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THE KENYA NATIONAL YOUTH COUNCIL

STRATEGIC PLAN

2013-2017

BOARD MEMBERS PAID THE CABINET SECRETARY ACOURTESY CALL

Table of Contents
FOREWARD .................................................................................................................................................. v PREFACE ...................................................................................................................................................... vi ABBREVIATION AND ACRONYMS ........................................................................................................ vii STATEMENT FROM THE CHAIRMAN ................................................................................................... ix REMARKS FROM THE CHIEF EXECUTIVE OFFICER ....................................................................... xii EXECUTIVE SUMMARY .......................................................................................................................... xiii CHAPTER 1: .................................................................................................................................................. 1 INTRODUCTION ........................................................................................................................................ 1 1.0.Background ......................................................................................................................................... 1 1.1 Rationale for the Strategic Plan........................................................................................................... 2 1.3 Methodology ....................................................................................................................................... 3 1.4 Legal and Institutional framework ...................................................................................................... 3 1.5 National Youth Council County Structure........................................................................................... 4 CHAPTER TWO:........................................................................................................................................... 5 YOUTH DEVELOPMENTAL CHALLENGES AND AGENDA ................................................................. 5 2.0 2.1 2.2 2.3 2.4 2.5 Global, Regional and National Challenges ..................................................................................... 5 Kenyas Youth Agenda ................................................................................................................. 9 The role of National Youth Council in the National Agenda ............................................................ 9 Kenya Vision 2030 in relation to NYC......................................................................................... 11 National Youth Council Policy Priories ....................................................................................... 11 Challenges facing National Youth Council ................................................................................... 12

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2.6

Linkages and Collaborations ........................................................................................................ 12

CHAPTER THREE:..................................................................................................................................... 16 SITUATIONAL ANALYSIS ...................................................................................................................... 16 3.0 3.1 3.2 3.3 ENVIRONMENTAL ANALYSIS ............................................................................................... 16 PESTEL ANALYSIS .................................................................................................................. 17 SWOT ANALYSIS ..................................................................................................................... 20 STAKEHOLDER ANALYSIS .................................................................................................... 21

CHAPTER FOUR ........................................................................................................................................ 24 STRATEGIC FOCUS ................................................................................................................................. 24 4.0 4.1 4.2 4.3 4.4 Vision.......................................................................................................................................... 24 Mission ....................................................................................................................................... 24 Core Values ................................................................................................................................. 25 Strategic Goals ............................................................................................................................ 26 Strategic Objectives ..................................................................................................................... 26

CHAPTER 5: ................................................................................................................................................ 31 INSTITUTIONAL CAPACITY .................................................................................................................. 31 5.0 5.1 Organizational Structure and Staffing Levels ............................................................................... 31 Structure Levels ........................................................................................................................... 32

CHAPTER 6 ................................................................................................................................................. 33 MONITORING, EVALUATION AND REPORTING ................................................................................ 33 6.0 6.1 6.2 6.3 Introduction ................................................................................................................................. 33 Monitoring and Evaluation Framework ........................................................................................ 33 Monitoring Methodologies .......................................................................................................... 33 Evaluation Mechanisms ............................................................................................................... 34

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6.4

Progress Reports .......................................................................................................................... 34

ANNEX 1: IMPLEMENTATION MATRIX

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FOREWARD

PREFACE

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ABBREVIATION AND ACRONYMS


AIDS BDS CBO CDF CEO DFID DYDE FY GOK HIV ICT KEFRI KTTF MDGs NEMA NYC NYCC NYP NYS PPP SMME SWOT UN Acquired Immune Deficiency Syndrome Business Develop Service Community Based Organization Constituency Development Fund Chief Executive Officer Department of International Development Directorate of Youth Development and Empowerment Financial Year Government of Kenya Human Immuno-Deficiency Virus Information Communication Technology Kenya Forest Research Institute Kenya Travel and Tourism Fair Millennium Development Goals National Environmental Management Authority National Youth Council National Youth Council Centre National Youth Policy National Youth Service Private and Public sector Partnerships Small Micro and Medium Enterprises Strengths, Weaknesses, Opportunities and Threats United Nations

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UNDP UNEP UNFPA UNICEF VCT VTI VSO WPAY YAB YAGPO YSO YEDF

United Nations Development Programme United Nations Environmental Programme United Nations Fund for Population Activities United Nations Childrens Education Fund Volunteer Counseling and Testing Vocational Training Institutes Volunteer Service Oversees World Programme of Action for Youth Youth Advisory Board Youth Access to Government Procurement Opportunities Youth Serving Organizations Youth Enterprise Development Fund

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STATEMENT FROM THE CHAIRMAN

Youths are the foundation of a society. Their energy, innovativeness, character and orientation define the pace of development and security of a nation. Through their creative talents, labor power and participation, a nation stands to make great strides in economic growth and development and sociopolitical attainments. When their inherent energies and creativeness is harnessed for greater good of the country, the future of the nation is assured. The formulation of the National Youth Policy 2007 and subsequent enactment of NYC Act 2009 were hence important milestones for this course. There are indeed demonstrated national interventions to address the issue of how best to harness the creative energies and dynamism of youth for overall national development. Key among these includes deliberate and targeted flagship interventions in the Kenya Vision 2030 implemented through National Medium term plans. However, the strategies for implementation of some of the policies have not been observably effective due to variety of factors as manifested by high level of runaway youth unemployment, low youth participation and integration in leadership, mushrooming of illicit youth groupings with potential threat to national security among others. Its however known for a fact that youth constitute Kenyas real hope of prosperity and peace.

The new constitution has given young people and other marginalized groups a lifeline in mainstream leadership by not only making the quest for leadership open for all but also by providing several mitigation measures through affirmative action like the 30% procurement rule. However this does not mean that government and society in general stops striving to ensure that young people and other vulnerable groups like women, minorities and people living with disabilities are mainstreamed into leadership and are represented adequately. To realize the vision 2030 dreams, the Government should endeavor to create equal and equitable platforms for qualified young people to make it to top leadership positions right from national government level to the county Governments.
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The jubilee manifesto among other policy proposition documents have underscored serious commitments ranging from creating 1 million jobs per year, allocating 2.5 percent of annual revenue totaling to 25 billion shillings to youth businesses through Youth Fund, 30% government procurement quota to businesses owned by the youth and 6 billion Kenya shilling in form of grants. Consequently the youth must be supported to reorient themselves appropriately to take advantages of these opportunities created. The council also takes this early opportunity to thank His Excellency the President for his dedication on youth issues and more so his stated commitment to realizing a dynamic and robust National Youth Council to champion youth interests for requisite youth empowerment and employment. The due establishment of the Council will also be instrumental in advancing incremental value to national cohesion and peace.

The realization of this fully fledged institution to champion the youth agenda may not have come at a better time. The due gazettement of the NYC in March 2013 created an impetus to nurture an advocacy body for championing youth participation and empowerment for a prosperous Kenya. Indeed this would call for concerted efforts from both state and state actors to support the charting out a strategic road map for furtherance of the youth agenda. Indicatively, Interim NYC strategic Plan as envisaged will be instrumental on the following fronts:

1. Provide a budgetary appropriation reference document for National and County Government engagement and Parliament for funding allocations and requisite appropriations. 2. A government platform toward the realization of national cohesion through campaigns targeting negative ethnicity 3. Strategic point of reference for potential partnerships and support. 4. A strategic advocacy instrument for a robust and effective NYC guiding on engagement and focus for the next five years, (2013-2017). The successful implementation of the NYC interim Strategic Plan will be influenced substantially by the level of youth ownership of the stated roadmap and their due participation in defined interventions.

Communication platforms preferably an e-platform would foster information flow and feedback to continuously identify gaps and clear action points in pursuit of the youth empowerment strategy. The new structure of government realized through the Constitution of Kenya by putting in place National and 47 county governments present a much needed framework for full articulation and implementation of the youth Agenda, the spirit will be captured in our Annual work plan for the next 5 years to realize the councils dream of decentralizing of our services to sub-counties.

Thank you

Clement Ayungo Chairman, National Youth Council

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REMARKS FROM THE CHIEF EXECUTIVE OFFICER


This Interim Strategic Plan (2013-2017) articulates the shared vision, mission and core goals, strategic objectives and related resource required to effectively implement this National Youth Council plan. In doing this, we have recognized the Councils strengths, weaknesses while taking advantage of the opportunities available in order to reduce emerging threats. Challenges currently with the youth do not favor them as they strive to fully participate in national development. Lack of elaborate structures in place for effective youth participation explained the reason why young people were rarely consulted on matters affecting their lives. Little was done in development of legislations on youth issues that were to offer comprehensive and holistic approaches to challenges faced by the youth. The coming of the National Youth Council Act in 2009 was a positive step in advancing of the youth agenda in Kenya. A road map is provided through this Interim Strategic Plan to address challenges related to absence of policies providing legislation on active inclusion of youth in leadership and all other sectors in national development. The Council will engage stakeholders in the youth sector, both nationally and also internationally to further the youth agenda through implementation of this Strategic Plan. The Plan provides the background information in Chapter One, various challenges afflicting the youth regionally and nationally is presented in Chapter Two, while Chapter Three and Chapter Four highlights situation analysis and the strategic focus respectively. The respective implementation matrix in Chapter Five outlines the strategic objectives and activities, with resources required for the entire five years period. All the activities spelt in the implementation matrix will be monitored and evaluated in order to guide the Council in its progress.

DANIEL TIPAPE LOOMU INTERIM CHIEF EXECUTIVE OFFICER, NATIONAL YOUTH COUNCIL

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EXECUTIVE SUMMARY
This interim Strategic Plan 2013-2017 for the first ever National Youth Council in Kenya, comes at an opportune time to give a directing in tackling of challenges facing the youth in Kenya. Being an interim Strategic Plan, no field visits were done to collect views from stakeholders, but rather done through a taskforce sanctioned by the Permanent Sectary. The Taskforce comprised of National Youth Council members, Central Planning Unit staff, the Directorate of Youth Development and Empowerment staff and staff from the Human Resource management office at the Ministry of Devolution and Planning. This plan strives to present a comprehensive framework National Youth Council action on strategies to ensure youth actively play their roles in their development and that of the country. Chapter One of the Strategic Plan provides the background information about the plight of the youth. This includes the various policy documents by governments and regional bodies aimed and mitigating challenges faced by the youth. Specifically, dealing with lack of legislation towards inclusion of youth in leadership and governance that result to youth being left out in the structures of leadership politically, socio-economic and development processes. Chapter Two highlights challenges facing the youth globally, regionally and nationally. These include; the youth development agenda in Kenya, role played by the NYC, policy priorities, challenges and collaborations with the various stakeholders. Chapter Three presents the youth issues situations analysis while Chapter Four spells out the strategic focus of the plan. Institutional capacity and strategies for resource mobilization are highlighted in Chapter Five. Coordination framework is presented in Chapter Six, while Chapter Seven outlines processes for monitoring and evaluation. The Council is organized with various levels. These are the National Youth Council, the Youth Advisory Board, and the Secretariat. These levels allow effective implementation of the strategic plan. Work of the Council is both at the national level and also decentralized services at the county level. At these two levels, the Council strives to achieve its vision and mission through five core goals.

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Strategic Goals: 1. Promote youth employment and participation in national cohesion, leadership and entrepreneurship. 2. Coordinate and promote mainstreaming of youth issues in national development. 3. Strengthen advocacy, policy and research on youth issues. 4. Enhance financial sustainability and support of youth initiatives. 5. Develop institutional capacity for the national and decentralized structures. The mandate of the National Youth Council is derived from the National Youth Council Act of 2009. The Act gives the Council various functions aimed at youth development and empowerment initiatives. Among other functions; to coordinate and regulated activities related to the youth by various organizations such as CBOs, NGOs and also youth groups; mobilize resources for youth initiatives, advocate youth inclusion in decision making bodies at the national and at the county governments. More importantly also, act as a voice and bridge to ensure that the government and other policy makers are kept informed of the views as well as the aspiration of the youth. To effectively implement strategies set out in the Plan, an elaborate resource mobilization becomes central in realization for the objectives mentioned under the five core goals. To fully realize the success of the various activities and finally the programs in the period of five years, an estimated Kshs.8.96 Billion will be required. These funds will be sourced from the government and from development partners. Implementation matrix developed on the strategic goals above, as well as related strategic objectives and corresponding activities, outputs and performance indicators. Audit of the progress in the implementation of the plan will be done through a monitoring, evaluation and reporting framework developed. Reports from the monitoring and evaluation mechanisms will be produced for every financial year activities in the entire five years period of the Strategic Plan. The Council will at the least meeting after every four months in the financial year, staff appraisals done as well as other management meetings that are aimed at ensuring compliance with the set annual targets in projects and programs. Reports generated from monitoring and evaluation of strategies, activities, outputs and outcomes will be availed to the Council, implementing teams and other associated stakeholders. The aimed of the status reports will help to provide alternative strategies in the midterm reviews.
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CHAPTER 1:
INTRODUCTION
1.0. Background
In many countries globally, youth have not been having same social, economic as well as political power as other to actively play role to their own development and that of their respective countries. In this case governments as well as corporate bodies world over made efforts to reduce problems affecting youth as the most active members of the society. Youth were expected as well to play alongside these efforts so as to get maximum benefits. What was envisaged were societies were youth are seen in a positive light. Youth empowerment was seen as strategy to curb crime and other problems, to seeing youth as important part of contributors to national development. Various international bodies and organizations such as the United Nation Agencies, the Commonwealth and The African Union, have initiated and also implemented policies geared towards development and empowerment of youth. Examples of such policies and plans are the African Youth Carter (AYC) in 2006 and the Commonwealth Youth mainstreaming as a strategic tool for youth development in 2008 and The Commonwealth Plan of Action for Youth Empowerment 2007-2015. The AYC was designed as a comprehensive framework aimed at addressing youth rights, obligations as well as responsibilities. African Union member states were to enact legislations to operationalize the Charter through establishment of ministries to be in charge of youth affairs and also by youth policies. Kenyan youth (about 35% of population) have similar issues affecting other youth globally or even regionally. These problems afflicting the youth include; crime, drugs abuse and lack of skills necessary for meaningful employment or even employment in the mainstream employment sectors. These hindered development of youth, and also in them contributing effectively to national development. Private and public sectors initiated various measures to prepare the youth to develop programs that are in tandem with their needs, and in ensuring effectiveness of these programs. The former Ministry of Youth Affairs and Sports was established in 2005 to represent and address youth

concerns in Kenya. This was necessitated by the numerical strength of young people, not well represented in national, political, socio-economic and development processes. Most countries did not have elaborate structures in place for effective youth participation. This explained the reason why young people were rarely consulted on matters affecting their lives. Little was done in development of legislations on youth issues that were to offer comprehensive and holistic approaches to challenges faced by the youth. The coming of the National Youth Council was born due to the existence of the gap in leadership and general youth participation in the same, as well as in formulation of policies that directly affect them. The government of Kenya has been keen in adopting international resolutions on youth issues. The National Youth Policy was therefore developed to aid in inclusion of youth in the holistic process. The Jubilee government has proposed in its manifesto to allocate 2.5% of national revenue annually towards establishing a Youth Enterprise Capital/Fund. At the same time 30% affirmative action of government procurement, earmarked for youth-run enterprises in economic development. 1.1 Rationale for the Strategic Plan Kenyas Vision 2030 Second Annual Progress Report on the implementation of the First Medium Plan (2008-2012), formulation for national Youth Policy and National Youth Council re important advances in an effort towards enhancing youth development in Kenya. Inclusion of youth in governance at the National, county and even local level can be achieved through affirmative guidelines on the representation. Being the lead agency is the management of youth related issues, the Councils needs to prepare the Strategic Plan that will help in setting programs and activities to effectively strengthen linkages and networks in all sectors for youth development and empowerment. This is the first ever youth council in Kenya, and having this strategic plan helps in spelling out strategic areas to be addressed to enable youth effectively play their role in national building. These programs and activities have to be relevant to the aspirations of the Kenyan youth such as; participation and empowerment, meaningful employment, health, education, the environment, art, culture, the media and sports and recreation.

1.3 Methodology
To prepare this strategic plan, a Taskforce on the development of this Interim National Youth Council Strategic Plan was appointed by the Permanent Secretary. The process involved a team from the National Youth Council, staff from the Directorate of Youth Development and Empowerment and senior staff from the Ministry of Devolution and Planning. The Chief Economist and the Chairman of the National Youth Council led the taskforce in the process. A number of documents were used in the preparation of the strategic plan. These were; The Jubilee manifesto, KV2030 Second Annual Progress Report on the implementation of the First Medium Plan (2008-2012), African Youth Charter, The National Youth Council Act of 2009, Ministry of Youth Affairs and Sports Strategic Plan 2007-2012, The Kenya National Youth Policy, The Commonwealth Plan of Action for Youth Empowerment 2007-2015, The National Youth Service Strategic Plan, Commonwealth Secretariat Youth Mainstreaming of Youth Issues Discussion Note and other relevant documents related to youth development and empowerment. From the documents, the taskforce was able to identify national, sectoral and Council policy priority areas too be addressed by the strategic plan. In the issues of youth participation, employment and other social needs, the strategic plan outlines a number of strategic interventions that will address the gaps in the already existing policy documents.

1.4 Legal and Institutional framework


The National Youth Council Act was enacted into law on 31 st December 2009 and assented to the president and consequently published in 2010. The Act establishes the two organs, namely the National Youth Council which is a body corporate and the Youth Advisory Board, with a purely advisory body. The term of each of the two organs is three years terms basis. Election of the 16 Council members at the National level was held in December 2012. The elected members and the chairperson were gazette on December 11, 2012 and February 13, 2013 respectively. Recently, the Council approved names of the secretariat. This will enable the council to effectively run its day-today affairs, as this team is on full time basis.
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Most countries did not have elaborate structures in place for effective youth participation. This explained the reason why young people were rarely consulted on matters affecting their lives. Little was done in development of legislations on youth issues that were to offer comprehensive and holistic approaches to challenges faced by the youth.

The coming of the National Youth Council was born due to the existence of the gap in leadership and general youth participation in the same, as well as in formulation of policies that directly affect them. The government of Kenya has been keen in adopting international resolutions on youth issues. The National Youth Policy was therefore developed to aid in inclusion of youth in the holistic process. The Jubilee government has proposed in its manifesto to allocate 2.5% of national revenue annually towards establishing a Youth Enterprise Capital/Fund. At the same time 30% affirmative action of government procurement, earmarked for youth-run enterprises in economic development.

1.5 National Youth Council County Structure

County Office

County NYC Committee

County Delegates Forum

Sub-County YOUTH Office

Sub-County NYC Committee

Sub-County Delegates
Forum

WARD NYC COMMITTEE

WARD Delegates Forum

CHAPTER TWO:
YOUTH DEVELOPMENTAL CHALLENGES AND AGENDA
NATIONAL YOUTH COUNCIL DEVELOPMENT CHALLENGES AND AGENDA

2.0

Global, Regional and National Challenges

At the dawn of the 21 st century slightly over a decade ago, the prevailing circumstances and deliberate planning around the globe created a great potential for economic and social development worldwide. However, globalization has contributed immensely to heightened social-economic inequality, and problems associated with rapid urbanization. Some of the global challenges facing the youth include poor access to education and training opportunities, high rate of unemployment, vulnerability to Human Immunodeficiency Virus (HIV) infection and substance abuse, exposure to conflicts, increasing prevalence of urban violence, migration issues, growing poverty and food insecurity.

The youth are three times more likely to be unemployed than adults in the Sub-Saharan African region. The regions unemployment rate of 20% is the second highest after North Africa. The high rate of youth unemployment is attributed to little or no experience, inadequate education and training, and slow rate of jobs creation. Youth challenges in Sub-Saharan region are not restricted to

unemployment per se. Most youth employed in the informal sector are poorly paid thus continue living in poverty in what is referred to as underemployment.

Continued marginalization and failure lure to engage the youth decently and productively, has driven them into crime, violence and migrating to urban areas and other countries albeit illegally. Fundamentally, without active youth participation in all sectors of the economy in sub-Saharan Africa, the region may never realize its full economic potential in addition to not realizing the post 2015 Strategic Development Goals (SDGs) the expected precursor of the Millennium Development Goals. Global and regional challenges have continually affected the Kenyan youth, particularly on their cultures and values. The influence of foreign cultures is more discernible in urban areas. There are evident effects attributed to foreign cultures such as weakening of the local cultural and generational ties and affiliations. Regional armed conflicts especially in Somalia, Sudan and Great Lakes region
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have led to an increase in the proliferation of illegal firearms into Kenya, leading to the spiraling of violent criminal activities mostly involving the unemployed youth. As the Kenyan youth adjust to these global and regional realities, they need to be equipped with positive attitudes, skills and to embrace dialogue and peaceful conflict resolution mechanisms for the sustainability of the country. In order to realize a sustainable solution to youth unemployment problem in Kenya, there is need to develop realistic and viable strategies backed with a strong Youth Employment Policy; as well as mainstreaming youth issues in key development programmes such as poverty reduction.

The challenge for National Youth Council is therefore to identify, originate and support youth programs and policies that empower them to partake in the benefits of globalization while minimizing the negative consequences of the globalized economy and regional conflicts. Table 1.1 Kenyas Youth Population by Age and Sex, in 1999, 2005 and 2006 (Population in thousands) 1999* Age 1519 2024 2529 Sources: *Kenya National Bureau of Statistics, 1999, 2006 **UN Population Division of the Department of Economic and Social Affairs A further breakdown of Kenyas youth population by province as shown in Table 1.2 depicts that the majority of youth live in the Rift Valley with a population of 2,033,045. This large population is attributed to the fact that the province is Kenyas largest and has favorable climatic conditions, hence, 1,095 1,165 2,260 1,434 1,451 2,885 1,448 1,592 3,040 1,329 1,504 2,833 1,850 1,866 3,716 1,874 1,924 3,798 Male 2005** Female Total Male Female Total 4,292 2006* Male 2,009 Female Total 2,041 4,150

1,682 1,721

3,403 2,149 2,143

densely populated. The lowest concentration of youth is found in North Eastern Province with a total population of 270, 824 because the province is an arid area and Kenyas least populated. Table 1.2: Regional Distribution of Kenyas Youth by Province, 1999

Age

Nairobi

Central

Coast

Eastern

North Eastern

Nyanza

Rift Valley

Western

15-19 20-24 25-29 Total

215,566 338,034 299,569 853,169

445,891 371,878 312,458

275,355 261,108 222,220

571,473 409,375 321,720

125,355 82,714 62,755

556,971 401,114 290,493 1,248,578

811,003 679,965 542,077 2,033,045

401,564 288,730 208,211 898,505

1,130,22 758,683 7

1,302,56 270,824 8

Source: Kenya National Bureau of Statistics, 1999

The large youth population poses a great challenge in terms of employment; however creation of entrepreneurial activities is now seen as the way out of unemployment crisis. Even though Small Micro and Medium Enterprises (SMMEs) have been widely encouraged by the government and various stakeholders, the youth still lack empowerment and have low morale towards self employment. In this regard, the youth still look upon the formal sector as their main employment option and their impression is that self- employment is the second or third choice for those who cannot find wage employment. This therefore calls for proper planning and creation of relevant opportunities targeting this large youth population. The manner in which we address youth related issues is too important to be left to chance. A healthy and vibrant youth population is a valuable asset to our nation for both what it offers now and in the future. This Strategic Plan is anchored on the Vision 2030, Strategic Development Goals (SDGs) and the Jubilee Manifesto to help develop a country where youth grow up knowing that they have opportunities and can make positive contribution to the society. The youth should be facilitated to

know that they can influence their own lives through the choices they make and skills they possess. They should feel good about who they are and what they can offer.

To address youth problems which includes youth unemployment and empowerment, efforts have been made by the Government to initiate youth development programmes through policy documents such as: Sessional Paper Number 4 of 2005, Sessional Paper Number 2 of 1992 on Small Scale and Jua Kali Enterprises, Development Plan (1997-2001), and the Poverty Eradication Plan (1999-2015), among others.

Despite the above, there are a number of challenges faced while implementing youth policies. These include:

High population growth rate among the youth which exerts pressure on available resources; Low economic growth rate; An education system in the country that produces graduates who are neither properly equipped for entry to the job market nor possess the necessary life skills; Government Ministries, youth organizations and international agencies that have their own individual youth programmes and policies which are not harmonized; Lack of adequate resources to implement youth programmes; The prevailing attitudes do not provide enabling environment for the youth to participate in decision-making, planning and implementation processes. NYS Programme does not take care of the vulnerable such as the physically challenged and those who do not meet certain standards like age limit, height and health. Existing structures within public and private sectors.

2.1

Kenyas Youth Agenda

The Economic Recovery Strategy for Wealth and Employment Creation 20032007 served as a short term development strategy which underwent continuous policy review from time to time. The government has since then embarked on a long term development strategy known as Kenya Vision 2030. The Vision 2030 defines the long term growth path, with focus on, transforming the country into a modern, globally competitive, middle income country, offering a high quality of life for all citizens in a clean and secure environment (Kenya Vision 2030). It is expected also to be a major vehicle for the realization of the post 2015 agenda on the millennium Development Goals (MDGs) in Kenya of 2015 and beyond.

The Kenya Vision 2030 is being realized through a succession of a series of five year medium term plans with the Second Medium Term Plan (20013-2017) thats yet to be launched implementing flagships projects identified under Vision 2030 as well as other key policies and programs over the next five years. The First Medium Term Plan prioritize faster job creation, poverty reduction, improved income distribution and gender equity while also ensuring that balance is attained in development across all regions in the country. The National Youth Councils Strategic Plan 2013 -2017 is linked to the vision 2030 and its Second Medium Term Plan 2013-2017 and has been prepared to cater for Youth and Sports persons development priorities. The plan sets a road map goals, objectives, and strategies that the council intends to pursue in the next five years. It provides direction on the youth and sports development policies and strategies, including National Youth Policy, Sports Development Bill and National Policy for Youth Polytechnics and Vocational Training Sector.

2.2

The role of National Youth Council in the National Agenda

Youth, gender and vulnerable groups are a priority target in the vision 2030. The Youth are a key resource that can be tapped for the benefit of the whole country. NYC through this strategic plan endeavors to address issues affecting youth by providing broad-based strategies that can give them

meaningful opportunities to maximize their potential. NYC further seek a broad base framework in which stakeholders including the private & public sectors, and civil society can contribute to youth development. In order to fully develop the potential of the youth as well as prepare and engage them in the socioeconomic development of this country, the National Youth Council will cover the following priority areas: To Promote relations between youth organizations and other bodies both nationally and internationally with similar objectives or interests; To Inspire and promote the spirit of unity, patriotism, volunteerism and service among the youth. To Promote research, collation and analysis of data on youth issues To Promote the inclusion of youth agenda in the formulation of policy by public institutions and organizations To Promote the inclusion of youths in decision making bodies boards agencies and other public institutions and organizations To Promote and popularize the youth enterprise development fund and such other devolved fund targeting the youth as may be established from time to time To mobilize resources to support and fund youth programmes and initiatives

These priority areas are based on the councils mandate, Vision 2030, Jubilee Manifesto, the Millennium Development Goals and other emerging issues. Specifically, these priority areas form the bedrock of this Strategic Plan and are geared towards achieving the councils mandate in line with the aspirations of the Vision 2030. The priorities are derived from the following five strategic themes: Youth employment Youth Participation Youth Representation Youth Information Communication Technology Youth and Health
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Youth Crime and Drugs Youth and Environment Leisure, Recreation and Community Service Sports Promotion and Development

2.3

Kenya Vision 2030 in relation to NYC

Kenya Vision 2030 is anchored on three pillars, namely, the Economic, Social and Political. The NYC Strategic Plan is based on the social pillar which addresses issues of equity and social justice, national cohesion, security and environmental concerns.

The 2030 vision for gender, youth and vulnerable groups is to ensure gender equity in power and resource distribution, improved livelihoods for all vulnerable groups and responsible, globally competitive and prosperous youth. In depth, the NYC has a role to play in terms of achieving the requirement of vision 2030 Second Medium Term Plan (2013 2017).

This strategic plan is designed to provide a tentative mechanism of promoting youth development through a mix of channels and interventions which will constantly be monitored, evaluated and reviewed.

The success of this Vision 2030 partly depends on the provision of well-targeted and appropriate programs for youth in this country. It is therefore critical that this Strategic Plan should be aligned with Kenya Vision 2030 to achieve its aspiration of transforming Kenya into a newly industrialized middle income country providing a high quality life to its entire citizen and a clean and secure environment.

2.4

National Youth Council Policy Priories

The following policy and legal reforms are critical to the success of youth development in Kenya.

Review of the National Youth Council Bill;


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Legal frame work to support Youth focused NGOs, CBOs, private and public (PPP) sector partnership in youth development framework; Transformation of Youth Enterprise Development Fund into a credit guarantee organization; Implementation of the Sports ACT; Enactment of affirmative action bill Youth protection policy Biashara Kenya Bill Review of National Youth Service Act YEDF Bill YAGPO legislation

2.5

Challenges facing National Youth Council

Its instructive to note that since coming into being, the progress to fully operationalize the council became stunted due to a myriad of challenges key among them lack of finances. The challenges facing the council are hereby highlighted; a) Financial constraints (inadequate funding) b) Lack of structures c) Lack of Youth Information Management Systems d) Rapid technological changes e) Inadequate linkages and collaborations f) Capacity training to NYC members

2.6

Linkages and Collaborations

In order to meet the challenges and the national developed agenda, the council will enhance linkages and collaborations as detailed.

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2.6.1 The Government of Kenya The council will continue to collaborate with all relevant government agencies in promoting youth. The table below provides a detailed summary of the nature and extent of functional relationships as well as the government agencies expectations.

Table 2.1 Stakeholder Finance Functional Relationship Financing the councils recurrent and development budgets Labour Collaborate or employment issues Education Collaborate on provision of quality education. Gender, Children and Social Development Planning National Development and Vision 2030 Environment and Natural resources Provincial Administration and Internal Security Industrialization Collaborate on environmental issues Collaborate on peace and security Conduct training; provide infrastructure and Business Development for micro, small and medium industries. Special Programmes Offering Community Service Enhanced Civic participation and Community Service. Roads Construction of roads Reducing marketing costs Empowered Youth Secure neighborhoods Clean and healthy environment. Collaborate on Gender issues. Guiding on planning matters Realistic plans Gender mainstreaming in all areas. Expected outcome Increased services for the youth and increased activities for the sports persons. Demand driven employment programmes. Provision of quality education

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Higher Education, Science and Technology

Increased provision of relevant, quality vocational Education and training.

Market ready graduates

Information and Communications

Established communication infrastructure.

Increased ICT access to youth

Youth Enterprise Development Collaborate on BDS Fund Sports Stadia Management Board National Environmental Management Authority KTTF Kenya Institute of Education Promotion of Sports Tourism BDS Environment protection Stadia Management

Growing youth businesses

More sporting

Environmental jobs

Jobs in tourism sector Growing Youth Businesses

Table 2.2

Private Sector Partners

Stakeholder

Functional Relationship

Expected outcome

Banks and Non-Banking sectors Private Industries

Financial Support

Increased accessibility to credit by youth entrepreneurs.

Job Placement

Reduced youth unemployment

2.6.2

Development Partners 14

Technical assistance and funding partners, directly or indirectly support implementation of our projects and programmes. Currently the council is working towards close collaboration with United Nations Development Programme ( UNDP), United Nations Fund for Population Activities (UNFPA), KIDDIP, United Nations Childrens Education Fund (UNICEF), Japan International Cooperation Agency (JICA), United Nations Human Settlements Programme (UN-HABITAT), Department for International Development (DFID), Kenya Forest Research Institute (KEFRI), UNESCO and CATIC. The Council with the help of these partners will continue to implement and support youth life skills and leadership development.

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CHAPTER THREE:
SITUATIONAL ANALYSIS
3.0 ENVIRONMENTAL ANALYSIS

To inform the design of strategies and objectives, for this strategic plan the National Youth council will borrow heavily from Matt Evans strategy which lays emphasis on conditions that exist outside of the organization to identify occurrences, conditions, trends and patterns that are presently taking place or likely to take place within socio cultural economical political, technological legal and ecological spheres. This external analysis embraces all factors that are likely to shape and influence the councils future, including other factors affecting the council stakeholder. The purpose of the analysis was to ensure that; a) The strategic plan took cognizant of the wider environment in which the NYC will be operating. b) To ensure the council captures vital information that will guarantee its efficiency in serving Kenyan Youth. c) Outcomes were evaluated within the context of their impact to the NYC.

16

3.1

PESTEL ANALYSIS

POLITICAL FACTORS

OPPORTUNITIES(conditions created to enhance councils capacity to achieve its agenda)

THREATS (conditions created that adversely affect the councils capacity to achieve its agenda)

Changing political regime

-Pressure to address needs of unemployment among the youth

-Political regime may come up with priorities not aligned with the objectives of the NYC

New constitution and its implication on youth

-The youth as a vulnerable segment in the community have been mentioned in the constitution(Article 55) -Devolution infrastructure will bring services closer to Kenyan youth

-Restructuring of government

-Uncertainty as to whether the council needs to amend the relevant policy documents to offer devolved services

Political Goodwill

-Enactment of policy documents - Operationalization of the Youth Council Act -Allocation of resources -Globalization of youth issues

-Possibility of political interests influencing the councils existence. -Negative perceptions about youth by government.

Intergovernmental relations

-Possible linkages to the benefits of EAC,COMESA,EGAD

-Duplication of interventions between the council and international actors.

17

ECONOMIC FACTORS

OPPORTUNITIES (conditions created to enhance councils capacity to achieve its agenda)

THREATS (conditions created that adversely affect the councils capacity to achieve its agenda)

High unemployment

-Justification for youth mainstreaming.

-High unemployment level increases dependency rates, negatively impacting the economy.

Government funding

-NYC will be able to operationalize its existence.

-Government funding may be unreliable. -Lack of research based approaches. -Inadequate capacity by the youth to manage the funds. -possible misappropriation of the funds by the youth.

Existence of government lending initiatives(youth fund CDF)

-Increased access to funding by the youth -Enhanced partnerships.

SOCIAL FACTORS

OPPORTUNITIES (conditions created to enhance councils capacity to achieve its agenda)

THREATS (conditions created that adversely affect the councils capacity to achieve its agenda)

Cultural practices

-Diverse cultures enhance tourism and National Cohesion.

-Oppression of the Girl Child -Ethnic conflicts.

Drug and substance abuse

-Interventions to enhance responsible behavior.

-Reduced productivity -Ill Health

18

-Opportunity for research to inform appropriate interventions.

-Increased crime -Social disorder

HIV/AIDS scourge

-Opportunity for research to inform appropriate interventions.

-Diminishing population -Increased dependency on government and society.

Literacy levels among the youth Rising population(youth bulge)

-Enhancement of skills among the youth.

-Exploitation of youth

-Sufficient manpower

-Rising insecurity

TECHNOLOGICAL

OPPORTUNITIES (conditions created to enhance councils capacity to achieve its agenda)

THREATS (conditions created that adversely affect the councils capacity to achieve its agenda)

ICT Infrastructure

-Remodel ICT villages. - E-learning. -E-commerce. -Research and innovation -Opportunities for electronic applications & software development to be embedded on electronic device -Social media

-Increased e-waste -Increased social forums of interaction. -Negative mobilization.

ECOLOGICAL FACTORS

OPPORTUNITIES(conditions created to enhance councils capacity to achieve its agenda)

THREATS (conditions created that adversely affect the councils

19

capacity to achieve its agenda) Environmental Degradation LEGAL OPPORTUNITIES(conditions created to enhance councils capacity to achieve its agenda) THREATS (conditions created that adversely affect the councils capacity to achieve its agenda) Legal framework -Existence of the NYC act -Kenya Constitution -National Youth Policy -Existence of State corporation Act. -Lack of commitment in policy implementation. -Conflicting Political interests - Green entrepreneurship -Natural disasters

3.2

SWOT ANALYSIS

STRENGTHS -Extensive Youth Council Network

WEAKNESSES -Lack of updated data on existing youth groups and youth serving organizations.

-Elaborate

ICT

infrastructure

for

effective -Non-operational delivery units. -Duplication government actors. of

decentralized

service

communication and coordination of council. - Donor goodwill

council

roles

by

other youth

agencies

and

other

-Government funding -Existence of a legal framework -Existence of Dynamic Management and Advisory

20

Boards.

OPPORTUNITIES -Linkages with international institutions.

THREATS -Challenge of bringing together all youth agencies and actors.

-Prioritization of youth issues.

-Change

of

funding

priorities

by

government and donors. -Harnessing the dynamism and strength of youth. -Recognition by local, regional and international youth actors. -Opportunity to develop legal framework for -Negative perceptions.

advocacy of the youth. -Globalization of youth issues.

3.3
No.

STAKEHOLDER ANALYSIS
NAME OF STAKEHOLD ER FUNCTION, CHARACTERISTICS AND ROLE POTENTIAL AREA OF PARTICIPATION

1. 2 3

INTERNAL STAKEHOLDERS NYC WORKFORCE EMPLOYEES COUNCIL MANAGEMENT NATIONAL LEGITIMACY YOUTH CONGRESS ADVISORY OVERSIGHT BOARD EXTERNAL STAKEHOLDERS

SERVICE DELIVERY SERVICE DELIVERY CONSULTATION & REVIEW SERVICE DELIVERY

Youth

consumers 21

Service delivery

National Government

Feedback Customers Funding Adherence to mandate Good corporate governance Good service delivery Oversight of implementation of Vision 2030

Monitoring and evaluation Public participation Funding Service delivery Networking Policy Legislation Credit guarantee schemes Advocacy Financing Networking Marketing

Youth Enterprise Development Fund

Access to credit Enterprise development Commercial Infrastructure Market linkages Labor export Adherence to mandate Good corporate governance Good service delivery Development and implementation of strategic plan Efficiency in service delivery to the public Timely implementation of programmes Internship Apprenticeship

Directorate of Youth Development and Empowerment

Networking Policy Funding Service delivery

Kenya Private Sector Alliance

National Youth Service

Skills development and training Community service Nationalism/patriotism Sports facilities Nurturing talent Promoting sport Funding Capacity building Provision of goods and services Fight against drugs and substance Guidance and counseling Public order 22

Ministry of Sports, Culture& the Arts

Development Partners Suppliers NACADA

9 10

11

Security Agencies

Training Job creation Financing Advocacy Training Capacity development Community service National integration & cohesion Sports & talent development Facilitation Policy Funding Capacity development Financing Service delivery Procurement of goods &services Policy Advocacy Financing Advocacy

12 County Government

Protection of lives and property Securing individual liberties Service delivery Funding

Service delivery Correctional services Service delivery Networking County youth strategy Financing Credit guarantee schemes

13

Youth focused NGOs and CBOs

Service provision Project proposal Capacity building Networking

14

Youth groups

Networking Service delivery

15

Religious Bodies

Spiritual nourishment Guidance and counseling Social integration

Service provision Project generation and implementation Monitoring and evaluation Capacity building Training Networking Mobilization Networking Service delivery Registration Mobilization Motivation Synergies National cohesion and integration Marketing and advertising Advocacy Employment Mobilization of resources and youth Policy development Legislation Market access Social integration Benchmarking Employment creation Regional Policy Financing Market access Regional Policy Service delivery Quality assurance Monitoring and evaluation Community service Advocacy Service delivery Research

16

Media

Appropriate briefing Advertisement Positive reporting on Youth Influence masses Influence policy Mobilize resources Common market Social integration

17

Political leaders

18

East African Community (EAC)

19

IGAD

Common market Formulate regional Policy Participation Feedback

20

General Public

21

Health providers

Medical services Guidance and counseling Rehabilitation services

23

22

Ministry of Foreign Affairs

Linkages International Policy

Social integration International Policy

CHAPTER FOUR
STRATEGIC FOCUS
INTRODUCTION

4.0

Vision

To be a globally acclaimed agency in championing youth empowerment for National development

4.1

Mission

To enhance economic, political and social cultural opportunities for, and participation by, Kenyan youth in national planning, through mainstreaming and strategic partnerships.

24

4.2

Core Values

In Carrying out its mandate the National Youth Council will uphold core values in line with Article 10 of The Constitution of Kenya 2010, The Public Officers Ethics Act 2003 and the following institutional values: Youth participation Equity and Fairness Professionalism Patriotism Integrity and Accountability Innovativeness and creativity among the youth Inclusiveness and Diversity Volunteerism and Community service

The functions of the Youth Council Regulate and co-ordinate activities and initiatives relating to the youth being undertaken by youth groups, youth focused community-based organizations, non-governmental organizations, civil society movements and other organizations; Promote and popularize the national youth policy and other policies that affect the youth; Facilitate the periodic review of the national youth policy in line with other government policy statements; Mobilize resources to support and fund youth programs and initiatives; Lobby for legislation on issues affecting the youth; Liaise with other organizations to ensure that the youth gain access to resources and services appropriate to their needs; Promote relations between youth organizations and other bodies both nationally and internationally with similar objectives or interests; Inspire and promote the spirit of unity, patriotism, volunteerism and service among the youth;

25

Formulate operational guidelines that protect the youth against any form of abuse or manipulation; Mobilize and sensitize relevant stakeholders on the concept of community youth service; Act as a voice and bridge to ensure that the Government and other policy makers are kept informed of the views and aspirations of the youth; Promote research, collation and analysis of data on youth issues; Promote the inclusion of youth agenda in the formulation of policy by public institutions and organizations; Promote the inclusion of youths in decision making bodies, boards, agencies and other public institutions and organizations; Promote and popularize the Youth Enterprise Development Fund and such other devolved funds targeting the youth as may be established from time to time; Perform any other function that may directly or indirectly contribute to the attainment of the foregoing.

4.3

Strategic Goals

Promote youth employment and participation in national cohesion, leadership and entrepreneurship Coordinate and promote mainstreaming of youth issues in national development Strengthen advocacy, policy and research on youth issues Enhance financial sustainability and support of youth initiatives Develop institutional capacity

4.4

Strategic Objectives

To mobilize adequate resources to support and fund youth programs To advocate, facilitate and participate in the review of the National Youth Policy and other relevant policies affecting the youth

26

To promote the inclusion of youth in decision making bodies, agencies and other public institutions and organizations To promote research and mobilize youth participation in formulation and implementation of policies by public institutions and organizations To establish robust council structures, partnerships and integration both locally and internationally To Promote youth employment, volunteerism and national cohesion To Coordinate youth organizations and initiatives

4.1.6 Strategy Matrix

Goal 1: Promote youth employment and participation in National Cohesion, Leadership and entrepreneurship

STRATEGIC OBJECTIVES To Promote youth employment, volunteerism and national cohesion

STRATEGIES Advocate and Participate in the review of the Youth Employment Marshall Plan. Oversight role in public employment policy Coordinate establishment of a sustainable mentorship and internship program. Create structures that foster peace, national cohesion and social integration. Popularize the youth Enterprise Development fund and other funds targeting the youth. Create structures that foster peace, national cohesion and social integration.

Goal 2: Coordinate and promote mainstreaming of youth issues in national development

27

Strategic Objective 1. To promote the inclusion of youth in decision making bodies, agencies and other public institutions and organizations.

Strategies - Enhance youth leadership and governance capacities. - mobilize youth for participation in national development - Lobby for youth representation in all public boards and committees. - Lobby for youth representation in both county and national governance e.g. in county and national legislative bodies - Develop a national framework on mainstreaming in partnership with state and non-state actors - Establish a youth sector regulation and coordination mechanism - Establish a data base of all youth groups and youth serving organizations in the country.

2. Coordinate youth organizations and initiatives

Goal 3: Strengthen advocacy, policy and research on youth issues Strategic Objective 1. To advocate, facilitate and participate in the review of the National Youth Policy and other relevant policies affecting the youth Conduct sensitization workshops o NYP and NYC activities. Lobby for review of the procurement act to Strategies Collect views on issues affecting young people that will inform NYP review Including lobbying.

28

incorporate 30% affirmative action on tenders. Formulate operational guidelines that protect youth against manipulation and abuse 2. To promote research and youth participation in formulation of policies by public institutions and organizations Advocate for inclusion of youth agenda in both and county and national governments Establish research and policy unit within the secretariat

Goal 4: Enhance financial sustainability and support of youth initiatives

Strategic Objective

Strategies

To mobilize adequate resources to support Lobby for adequate budgetary allocation for and fund youth programs NYC operations Identify development partners and their funding priority areas Mobilize funding for Youth Programmes from development partners

Formulate and pursue an investment plan to enhance NYC/ youth programs sustainability

Goal 5: develop institutional capacity

Strategic Objective

Strategies

29

To establish robust council structures, partnerships and integration both locally and internationally

Establish the NYC structures

Create local, regional and international partnerships and networks

30

CHAPTER 5:
INSTITUTIONAL CAPACITY
5.0 Organizational Structure and Staffing Levels
THE KENYA NATIONAL YOUTH COUNCIL

NATIONAL YOUTH COUNCIL

YOUTH ADVISORY BOARD

NYC COMMITTEES

CHIEF EXECUTIVE OFFICER

OPERATIONS MANAGER FINANCE AND ADMINISTRATION

PROCUREMENT OFFICER

ACCOUNTANT

Administration Officer

HR OFFICER

LEGAL OFFICER

PROGRAM OFFICER

PUBLIC RELATIONS

INTERNAL AUDITOR

Supplies Chain Management Assistant ICT Assistants

Accounts Assistants

Administration Assistant

HRM Assistant

COUNTY SECRETARIES

SUB-COUNTY SECRETARIES

WARD SECRETARIES

31

5.1

Structure Levels

Establishment LEVEL TITLE 1. 2. 3. 4. 5. 6. Chief Executive Officer General Manager Chief Operations Manager Operations Manager Finance Administration Manager HRM Officer PRO Officer Legal Officer Accountant Program Officers Supply Chain Administration Officer Senior HRM Assistant Senior Accounts Assistant Senior Supplies Chain Assistants ICT Assistants 8. 9. 10. Senior Administrative assistants / Secretary (diploma holders) Administrative assistants Senior Drivers Clerical Staff Senior office assistants Drivers Clerks Office assistants Subordinate Staff Proposed 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 Growth scales of cadre 11 5 Growth scales of cadre 11 4 4 3 2 1 3 2 In post 1

1 1 1 1 1 1 1 1 1

11.

12.

32

CHAPTER 6
MONITORING, EVALUATION AND REPORTING
6.0 Introduction

The success of a strategic plan implementation depends significantly on how effectively the planned activities and outputs are monitored and evaluated. It is therefore imperative to put in place a monitoring and evaluation system that is clearly linked to the Plan objectives.

6.1

Monitoring and Evaluation Framework

The implementation of this Strategic Plan will be closely monitored to ensure that the strategic objectives are being realized as planned. The monitoring process will help track whether the implementation is on course, and establish the need for any adjustment in light of the ever-changing socio-economic environment.

Monitoring, follow-up and control systems will be emphasized at all levels. This will be done through progress reports, review meetings and reports, budgets and budgeting control systems, and reports from special committees/ task forces among others. NYC will conduct surveys to determine the impact of various programs. Data will be analyzed and results disseminated to improve Plan implementation.

6.2

Monitoring Methodologies

To ensure that everybody involved in the plan implementation understands their role in the process, there will be: Established standard formats for data collection and reporting. Documents to be prepared, periods to be covered and detail of information to be supplied clearly spelt out. The Plan will also be monitored through monthly and quarterly reports from the various implementing departments. The overall success of the Plan will be assessed based on the planned activities. Quarterly review meetings will be held between the Head Chief Executive Officer and the Heads of the key Departments during which progress on key strategic objectives will be reviewed. The nature and scope of reporting will include:
33

Progress made against Plan Causes of deviation from Plan Areas of difficulties and alternative solutions to problems that may adversely affect implementation.

Tracking of specific activities associated with the implementation of the Plan will be on regular basis, at least quarterly, so that adjustments can be made appropriately. Monitoring will be done at the national as well as at the County level. M&E indicators will be used to track the achievement of the objectives, outputs and outcomes arising from the various interventions outlined in the National Youth Council Act, 2009 and this Strategic Plan.

6.3

Evaluation Mechanisms

The evaluation mechanisms will be applied in identifying and recommending appropriate remedial measures to any challenges encountered during implementation period including a review of the objectives and/or strategies. Evaluations will help to draw conclusions about relevance, effectiveness, and efficiency, impact and sustainability aspects of the NYC programs.

6.4

Progress Reports

Progress reports will be prepared by the implementing departments regularly to coincide with budgetary cycles. The Central Planning Management Unit shall act as the internal consultant to assist the departments in completing and coordinating the reports prior to presentation. The reports will describe actions taken by departments towards achieving specific outcomes and strategies of the plan and will include costs, benefits, performance measures and progress to date. Periodic reports will also be posted to the National Youth Councils website.

34

ANNEX 1: IMPLEMENTATION MATRIX ANNEX 1: IMPLEMENTATION MATRIX


STRATEGIC GOAL 1: Promote Youth Employment and participation in National Cohesion, Leadership and Entrepreneurship
Strategic objective 6: To promote Youth Employment, Volunteerism and National Cohesion.
Strategy Activities Responsibility Lead Agency Advocate and Participate in the review of the Youth Employment Marshall Plan. Convene stakeholder forums to discuss youth Employment programs. Coordinate establishment of a sustainable mentorship and Identification of officers within public and private institutions to be mentors. NYC, NYC, Government, Development Partners and the Private sector. Government, Development Partners and the Private sector. Stakeholder forums conducted. Officers identified. No. of Forums conducted per county. No. of mentors. Increased number of youth % rise in volunteers. % Increase in the number of youth 1years Create awareness on the need to review the Marshall plan. NYC, Government, Development Partners and the Private sector. Youth Informed. No. of Youth Informed per county. Increased number of youth sensitized. % Increase in the number of youth sensitized. 5 years 5 years Other Agencies Output Output Indicators Outcome Outcome indicator Time frame

internship program.

Identification of youth to participate in the mentorship and internship program.

NYC,

Government, Development Partners and the Private sector. Government, Development Partners and the Private sector. Government, Development Partners and the Private sector.

Placement of call for youth.

No. of youth selected/recruite d per county.

mentored and trained and experience

mentored and trained.

5 years

On job training of youth.

NYC,

Youth Trained.

No. of Youth Trained per county.

5 years

Oversight role in public employment policy. Create structures that foster peace, national cohesion and social integration.

Advocacy on the need to review the policy to accommodate young persons.

NYC,

Employment Policy Reviewed.

No. of Youth employed per county.

Increased youth employment

% Increment in youth Employment.

5 years

Create

awareness

against

NYC,

negative ethnicity and mutual coexistence. Hold forums that promote and NYC,

Government, Development Partners and the Private sector. Government, Development Partners and the Private sector. Government, Development Partners and the Private sector.

National and County Forums conducted. National and County Forums conducted. National and County Exchange Programs conducted.

No. of Forums Conducted per county. No. of Forums Conducted per county. No. of Exchange programs conducted per county.

Reduced Ethnic Conflicts amongst Kenyan Communities.

% Reduction in conflicts.

3 years

3 years

National Integration.

Patriotism

Organize multiethnic Exchange programs to foster social

NYC,

3 years

Integration among the youth.

Enhance

Conflict

Resolution

Mechanisms amongst the youth through benchmarking.

NYC ,

Government, Development Partners and the Private sector.

Visit the once affected countries to learn from the experiences.

No. of Countries visited.

3 years

Popularize the youth Enterprise Development fund and other funds targeting the youth. Create structures that foster peace, national cohesion and social integration.

Awareness creation on the fund and entrepreneurship training opportunities.

NYC ,

Government, Development Partners and the Private sector.

Informed youth.

No. of youth informed per county.

Increased number of informed youth per county.

% of Informed youth increased.

3 years

Create

awareness

against

negative ethnicity and mutual coexistence. Hold forums that promote and

NYC ,

Government, Development Partners and the Private sector.

National and County Forums conducted. National and County Forums conducted.

No. of Forums Conducted per county. No. of Forums Conducted per county.

Reduced Ethnic Conflicts amongst

% Reduction in conflicts.

3 years

National Integration.

Patriotism

NYC ,

Government, Development Partners and the Private sector.

Kenyan Communities.

3 years

STRATEGIC GOAL 2: Coordinate and promote mainstreaming of youth issues in national development
Strategic objective 3: To promote the inclusion of youth in decision making bodies, agencies and other public institutions and organizations.

Strategy

Activities

Responsibility Lead Agency Other Agencies G.o.K Development partners Youth

Output

Output Indicators

Outcome

Outcome indicator

Time frame

Enhance youth leadership and governance capacities.

-Carry out a training needs assessment on youth leadership and governance -Design the training program -Mobilize stakeholders and

NYC

-Trained youths

No. of youth trained

Increased youth participation in leadership

Enhanced youth leadership and governance capacities

5 years

youth for the training -Carry out the training mobilize youth for participation in national development -Carry out seminars, NYC G.o.K Development partners Youth Sensitization forums held No. of youth sensitized Increased youth participation national development NYC G.o.K Development partners Youth participating Youth No. of participating youth activities % of youth participating in national development 5 years

workshops and hold forums to sensitize youth on areas and ways of participation in

national development -Prepare and participate in celebrating the National Youth Week, International Youth Day and the National Youth Summit

Involve youth in all decision making bodies and processes

-Draw terms of reference for state agencies and non-state youth sector actors engagement -Identify and engage relevant

NYC

G.o.K Development partners Youth

Youth participation in decision making ensured

No. of agencies engaged No. of youth involved in

Youth issues mainstreamed

No. of state agencies involved No. of youth

5 years

stakeholders Lobby for youth representation in all public boards and committees. -advocate for affirmative action -Facilitate affirmative action measures, policies legalization and NYC G.o.K Development partners Youth Youth representation in public boards and committees

decision making No. of youth in public boards and committees Youths inclusion in public boards and committees

involved % of youth representation in all public boards and committees 5 years

Lobby for youth representation in both county and national governance e.g. in county and national legislative bodies Develop a national framework on mainstreaming in partnership with state and non-state actors

-advocate for affirmative action -Facilitate affirmative action measures, policies legalization and

NYC

G.o.K Development partners Youth

Youth representation in both county and national parliaments in place

No. of youth in County, National and Senate assemblies

Youths inclusion in legislation bodies

Increased youth representation in legislation bodies

5 years

-carry out a baseline survey -develop a mainstreaming policy -develop a legal frame work

NYC

G.o.K Development partners Youth

National framework developed

Legal frame work in place

Effective national framework on youth mainstreamin g

% of youth participation and representation in national development

3 years

Strategic Objective 7: Coordinate youth organizations and initiatives


- Establish a youth sector regulation -Develop regulations guidelines and NYC G.o.K Development Youth sector coordination Unified youth sector Improved youth services % youth participating in 5 years

and coordination mechanism

-Hold youth sector stakeholders and actors forums

partners Youth

code established

national development

- Establish a data base of all youth groups and youth serving organizations in the country.

-Identify and register Youth groups, youth focused NGOs and organizations, youth initiatives and programs - Hold youth sector actors engagement forums -Make the database operational and accessible -Review the database regularly

NYC

G.o.K Development partners Youth

Data prepared

base

Credible youth sector information available

Informed and networked youth sector

% of youth sector gross domestic product

5 years

STRATEGIC GOAL 3: Strengthen advocacy, policy and research on Youth issues


Strategic Objective 2: To Advocate, Facilitate and participate in the review of the national youth policy and other relevant policies affecting the youth.
Collect views on issues affecting young people that will inform NYP review Including lobbying. Carry out a baseline survey. NYC, National Government, Development Partners and the Private sector. Baseline survey conducted. Baseline survey report. Increased Understanding on issues affecting the youth for NYP review. % of Youth Informed increased. 2 years

Conduct sensitization workshops o NYP and NYC activities. Lobby for review of the procurement act to incorporate 30% affirmative action on tenders.

Conduct forums and workshops.

NYC

Fo Government, Development Partners and the Private sector.

Forums conducted.

No. Of forums conducted per county.

Increased number of youth informed per County.

% Increase in number of youths informed.

1 Year.

Create awareness among the youth on affirmative action policy on procurement.

NYC

Government, Development Partners and the Private sector.

Youth Informed

No of forums conducted per county

Increase awareness among the youth and stakeholders

% increase in no of youth and stakeholders Informed

2 years

Conduct stakeholder meetings to sensitize on the need to change procurement laws to accommodate the affirmative action policy. Formulate operational guidelines that protect youth against manipulation and Develop guidelines on youth protection and abuse.

NYC

Sta Stakeholders Government, Development Informed Partners and the Private sector.

No of stakeholder meetings held

2 years

NYC

Government, Development Partners and the Private sector.

Guidelines developed

No of Documentation and operational manual developed

Increased circulation of guideline manuals amongst youth and organizations dealing with youths

% increase of youth protected from manipulation and abuse

5 years

abuse

Strategic objective 4: To promote research and youth participation in formulation of policy by public institutions and organizations
Establish research and policy unit within the secretariat

Promote collation of data

NYC,

Government, Development Partners and the Private sector.

Unit established

No. units developed per county

Increased data collations and policy creation

% increase in data collection and policy creation

5 years

Development of policy unit

NYC

Government, Development Partners and the Private sector. Government, Development Partners and the Private

Policy units developed

Effective policy unit in place

5 years

Advocate for inclusion of youth agenda in both

Creating awareness through workshops at the

NYC

Workshops/forums organized

No of workshops organized nationally and at

Increased inclusion of youth at the national and county

% increase in youth

5 years

and county and national governments

national and counties

sector.

county level

level

involvement

STRATEGIC GOAL 4: Enhance financial sustainability and support of youth initiatives


Strategic objective 1: To mobilize adequate resources to support and fund youth programs

Strategy

Activities

Responsibility Lead Agency Other Agencies DYDE

Output

Output Indicators

Outcome

Outcome indicator

Time frame

Lobby for adequate budgetary allocation for NYC operations

Carry

out

needs from and

NYC

Youth needs identified

Needs assessment report

Adequate budgetary allocation

% of Programmes adequately funded

5 years

assessment youth stakeholders Hold meeting responsible

consultation with

NYC,

DYDE, PS, CS, TREASURY NATIONAL ASSEMBLY

Meeting Minutes and Reports

No. of meetings held

5 years

government officials

Preparation submission budget and

and of work

NYC

CS, TREASURY

Budget and Work Plan prepared and submitted

Programme based Budget and Work Plan

5 years

plan Identify development partners and their funding priority areas Consultation meetings with development partners to identify their funding priority areas Mobilize funding for Youth Programmes from development partners Proposal development to source for funding Hold consultative meetings with relevant development partners Formulate and pursue an investment plan to Develop a legal frame for the NYC investment NYC DYDE, CS, STAKEHOLD ERS Legal frame work developed Legal frame in place A viable investment plan in place Investment plan in place 1 year NYC NYC DEVELOPME NT PARTNERS DEVELOPME NT PARTNERS 5 years consultative meetings held No. of meeting held Proposals developed No. of proposals Increase funding from development partners Amount of funds sourced 5 years NYC Creation of data bank of development partners Development Partners Funding Priority Areas identified No. of Funding Priority areas NYC Data Bank Created Data Bank Data Bank of Development Partners and their Funding Priority Areas 5 years Development partners identified 5 years

enhance NYC/ youth programs sustainability

Develop an investment plan

NYC

DYDE, CS, STAKEHOLD ERS

Investment plan developed

Investment plan in place

1 year

Popularize the investment plan to the youth and stakeholders

NYC

STAKEHOLD ERS

Forums to popularize the Investment plan

No. of forums held 2 year

STRATEGIC GOAL 5: Develop institutional capacity


Strategic objective 5: To establish robust council structures, partnerships and integration both locally and internationally

Strategy

Activities

Responsibility Lead Agency Other Agencies

Output

Output Indicators

Outcome

Outcome indicator

Time frame

Establish the NYC structures

Procurement of office space and equipment at national and county levels

NYC

Min. D&P, Min. Land/ Housing

Office space and equipment acquired

National office in operational

Operational NYC.

NYC structures In place

5 years

No. of County offices operational

Recruitment of staff for national and county offices NYC Elections

NYC

Min. D&P

Staff recruited

No. of staff

5 years

NYC

Min. D&P

Elections conducted

No. of elected Officials No. of NYC, Board and Staff members trained

5 years

Carry out seminars, workshops, trainings, exchange programmes

NYC

NYC members, Advisory Board Members and Staff trained

5 years

Create local, regional and international partnerships and networks

Identify and partner with youth serving organizations

NYC

Youth Serving Organizations

Partnerships and Networks Created

No. of Partnerships and Networks No. of Partnerships and Networks

Strengthened partnerships and networks

Best Practices Shared

5 years

Subscribing to regional and international partnerships and networks

NYC

Regional & International Youth Serving Organizations, Min. EAA&T, Min. Foreign Affairs, Min. Interior Coordination

Partnerships and Networks Created

ANNEX 2:
Strategic Objective: Promote Youth employment, volunteerism and in National cohesion. Strategy Activities Responsibility Lead Agency Other Agencies 2013/2014 (Ksh Millions) 2014/2015 (Ksh Millions) (Ksh Millions) 2015/2016 2016/2017 (Ksh Millions) 2017/201 8 (Ksh Millions)

Coordinate establishme nt of a sustainable mentorship and internship program.

Identification of officers within public and private institutions to be mentors. Identification of organizations that can sanction mentorship, internship and volunteerism programs. Coordinate youth volunteerism and internship programs. On job training of youth.

NYC

NATIONAL GOVERNMENT

NYC

NATIONAL GOVERNMENT

3.4

05

0.5

NYC

NATIONAL GOVERNMENT

100

75

50

50

50

NYC,

DEVELOPMENT PARTNERS NATIONAL GOVERNMENT

3.5

Participate in the review of the Youth Employment Marshall Plan. Oversight role in public employment

Convene stakeholder forums to discuss youth Employment programs. Create awareness on the need to review the Marshall plan. Advocacy on the need to review the policy to accommodate young persons.

NYC,.

10

10

10

10

10

NYC

NATIONAL GOVERNMENT

10

NYC

DYDE, CS, STAKEHOLDERS

policy. Create structures that foster peace, national cohesion and social integration. Develop guidelines on NYC youth protection against physical and emotional abuse. National Government 5 Create awareness against negative ethnicity and mutual coexistence. NYC NATIONAL GOVERNMENT 40 -

Hold forums that promote National Patriotism and Integration. Organize multiethnic Exchange programs to foster social Integration among the youth. Enhance Conflict Resolution Mechanisms amongst the youth through benchmarking.

NYC

NATIONAL GOVERNMENT

47

NYC .

NATIONAL GOVERNMENT

20

20

10

10

10

NYC

NATIONAL GOVERNMENT

47

47

Popularize the youth Enterprise Developmen t fund and other funds targeting the youth. Create structures that foster peace, national cohesion and social integration.

Awareness creation on the youth fund and entrepreneurship training opportunities.

NYC

National government

20

14

7.3

8.1

Create awareness against negative ethnicity and mutual coexistence. Hold forums that promote National Patriotism and Integration.

NYC

National Government

10

NYC

National Government

30

35

42

50

62

Strategic objective: To promote the inclusion of youth in decision making bodies Strategy Activities Responsibility 2013/2014 2014/2015( Ksh 2015/2016 2016/201 7 2017/2018 (Ksh

(Ksh Millions) Advocate for inclusion of youth agenda in both and county and national government mobilize youth for participation in national development -Carry out seminars, workshops forums to and hold NYC National Government 40 Creating awareness through workshops at the national and counties NYC, National Government 47

Millions)

(Ksh Millions)

(Ksh Millions) -

Millions)

50

42

45

49

55

sensitize

youth on areas and ways of participation in

national development Involve youth in all decision making bodies and processes -Draw reference terms for of state NYC National Government 10 2 2 2 2

agencies and non-state youth sector actors

engagement -Identify and engage

relevant stakeholders

Lobby for youth representation in all public boards and committees. Develop a national framework on mainstreaming in partnership with state and non-state actors

-advocate affirmative action -Facilitate action

for

NYC

National Government

affirmative measures,

legalization and policies - carry out a baseline survey - develop a mainstreaming policy - develop a legal frame work NYC National Government 15 -

Strategic Objective : To coordinate youth organizations and initiatives Strategy Activities Responsibility 2013/2014 2014/201 5 - Establish a data base of all youth groups and youth -Identify and register Youth groups, youth focused NGOs and organizations, youth NYC Development partners 100 50 2015/201 6 50 2016/201 7 50 2017/201 8 50

serving organization s in the country.

initiatives and programs - Hold youth sector actors engagement forums -Make the database operational and accessible -Review the database regularly

- Establish a youth sector regulation and coordination mechanism

-Develop guidelines and regulations - Hold youth sector stakeholders and actors forums

NYC

Development partners

20

10

10

10

10

Strategic Objective: To Advocate, Facilitate and participate in the review of the national youth policy and other relevant policies affecting the youth. Strategy Activities Responsibility 2013/2014 (Kshs Millions) 2014/201 5 (Kshs Millions) 2015/2016 (Kshs Millions) 2016/2017 (Kshs Millions) 2017/2018 (Kshs Millions)

Carry out a baseline survey. Collect views on issues affecting young people that will inform NYP review Including CC Conduct stakeholder lobbying meetings/Forums. Co consultative review meetings

NYC

National Government, Development Partners and the Private sector. National Government, Development Partners and the Private sector. National Government, Development Partners and the Private sector. National Government, Development Partners and the Private sector.

40

NYC

47

Conduct sensitization workshops o NYP and NYC activities. Lobby for review of the procurement act to incorporate 30% affirmative action on tenders.

Conduct forums and workshops.

NYC

47

47

Create awareness among the youth on affirmative action policy on procurement. Follow up on the implementation Role of NYC to upscale youth businesses to be able to take advantage of affirmative action plans

NYC

20

14

10

Formulate operational guidelines that protect youth against manipulation and abuse

Carry out an appraisal Develop guidelines on youth protection and physical and emotional abuse.

NYC,

National Government

10

10

Strategic Objective: To promote research and youth participation in formulation of policy by public institutions and organizations

Strategy

Activities

Responsibility

2013/2014 (Ksh Millions)

2014/2015 (Ksh Millions)

2015/2016 (Ksh Millions)

2016/2017 (Ksh Millions)

2017/2018 (Ksh Millions)

Establish research and policy unit within the secretariat Advocate for inclusion of youth agenda in both and

Promote collation of data

NYC,

National Government

3.3

Development of policy unit

NYC,

National Government

5.6

Creating awareness through workshops at the national and counties

NYC,

Development partners

60

67

74

86

97

county and national government

Strategic Objective: To mobilize adequate resources to support and fund youth programs Strategy Activities Responsibility Lead Agency Lobby for adequate budgetary allocation for NYC operations Carry out needs assessment from stakeholders Hold consultation meeting with responsible government officials NYC NYC Other Agencies 2013/2014 (Kshs Millions) 2014/2015 (Kshs Millions) 2015/2016 (Kshs Millions) 2016/2017 (Kshs Millions) 2017/2018 (Kshs Millions)

DYDE DYDE, PS, CS, TREASURY, NATIONAL ASSEMBLY CS, TREASURY -

10 2

10 2

10 2

10 2

10 2

Preparation and submission of budget and work plan Identify development partners and their funding priority areas Creation of data bank of development partners Consultation meetings with development partners to identify their funding priority

NYC

NYC

NYC

10

10

15

15

15

areas Mobilize funding for Youth Programmes from development partners Formulate and pursue an investment plan to enhance NYC/ youth programs sustainability Proposal development to source NYC for funding Development Partners 2 2 2 2 2

Develop a legal framework for the NYC investment plan Develop an investment plan Popularize the investment plan to the youth and stakeholders and pursue the implementation of the plan

NYC

DYDE,CS, Stakeholders DYDE,CS. National Government, Stakeholders, Development Partners

NYC NYC

2 20

500

300

250

150

Strategic Objective: To establish robust council structures, partnerships and integration both locally and internationally Activities Responsibility Lead Other Agencies 2013/2 014 2014/2015 2015/2016 2016/201 7 2017/2018

Agency Procurement of office space and equipment at national and county levels Recruitment of staff for national and county offices NYC elections NYC Min. D&P, Min. Land/ Housing 100 80 60 54 38

NYC

Min. D&P

250

250

300

300

350

NYC

Min. D&P, DEVELOPMENT PARTNERS Min. D&P Min. D&P

20

70

10

10

Identification of training needs Carry out seminars, workshops, trainings, exchange programmes Identify and partner with youth serving organizations Subscribing to regional and international partnerships and networks

NYC NYC

10 250

12 262

14.2 279

16.8 285

18.2 290

NYC

Youth Serving Organizations Regional & International Youth Serving Organizations, Min. EAA&T, Min. Foreign Affairs, Min. Interior Coordination.

NYC

10

12.1

15

16.8

17.9

TOTAL

1801.9

1754.8

2030.9

1733

1745.5