth bulge offers opportunity for economic, social and political development while at the same time providing challenges for risk and threat to the countrys social cohesion and stability. In terms of regional distribution, the youth constituted 48.9 per cent of the population in Nairobi province in 2009 while it made up 36.2, 35.5 and 35 per cent of the population in Coast, Central and Rift Valley provinces, respectively. Also, the youth accounted for 33.9 per cent of the population in Nyanza province, 33.3 per cent of the population in Eastern province, 32 per cent in Western province and 31 per cent in North Eastern province. The dynamics of the youth population across regions signals dominance of the youth in the urbanization process and the youth stress in the labour markets and facilities in the areas. Entry into marriage is an important stage in the youth transition. The 2008/2009 Kenya Demographic Health Survey (KDHS) showed that slightly over nine in every ten of the youth in the 30-35 years bracket have ever been married. This was compared to 75.75 per cent of the youth aged 25-29 years, 39.75 per cent for those aged 20-24 years, and 6.65 per cent for those aged 15-19 years. The trajectory of the youth entry into marriage also showed that for any age cohort, more women enter into marriage than males, with the differential being as high as 44.7 per cent in the 20-24 years youth category. The median age at first marriage for female youth was 19.4 and 22.2 years in the rural and urban areas, respectively. This is compared to 24.8 and 26 years for males in the rural and urban areas, respectively. The dynamics shows that some youth enter into marriage before the legal age stipulated in the Childrens Act, thereby increasing their levels of vulnerability. The vulnerability of the youth contributing to and/or arising from early marriages is more critical considering that about 7.6 million or 56 per cent of the countrys 13.7 million youth population lived in poverty as of 2009. Youth is a transition phase from childhood into adulthood. It is also the transition from being dependent on others to being independent. Key in this transition is access to a job. This makes the quantity and quality of jobs available to the youth to be of critical importance. However, creation of productive and durable employment opportunities to absorb Kenyas growing labour force has remained a major policy challenge. Open unemployment in the country eased from 14.6 per cent in 1998/1999 to 12.7 per cent in 2005/2006. Estimates based on the 2009 Census shows that the countrys open unemployment further slowed down to 8.6 per cent. This is, however, high given the countrys large informal and traditional sectors. 5

The youth in Kenya bear the greatest burden of unemployment, with the level of open unemployment amongst the youth being about 35 per cent compared to 10 per cent for adults in 2009. Specifically, open unemployment rates among the youth aged 18 to 20 years was 35 per cent while the youth joining the labour market at between 15 and 16 years faced open unemployment rates of above 20 per cent. Those aged around 25 and 30 years bear open unemployment rate of 25 and 15 per cent, respectively. This means that Kenyas unemployment challenge is a youth issue with intensity for youths below 25 years of age. The youth unemployment trends show that unemployment is considerably higher among young females than males with the gap being larger at younger ages than at older ages. At its highest point, the youth female unemployment rate is almost 50 per cent compared to the youth male unemployment rate of slightly above 30 per cent. At around the age of 34 years, the unemployment reduces to above 15 and 5 per cent for youth females and males, respectively. This shows gender inequality in access to employment by the youth, which may be seen within the extended context of the decent work deficits in the country. Kenyas high unemployment is related to the overall investment climate and the economys low capacity to create new jobs. However, the youth find it particularly difficult to enter the labour market. Reasons for this are complex, ranging from deficits in education and skills to lack of work experience, difficulties to obtain information about career options and job chances, irrational recruitment practices by employers, and lack of necessary assets and attitudes to venture into entrepreneurship and self employment. The youth also faces barriers to entry into the labour market arising from path dependence, which dictates that early unemployment increases the likelihood of subsequent unemployment. Remaining out of employment for long is, especially worrying for the youth as it lowers the chances of the youth to find rewarding employment, which makes the youth to get trapped into a lifetime of weak attachment to the labour market alternating between low paid insecure work and open unemployment. Besides finding it difficult to get jobs due to the tightness of the labour market, the youths also have higher chances of losing their jobs in case of redundancies. Section 40(1c) of the Employment Act (2007), for example, require employers to take into account seniority in time and to the skill, and ability and reliability of each employee in the selection of those workers to be declared redundant. This criterion puts young workers at a disadvantage in the event of redundancies. Disability may severely affect a persons holistic development and transition. The Kenya National Survey for Persons with Disabilities (KNSPWD) conducted in 2008 put the national disability rate at 9.7 per cent while the KDHS of 2007 put it at 12.5 per cent. According to the KNSPWD, 3.8 per cent of the youths in the 15-34 years age category were living with some form of disability. While disability increases with age, there is no marked statistical difference between the rural-urban and male-female divides. Involving the youth and/or their participation in responsible, challenging action that meets genuine needs, with opportunity for planning and decision-making that benefit others beyond the youth participants is an important component of youth leadership. One of the ways of promoting youth participation and leadership is through involvement in the countrys electoral process. In 2010, the youth aged 18-35 years 6

constituted 5.9 million of the registered voters. The highest number of the youth vote was accounted for by the youth aged 18-25 years, which constituted 43 per cent of the total youth vote. This was compared to 29 and 28 per cent for the youth aged 26-30 and 31-35 years, respectively. Males were the majority of the youth voters. Despite their large numbers and participation in competitive politics, not many of the youth were elected in the various elective positions during the 2013 general elections. Also, not many of the youths were appointed in the various leadership positions in all levels of government. 2.2 Interventions to Promote Youth Leadership and Entrepreneurship The Kenya Government in collaboration with the private sector and development partners have, over time, taken a number of policy, institutional, legal and programmatic measures to respond to the challenges facing the youth. The interventions have variously targeted promotion of youth development and empowerment through building of entrepreneurial and leadership capacities of the youth, enhancement of employable skills, and promotion of creativity and innovation amongst the youth. 2.2.1 Policy Interventions Youth-based policies, programmes and strategies originate from the 1995 resolutions of the United Nations General Assembly (UNGA) and the subsequent recognition of the importance of investing in the youth by countries. The UNGA in paragraph 8(a) of the World Program of Action for Youth emphasized that every State should provide its young people with opportunities for obtaining education, acquiring skills and participating fully in all aspects of society. The UN declaration was further reinforced by the adoption of the UN Millennium Development Goals (MDGs) in 2000. Accomplishment of the MDGs such as reduction in the incidence of extreme poverty and hunger, achievement of universal primary education, promotion of gender equity and womens empowerment, improvement in maternal health, and combating HIV and AIDS, malaria and other diseases require programmatic interventions targeted at the youth. In Kenya, focus on the youth as a sub-category of the population can be traced to the year 1966 with the International Labour Organizations (ILO) sponsored conference on Education, Employment and Rural Development. The conference discussed the challenges facing the Kenyan youth and proposed ways of ensuring their active involvement in national development. In 1967, the National Council of Churches of Kenya (NCCK) published the Report: After School-What? The Report attempted to explore the opportunities available for the youth that have completed some level of schooling but are not able to transit hence not in education, employment or training. The NCCK Report provided a platform for policy dialogue on youth transition, education, training and employment. Further, the third National Development Plan (1974-1978) underscored the countrys youth challenge. In 1992, the government formulated and launched the Sessional Paper No. 2 of 1992 on Small Enterprise and Jua Kali Development in Kenya. Though no specific mention of the youth was made in the paper, it contained a raft of measures targeted at promotion of entrepreneurship and entrepreneurial development. In 2005, the government in collaboration with stakeholders formulated the Sessional Paper No. 2 of 2005 on Development of Micro and Small Enterprises for Wealth and Employment Creation for Poverty Reduction. Though no specific mention of the youth was made in the policy document, it sought to facilitate the development of a vibrant Micro and Small Enterprises (MSE) sector capable of promoting sustained economic growth, 7

employment creation and poverty reduction. Given the high levels of participation and involvement of the youth in the MSEs, effective implementation of the MSE sector policies promises considerable impact on the youth, especially in promoting self employment and exploitation of their entrepreneurial potential. . The Economic Recovery Strategy for Wealth and Employment Creation (2003-2007) that was launched in 2003 highlighted the youth unemployment challenges. It made a case for promotion of youth entrepreneurship through establishment of a revolving youth fund, mentoring and coaching, and rendering of business counseling advisory services. In 2006, the National Youth Policy was formulated by the Ministry of Youth Affairs and Sports (MoYAS) to guide and mainstream youth-related interventions. It aimed at ensuring that the youth play their rightful role in the development of the country. The goal of the Policy was to promote youth participation in community and civic affairs, and to ensure that youth programmes are effectively targeted and centred to the needs and aspiration of the youth. The National Youth Policy envisaged establishment of a National Youth Council to facilitate, coordinate, monitor, advocate and promote youth issues and youth-led initiatives. In 2007, the government formulated and launched the National Plan of Action for Youth Employment (2008-2012) to outline the countrys youth and employment strategy and to respond to the challenges facing the youth. The Plan emphasized the importance of a coordinated and multi-sectoral approach to addressing the problem of youth unemployment and idleness. In 2007, the government formulated the Kenya Vision 2030 as a long-term development strategy to steer the country to a sustained growth and development path. The countrys policy blueprint advocates for integration and harmonization of all issues affecting the youth into every aspect of public policy and across all Ministries, Departments and Government Agencies (MDAs). It identified youth empowerment centres, and sports and music as key flagship projects that were to be implemented by to accord the youth a chance to excel in various aspects of life. The first Medium Term Plan of the Kenya Vision 2030 (MTP I, 2008-2012) articulated a number of youth flagship projects. These included affirmative action policy, revision of education and training curriculum, revitalization of youth polytechnics, increase in allocation to secondary and tertiary level bursary programmes, the Youth Enterprise Development Fund (YEDF) and youth empowerment centres. Other youth focused flagship projects were international academy of sports, regional sports stadia, establishment of a Sports Lottery Fund, international centre for arts and culture, one billion tree planting campaign under the trees for jobs programme, and Roads 2000 and other labour intensive public projects. The second Medium Term Plan of the Kenya Vision 2030 (MTP II, 2013-2017) puts youth leadership and entrepreneurship at the core of the countrys development strategy. It prioritizes the formulation and implementation of the Youth Leadership and Entrepreneurship Strategy (2013-2017) as a key flagship project. The Strategy is to guide implementation of youth leadership and entrepreneurship interventions by creating a unified, coherent and stable framework for empowerment of the youth. The Jubilee Government that came to power in 2013 prioritizes youth development and empowerment in its seven-point agenda for the countrys governance. The government identifies youth empowerment as one of the building blocks in the Unity Pillar, and 8

seeks to mainstream youth issues in all sectors of the countrys economy. The government proposes a deliberate and systematic effort to appropriately equip and empower the youth to attain and realize their full potential. In this respect, the government has committed to actively promote appointment of young people to public positions, and re-engineer education to make it more productive and responsive to labour market demands. Key among the interventions towards re-engineering of education are establishment of Institutes of Technology in every ward, putting premium on technical education, and promotion of identification of inherent abilities and talents at an early age. In regard to jobs and enterprises, the government seeks to establish a Youth Capital Fund, modeled along the framework of the Constituency Development Fund (CDF), by allocating 2.5 per cent of national revenue annually to provide interest free business financing to the youth. Other measures are mainstreaming participation of youth-owned and youth-run enterprises in national development by setting aside 30 per cent government procurement quota to the youth, and promotion of internship and innovation. 2.2.2 Institutional Mechanism Hitherto 2005 when the MoYAS was created, the institutional mechanism for coordination and implementation of youth interventions were scattered in various ministries and government departments. Youth issues were mainly seen to be anchored within the ministries responsible for education, technical training and sports. The MoYAS was established in 2005 to specifically address youth issues and concerns. This was to be achieved through promotion of youth training, youth development and exploitation of the youth talents in sports, arts and music. In 2009, the government legislated the National Youth Council Act (2009), which paved way for the establishment of the National Youth Council (NYC). The NYC was, however, only constituted in December 2012 when its officials were gazetted. The NYC was established to regulate and coordinate youth-related interventions and activities, promote and popularize the National Youth Policy and other policies that affect the youth, lobby for legislation on issues affecting the youth, and inspire and promote the spirit of unity, patriotism, volunteerism and service among the youth. Other functions of the Council are to propagate youth issues, and promote the inclusion of the youth in decision-making bodies, boards, agencies and other public institutions and organizations. Reorganization of government and government functions undertaken in 2013 has seen mainstreaming of youth related issues in all MDAs through establishment of youth mainstreaming coordination units in all sectors, with the focal point being the Ministry of Devolution and Planning in the Office of the Presidency. Institutionally, interventions towards youth development and empowerment are the mandate of the Directorate of Youth Development and Empowerment (DYDE) in the Ministry of Devolution and Planning. To promote their effectiveness, complementary institutions such as the National Youth Service (NYS), Youth Enterprise Development Fund (YEDF), Kenya National Youth Council (KNYC) and Kenya Association of Youth Centres (KAYC) are listed as independent offices in the Directorate. The key result areas of the DYDE are to formulate and implement national youth development and empowerment policy, spearhead affirmative action for youth in all aspects of the society, and coordinate youth organizations and inculcate national values. Under the government structure, youth training is part of the Ministry of Education, Science and Technology (MoEST) while 9

sports, music and art, which is a major plunk of youth leadership, entrepreneurship and development is under the Ministry of Sports, Culture and Art. 2.2.3 Legal Framework The youth as a distinct demographic category has been anchored in the Constitution. Article 260 of the Constitution gives a formal age-based definition for the youth while Article 55 in the Bill of Rights provides the fundamental principles and rights of the youth, inclusive of the obligations of the State to ensure attainment of the rights. The Constitution obliges the State to take measures, including affirmative action programmes, to ensure that the youth access relevant education and training; have opportunities to associate, be represented and participate in political, social, economic and other spheres of life; have access to employment; and are protected from harmful cultural policies and exploitation. The Constitution has, therefore, provided the broad legislative framework for development of youth leadership and entrepreneurship, and protection of the youth from harmful policies and practices. The National Youth Council Act (2009) domesticates the aspirations in the Constitution. It anchors the NYC as the institutional mechanism for promoting attainment and enjoyment of the fundamental principles and rights of the youth. The Act provides for the functions, staffing and funding of the Council. The Sports Act (2013) reinforces the youth aspirations contained in the Constitution and the National Youth Council Act (2009). It seeks to harness sports for development; encourage and promote drug-free sports and recreation; and provides for the establishment of sports institutions, facilities, administration and management of sports in the country. 2.2.4 Programmatic Interventions A number of programmatic interventions targeting the youth have been variously developed and implemented by the government, private sector, development partners and non-state youth support institutions. The interventions have either been financed through budgetary allocations by the government, development partner financing or cofinancing between government and development partners. Implementation of some of the interventions has also involved partnership between government, private sector, civil society organizations and development partners. Some of the youth-targeted interventions that have been developed and implemented over time are as highlighted: The government established the NYS in 1964 to offer two-years of paramilitary training and service in public works, after which students are admitted to different training programs running for between one and three years and resulting in certificate, diploma or artisan trade testing. The NYS offers training on vocational, technical and entrepreneurship training, life skills and professional skills. It also acts as a reserve force for the countrys disciplined forces. The NYS had an annual average admission level of 2,500 until 2007/2008 when it was doubled to 5,000. It admits service men and women aged between 18 and 22 years per year. The minimum qualification criterion is Kenya Certificate of Secondary Education (KCSE), mean grade D+. In addition, one must be unmarried and without dependants. The NYS recruitment is done in 285 centres at the district level. It runs 16 training institutions spread throughout the country with a capacity of 10,000-15,000 students at any given time. Forty (40) per cent of the NYS intake is reserved for orphans and vulnerable youths. In 1984-1989, the NYS had a compulsory pre-university programme, which targeted successful graduates of the Kenya Advanced Certificate of Education (KACE) for a sixmonth pre-university training. The goal was to inculcate into the pre-university students 10

the right attitude towards work and imbue a culture of tolerance and nationalism in them. This programme was discontinued in 1990 due to sustainability challenges. Promotion of youth leadership and entrepreneurship is also done within the framework of public and private Technical Vocational Education Training (TVET) institutions. The public TVET institutions include Youth Polytechnics (YPs), Institutes of Technology (ITs), Technical Training Institutes (TTIs), National Polytechnics (NPs) and Polytechnic University Colleges (PUCs). The MTP I (2008-2012) introduced the concept of Youth Empowerment Centre (YEC), where the MoYAS was expected to construct one YEC in each of the original 210 constituencies by the year 2012. The introduction of YECs expands the scope of TVET to cover even the YECs. The YECs are multi-purpose centres for youth, combining space for recreation, counselling, information and communication, and education and training. In 2012, Kenya had 705 public TVET institutions of which 647 were YPs, 14 were ITs, 35 were TTIs, 7 were NPs and 2 were PUCs. There were also 706 private TVET institutions. A total of 98 YECs had been constructed by the end of 2011/2012 fiscal year while another 25 were under construction during the 2012/2013 financial year. Further, 52 of the YECs were equipped in 2011/2012 and another 32 were set to be equipped in 2012/2013. Enrolment in the public TVET institutions increased from 85,200 students in 2008 to 127,691 students in 2012 with much of the enrolment being accounted for by the YPs. The proportion of students enrolled in the YPs increased from 34.86 per cent of the total enrolment in the public TVET institutions in 2008 to 52.51 per cent in 2012. The increased enrolment in the YPs may be attributed to the governments effort to rehabilitate, modernize and expand the YPs, and the introduction of the Subsidized Youth Polytechnic Tuition (SYPT) Scheme. The SYPT Scheme, which is given at Ksh. 15,000 per year per enrolled trainee in the YPs is deemed to have considerably reduced the tuition fees in the institutions. Generally, the share of YPs in enrolment in public TVET institutions shows the critical role of YPs in promoting youth leadership and entrepreneurship, and general skills development in Kenya. The MoYAS has also been implementing a number of programmes aimed at promoting youth leadership and entrepreneurship. The programmes are either financed by government or supported by development partners such as the UNDP, UNICEF, UNFPA, WB and the United States Agency for International Development (USAID). They include career fairs, youth leadership and mentorship programmes, youth artistic and talent nurturing, small-scale grant scheme and the Presidents Award Scheme. The career fairs are conducted among secondary school students and are aimed at giving the students the opportunity to interact with experienced practitioners from diverse career fields. It also enables students to get information on existing careers, and foster a sense of patriotism and respect for national diversity. A total of 7,000 students from 100 schools participated in the career fairs in 2009/2010. The Youth Leadership and Mentorship Programme funded by the WB, was implemented by the then MoYAS in collaboration with the then Department of Performance Management and Transformative Leadership in the former Directorate of Public Sector Reforms and Performance Contracting. It aimed at ensuring that the youth get quality leadership skills through targeted training, coaching and mentorship. An aggregate of 34,489 youths were trained, coached and mentored on leadership and life 11

skills between 2008/2009 and 2011/2012. Training manuals on Youth Leadership, and Youth Entrepreneurship have been developed but are yet to be rolled out. The National Youth Talent Academy (NYTA) Programme is a youth development program implemented by the MoYAS, MoEST and the Permanent Presidential Music Commission in collaboration with the UNICEF. It aims at identifying, nurturing and developing youth talents, and exposing the talented youth to the market as part of the transition and exit strategy. It involves the youth with raw talents in sports, performing arts, beadwork, weaving and sculpturing. It also integrates training in life skills, entrepreneurship and Information Communication Technology (ICT). The NYTA Programme, implemented on a pilot basis between March 2010 and December 2012, developed four distinct training programmes. These were a national Youth Artistic and Talent Nurturing targeting development of the youths artistic skills at the grassroots level; setting up of non-residential sports academies in every district; provision of full annual scholarships to talented in-school youth in areas of sports and arts; and hosting of intensive music training camps. The NYTA is modeled to use existing facilities such as schools and sports stadia. Within this framework, a National Youth Talent Academy (NYTA) was established at the Kasarani Sports Complex in Nairobi. Regional Talent Academies have also been established in existing facilities in Nairobi, Embu, Nyeri, Kisumu and Kakamega. Similar regional Talent centres for in and out of school youth have also been started by the MoEST in Upper Hill High School, Kakamega High School, Mokwo Girls, Kerugoya Girls, Cheptil High School, Matuu Memorial High School, Shimba Hills, Garissa High School and Maseno School. Arid and Semi Arid Lands (ASAL) talent development programmes were also implemented in Turkana South, Tana River, Samburu Central, Dadaab and Isiolo. The NYTA started on a pilot basis with 100 students who have so far been graduated and released to the market. A second cohort of 125 students has completed an intensive talent training session. The ASAL talent development programme implemented in Turkana South, Tana River and Samburu Central each benefitted 100 youths. Overall, the Youth Artistic and Talent Nurturing programme has directly benefitted about 2000 youth. The concept has been fully embraced by the Voi CDF, which constructed the Sagalla International Talent Academy as a formal secondary school in Taita-Taveta county, and Naivasha Milele Academy which is a private sector initiative. The talent development programme is also institutionalized in the Sports Act (2013) that provides for the establishment of a semi-autonomous government agency, the Kenya Academy of Sports, which will oversee the establishment and management of talent academies in the country. The Basic Education Act (2013) and the Sessional Paper No 14 of 2012 on Reforming Education and Training Sector in Kenya also provides for the integration of talent based education in secondary schools as part of the four education pathways that includes academic, technical, entrepreneurial and talent. The MoYAS also implements the Presidents Award-Kenya, which targets young people between the ages of 14 and 25 in secondary schools, institutions of higher learning and youth groups. It provides young people with leadership skills, builds confidence, promise a sense of selfless service and the drive to be achievers. In correctional facilities, it reforms and reduces chances of young offenders relapsing. 12

About 140,000 young people have directly benefited from the programme since its inception in 1966. The National Industrial Training Authority (NITA) is a key training stakeholder in Kenya with programmes and systems parallel to the formal TVET system. It implements the national trade testing system, administers the Industrial Training Levy Fund and organises a number of training schemes in its four Industrial Training Centres, one Textile Training Institute and one Technology Development Centre. The Industrial Training Levy Scheme is principally applicable to all employers in Kenya with five or more employees. The payable levy amount is based on the number of employees and is at Ksh 50 per employee. The levy system is used as a tool to fund skills upgrading of the existing workforce. The NITA also implements a formal apprenticeship programme and provides sponsorship to between 500 and 600 trainees from levy contributing companies with requisite workplace condition every year. The apprenticeship scheme does not include informal sector companies. The scheme is based on formal apprenticeship contracts where apprentices undergo the normal craft or diploma programmes in TVET institutions, and are put in industrial attachment during tuition-free time. Out of the levy fund, NITA pays tuition fees and reimburses the apprenticeship wages to the participating companies for the times the apprentice is trained in the TVET institution. A total of 4,862 students trained on various industrial skills in 2011/2012. The National Industrial Training Authority (NITA) is also involved in industrial attachment and indentured learner scheme. It facilitates industrial attachment to some 10,000 trainees and students from TVET institutions and universities annually. Companies who contribute into the levy fund receive Ksh. 3,000 as cost contribution per attached student. Under the indentured learner scheme, levy paying companies receive cost reimbursements for 1 to 3 months on-the-job induction training for new recruits. The scheme is mainly applied in the textile and construction industry. A total of 10,923 students were placed on industrial attachment in 2011/2012. The National Industrial Training Authority (NITA) also implements the national trade testing system. The scheme assesses and certifies skilled workers at three levels, ranging from semi-skilled, skilled to broadly skilled. The trade testing is available to any person who seeks recognition of skills, irrespective of how and where the skills were acquired. Trade testing candidates include graduates of formal and non-formal training programmes in both the public and private training markets, youth who learned through traditional apprenticeship training system, or workers in industry who just learned onthe-job. Over 400 centres, mainly training institutions, are accredited trade testing centres ensuring accessibility throughout the country. Testing fees range from Ksh 2,500 for Grade III (lowest level) to Ksh 5,000 for Grade I (highest level). Trade testing is offered in 37 skill areas, mostly covering traditional technical occupations that are maledominated. Tailoring, hair dressing and beauty therapy are among those trades that are more attractive to females. A total of 43,021 candidates sat trade test examinations in 2011/2012. Majority of the candidates were in dressmaking and tailoring, followed by automotive trades, electricians, masons, carpenters and welders. Of all candidates 82 per cent sat Grade III test, 15 per cent sat for Grade II test while only 3 per cent sat for Grade I. 13

The NITA also runs industrial skills upgrading and trade test preparation programmes in their training centres. Recorded enrolment is between 1,200 and 1,500 trainees per year. Courses of 120 hours spread over a period of four to six weeks are offered at a cost of Ksh 8,000 per course (or Ksh 18,000 including accommodation), alongside tailor-made courses. The courses are delivered on evenings and weekends to make them widely accessible to workers in the formal and informal sectors of the economy. Another intervention aimed at promoting youth entrepreneurship in Kenya is the YEDF that was launched in 2007. The main objective of the YEDF is to promote youth employment, entrepreneurship and address the challenges faced by youth-owned enterprises. Specifically, the YEDF was established to provide loans to the youth-owned enterprises, attract and facilitate investments in Micro, Small and Medium Enterprises (MSMEs), and support youth-oriented MSMEs to develop linkages with large enterprises. Other objectives of the YEDF were to facilitate marketing of products and services of youth enterprises, provide Business Development Services (BDS) to youth enterprises and facilitate youth employment abroad. The YEDF is a government funded programme. By 2012, the cumulative financial allocation to the Fund was about Ksh. 3.8 billion. A total of 158,000 youth enterprises had benefited from loans provided directly by the YEDF while 141,552 group and individual youth enterprises received loans through financial intermediaries contracted by the YEDF. Also, 1,800 youth enterprises were assisted to market their products through local trade fairs with another 32 being supported to exhibit their products in Egypt, Tanzania, Burundi and Rwanda. About 200,000 youths were trained on entrepreneurship. The YEDF has partnered with Kenyatta University at the Chandaria Business Innovations and Incubation Centre where the YEDF will provide loans and entrepreneurship training to the incubates. The Kenya government also implemented the Kazi Kwa Vijana (KKV) program as part of the youth employment interventions. The KKV, which was funded by the WB, was launched in March 2009 as a nationwide program aimed at employing 200,000-300,000 youths annually in labour intensive public works projects in the rural and urban areas. The goal of the KKV was to facilitate income earning opportunities amongst the youth by engaging them in manual-based small projects within communities for a period of up to six months. It used low wage rates as self-targeting criteria for the youth. The KKV activities undertaken in the rural areas included building of water dams and irrigation, repair of boreholes and access roads, clearing bushes, sowing organic fertilizers and seeds, and planting trees. Within the urban centres, the program beneficiaries were employed in building and operating water kiosks, developing and implementing waste management systems, and repairing and maintaining access roads. The KKV wage payment system provided for task and daily oriented payments. By 2012, a cumulative number of 102,459 youths had been engaged in the KKV and 9,006,285 trees planted under the trees for jobs programme. The WB is financing and supporting the implementation of the Kenya Youth Empowerment Project (KYEP), which is meant to upscale and consolidate the gains made under the KKV. The KYEP is a four-year pilot project and is expected to run between 2011 and 2014. It aims at improving youth employability and integration into the work environment through training and internships. It also aims at supporting capacity building and policy within the MoYAS. The goal of KYEP is to avail training and internship opportunities for at least 11,000 youth with at least 50 per cent of the 14

interns securing employment, starting their own businesses or furthering their education within six months after the internship. The KYEP targets the youth aged 15-29 years with a minimum of eight years schooling and have been out of school or college for at least one year. The internship and training component of KYEP is implemented in partnership with the Kenya Private Sector Alliance (KEPSA). The component is divided into eight internship cycles of six months each during which time three months are spent at the workplace while the other three months are spent in training with an identified training provider. The interns are placed in the Kenya Vision 2030 growth sectors such as energy, finance, tourism, information and communication technology, manufacturing and the micro and small enterprises (MSEs). The youth that are placed in the formal sector go through life skills training, core business skills training and sector specific training while those in the MSEs sector go through entrepreneurship skills training. Youth aged between 15 and 17 years are eligible for internships in the MSEs sector. Under the arrangement, each intern is given a monthly stipend of Ksh. 6,000 while employers get a monthly reimbursement of Ksh. 3,000 per intern. The International Labour Organization (ILO) is implementing a number of youth leadership and entrepreneurship programmes. The interventions are designed and implemented within the framework of Decent Work Country Programme (DWCP) for Kenya, which is the main instrument for ILOs cooperation in Kenya; Youth Entrepreneurship Facility (YEF); and Law Growth Nexus II. The interventions implemented under the DWCP are Promotion of Employment Creation and Employability, Entrepreneurship in Secondary Schools, Employment Intensive Infrastructure Programme (EIIP) and Women Entrepreneurship Development and Economic Empowerment (WEDEE). The ILOs priority area on promotion of employment creation and employability seeks to improve access for young women and men to productive employment, promote skills development for employability of young women and men, and strengthen the capacities and competitiveness of sustainable MSEs. The entrepreneurship in schools intervention aims at nurturing and developing leadership and entrepreneurial culture amongst the youth in secondary schools. The EIIP seeks to promote employment creation, particularly for the youth through use of innovative and low cost technologies, and locally available human, physical and social capital resources. The EIIP targeted young women and men in selected areas of Nairobi, Rift Valley and North Eastern regions. The WEDEE aims at strengthening capacities of constituents and stakeholders to promote women entrepreneurship development. A number of milestones were realized under the EIIP. Specifically, 750 youth from across 70 MSEs received training on Cobble stone paving works and road maintenance; 70 youth self help groups/MSEs accessed business training with 150 individual youths from the groups going through training on business planning and management using the ILOs Start and Improve Your Business (SYIB) module; and 50 MSEs and 500 individual youth received business mentorship support. To entrench the Cobble stone paving and Do-nou road maintenance technologies in Kenya, a training curriculum for Cobble stone technology was developed, and training materials and testing specifications for Cobble stone and Do-nou technologies produced. Also, 17 Trainers of Trainers (TOTs) were trained on Cobble stone technology, and 130 youth owned MSEs established and strengthened through training and mentorship. Overall, 67,150 person days of employment were created. 15

The YEF is a five-year (2010-2014) project funded by the Government of Denmark. It is a regional project implemented in Kenya, Uganda and Tanzania as part of the global response to youth bulge and unemployment challenge in Africa. The development objective of the project is to contribute to the creation of decent work to young Africans, both as a means of self employment and as job creation for others through entrepreneurship development. Phase I of the project covered the period 2010-2011 while Phase II covers the period 2012-2014. During Phase I, the project objective was pursued through six interrelated and complementary components. These were entrepreneurship culture, entrepreneurship education for in-school youth and Business Development Services (BDS) for out-ofschool youth. Others were finance for young entrepreneurs, capacity building of youth organizations and evidence-based advocacy. Phase II of the project focused on five outcomes namely, young men and women have improved perceptions about entrepreneurship, the national education system groom entrepreneurial talent, and youth employment policy makers and promoters are in a better position to make evidence based decisions to improve resource allocation and programme design. Other outcomes were youth organizations provide innovative BDS, and more young men and women establish and manage sustainable enterprises. The entrepreneurship culture change implemented in Phase I targeted creating awareness amongst the youth about existing entrepreneurship opportunities, and influencing entrepreneurship culture change through hyping and show-casing. The instruments used were the media, business plan competitions and giving prize awards to winners. The entrepreneurship education for in-school youth sought to integrate entrepreneurship in education and training curricula. This model has already been adopted by the Inoorero University. The university has adapted the ILO developed curricula and is providing practical entrepreneurship training to its students. St. Pauls University has also expressed interest on the same. The ILOs business development services for out-of-school youth is implemented using a training module that has a history of over 30 years of success and relevance. It uses three modules namely Generate Your Business Idea (GYBI), Start Your Business (SYB) and Improve Your Business (IYB). It is implemented in collaboration with the Micro and Small Enterprises Authority (MSEA), Ministry of Industrialization and YEDF. A total of 7,000 youths have been trained under the programme with assessment revealing that 56 per cent of the youth impacted on have started their own businesses, and facilitated creation of 9,408 jobs created. This means that each of the businesses created an average of 2.4 jobs. The ILO is also supporting an MSME mentorship programme that seeks to link the outof-school youth who are already in business with mentors. The intervention is borne out of the recognition that venturing into, growing and sustaining high-end business requires mentorship. The programme is a structured model for training and qualifying business mentors and advisors that would provide support to the MSMEs. It is being implemented by Inoorero University in collaboration with Copenhagen Business School (CBS). So far, 100 TOTs have been trained on mentorship, and 300 youth trained by the TOTs. Also, 115 mentors, 340 individual mentees and 200 group mentees benefitted from the programme. Preliminary evaluation of the programme shows that mentorship has the capacity to increase business earnings and employment.

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The ILO also implemented, on a pilot basis, the Youth Employment Support (YES) Jobs for the Unemployment and Marginalized Young People (JUMP) programme in 2009-2011. The objective of YES-JUMP was to contribute to poverty alleviation efforts in the country through creating decent and sustainable jobs for the youth of poor and marginalized communities. It aimed at helping the partner communities and youth groups find more socially responsible community driven solutions to poverty alleviation. The project facilitated creation of 1,635 jobs for the youth, 60 per cent of whom were young women. It also facilitated capacity building of 1,400 youths, establishment of eight youth owned microfinance schemes, access to business finance by 677 young women and apprenticeship based training for 150 young women. Another youth entrepreneurship oriented project being implemented by the ILO is the Law Growth Nexus (LGN II) Project, which is in its second phase. The LGN II seeks to increase knowledge of and compliance to the labour laws by the MSMEs, specifically matatu industry employers, employees and operators. Other objectives are to nurture respect for the rule of (labour) law among MSME in the matatu industry; strengthen the capacity of ILO constituents to engage in social dialogue on the nexus between labour law compliance and sustainable MSME development; facilitate sector-specific regulatory reforms; and strengthen the capacity of MSME to comply with the revised labour law. The matatu industry was prioritized given its high youth employment capacity, contribution to economic growth and resilience. It is expected that striking a balance between compliance with the labour law and labour-related laws, and promotion of enterprise competitiveness would promote MSME growth and creation of decent jobs. The UNDP is implementing a Kenya National Youth Development and Training Programme that seeks to empower the youth through life skills and vocational training, entrepreneurship development and participation in civic, political and democratic processes. The UNDPs intervention on economic empowerment of the youth through life skills, vocational training and entrepreneurship targets to support NITA and the DYDE on a number of areas. These include supporting the finalization and implementation of the sessional paper on industrial training and attachment, review of the national industrial training and testing standards, development of a national qualification framework and building the capacity of in-service staff on quality assurance and standards. The UNDP also seeks to support the establishment of governance structures within the YPs, particularly vocational rehabilitation centres for the people with disabilities. Other measures in the priority area of economic empowerment of the youth are supporting finalization and implementation of the national policy on YPs and vocational training sector, and review and implementation of the national vocational certificate in education and training. In respect to youth leadership, the UNDPs intervention is on supporting young peoples participation in inclusive political processes and democratic practices. One of the key measures is to enhance the role of the youth in promoting diversity, national cohesion, peace and conflict prevention and participation in elections. Other measures are to increase participation and representation of the youth in political parties decision making organs and promote volunteerism for national development. The United Nations Human Settlements Programme (UN-Habitat) is implementing youth based programmes that aim at creating a safe and favourable space for young 17

people, and empowering young people to take up leadership roles. Specifically, the UN-Habitat in collaboration with the UNDP is implementing interventions that seek to promote young peoples effective inclusive engagement at the local, national, regional and global levels. Some of the measures in this intervention seek to facilitate youth mainstreaming and advocacy by ensuring mechanisms for youth engagement and participation in decision-making processes. Others are strengthening capacities of youth and youth networks to support civic engagement, development of youth engagement manual and putting the youth at the centre stage in the implementation of national civic education programmes. The USAID/Kenya in collaboration with the MoEST and local private and public sector institutions is implementing the Yes Youth Can program. The program seeks to promote youth voice and livelihoods. The youth voice or leadership, which is promoted through training and mentorship, has facilitated more than one million youth to organize themselves into democratic youth parliaments (bunges) in about 30 of the 47 counties in Kenya. The youth bunges have structures spanning from the village to the national level under the umbrella of the National Youth Bunge Association. The youth bunges are aimed at providing voice to the youth and advocating for issues that are important to the youth at all levels of government. The USAID/Kenyas youth entrepreneurship/livelihoods program is aimed at promoting access to capital by the youth. It facilitates formation of youth-owned, run and managed Savings and Credit Co-operative Societies (SACCOS) that are modelled along the framework of the youth bunges. The SACCOS are to be used for mobilization of savings by the youth, promotion of access to credit and as dispensing agents for youth grants. A total of 25 youth SACCOS have been established. 2.3 Emerging Issues and Challenges

2.3.1 Policy Challenges The youth as a distinct demographic category remains elusive in terms of definition in many government policies and legislations. This inhibits effective targeting of the group. Though the National Youth Policy was formulated to guide and mainstream youth-related interventions, it did not capture all the dynamics of youth leadership and entrepreneurship. The policy mainly focused on promotion of youth entrepreneurship and employment with little attention to harnessing and nurturing of youth leadership. However, youth leadership and entrepreneurship are twin and reinforcing potentials for effective integration and full inclusion of the youth into the countrys social, economic, cultural and political grids. Also, the youth policies, inclusive of the provisions of other national policies on youth have not realized meaningful impact due to weak mechanisms for implementation, monitoring and evaluation. This has also been aggravated by limited financial and human resource capacities within the implementing agencies, and inadequate harnessing and coordination of interventions among implementing agencies. Further, the youth policies are not properly integrated with macroeconomic and sectoral policies at all levels of government. More importantly, Kenya has not developed a measure or indicator that would help assess the degree of youth development attained as a result of the various policy, legal and programmatic interventions. The dynamics brought in by the Jubilee Government in terms of mainstreaming youth issues in all MDAs, sectors and levels of government, the desire to target holistic 18

development and empowerment of the youth and the changes that have taken place since the formulation of the National Youth Policy in 2006, calls for a review of the policy and development and implementation of an overarching Youth Development and Empowerment Policy, and development of a Youth Development Index. . 2.3.2 Institutional Mechanism Challenges The institutional mechanism for articulation and coordination of youth issues had, for a long time, been scattered in various Government Ministries, Departments and Agencies. Though the MoYAS was created in 2005 to better address the youth issues and concerns and act as a youth focal point, it did not have adequate financial and human resource capacities to effectively coordinate and promote the youth agenda. Also, some of the youth targeted interventions implemented by the government, such as the Trees for Jobs, Roads 2000, and entrepreneurship promotion particularly through MSE development were within the mandate of other government ministries and departments. This created a missing link in terms of coordination and reporting. The MoYAS did not also have inbuilt and broad-based mechanisms for targeting the beneficiaries of the youth interventions, monitoring and evaluation and assessment of impacts and outcomes of the interventions. Similarly, some of the youth development and empowerment interventions implemented by government suffered from weak institutional framework and commitment necessary for effective implementation and coordination. This led to inadequate coordination and limited harnessing of synergies among the implementing institutions. Further, some of the interventions were neither institutionalized nor cascaded down to county levels. Overall, the MoYAS did not provide an effective oversight and coordination role, neither did it put in place a strong institutional framework to provide dialogue platform for the financing, implementing and beneficiary communities to receive feedback, share experiences and best practices, and assess impacts of the interventions. Establishment of the NYC and its anchoring on the NYC Act (2009) is an important step towards ensuring effective coordination of youth-related interventions, and involvement of the youth in the planning, implementation, monitoring and evaluation of the youth interventions. However, the NYC was only established in 2012 and is yet to develop an institutional and operational structure to facilitate effective implementation of its functions. Given its nascent stage, the NYC is weak in key capacity areas such as financial management, project management, monitoring and evaluation, communication, and lobbying and advocacy. Equally, the NYC Act (2009) was legislated before the promulgation of the national Constitution in 2010. Though the NYC was established in 2012, its structure inclusive of conduct of elections is as provided for in the NYC Act (2009). It is, therefore, important that the NYC Act (2009) and the NYC is reviewed to align them with the Constitution. There are numerous institutions dealing with youth issues in Kenya. However, little is known about the institutions, their areas of intervention, geographical coverage, framework of collaboration between government, private sector, development partners and the civil society organizations, and gaps in coverage and service. This undermines effective coordination of the youth interventions. It also limits experience sharing, anchoring new interventions on the successes and strengths of past/existing interventions, and ensuring optimal utilization of resources dedicated to the youth sector. This calls for a mapping of all the actors involved in activities towards effective economic, social and political inclusion and empowerment of the youth in Kenya. 19

2.3.3 Programmatic Interventions Kenya has a number of youth-targeted programmatic interventions. The interventions range from those focused on promoting youth employment to those emphasizing on acquisition of life and entrepreneurial skills, development of entrepreneurship culture and to activation of leadership potentials of the youth. Some of the outstanding issues and challenges in the youth based programmes are as follows: The NYS is one of the key public institutions in Kenya that implements interventions aimed at building the leadership and entrepreneurial capacities of the youth. It implements programmes that aim at enhancing employability, and promotion of national cohesion amongst the youth. The NYS has made significant contribution in development and empowerment of the Kenyan youth. However, the capacity of the NYS inclusive of its activities and programmes has not grown in tandem with the growth of the youth population. This requires a critical re-assessment of the capacity and programmes of the NYS to make it more responsive to the growing youth population and the changing social, economic and political dynamics of the country. One of the main areas of NYS intervention is vocational, technical and entrepreneurship training. However, the NYS curriculum is developed by the Kenya School of Curriculum Development. This does not give the institution the flexibility to fully integrate youth leadership and entrepreneurship in its training programmes, constantly review the curricula and offer tailor-made courses that responds to the unique needs and aspirations of the youth in the communities where it operates. Further, the restriction on the NYS to admit the youth cohort of 18-22 years leaves out majority of the vulnerable youth aged 15-17 years who may have either completed or dropped out of primary schools but are not in education, employment or training. The aspiration of the Jubilee Government is to establish a Youth Enterprise Capital/ Fund, and transform the YEDF and the Kenya Industrial Estates into a national enterprise agency-Biashara Kenya. Lessons from the YEDF would, hence, be useful in modelling the new outfit. Although no formal impact evaluation of the YEDF has been undertaken, analysis of the Fund shows that though its products and services are good, they are not adequately linked to the youth leadership and entrepreneurship opportunities available in the different regions of the country, and the diversities in the needs and aspirations of the youth. This means that some of the YEDF products and services may not have been based on adequate assessments of the existing opportunities, and inherent diversities in the youth and disparities across regions. The YEDF loans are provided through district committees and financial intermediaries. However, the district committees do not have effective mechanism to target the youth with entrepreneurial traits and innovative ideas to pursue. Also, the financial intermediaries have limited outreach, especially in the rural areas and still require the youth to submit collaterals to acquire the loans. There is also low uptake of YEDF loans by youths from some regions of the country such as North Eastern, Coast and Western Provinces. Though the uptake of loans in Nyanza is reported to be high, the beneficiaries are not natives of the region. This means that the YEDF model lacks an effective tool for beneficiary targeting. Continued involvement of some Non Governmental Organizations in giving grants to the youth also undermines the uptake of YEDF loans. Further, some of the YEDF loans are restricted to group membership, which does not facilitate development of individual youths with viable entrepreneurial ideas and talents. This provides incentives for some youth to take the money and divide amongst themselves without putting the same in appropriate ventures. This may also be 20

attributed to the fact that the members of the youth groups may not have been bonded together by a specific skill or talent which they seek to develop and exploit. The YEDF support framework is based on giving cash and not a physical resource in terms of equipment, instruments and tools that the individual youth or youth groups require to exploit their entrepreneurial interests. This may increase the level of leakages in the financial resources provided to the youth applicants. Also, the beneficiaries of the YEDF are not required, as a minimum qualification criterion, to go through an integrated mentorship and entrepreneurship programme before accessing the YEDF loans or grants. The weak initiative and drive by the youth to pursue entrepreneurship as a career is also a major antecedent to entrepreneurship development amongst the youth. Some of the youth are not patient and would want to see quick gains, which aspect is not consistent with entrepreneurial development. Overall, interventions towards addressing youth financing challenges must have inbuilt mechanisms to deal with accessibility and affordability of the funds, and capacity of the youth to access and effectively utilize the funds. These building blocks are largely lacking in the YEDF and other youth financing models. One of the priorities of the Jubilee Government is to promote acquisition of practical and relevant skills by the youth. The TVET is one of the key sources of skills development in Kenya. However, the curriculum and structure of most TVET institutions are supply oriented and not matched to industry needs. Also most trainers or instructors of the TVET institutions have inadequate skills and experience, lack exposure with industry, have limited working knowledge with modern equipment and technology, and weak research capacity. This limits research and innovation. Also, there is weak collaboration and linkages between TVET institutions. This hinders mobility of trainers and credit transfer for TVET trainees. Similarly, certification of TVET programmes are not standardized hence posing a challenge to the consumers of TVET products who are mainly the youth. The NITA also plays a critical role in promoting skills acquisition and upgrading, trade testing, and industrial attachment and internships. However, some of NITAs training centres are operating below capacity. This is mainly due to the outdated nature of the facilities and the changes in the recruitment practices in industry. Previously, NITA supported the industry in developing skills for new unskilled recruits. Industrys recruitment practices have, however, changed such that industry is mainly recruiting TVET graduates who do not require systematic skills development programmes before or in the initial periods of employment. One of the schemes that support industrial training is the Industrial Training Levy Scheme. However, compliance to the scheme is generally low, even among larger companies. It is estimated that only about 40 per cent of large companies are registered levy-contributors. The compliance rate is particularly low among MSMEs as many informal sector enterprises do not participate in the levy scheme. This limits the capacity of NITA to promote skills upgrading within industry and to increase its coverage. National Industrial Training Authority runs a formal apprenticeship programme. However, no tracer studies have been conducted to gauge the market acceptability and absorption rates of students who go through NITAs programme. Anecdotal evidence shows that apprentices that have gone through NITAs programme have good 21

employment chances with many being employed by their training companies. Though the entry requirement for apprenticeship is the same as that of the normal craft and diploma programmes, the privileged employment situation of NITAs apprentices makes the programme to be highly competitive hence taking only the youth with the best grades who could even qualify for university admission. This may crowd out the needy and vulnerable youths. Youth mentorship programmes are getting popular within government, private sector and development partners. This is in recognition of the fact that mentorship is an effective mechanism for nurturing and promoting growth-oriented leaders and entrepreneurs. However, the outreach of mentorship programmes is still considerably low and with regional disparities. The MoYAS, for example, with the support of the WB facilitated mentorship for 34,489 youths over the period 2008-2012. This only translates to 0.25 per cent of the youth population as of 2009. Key challenges with mentorship programmes are that it is expensive, takes a long time and generally require a lot of investment outlay. In addition, while no mapping of existing and qualified mentors has been undertaken, the low culture of sharing of ideas amongst Kenyans, practical oriented nature of mentorship, and the limited involvement and participation of the public and private sectors have all contributed to the limited outreach and deepening of mentorship. Further, not many education and training institutions offer training on mentorship thereby contributing to the limited number of universal mentors. Identification, nurturing and development of youth talents is one of the pillars of youth leadership and entrepreneurship. For effectiveness, talent identification needs to be started at an early age of a child or a youths development. This is, however, constrained by inadequate training of the teachers, instructors, local leaders and the public on talent identification. More importantly, the mechanism for referring the identified talented youth to the talent centres is not clear. This leads to wastage of talents. A general problem with the youth interventions implemented over time by government, private sector, civil society organizations and development partners is weak framework for documentation and dissemination of information to the youth on the initiatives, laws and procedures, and how the youth can access and benefit from the interventions. Also, there is no available documentation on the successes, failures and key lessons of the various interventions. This makes the impacts of the programmes to remain unknown, have limited trickle down and difficult to develop a mechanism for replication and sustainability of the programmes. In most cases, no tracer studies have been conducted to establish the differential impact of the interventions on the beneficiaries and the levels of absorption of the interventions by the youth.

22

CHAPTER THREE STRATEGIC AREAS 3.1 Introduction The National Youth Leadership and Entrepreneurship Strategy (2013-1017) will pursue seven broad areas to realize the strategic goal of effective economic, social and political inclusion and empowerment of the youth. The strategic areas, objectives and activities to be implemented are as follows: 3.2.1 Strategic Area 1: Livelihoods and Economic Opportunities Goal: Economically empowered youth Strategic Objectives i. Create a robust youth entrepreneurs and entrepreneurship culture ii. Promote attitudinal change among the youth iii. Identify, nurture and develop youth talent iv. Increase mentorship and mentorship capacity v. Promote business innovation and incubation vi. Improve labour market linkages vii. Institutionalize industrial attachment and internship Strategic Activities i. Undertake youth entrepreneurship campaigns at national and county levels ii. Train the youth on attitudinal change, entrepreneurship culture and work ethics iii. Make YPs, YECs and other TVET institutions to link and respond to the needs of local entrepreneurs iv. Introduce practical entrepreneurship training in all TVET institutions and universities v. Expand coverage and capacity of NYS vi. Support young people in the rural areas and marginalized communities to form youth groups/associations and SACCOS vii. Establish a one-stop-shop innovation and incubation centre within the YECs in every county viii. Establish a Youth Artistic and Talent Nurturing Centre within the YECs in every county ix. Enter into partnership with public and private universities for certification of youth talents x. Undertake a mapping of mentors xi. Increase mentorship provision capacity xii. Establish a Youth Centre for Research, Technology and Entrepreneurship at NYS xiii. Develop and Implement Youth Talent Identification and Nurturing Policy xiv. Develop and promote TVET institutions-Universities-Industry linkages xv. Promote joint projects between TVET institutions, universities and industry xvi. Finalize and implement the Sessional Paper on Industrial Training and Attachment xvii. Conduct a study on the costs and benefits of industrial attachment and internship xviii. Develop and implement an Integrated Internship and Volunteerism Programme xix. Lobby national and county governments to adopt labour intensive employment creation programmes 23

xx. xxi.

Strengthen capacity of youth-owned/run/managed enterprises to comply with labour and labour related laws Finalize and implement Sessional Paper on Employment

3.2.2 Strategic Area 2: Voice and Public Service Opportunities Goal: The youth effectively participating and engaged in inclusive political processes and democratic practices Strategic Objectives i. Strengthen the National Youth Council ii. Promote engagement of the youth in inclusive political processes and democratic practices iii. Promote youth participation in leadership iv. Ensure effective inclusive engagement of the youth at all levels of government Strategic Activities i. Recruit and deploy staff at the NYC ii. Build capacity of the NYC in communication, lobbying and advocacy, financial management, project management and M&E iii. Conduct a baseline survey/mapping of all actors involved in youth-related activities, including youth associations iv. Support the NYC to establish branches at county/regional levels v. Undertake a Capacity Needs Assessment of Young Leaders vi. Review and launch Training Manuals on Youth Leadership and Entrepreneurship vii. Build capacity of young leaders at all levels of government viii. Strengthen capacities of youth and youth networks to support civic engagements and democratic practices in areas of devolution, political participation and accountability ix. Align NYC Act (2009) to the Constitution x. Profile and train all the youth who contested in various elective positions at county, senate and national assembly levels in the 2013 general elections xi. Monitor implementation of affirmative action on appointment of the youth in public positions and the 30% procurement quota xii. Re-launch the pre-university students experiential leadership programme at the NYS 3.2.3 Strategic Area 3: Social and Community Opportunities Goal: Young people able to make significant contributions to their communities at national and county levels Strategic Objectives i. Provide conducive environment for the youth to make contributions to the community ii. Engage youth in peace building and social cohesion programmes iii. Institutionalize volunteerism and community service Strategic Activities i. Establish NYS Units in all counties and devolve training responsibilities to the Units 24

ii. iii. iv. v.

Mount national/county campaigns on ethics, patriotism, national values and volunteerism Engage the youth, through the NYS, in community service as part of social and community responsibility Undertake voluntary custodial rehabilitation of the youth in crime, abusing alcohol and drugs Develop and implement a National Youth Volunteerism Policy

3.2.4 Strategic Area 4: Sports Opportunities Goal: Young people engage in sports as a profession, source of livelihoods and empowerment Strategic Objectives i. Professionalize sports ii. Indentify, nurture and promote youth talent in sports iii. Develop the leadership and entrepreneurship skills of the youth through sports Strategic Activities i. Establish a National Lottery Scheme to fund and support professionalization of local sporting leagues in all sports disciplines ii. Recruit and deploy professional coaches in all public secondary schools based on key sporting talent areas in the schools iii. Upgrade existing sporting facilities in each county and introduce new sporting disciplines iv. Establish a Sports Academy within the YECs in every county v. Introduce and maintain youth sports tournaments from county to national levels 3.2.5 Strategic Area 5: Art and Culture Opportunities Goal: Creative arts and culture opportunities provided to the youth as pathways for youth leadership, entrepreneurship and empowerment Strategic Objectives i. Promote art and culture as foundations for youth development and empowerment ii. Tap and develop youth talents in creative arts iii. Promote and exploit Kenyas cultural diversity Strategic Activities i. Establish a Youth Art and Culture Centre in every constituency ii. Conduct media profiling of young achievers in art and culture in all counties iii. Provide tax and non-tax incentives for youth-owned and youth-directed film and music producing companies iv. Support youth with talents in creative arts to form associations/groups 3.2.6 Strategic Area 6: Technology and ICT Opportunities Goal: Technology and ICT competencies of the youth fully exploited for enhanced entrepreneurial development and empowerment of the youth

25

Strategic Objectives i. Exploit technology and ICT competencies of the youth ii. Promote ICT as a platform for youth entrepreneurship and employment creation Strategic Activities i. Establish a high frequency youth portal for registration of youths, mapping of youth leaders and interventions, and information dissemination ii. Use social media platforms to entrench youth leadership and entrepreneurship culture change iii. Document and publicize case studies of self-employed in ICT-based enterprises iv. Organize regional and national competitions on youth ICT-related enterprises and business ideas v. Provide mentorship support for starting youth-owned ICT-related enterprises vi. Introduce youth-to-community ICT literacy programme in every constituency 3.2.7 Strategic Area 7: Policy Integration and Mainstreaming Goal: Youth interventions fully mainstreamed in sectoral and macro policies at all levels of government Strategic Objectives i. Integrate and mainstream youth interventions in sectoral and macro policies at county and national levels ii. Coordinate youth development and empowerment iii. Develop a Youth Development Index iv. Institutionalize Monitoring and Evaluation in youth-targeted interventions at all levels of government Strategic Activities i. Mainstream youth leadership and entrepreneurship in County Development Plans ii. Mainstream youth leadership and entrepreneurship in Sector Plans for MTP II (2013-2017) iii. Include promotion of youth leadership and entrepreneurship as performance targets of MDAs iv. Develop and implement Youth Development and Empowerment Policy v. Develop and implement an integrated system for monitoring and evaluating youth interventions vi. Develop a Youth Development Index

26

3.3

Implementation Matrix
Livelihoods and Economic Opportunities Economically empowered youth i. ii. iii. iv. v. vi. vii. Create a robust youth entrepreneurs and entrepreneurship culture Promote attitudinal change among the youth Identify, nurture and develop youth talent Increase mentorship and mentorship capacity Promote business innovation and incubation Improve labour market linkages Institutionalize industrial attachment and internship Indicator Lead Implementing Agency(s) DYDE, NYC, Development partners Target Unit Number 2013/14 10 2014/15 15 2015/16 15 2016/17 8 2017/18 Total Budget (Ksh. Million) 50

Strategic Area One: Livelihoods and Economic Opportunities

Strategic Area Goal Strategic Objectives

Activity

Expected Output

Undertake youth entrepreneurshi p campaigns at national and county levels

Increased youthowned/run/manage d businesses

No. of entrepreneurship campaigns conducted

% increase in youthowned/managed/run businesses Train the youth on attitudinal change, entrepreneurshi p culture and work ethics Make YPs, YECs and Positive attitude on entrepreneurship and work ethics No. of youth trained

DYDE, NYC, Development partners DYDE, NYS, NYC Development Partners

Per cent

10

20

30

40

50

100

Number

10,000

10,000

10,000

10,000

10,000

25

TVET institutions linked to and

No. of TVET institutions linked and

Number

100

150

250

300

350

250

27

Strategic Area Goal Strategic Objectives

Livelihoods and Economic Opportunities Economically empowered youth i. ii. iii. iv. v. vi. vii. Create a robust youth entrepreneurs and entrepreneurship culture Promote attitudinal change among the youth Identify, nurture and develop youth talent Increase mentorship and mentorship capacity Promote business innovation and incubation Improve labour market linkages Institutionalize industrial attachment and internship Indicator Lead Implementing Agency(s) Target Unit 2013/14 2014/15 2015/16 2016/17 2017/18 Total Budget (Ksh. Million)

Activity

Expected Output

other TVET institutions to link and respond to the needs of local entrepreneurs Introduce practical entrepreneurshi p training in all TVET institutions and universities

responding to the needs of local entrepreneurs

responding to the needs of local entrepreneurs

Practical entrepreneurship training module developed and implemented in all TVET institutions and universities

Training Module on Practical Entrepreneurship

DYDE, NYS, TVET Institutions, public and private universities

Training Module

Draft Training Module

Training Module Validate d, Publishe d and Launche d 150 250 300

55

No. of TVET institutions and universities implementing the module Expand coverage and Increased intake and outturn of NYS Assessment Report on NYS current and

DYDE, NYS, TVET Institutions, public and private universities NYS

Number

100

Report

-ToR for Capacity

10

28

Strategic Area Goal Strategic Objectives

Livelihoods and Economic Opportunities Economically empowered youth i. ii. iii. iv. v. vi. vii. Create a robust youth entrepreneurs and entrepreneurship culture Promote attitudinal change among the youth Identify, nurture and develop youth talent Increase mentorship and mentorship capacity Promote business innovation and incubation Improve labour market linkages Institutionalize industrial attachment and internship Indicator Lead Implementing Agency(s) Target Unit 2013/14 Assessment -Draft Capacity Assessment Report -Approved Capacity Report NYS Amended NYS Act Curriculum Per cent Amended NYS Act Approved Curriculum 10 25 40 50 60 2014/15 2015/16 2016/17 2017/18 Total Budget (Ksh. Million)

Activity

Expected Output

capacity of NYS

potential capacity/programmes

Amended NYS Act to expand intake to youth of 15-29 years Revised NYS Curriculum % increase in number of youth recruited into NYS and trained using new curriculum Support young people in the rural areas and The youth effectively engaged in mobilization of No. of youth associations formed

10

NYS NYS

10 400

DYDE, NYC, Development Partners

Number

20

50

100

120

150

10

29

Strategic Area Goal Strategic Objectives

Livelihoods and Economic Opportunities Economically empowered youth i. ii. iii. iv. v. vi. vii. Create a robust youth entrepreneurs and entrepreneurship culture Promote attitudinal change among the youth Identify, nurture and develop youth talent Increase mentorship and mentorship capacity Promote business innovation and incubation Improve labour market linkages Institutionalize industrial attachment and internship Indicator Lead Implementing Agency(s) Target Unit 2013/14 2014/15 2015/16 2016/17 2017/18 Total Budget (Ksh. Million)

Activity

Expected Output

marginalized communities to form youth groups/associat ions and SACCOS

savings and accessing credit

No. of youth SACCOS formed Amount of savings mobilized Establish a one-stop-shop innovation and incubation centre within the YECs in every county Innovation and incubation centres established and operational No. of innovation and incubation centres established

DYDE, NYC, Development Partners DYDE, NYC, Development Partners DYDE, NYC, County Governments, Private Sector, Development Partners DYDE, NYC, County

Number

10

25

50

60

80

40

Kshs.

0.1

0.2

0.3

0.4

0.5

Number

10

10

10

250

No. of innovative youths

Number

5,000

10,000

10,000

10,000

10,000

500

30

Strategic Area Goal Strategic Objectives

Livelihoods and Economic Opportunities Economically empowered youth i. ii. iii. iv. v. vi. vii. Create a robust youth entrepreneurs and entrepreneurship culture Promote attitudinal change among the youth Identify, nurture and develop youth talent Increase mentorship and mentorship capacity Promote business innovation and incubation Improve labour market linkages Institutionalize industrial attachment and internship Indicator Lead Implementing Agency(s) Governments, Private Sector, Development Partners, Universities DYDE, NYC, County Governments, Private Sector, Development Partners DYDE, NYC, County Governments, Private Sector, Development Partners, Universities DYDE, NYC, Universities, Number 8 10 10 10 9 Target Unit 2013/14 2014/15 2015/16 2016/17 2017/18 Total Budget (Ksh. Million)

Activity

Expected Output

supported/incubated

Establish a Youth Artistic and Talent Nurturing Centre within the YECs in every county

Youth Artistic and Talent Nurturing Centres established and operational

No. of Youth Artistic and Talent Nurturing Centres established

250

No. of talented youths supported

Number

5,000

10,000

10,000

10,000

10,000

500

Enter into partnership

Certification Standards for youth

Number of universities certifying youth talents

Number

10

20

20

20

30

200

31

Strategic Area Goal Strategic Objectives

Livelihoods and Economic Opportunities Economically empowered youth i. ii. iii. iv. v. vi. vii. Create a robust youth entrepreneurs and entrepreneurship culture Promote attitudinal change among the youth Identify, nurture and develop youth talent Increase mentorship and mentorship capacity Promote business innovation and incubation Improve labour market linkages Institutionalize industrial attachment and internship Indicator Lead Implementing Agency(s) Private Sector, Development Partners, Target Unit 2013/14 2014/15 2015/16 2016/17 2017/18 Total Budget (Ksh. Million)

Activity

Expected Output

with public and private universities for certification of youth talents Enter into partnership with public and private companies to absorb youth with talents Undertake a mapping of mentors

talents

Increased absorption of youth with talents

Number of youth with talents absorbed

DYDE, NYC, Universities, Private Sector, Development Partners,

Number

2,000

3,000

3,000

4,000

5,000

200

Number and distribution of qualified mentors

Mapping Report/Database of mentors

DYDE, VDS, NYC, Universities, Private Sector, Development Partners

Report

ToR, Methodolog y and Survey Instruments for Mapping Study 10,000

Survey of qualified mentors Mentorsh ip Mapping Report 15,000 20,000 30,000 40,000

600

Increase

Mentorship

Number of youth

DYDE, VDS,

Number

750

32

Strategic Area Goal Strategic Objectives

Livelihoods and Economic Opportunities Economically empowered youth i. ii. iii. iv. v. vi. vii. Create a robust youth entrepreneurs and entrepreneurship culture Promote attitudinal change among the youth Identify, nurture and develop youth talent Increase mentorship and mentorship capacity Promote business innovation and incubation Improve labour market linkages Institutionalize industrial attachment and internship Indicator Lead Implementing Agency(s) NYC, National and County Governments, Universities, Private Sector, Development Partners DYDE, VDS, NYC, National and County Governments, Universities, Private Sector, Development Partners DYDE, NYS, National Treasury, Development Partners Per cent 5 10 15 20 25 Target Unit 2013/14 2014/15 2015/16 2016/17 2017/18 Total Budget (Ksh. Million)

Activity

Expected Output

mentorship provision capacity

institutionalized in public and private sector organizations

accessing mentorship

% increase in number of private and public sector organizations providing mentorship

100

Establish a Youth Centre for Research, Technology and Entrepreneursh ip at NYS

Youth Centre for Research, Technology and Entrepreneurship established at the NYS and is operational

Youth Centre for Research, Technology and Entrepreneurship

Fully Equipped Youth Centre for Research, Technology and

Fully equipped Youth Centre for Research ,

1,000

33

Strategic Area Goal Strategic Objectives

Livelihoods and Economic Opportunities Economically empowered youth i. ii. iii. iv. v. vi. vii. Create a robust youth entrepreneurs and entrepreneurship culture Promote attitudinal change among the youth Identify, nurture and develop youth talent Increase mentorship and mentorship capacity Promote business innovation and incubation Improve labour market linkages Institutionalize industrial attachment and internship Indicator Lead Implementing Agency(s) Target Unit Entrepreneu rship 2013/14 2014/15 2015/16 Technolo gy and Entrepre neurship Draft Youth Talent Identificatio n and Nurturing Policy validated by stakeholders Youth Talent Identifica tion and Nurturin g Policy submitte d to Cabinet and Approve d by Parliame nt Linkages Strategy Adopted and Youth Talent Identifica tion and Nurturin g Policy impleme nted at all levels of governm ent 2016/17 2017/18 Total Budget (Ksh. Million)

Activity

Expected Output

Develop and implement a Youth Talent Identification and Nurturing Policy

Youth Talent Identification and Nurturing Policy developed and implemented

Existence of a policy framework for Youth Talent Identification and Nurturing

DYDE, VDS, NYC, National and County Governments, Development Partners

Policy Document

50

Develop and promote TVET institutions /Universities/In

TVET institutions /Universities/Indust ry Linkage Strategy

Linkage Strategy

DYDE, MoLSS, FKE, COTU, NITA, NLB,

Linkages Strategy

Draft Linkages Strategy validated by

25

34

Strategic Area Goal Strategic Objectives

Livelihoods and Economic Opportunities Economically empowered youth i. ii. iii. iv. v. vi. vii. Create a robust youth entrepreneurs and entrepreneurship culture Promote attitudinal change among the youth Identify, nurture and develop youth talent Increase mentorship and mentorship capacity Promote business innovation and incubation Improve labour market linkages Institutionalize industrial attachment and internship Indicator Lead Implementing Agency(s) KEPSA Number of TVET Institutions and Universities linked with industry No. of TVET institutions and universities involving industry in design and review of their curriculum DYDE, MoLSS, FKE, COTU, NITA, NLB, KEPSA DYDE, MoLSS, FKE, COTU, NITA, NLB, KEPSA Number Target Unit 2013/14 stakeholders 2014/15 impleme nted 150 250 300 300 2015/16 2016/17 2017/18 Total Budget (Ksh. Million)

Activity

Expected Output

dustry linkage

developed and implemented

400

Number

100

150

200

250

300

700

Promote joint projects between TVET institutions, universities and industry Finalize and implement the

Joint industrial projects

No. of joint projects undertaken

DYDE, MoLSS, FKE, COTU, NITA, NLB, KEPSA, Private Sector, Development Partners NITA, MoLSS, DYDE, COTU,

Number

15

25

30

30

40

100

Sessional Paper on Industrial Training

Existence of a policy framework for

Sessional Paper

Sessional Paper on

Sessional Paper on

350

35

Strategic Area Goal Strategic Objectives

Livelihoods and Economic Opportunities Economically empowered youth i. ii. iii. iv. v. vi. vii. Create a robust youth entrepreneurs and entrepreneurship culture Promote attitudinal change among the youth Identify, nurture and develop youth talent Increase mentorship and mentorship capacity Promote business innovation and incubation Improve labour market linkages Institutionalize industrial attachment and internship Indicator Lead Implementing Agency(s) FKE, KEPSA, TVET institution, universities, Development Partners Target Unit 2013/14 Industrial Training and Attachment approved by Parliament 2014/15 Industrial Training and Attachm ent populariz ed at the county level 30 45 55 75 2015/16 2016/17 2017/18 Total Budget (Ksh. Million)

Activity

Expected Output

Sessional Paper on Industrial Training and Attachment

and Attachment finalized and is being implemented

industrial training, attachment and internship

% increase in number of public and private sector organizations accepting trainees on industrial attachment and internship Number of trainees from TVET institutions and universities on industrial attachment/internship

NITA, MoLSS, DYDE, COTU, FKE, KEPSA, TVET institution, universities, Development Partners NITA, MoLSS, DYDE, COTU, FKE, KEPSA, TVET institution, universities, Development

Number

20

250

Number

22,000

30,000

40,000

50,000

60,000

600

36

Strategic Area Goal Strategic Objectives

Livelihoods and Economic Opportunities Economically empowered youth i. ii. iii. iv. v. vi. vii. Create a robust youth entrepreneurs and entrepreneurship culture Promote attitudinal change among the youth Identify, nurture and develop youth talent Increase mentorship and mentorship capacity Promote business innovation and incubation Improve labour market linkages Institutionalize industrial attachment and internship Indicator Lead Implementing Agency(s) Partners Target Unit Report 2013/14 Draft Study Report on Costs and Benefits of Industrial Attachment and Internship validated by stakeholders 2014/15 Study Report on Costs and Benefits of Industrial Attachm ent and Internshi p dissemin ated to industry and other stakehold ers Integrate d Internshi p and 2015/16 2016/17 2017/18 Total Budget (Ksh. Million) 25

Activity

Expected Output

Conduct a Study on Costs and Benefits of Industrial Attachment and Internship

Study on Costs and Benefits of Industrial Attachment and Internship conducted and disseminated

Study Report

NITA, DYDE, TVET institution, universities, KEPSA, Development Partners

Develop and Implement an Integrated Internship and

Integrated Internship and Volunteerism Programme

Integrated Internship and Volunteerism Programme

NITA, DYDE, TVET institution, universities, KEPSA,

Programme

Draft Integrated Internship and

10

37

Strategic Area Goal Strategic Objectives

Livelihoods and Economic Opportunities Economically empowered youth i. ii. iii. iv. v. vi. vii. Create a robust youth entrepreneurs and entrepreneurship culture Promote attitudinal change among the youth Identify, nurture and develop youth talent Increase mentorship and mentorship capacity Promote business innovation and incubation Improve labour market linkages Institutionalize industrial attachment and internship Indicator Lead Implementing Agency(s) Development Partners Target Unit 2013/14 Volunteeris m Programme validated by stakeholders 2014/15 Voluntee rism Program me finalized and being impleme nted 300,000 400,000 450,000 500,000 2015/16 2016/17 2017/18 Total Budget (Ksh. Million)

Activity

Expected Output

Volunteerism Programme

developed and implemented

Lobby national and county governments to adopt labour intensive employment creation programmes, especially in road maintenance through use of green

Creation of labour intensive employment for enhanced participation of the youth and empowerment

No. of youths employed

DYDE, VDS, National and County Governments, Development Partners

Number

200,000

5,000

38

Strategic Area Goal Strategic Objectives

Livelihoods and Economic Opportunities Economically empowered youth i. ii. iii. iv. v. vi. vii. Create a robust youth entrepreneurs and entrepreneurship culture Promote attitudinal change among the youth Identify, nurture and develop youth talent Increase mentorship and mentorship capacity Promote business innovation and incubation Improve labour market linkages Institutionalize industrial attachment and internship Indicator Lead Implementing Agency(s) Target Unit 2013/14 2014/15 2015/16 2016/17 2017/18 Total Budget (Ksh. Million)

Activity

Expected Output

technologies (Cobble stone and Do-nou road maintenance technologies) Develop youth contractors and suppliers in Cobble stone and Do-nou road maintenance technologies Strengthen capacity of youthowned/run/man aged enterprises to comply with labour and Youth in sustainable and productive entrepreneurship ventures No. of youth contractors and suppliers DYDE, VDS, National and County Governments, Development Partners Number 75 100 150 200 250

300

Youth owned /run / managed enterprises are sustainable, fully complying with labour and labour related laws and

No. of youthowned/run/managed enterprises complying with labour and labour related laws

DYDE, VDS, National and County Governments, Development Partners

Number

10,000

15,000

20,000

25,000

30,000

500

39

Strategic Area Goal Strategic Objectives

Livelihoods and Economic Opportunities Economically empowered youth i. ii. iii. iv. v. vi. vii. Create a robust youth entrepreneurs and entrepreneurship culture Promote attitudinal change among the youth Identify, nurture and develop youth talent Increase mentorship and mentorship capacity Promote business innovation and incubation Improve labour market linkages Institutionalize industrial attachment and internship Indicator Lead Implementing Agency(s) Target Unit 2013/14 2014/15 2015/16 2016/17 2017/18 Total Budget (Ksh. Million)

Activity

Expected Output

labour related laws Finalize and implement Sessional Paper on Employment

creating decent jobs Employment creation, inclusive of youth employment mainstreamed in macro and sectoral policies at all levels of government Sessional Paper on Employment MoLSS, DYDE, VDS, COTU, FKE, KEPSA, NESC, Private Sector, Development Partners Sessional Paper Draft Sessional Paper on Employmen t approved by Parliament Sessional Paper populariz ed at county levels

50

40

Strategic Area Two: Voice and Public Service Opportunities

Strategic Area Goal Strategic Objectives Voice and Public Service Opportunities The youth effectively participating and engaged in inclusive political processes and democratic practices i. ii. iii. iv. Strengthen the National Youth Council Promote engagement of the youth in inclusive political processes and democratic practices Promote youth participation in leadership Ensure effective inclusive engagement of the youth at all levels of government Indicator Lead Implementin g Agency(s) DYDE, NYC, Target Unit Number 2013/14 20 2014/15 2015/16 2016/17 2017/18 Total Budget (Ksh. Million) 25

Activity

Expected Output

Recruit and deploy staff at the NYC Build capacity of the NYC in communication, lobbying and advocacy, financial management, project management and M&E Conduct a baseline survey/mapping of all actors involved in youth-related activities, including youth associations

Fully staffed and serviced NYC

No. of staff employed and deployed at the NYC No. of capacity building activities conducted

Capacitated NYC

DYDE, NYC, Development partners

Number

10

Database of organizations implementing youthtargeted initiatives/interventions

Baseline Survey/Mapping Report

DYDE, NYC Development Partners

Report

ToR, Methodology and Survey Instruments for Mapping Study

Baseline Survey of Actors Baseline Survey/ Mapping Report

50

41

Strategic Area Goal Strategic Objectives

Voice and Public Service Opportunities The youth effectively participating and engaged in inclusive political processes and democratic practices i. ii. iii. iv. Strengthen the National Youth Council Promote engagement of the youth in inclusive political processes and democratic practices Promote youth participation in leadership Ensure effective inclusive engagement of the youth at all levels of government Indicator Lead Implementin g Agency(s) DYDE, NYC, Development Partners Target Unit Number 2013/14 8 2014/15 10 2015/16 10 2016/17 10 2017/18 9 Total Budget (Ksh. Million) 100

Activity

Expected Output

Support the NYC to establish branches at county/regional levels Undertake a Capacity Needs Assessment of Young Leaders

Operational NYC branches at county/regional levels

No. of NYC branches established and operational Capacity Needs Assessment Report

Leadership capacities and gaps of young leaders documented and understood

NYC, DYDE, NYS, Development Partners, Youth-led organizations DYDE, NYC, Development Partners

Report

ToR, Methodology and Survey Instruments for Capacity Needs Assessment Revised Training Manuals validated by stakeholders and launched

Capacity Needs Assessment Report

40

Review and launch Training Manuals on Youth Leadership and Entrepreneurship Build capacity of young leaders at all levels of government

Training Manuals on Youth Leadership and Entrepreneurship finalized and used in training young leaders

Training Manuals on Youth Leadership and Entrepreneurship

Training Manual

Training Manuals on Youth Leadership and Entrepreneurship popularized in counties

55

Youth leaders able to effectively dialogue and engage

No. of capacity building trainings/seminars conducted

NYC, DYDE, Development Partners, Youth-led organizations

Number

50

42

Strategic Area Goal Strategic Objectives

Voice and Public Service Opportunities The youth effectively participating and engaged in inclusive political processes and democratic practices i. ii. iii. iv. Strengthen the National Youth Council Promote engagement of the youth in inclusive political processes and democratic practices Promote youth participation in leadership Ensure effective inclusive engagement of the youth at all levels of government Indicator Lead Implementin g Agency(s) NYC, DYDE, Development Partners, Youth-led organizations Target Unit Number 2013/14 10 2014/15 25 2015/16 40 2016/17 60 2017/18 100 Total Budget (Ksh. Million) 100

Activity

Expected Output

Strengthen capacities of youth and youth networks to support civic engagements and democratic practices in areas of devolution, political participation and accountability Align NYC Act (2009) to the Constitution

Youth actively engaged in inclusive political processes and democratic practices

No. of youth and youth networks supported

NYC Act that is consistent with the Constitution

Amended NYC Act

DYDE, NYC, State Law Office, National Assembly

Act

Areas of conflict between NYC Act (2009) and Constitution identified, discussed and approved by the NYC and Youth Advisory Board

NYC Act amended

55

43

Strategic Area Goal Strategic Objectives

Voice and Public Service Opportunities The youth effectively participating and engaged in inclusive political processes and democratic practices i. ii. iii. iv. Strengthen the National Youth Council Promote engagement of the youth in inclusive political processes and democratic practices Promote youth participation in leadership Ensure effective inclusive engagement of the youth at all levels of government Indicator Lead Implementin g Agency(s) DYDE, NYC, Development Partners Target Unit Report/Number 2013/14 Profiling Report 2014/15 150 2015/16 200 2016/17 300 2017/18 400 Total Budget (Ksh. Million) 75

Activity

Expected Output

Profile and train all the youth who contested in various elective positions at county, senate and national assembly levels in the 2013 general elections Monitor implementation of affirmative action on appointment of youth in public positions and 30% procurement quota

Youth fully engaged in leadership and political parties processes

Profiling Report No. of youth profiled and trained

Affirmative action for the youth deepened in public administration and procurement

No. of youth appointed in public positions at all levels of government % increase in number of youthowned/run/manage d enterprises participating in public procurement

DYDE, NYC, National Treasury, MDAs, County Governments,

Number/%

10

Re-launch the pre-university students

Pre-university students imparted with national values, leadership

Number of preuniversity students admitted and

NYS, National and County Governments,

Number

40,000

42,400

45,400

48,500

51,000

300

44

Strategic Area Goal Strategic Objectives

Voice and Public Service Opportunities The youth effectively participating and engaged in inclusive political processes and democratic practices i. ii. iii. iv. Strengthen the National Youth Council Promote engagement of the youth in inclusive political processes and democratic practices Promote youth participation in leadership Ensure effective inclusive engagement of the youth at all levels of government Indicator Lead Implementin g Agency(s) Development Partners Target Unit 2013/14 2014/15 2015/16 2016/17 2017/18 Total Budget (Ksh. Million)

Activity

Expected Output

experiential leadership programme at the NYS

skills and discipline

successful trained

45

Strategic Area Three: Social and Community Opportunities

Strategic Area Goal Strategic Objectives Social and Community Opportunities Young people able to make significant contributions to their communities at national and country levels i. ii. iii. Provide conducive environment for the youth to make contributions to the community Engage youth in peace building and social cohesion programmes Institutionalize volunteerism and community service Indicator Lead Implementing Agency(s) NYS, County and National Governments, Development Partners Target Unit Number 2013/14 8 2014/15 10 2015/16 10 2016/17 10 2017/18 9 Total Budget (Ksh. Million) 1,000

Activity

Expected Output

Establish NYS units in all counties and devolve training responsibilities to the Units

Inculcation of national values, patriotism and national cohesion

No. of NYS units established at the counties undertaking training responsibilities No. of youths admitted in the devolved NYS units

NYS, County and National Governments, Development Partners DYDE, NYC, NYS, NCIC, County and National Governments, Development Partners DYDE, NYC, NYS, Development partners

Number

40,000

50,000

50,000

50,000

60,000

1,000

Mount national/county campaign on ethics, patriotism, national values and volunteerism Engage the youth through NYS in community service as part of

Youth effectively engaged in national cohesion, integration and community service Youth effectively engaged in community service

No. of campaigns conducted at the county and national levels

Number

10

10

10

10

10

25

No. of youth involved in community service

Number

2,000

2,500

2,500

2,500

3,000

46

Strategic Area Goal Strategic Objectives

Social and Community Opportunities Young people able to make significant contributions to their communities at national and country levels i. ii. iii. Provide conducive environment for the youth to make contributions to the community Engage youth in peace building and social cohesion programmes Institutionalize volunteerism and community service Indicator Lead Implementing Agency(s) Target Unit 2013/14 2014/15 2015/16 2016/17 2017/18 Total Budget (Ksh. Million)

Activity

Expected Output

social and community responsibility Undertake voluntary custodial rehabilitation of youth in crime, abusing alcohol and drugs Youths involved in crime and violence, and those abusing alcohol and drugs fully integrated into society No. of youth engaged in voluntary and custodial rehabilitation NYS, Judiciary, Mathare Hospital, Development Partners Number 20,000 20,000 20,000 20,000 20,000

1,000

No. of youth equipped with skills during voluntary custodial rehabilitation Develop and implement a National Youth Volunteerism Policy Youth Volunteerism institutionalized at national and county levels Existence of a policy framework to guide Youth Volunteerism at devolved and national levels

NYS, DYDE, Development Partners

Number

18,000

18,000

18,000

18,000

18,000

2,000

DYDE, NYC, NYS, VDS, youth networks

Policy

Draft National Youth Volunteerism Policy validated by stakeholders

National Youth Volunteerism Policy submitted to Cabinet and Approved by Parliament

National Youth Volunteerism Policy implemented at all levels of government

50

47

Strategic Area Four: Sports Opportunities

Strategic Area Goal Strategic Objectives Sports Opportunities Young people engage in sports as a profession, source of livelihoods and empowerment i. ii. iii. Professionalize sports Identify, nurture and promote youth talent in sports Develop the leadership and entrepreneurship skills of the youth through sports Indicator Lead Implementing Agency(s) Ministry of Culture, Sports and Art; DYDE, NYC, Private Sector Target Unit Fund 2013/14 Draft Bill establishing the Fund 2014/15 Fund Established 2015/16 2016/17 2017/18 Total Budget (Ksh. Million) 200

Activity

Expected Output

Establish a National Lottery Scheme to fund and support professionalization of local sporting leagues in all sports disciplines Recruit and deploy professional coaches in all public secondary schools based on key sporting talent areas in the schools Upgrade existing sporting facilities in each county and introduce new sporting disciplines

Fund established to support and develop sports

Sports Fund

Youths sporting talents harnessed and developed

No. of professional coaches recruited and deployed

Ministry of Culture, Sports and Art; DYDE, NYC, Private Sector, Development Partners Ministry of Culture, Sports and Art; DYDE, NYC, Private Sector, Development Partners

Number

500

1,000

2,000

2,500

1,000

1,000

Youth effectively engaged in diverse sporting disciplines

No. of facilities upgraded/established

Number

10

10

10

400

48

Strategic Area Goal Strategic Objectives

Sports Opportunities Young people engage in sports as a profession, source of livelihoods and empowerment i. ii. iii. Professionalize sports Identify, nurture and promote youth talent in sports Develop the leadership and entrepreneurship skills of the youth through sports Indicator Lead Implementing Agency(s) Ministry of Culture, Sports and Art; DYDE, NYC, Private Sector, Development Partners Ministry of Culture, Sports and Art; DYDE, NYC, Private Sector, Development Partners Target Unit Number 2013/14 8 2014/15 10 2015/16 10 2016/17 10 2017/18 9 Total Budget (Ksh. Million) 250

Activity

Expected Output

Establish a Sports Academy within the YECs in every county

Youth sports talented identified, nurtured and developed

No. of Sports Academies established

Introduce and maintain youth sports tournaments from county to national levels

Youths sports talents tapped and nurtured at all levels

County and National Youth Sports Tournaments

Number

20

20

400

49

Strategic Area Five: Art and Culture Opportunities

Strategic Area Goal Strategic Objectives Art and Culture Opportunities Creative arts and culture opportunities provided to the youth as pathways for youth leadership, entrepreneurship and empowerment i. ii. iii. Promote art and culture as foundations for youth development and empowerment Tap and develop youth talents in creative arts Promote and exploit Kenyas cultural diversity Indicator Lead Implementing Agency(s) Ministry of Culture, Sports and Art; DYDE, NYC, Private Sector,, Development Partners Ministry of Culture, Sports and Art; DYDE, NYC, Private Sector, Development Partners Ministry of Culture, Sports and Art; DYDE, NYC, Private Sector, Development Partners Ministry of Culture, Sports Target Unit Centre 2013/14 50 2014/15 75 2015/16 100 2016/17 100 2017/18 65 Total Budget (Ksh. Million) 400

Activity

Expected Output

Establish a Youth Art and Culture Centre in every constituency

Art and culture fully mainstreamed in county and national development frameworks Young achievers in art and culture documented, profiled and showcased

No. of Art and Culture centres established and operational

Conduct media profiling of young achievers in art and culture in all counties

No. of documentaries

Number

100

150

200

250

300

50

Provide tax and non-tax incentives for youth-owned and youth-directed film and music producing companies Support youth with talents in creative

Affirmative action for the youth in film and music industry

Incentive programmes developed and implemented

Number

100

Youth in unique and diversified

No. of youth groups/associations

Number

10

10

10

250

50

Strategic Area Goal Strategic Objectives

Art and Culture Opportunities Creative arts and culture opportunities provided to the youth as pathways for youth leadership, entrepreneurship and empowerment i. ii. iii. Promote art and culture as foundations for youth development and empowerment Tap and develop youth talents in creative arts Promote and exploit Kenyas cultural diversity Indicator Lead Implementing Agency(s) and Art; DYDE, NYC, Private Sector, Development Partners Target Unit 2013/14 2014/15 2015/16 2016/17 2017/18 Total Budget (Ksh. Million)

Activity

Expected Output

arts to form associations/groups

creative art talent areas in groups/associations

formed and operational

51

Strategic Area Six: Technology and ICT Opportunities

Strategic Area Goal Strategic Objectives Activity Technology and ICT Opportunities Technology and ICT Competencies of the youth fully exploited for enhanced entrepreneurial development and empowerment of the youth i. ii. Exploit technology and ICT competencies of the youth Promote ICT as a platform for youth entrepreneurship and employment creation Indicator Lead Implementing Agency(s) Ministry of Information, Communication and Technology; DYDE, NYC, Private Sector, Development Partners Ministry of Information, Communication and Technology; DYDE, NYC, Private Sector, Development Partners Ministry of Information, Communication and Technology; DYDE, NYC, Private Sector, Development Target Unit Portal 2013/14 2014/15 Youth portal established and operational 2015/16 2016/17 2017/18 Total Budget (Ksh. Million) 500

Expected Output

Establish a high frequency youth portal for registration of youths, mapping of youth leaders and interventions, and information dissemination Use social media platforms to entrench youth leadership and entrepreneurship culture change

ICT-based youth platform

Youth portal established and operational

Social media used to incubate and propagate innovative youth leadership and entrepreneurship ideas ICT-driven youth entrepreneurship

Number of innovative youth leadership and entrepreneurship ideas incubated/propagated through social media platforms Case Studies of youth entrepreneurs in ICT related areas

Number

100

150

200

250

300

10

Document and publicize case studies of selfemployed youth in ICT-based enterprises

Number

20

50

80

110

150

100

52

Strategic Area Goal Strategic Objectives Activity

Technology and ICT Opportunities Technology and ICT Competencies of the youth fully exploited for enhanced entrepreneurial development and empowerment of the youth i. ii. Exploit technology and ICT competencies of the youth Promote ICT as a platform for youth entrepreneurship and employment creation Indicator Lead Implementing Agency(s) Partners Target Unit Number 2013/14 8 2014/15 10 2015/16 10 2016/17 10 2017/18 9 Total Budget (Ksh. Million) 250

Expected Output

Organize regional and national competitions on youth ICT-related enterprises and business ideas

ICT-driven youth entrepreneurship

No. of regional and national competitions conducted

Ministry of Information, Communication and Technology; DYDE, NYC, Private Sector, Development Partners Ministry of Information, Communication and Technology; DYDE, NYC, Private Sector, Development Partners, NGOs Ministry of Information, Communication and Technology; DYDE, NYC, Private Sector, Development Partners, NGOs, MPs, Ward

Provide mentorship support for starting youthowned ICTrelated enterprises

ICT-driven youth entrepreneurship

Number of youths provided with/under mentorship

Number

5,000

10,000

10,000

10,000

10,000

500

Introduce a youthto-community ICT literacy programme in every constituency

Youth ICT capacities exploited for community development

Number of constituencies with a youth-to-community ICT literacy programme

Number

50

75

100

100

65

600

53

Strategic Area Goal Strategic Objectives Activity

Technology and ICT Opportunities Technology and ICT Competencies of the youth fully exploited for enhanced entrepreneurial development and empowerment of the youth i. ii. Exploit technology and ICT competencies of the youth Promote ICT as a platform for youth entrepreneurship and employment creation Indicator Lead Implementing Agency(s) Representatives Target Unit 2013/14 2014/15 2015/16 2016/17 2017/18 Total Budget (Ksh. Million)

Expected Output

54

Strategic Area Seven: Policy Integration and Mainstreaming

Strategic Area Goal Strategic Objectives Policy Integration and Mainstreaming Youth interventions fully mainstreamed in sectoral and macro policies at all levels of government i. ii. iii. iv. Integrate and mainstream youth interventions in sectoral and macro policies at county and national levels Coordinate youth development and empowerment Develop a Youth Development Index Institutionalize Monitoring and Evaluation in youth-targeted interventions at all levels of government Indicator Lead Implementing Agency(s) DYDE, NYC, County Governments, Private Sector, Development Partners Target Unit Policy Framework 2013/14 8 2014/15 10 2015/16 10 2016/17 10 2017/18 9 Total Budget (Ksh. Million) 50

Activity

Expected Output

Mainstream youth leadership and entrepreneurship in County Development Plans

Youth leadership and entrepreneurship integrated and mainstreamed in County Development Programmes and Policies Youth leadership and entrepreneurship integrated and mainstreamed in sector plans Youth leadership and entrepreneurship integrated in performance contracting

Existence of policy framework for promoting youth leadership and entrepreneurshi p at the County level Existence of policy framework for promoting youth leadership and entrepreneurshi p at sector level Number of MDAs with targets on youth leadership and entrepreneurshi p in the

Mainstream youth leadership and entrepreneurship in Sector Plans for MTP II (2013-2017) Include promotion of youth leadership and entrepreneurship as performance

DYDE, NYC, VDS, Development Partners

Sector Plan

DYDE, NYC, VDS,

Number

100

150

200

250

300

10

55

Strategic Area Goal Strategic Objectives

Policy Integration and Mainstreaming Youth interventions fully mainstreamed in sectoral and macro policies at all levels of government i. ii. iii. iv. Integrate and mainstream youth interventions in sectoral and macro policies at county and national levels Coordinate youth development and empowerment Develop a Youth Development Index Institutionalize Monitoring and Evaluation in youth-targeted interventions at all levels of government Indicator Lead Implementing Agency(s) Target Unit 2013/14 2014/15 2015/16 2016/17 2017/18 Total Budget (Ksh. Million)

Activity

Expected Output

targets of MDAs Develop and implement Youth Development and Empowerment Policy A coherent and integrated Youth Development and Empowerment Framework

Performance Contract Youth Development and Empowerment Policy DYDE, VDS, stakeholders Policy Draft Youth Development and Empowerment Policy validated by stakeholders Youth Development and Empowerment Policy submitted to Cabinet and Approved by Parliament Youth Development and Empowerment Policy being implemented at all levels of government

60

Develop and implement an integrated system for monitoring and evaluating youth interventions Develop a Youth Development Index

M&E institutionalized in all youthtargeted interventions

Integrated M&E system

DYDE, MED, VDS, NYC, Private Sector, Development Partners

System

Integrated M&E system developed and operational

10

Measure of degree of youth development established

Youth Development Index

DYDE, MED, VDS, NYC, Private Sector, Development Partners

Youth Development Index

Concept Note on Youth Development Index formulated and approved

Baseline Survey on components of Youth Development conducted and

Youth Development Index developed and operational

150

56

Strategic Area Goal Strategic Objectives

Policy Integration and Mainstreaming Youth interventions fully mainstreamed in sectoral and macro policies at all levels of government i. ii. iii. iv. Integrate and mainstream youth interventions in sectoral and macro policies at county and national levels Coordinate youth development and empowerment Develop a Youth Development Index Institutionalize Monitoring and Evaluation in youth-targeted interventions at all levels of government Indicator Lead Implementing Agency(s) Target Unit 2013/14 by stakeholders 2014/15 disseminated 2015/16 2016/17 2017/18 Total Budget (Ksh. Million)

Activity

Expected Output

57

3.4 Institutional Framework and Implementation Approach The institutional framework for implementation of the National Youth Leadership and Entrepreneurship Strategy (2013-2017) is anchored on the Ministry of Devolution and Planning in the Office of the Presidency. The lead implementing agency is the Directorate of Youth Development and Empowerment. Implementation of the National and County Strategies will follow an integrated approach. It will involve participation and collaboration between national and county governments, private sector, network of organizations implementing and/or supporting interventions towards effective economic, social and political inclusion and empowerment of the youth, and development partners as illustrated in the structure presented. To enhance coordination and effective participation of actors in the implementation inclusive of M&E of the Strategy, a National Youth Development and Empowerment Forum shall be constituted by the Cabinet Secretary, Ministry of Devolution and Planning. The Forum will track implementation of the Strategy at the national level and report progress to the appointing authority. The DYDE will be the technical and administrative secretariat of the Forum. The Forum will draw membership from representatives of key organizations implementing youth-targeted interventions such as the Civil Society Youth Network, NYS, KAYC, NYC, YEDF, Private Sector Youth Network and the Donor Support Youth Group. A County Youth Development and Empowerment Forum shall be constituted to oversee implementation and M&E of the Strategy at the County level. It will draw membership from Constituency Youth Liaison Offices, Regional Youth Council Offices and Regional Civil Society Youth Network. Given the diversity in the country and the different levels of government, the Directorate of Youth Development and Empowerment (DYDE) under the auspices of the National Youth Development and Empowerment Forum, the NYC and the Vision 2030 Delivery Secretariat (VDS) will be responsible for popularizing the Strategy across the counties for buy in and ownership. Each county will then be expected to domesticate the National Strategy into County Youth Leadership and Entrepreneurship Strategy that takes into account the countys unique structures, endowments and inherent youth employment, leadership and entrepreneurship characteristics. Each county will develop its own implementation structure that feeds into the national implementation framework. To ensure effective collaboration and exploitation of synergy amongst the participating agencies, the DYDE, the NYC and the VDS will undertake a mapping of all the actors involved in activities towards effective economic, social and political inclusion and empowerment of the youth. The mapping exercise will document a detailed account of the areas of operation of the actors, activities implemented, scope of the activities and collaborating agencies. The results of the mapping exercise will be used to harmonize and coordinate stakeholder efforts.

58

59

3.5 Monitoring, Evaluation and Reporting Monitoring and Evaluation (M&E) of the progress of implementation and performance of the National and County Strategies will be undertaken within the framework of the National Integrated Monitoring and Evaluation System (NIMES). The DYDE, the NYC and the VDS in collaboration with the Monitoring and Evaluation Directorate (MED) in the Ministry of Devolution and Planning will develop an integrated M&E system to monitor and evaluate the Strategy at national and devolved levels. The institutions will also ensure institutionalization of an inbuilt M&E mechanism within the respective counties and operations of participating institutions and other relevant organizations. The DYDE, the NYC and the VDS in collaboration with MED will develop tools to ensure effective M&E of the Strategy. Monitoring and Evaluation will be undertaken jointly by the participating state and non-state actors under the coordination of the County and National Youth Development and Empowerment Forums. All the organizations engaged in implementing various components of the Strategy will be trained on the use of the tool and the reporting format. The DYDE will be required to report progress of implementation and performance of the Strategy to the National Youth Development and Empowerment Forum on a quarterly basis. 3.6 Strategy Review Mid-term and end-term reviews of the Strategy will be conducted. The mid-term review will be done in the first quarter of 2015/2016 to assess the milestones realized thus far, effectiveness of the strategic interventions and any dynamics that may warrant review of some of the stated interventions. An end-term review will be conducted in the third quarter of 2017/2018 to inform the strategic direction to be pursued in the second phase of the National Youth Leadership and Entrepreneurship Strategy (2018-2022). The DYDE, the NYC and the VDS will be responsible for initiating and coordinating the review process.

60