draft nyc strategc plan

7/28/2019 DRAFT NYC Strategc Plan

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THE KENYA NATIONAL YOUTH COUNCIL

STRATEGIC PLAN


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BOARD MEMBERS PAID THE CABINET SECRETARY ACOURTESY CALL


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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


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

CHAPTER THREE:..................................................................................................................................... 16

SITUATIONAL ANALYSIS...................................................................................................................... 16

3.0 ENVIRONMENTAL ANALYSIS ............................................................................................... 16

3.1 PESTEL ANALYSIS .................................................................................................................. 17

3.2 SWOT ANALYSIS ..................................................................................................................... 20

3.3 STAKEHOLDER ANALYSIS .................................................................................................... 21

CHAPTER FOUR ........................................................................................................................................ 24

STRATEGIC FOCUS................................................................................................................................. 24

4.0 Vision.......................................................................................................................................... 24

4.1 Mission ....................................................................................................................................... 24

4.2 Core Values................................................................................................................................. 25

4.3 Strategic Goals ............................................................................................................................ 26

4.4 Strategic Objectives ..................................................................................................................... 26

CHAPTER 5: ........................... .......................... ......................... ........................... ......................... .............. 31

INSTITUTIONAL CAPACITY .................................................................................................................. 31


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

ANNEX 1: IMPLEMENTATION MATRIX


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FOREWARD


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PREFACE


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ABBREVIATION AND ACRONYMS

AIDS Acquired Immune Deficiency Syndrome

BDS Business Develop Service

CBO Community Based Organization

CDF Constituency Development Fund

CEO Chief Executive Officer

DFID Department of International Development

DYDE Directorate of Youth Development and Empowerment

FY Financial Year

GOK Government of Kenya

HIV Human Immuno-Deficiency Virus

ICT Information Communication Technology

KEFRI Kenya Forest Research Institute

KTTF Kenya Travel and Tourism Fair

MDGs Millennium Development Goals

NEMA National Environmental Management Authority


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UNDP United Nations Development Programme

UNEP United Nations Environmental Programme

UNFPA United Nations Fund for Population Activities

UNICEF United Nations Childrens Education Fund

VCT Volunteer Counseling and Testing

VTI Vocational Training Institutes

VSO Volunteer Service Oversees

WPAY World Programme of Action for Youth

YAB Youth Advisory Board

YAGPO Youth Access to Government Procurement Opportunities

YSO Youth Serving Organizations

YEDF 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 socio-

political 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.


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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 asenvisaged will be instrumental on the following fronts:


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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


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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 andEmpowerment 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


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Strategic Goals:

1. Promote youth employment and participation in national cohesion, leadership andentrepreneurship.

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 estimatedKshs.8.96 Billion will be required. These funds will be sourced from the government and from

development partners.


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CHAPTER 1:

INTRODUCTION

1.0.BackgroundIn 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


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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


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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.


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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 County NYC Committee County Delegates Forum


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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 21st

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


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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 aspoverty 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* 2005** 2006*

Age Male Female Total Male Female Total Male Female Total

15-

19

1,682 1,721 3,403 2,149 2,143 4,292 2,009 2,041 4,150

20 1 329 1 504 2 833 1 850 1 866 3 716 1 874 1 924 3 798


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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

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

Age Nairobi Centr al Coast Eastern Nor th

Eastern

Nyanza Rif t Val ley Western

15-19 215,566 445,891 275,355 571,473 125,355 556,971 811,003 401,564

20-24 338,034 371,878 261,108 409,375 82,714 401,114 679,965 288,730

25-29 299,569 312,458 222,220 321,720 62,755 290,493 542,077 208,211

Total 853,169 1,130,22

7

758,683 1,302,56

8

270,824 1,248,578 2,033,045 898,505


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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 ownindividual youth programmes and policies which are not harmonized;

Lack of adequate resources to implement youth programmes;Th ili i d d id bli i f h h i i i


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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 termplans 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


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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 socio-

economic 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 theyouth.

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 institutionsand organizations

To Promote the inclusion of youths in decision making bodies boards agencies and otherpublic institutions and organizations

To Promote and popularize the youth enterprise development fund and such other devolvedfund targeting the youth as may be established from time to time

To mobilize resources to support and fund youth programmes and initiatives


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Youth Crime and DrugsYouth and EnvironmentLeisure, Recreation and Community ServiceSports 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 (20132017).

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.


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Legal frame work to support Youth focused NGOs, CBOs, private and public (PPP) sectorpartnership in youth development framework;

Transformation of Youth Enterprise Development Fund into a credit guarantee organization;Implementation of the Sports ACT;Enactment of affirmative action billYouth protection policyBiashara Kenya BillReview of National Youth Service Act YEDF BillYAGPO 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 structuresc) Lack of Youth Information Management Systems


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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 Functional Relationship Expected outcome

Finance Financing the councils

recurrent and development

budgets

Increased services for the youth

and increased activities for the

sports persons.

Labour Collaborate or employment

issues

Demand driven employment

programmes.

Education Collaborate on provision of

quality education.

Provision of quality education

Gender, Children and Social

Development

Collaborate on Gender

issues.

Gender mainstreaming in all areas.

Planning National

Development and Vision 2030

Guiding on planning matters Realistic plans

Environment and Natural Collaborate on Clean and healthy environment.


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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

Fund

Collaborate on BDS Growing youth businesses

Sports Stadia Management

Board

Stadia Management More sporting

National Environmental

Management Authority

Environment protection Environmental jobs

KTTF Promotion of Sports Tourism Jobs in tourism sector

Kenya Institute of Education BDS Growing Youth Businesses


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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:

SI TUATIONAL 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 NYCwill be operating.

b) To ensure the council captures vital information that will guarantee its efficiencyin serving Kenyan Youth.

c) Outcomes were evaluated within the context of their impact to the NYC.


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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)

-Restructuring of

government

-Devolution infrastructure will bring services

closer to Kenyan youth

-Uncertainty as to

whether the council

needs to amend the

relevant policy

documents to offer

devolved services

P li i l G d ill E f li d P ibili f li i l


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ECONOMIC

FACTORS

OPPORTUNITIES (conditions created to


agenda)

THREATS (conditions


affect the councils


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.

Existence of

government lendinginitiatives(youth fund

CDF)

-Increased access to funding by the youth

-Enhanced partnerships.

-Lack of research based

approaches.-Inadequate capacity by

the youth to manage the

funds.

-possible

misappropriation of the

funds by the youth.

SOCIAL FACTORS OPPORTUNITIES THREATS (conditions


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-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

-Enhancement of skills among the youth. -Exploitation of youth

Rising population(youth

bulge)

-Sufficient manpower -Rising insecurity

TECHNOLOGICAL OPPORTUNITIES (conditions created to


agenda)

THREATS (conditions


affect the councils


agenda)

ICT Infrastructure -Remodel ICT villages.

- E-learning.

-Increased e-waste

-Increased social


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agenda)

Environmental

Degradation

- Green entrepreneurship -Natural disasters

LEGAL OPPORTUNITIES(conditions created to


agenda)

THREATS (conditions


affect the councils


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

3.2 SWOT ANALYSIS

STRENGTHS WEAKNESSES


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Boards.

OPPORTUNITIES THREATS

-Linkages with international institutions. -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. -Negative perceptions.

-Recognition by local, regional and international

youth actors.

-Opportunity to develop legal framework for

advocacy of the youth.

-Globalization of youth issues.

3.3 STAKEHOLDER ANALYSIS

N NAME OF FUNCTION CHARACTERISTICS AND POTENTIAL AREA OF


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Feedback Customers Monitoring and evaluation Public participation

2 National

Government Funding Adherence to mandate

Good corporate governance Good service delivery Oversight of implementation of Vision

2030

Funding Service delivery Networking Policy Legislation Credit guarantee

schemes

3 Youth Enterprise

Development

Fund

Access to credit Enterprise development Commercial Infrastructure Market linkages Labor export

Advocacy Financing Networking Marketing

4 Directorate of

YouthDevelopment and

Empowerment

Adherence to mandate Good corporate governance Good service delivery Development and implementation of

strategic plan

Efficiency in service delivery to thepublic

Timely implementation of programmes

Networking Policy Funding Service delivery

5 Kenya Private

Sector Alliance Internship Apprenticeship Training Job creation

Financing

Advocacy6 National Youth

Service Skills development and training Community service Nationalism/patriotism

Training Capacity development Community service


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Protection of lives and property Securing individual liberties Service delivery Correctional services

12 County

Government Service delivery

Funding

Service delivery Networking County youth strategy Financing Credit guarantee schemes

13 Youth focused

NGOs and CBOs Service provision Project proposal Capacity building Networking

Service provision Project generation and

implementation Monitoring and evaluation Capacity building Training Networking

14 Youth groups Networking Service delivery Mobilization Networking

Service delivery Registration

15 Religious Bodies Spiritual nourishment

Guidance and counseling Social integration

Mobilization

Motivation Synergies National cohesion and

integration

16 Media Appropriate briefing Advertisement Positive reporting on Youth

Marketing and advertising Advocacy Employment

17 Political leaders Influence masses Influence policy Mobilize resources

Mobilization of resourcesand youth

Policy development L i l ti


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22 Ministry of

Foreign Affairs Linkages International Policy Social integration International Policy

CHAPTER FOUR

STRATEGIC FOCUS


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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 undertakenby 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 governmentpolicy statements;


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Formulate operational guidelines that protect the youth against any form of abuse ormanipulation;

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 otherpublic institutions and organizations;

Promote and popularize the Youth Enterprise Development Fund and such otherdevolved 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 ofthe foregoing.

4.3 Strategic Goals

Promote youth employment and participation in national cohesion, leadership andentrepreneurship

Coordinate and promote mainstreaming of youth issues in national development Strengthen advocacy, policy and research on youth issues


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To promote the inclusion of youth in decision making bodies, agencies and other publicinstitutions and organizations

To promote research and mobilize youth participation in formulation andimplementation of policies by public institutions and organizations

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

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 STRATEGIES

To Promote youth employment,

volunteerism and national cohesion

Advocate and Participate in the review of the Youth

Employment Marshall Plan.

Oversight role in public employment policy

Coordinate establishment of a sustainable

hi d i hi


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Strategic Objective Strategies

1. To promote the inclusion of youth indecision making bodies, agencies

and other public institutions and

organizations.

- Enhance youth leadership and governancecapacities.

- mobilize youth for participation in nationaldevelopment

- Lobby for youth representation in all publicboards and committees.

- Lobby for youth representation in both countyand national governance e.g. in county andnational legislative bodies

- Develop a national framework onmainstreaming in partnership with state and

non-state actors

2. Coordinate youth organizations andinitiatives

-Establish a youth sector regulation andcoordination mechanism

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

Goal 3: Strengthen advocacy, policy and research on youth issues


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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

Establish research and policy unit within the

secretariat

Advocate for inclusion of youth agenda in both

and county and national governments

Goal 4: Enhance financial sustainability and support of youth initiatives

Strategic Objective Strategies

To mobilize adequate resources to support

and fund youth programs

Lobby for adequate budgetary allocation for

NYC operations

Identify development partners and their funding

priority areas

Mobilize funding for Youth Programmes from

development partners


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To establish robust council structures,

partnerships and integration both locally

and internationally

Establish the NYC structures

Create local, regional and internationalpartnerships and networks


46/74

31

CHAPTER 5:

I NSTITUTIONAL CAPACITY

5.0 Organizational Structure and Staffing LevelsTHE KENYA NATIONAL YOUTH COUNCIL

INTERNAL AUDITOR

NATIONAL YOUTH COUNCIL

YOUTH ADVISORY BOARD NYC COMMITTEES

CHIEF EXECUTIVE OFFICER

FINANCE AND ADMINISTRATION

LEGAL OFFICER

OPERATIONS MANAGER

PROCUREMENT

OFFICER

Administration

Officer

PUBLIC RELATIONSPROGRAM OFFICERACCOUNTANT

COUNTY SECRETARIES

SUB-COUNTY SECRETARIES

WARD SECRETARIES

Accounts

Assistants

Administration

Assistant

Supplies Chain

Management

Assistant

HR

OFFICER

HRM

Assistant

ICT Assistants


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5.1 Structure Levels

Establishment

LEVEL TITLE Proposed In post

1. Chief Executive Officer 1 1

2. General Manager 1

3. Chief Operations Manager 1

4. Operations Manager 1 1

5. Finance Administration Manager 1 16. HRM Officer 2 1

PRO Officer 1 1

Legal Officer 1 1

Accountant 1 1

Program Officers 1 1

Supply Chain 1 1

Administration Officer 1 1

7 Senior HRM Assistant 1

Senior Accounts Assistant 1

Senior Supplies Chain Assistants 1

ICT Assistants 1 1

8. Senior Administrative assistants /Secretary (diploma holders)

Growth scales of cadre 11 3

9. Administrative assistants 5 2


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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


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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 assistthe 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


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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 Output Output

Indicators

Outcome Outcome

indicator

Time

frame

Lead

Agency

Other Agencies

Advocate and

Participate in the

review of the

Youth

Employment

Marshall Plan.

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.

% rise in

volunteers.

5 years

Convene stakeholder forums to

discuss youth Employment

programs.

NYC, Government,

Development

Partners and the

Private sector.

Stakeholder

forums

conducted.

No. of Forums

conducted per

county.

5 years

Coordinate

establishment of a

sustainable

mentorship and

Identification of officers within

public and private institutions to

be mentors.

NYC, Government,

Development

Partners and the

Private sector.

Officers

identified.

No. of mentors. Increased

number of

youth

% Increase in

the number of

youth

1years


51/74

internship

program.

Identification of youth to

participate in the mentorship

and internship program.

NYC, 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, Government,

Development

Partners and the

Private sector.

Youth Trained. No. of Youth

Trained per

county.

5 years

Oversight role in

public

employment

policy.

Advocacy on the need to review

the policy to accommodate

young persons.

NYC, Government,

Development

Partners and the

Private sector.

Employment

Policy Reviewed.

No. of Youth

employed per

county.

Increased

youth

employment

% Increment

in youth

Employment.

5 years

Create structuresthat foster peace,

national cohesion

and social

integration.

Create awareness againstnegative ethnicity and mutual

coexistence.

NYC, Government,Development

Partners and the

Private sector.

National andCounty Forums

conducted.

No. of ForumsConducted per

county.

ReducedEthnic

Conflicts

amongst

Kenyan

Communities.

% Reductionin conflicts.

3 years

Hold forums that promote

National Patriotism and

Integration.

NYC, Government,

Development

Partners and the

Private sector.

National and

County Forums

conducted.

No. of Forums

Conducted per

county.

3 years

Organize multiethnic Exchange

programs to foster socialIntegration among the youth.

NYC, Government,

Development

Partners and the

Private sector.

National and

County ExchangePrograms

conducted.

No. of

Exchangeprograms

conducted per

county.

3 years


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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.

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.

Awareness creation on the fund

and entrepreneurship training

opportunities.

NYC,

Government,Development Partners


Informed youth. No. of youth

informed per

county.

Increased

number of

informed

youth per

county.

% of

Informed

youth

increased.

3 years

Create structures

that foster peace,

national cohesion

and social

integration.

Create awareness against

negative ethnicity and mutual

coexistence.

NYC

,

Government,



National and

County Forums

conducted.

No. of Forums

Conducted per

county.

Reduced

Ethnic

Conflicts

amongst

Kenyan

Communities.

% Reduction

in conflicts.

3 years

Hold forums that promote

National Patriotism and

Integration.

NYC

,

Government,



National and

County Forums

conducted.

No. of Forums

Conducted per

county.

3 years


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Indicators

Outcome Outcome

indicator

Time

frameLead

Agency

Other

Agencies

- Enhance youthleadership and

governance

capacities.

-Carry out a training needs

assessment on youth leadership

and governance

-Design the training program

-Mobilize stakeholders and

youth for the training

-Carry out the training

NYC G.o.K

Development

partners

Youth

-Trained youths No. of youth

trained

Increased

youth

participation

in leadership

Enhanced youth

leadership and

governance

capacities

5 years

- mobilize youthfor

participation in

national

development

-Carry out seminars,

workshops and hold forums tosensitize youth on areas and

ways of participation in

national development

NYC G.o.K

Developmentpartners

Youth

Sensitization

forums held

No. of youth

sensitized

Increased

youthparticipation

national

development

activities

% of youth

participating innational

development

5 years

-Prepare and participate in

celebrating the National Youth

Week, International Youth Day

and the National Youth Summit

NYC G.o.K

Development

partners

Youth

participating

Youth

No. of

participating

youth

- Involve youth inall 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


54/74

stakeholders decision making involved

- Lobby foryouth

representation

in all publicboards and

committees.

-advocate for affirmative action

-Facilitate affirmative action

measures, legalization andpolicies

NYC G.o.K

Development

partnersYouth

Youth

representation

in public boardsand committees

No. of youth in

public boards and

committees

Youths

inclusion in

public boardsand

committees

% of youth

representation in

all public boardsand committees

5 years

- Lobby foryouth

representation

in both county

and national

governance e.g.

in county and

national

legislative

bodies

-advocate for affirmative action

-Facilitate affirmative action

measures, legalization and

policies

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

- Develop anational

framework on

mainstreaming

in partnership

with state andnon-state actors

-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 youthsector regulation

-Develop guidelines and

regulations

NYC G.o.K

Development

Youth sector

coordination

Unified youth

sector

Improved

youth services

% youth

participating in

5

years


55/74

and coordination

mechanism

-Hold youth sector stakeholders

and actors forums

partners

Youth

code

established

national

development

-Establish a database of all youthgroups 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 base

prepared

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 NYPreview Including

lobbying.

Carry out a baseline

survey.

NYC, National

Government,

Development

Partners andthe Private

sector.

Baseline survey

conducted.

Baseline survey

report.

Increased

Understanding on

issues affecting the

youth for NYP

review.

% of Youth

Informed

increased.

2 years


56/74

Conduct

sensitization

workshops o NYP

and NYC

activities.

Conduct forums and

workshops.

NYC 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.

Lobby for review

of the

procurement act

to incorporate

30% affirmative

action on tenders.

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.

NYC Government,

Development

Partners and

the Private

sector.

Stakeholders

Informed

No of stakeholder

meetings held

2 years

Formulate

operational

guidelines that

protect youth

against

manipulation and

Develop guidelines

on youth protectionand abuse.

NYC Government,

DevelopmentPartners 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


57/74

abuse

Strategic objective 4: To promote research and youth participation in formulation of policy by public institutions and

organizations

Establish research

and policy unitwithin the

secretariat

Promote collation

of data

NYC, Government,

Development

Partners and

the Private

sector.

Unit established No. units

developed percounty

Increased data

collations andpolicy creation

% increase in

data collectionand policy

creation

5 years

Development of

policy unit

NYC Government,

Development

Partners and

the Private

sector.

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 Government,

Development

Partners and

the Private

Workshops/forums

organized

No of workshops

organized

nationally and at

Increased inclusion

of youth at the

national and county

% increase in

youth

5 years


58/74

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 Output Output Indicators Outcome Outcome

indicator

Time

frameLead

Agency

Other

Agencies

Lobby for

adequate

budgetary

allocation for

NYC operations

Carry out needs

assessment from

youth and

stakeholders

NYC DYDE Youth needs identified Needs assessment

report

Adequate budgetary

allocation

% of Programmes

adequately funded

5 years

Hold consultation

meeting with

responsible

government officials

NYC, DYDE, PS,

CS,

TREASURY

NATIONAL

ASSEMBLY

Meeting Minutes and

Reports

No. of meetings

held

5 years

Preparation and

submission of

budget and work

NYC CS,

TREASURY

Budget and Work Plan

prepared and submitted

Programme based

Budget and Work

Plan

5 years


59/74

plan

Identify

development

partners and their

funding priority

areas

Creation of data

bank of

development

partners

NYC - Data Bank Created Data Bank Data Bank of

Development

Partners and their

Funding Priority

Areas

Development

partners identified

5 years

Consultation

meetings with

development

partners to identify

their funding

priority areas

NYC - Development Partners

Funding Priority Areas

identified

No. of Funding

Priority areas

5 years

Mobilize

funding for

Youth

Programmes

from

development

partners

Proposal

development to

source for funding

NYC DEVELOPME

NT

PARTNERS

Proposals developed No. of proposals Increase funding

from development

partners

Amount of funds

sourced

5 years

5 years

Hold consultative

meetings with

relevant

development

partners

NYC DEVELOPME

NT

PARTNERS

consultative meetings

held

No. of meeting

held

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


60/74

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


Indicators

Outcome Outcome

indicator

Time

frameLead Agency Other

Agencies

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

No. of

County

offices

operational

Operational

NYC.

NYC

structures

In place

5 years


61/74

Recruitment of staff for national

and county offices

NYC Min. D&P Staff recruited No. of staff 5 years

NYC Elections NYC Min. D&P Elections

conducted

No. of elected

Officials

5 years

Carry out seminars, workshops,

trainings, exchange programmes

NYC - NYC members,

Advisory Board

Members and

Staff trained

No. of NYC,

Board and

Staff

members

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

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

No. of

Partnerships

and Networks


62/74

ANNEX 2:

Strategic Objective: Promote Youth employment, volunteerism and in National cohesion.

Strategy Activities Responsibility 2013/2014

(Ksh

Millions)

2014/2015

(Ksh

Millions)

2015/2016

(Ksh

Millions)

2016/2017

(Ksh

Millions)

2017/201

8

(Ksh

Millions)

Lead

Agency

Other Agencies


63/74

Coordinate

establishme

nt of a

sustainable

mentorship

and

internship

program.

Identification of officers

within public and private

institutions to be

mentors.

NYC NATIONAL

GOVERNMENT

5 3 - - -

Identification of

organizations that can

sanction mentorship,

internship and

volunteerism programs.

NYC NATIONAL

GOVERNMENT

5 3.4 2 05 0.5

Coordinate youth

volunteerism and

internship programs.

NYC NATIONALGOVERNMENT

100 75 50 50 50

On job training of youth. NYC, DEVELOPMENT

PARTNERS

3 3.5 4 - -

Participate

in the review

of the Youth

Employment

Marshall

Plan.

Convene stakeholder

forums to discuss youth

Employment programs.

NYC,. NATIONAL

GOVERNMENT

10 10 10 10 10

Create awareness on the

need to

review the Marshall plan.

NYC NATIONAL

GOVERNMENT

10 - - - -

Oversight

role in

public

employment

Advocacy on the need to

review the policy to

accommodate young

persons.

NYC DYDE, CS,

STAKEHOLDERS

5 - - - -


64/74

policy.

Create

structures

that fosterpeace,

national

cohesion

and social

integration.


negative ethnicity and

mutual coexistence.

NYC NATIONAL

GOVERNMENT

40 - - - -

Develop guidelines on

youth protection against

physical and emotional

abuse.

NYC National

Government

- 5 - -

Hold forums that

promote National

Patriotism and

Integration.

NYC NATIONAL

GOVERNMENT

47 - - - -

Organize multiethnic

Exchange programs to

foster social Integration

among the youth.

NYC

.

NATIONAL

GOVERNMENT

20 20 10 10 10

Enhance Conflict

Resolution Mechanisms

amongst the youth

through benchmarking.

NYC NATIONAL

GOVERNMENT

47 47 - - -


65/74

Popularize

the youth

Enterprise

Developmen

t fund and

other funds

targeting the

youth.

Awareness creation on

the youth fund and

entrepreneurship training

opportunities.

NYC National

government

20 14 7.3 8.1 6

Create

structures

that foster

peace,

national

cohesion

and social

integration.


negative ethnicity and

mutual coexistence.

NYC National

Government

10 - - - -

Hold forums that

promote National

Patriotism and

Integration.

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


66/74

(Ksh

Millions)

Millions) (Ksh

Millions)

(Ksh

Millions)

Millions)

Advocate for

inclusion ofyouth agenda

in both and

county and

national

government

Creating awareness

through workshops atthe national and

counties

NYC, National

Government

47 50 - - -

mobilize youth

forparticipation in

national

development

-Carry out seminars,

workshops and hold

forums to sensitize

youth on areas and ways

of participation in

national development

NYC National

Government

40 42 45 49 55

Involve youth

in all decision

making bodies

and processes

-Draw terms of

reference for state

agencies and non-stateyouth sector actors

engagement

-Identify and engage

relevant stakeholders

NYC National

Government

10 2 2 2 2


67/74

Lobby for

youth

representation

in all public

boards and

committees.

-advocate for

affirmative action

-Facilitate affirmative

action measures,

legalization and policies

NYC National

Government

3 1 1 1 1

Develop a

national

framework on

mainstreaming

in partnership

with state and

non-state

actors

- 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

2015/201

6

2016/201

7

2017/201

8

-Establish adata base of

all youth

groups and

youth

-Identify and register

Youth groups, youth

focused NGOs and

organizations, youth

NYC Development

partners

100 50 50 50 50


68/74

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 ayouth 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.


(KshsMillions)

2014/201

5 (KshsMillions)

2015/2016

(KshsMillions)

2016/2017

(KshsMillions)

2017/2018

(KshsMillions)


69/74

Collect views

on issues

affecting young

people that will

inform NYP

reviewIncluding

lobbying

Carry out a baseline survey. NYC National

Government,

Development

Partners and the

Private sector.

40 - - - -

Conduct stakeholder

meetings/Forums.

consultative review meetings

NYC National

Government,

Development

Partners and the

Private sector.

47 - - - -

Conduct

sensitization

workshops oNYP and NYC

activities.

Conduct forums and

workshops.

NYC National

Government,

DevelopmentPartners and the

Private sector.

47 47 - - -

Lobby for

review of the

procurement

act to

incorporate

30%

affirmative

action on

tenders.

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 National

Government,

Development

Partners and the

Private sector.

20 14 10 9 9


70/74

Formulate

operational

guidelines that

protect youth

against

manipulationand 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


(Ksh

Millions)

2014/2015

(KshMillions)

2015/2016

(Ksh

Millions)

2016/2017

(KshMillions)

2017/2018

(KshMillions)

Establish

research and

policy unit

within the

secretariat

Promote collation of data NYC, National

Government

3.3 - - - -

Development of policy unit NYC, National

Government

5.6 - - - -

Advocate for

inclusion of

youth agenda

in both and

Creating awareness through

workshops at the national and

counties

NYC, Development

partners

60 67 74 86 97


71/74

county and

national

government

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


(Kshs

Millions)

2014/2015

(Kshs

Millions)

2015/2016

(Kshs

Millions)

2016/2017

(Kshs

Millions)

2017/2018

(Kshs

Millions)Lead

Agency

Other Agencies

Lobby for

adequate

budgetary

allocation for

NYC

operations

Carry out needs assessment

from stakeholders

NYC DYDE 10 10 10 10 10

Hold consultation meeting with

responsible government

officials

NYC DYDE, PS, CS,

TREASURY,

NATIONAL

ASSEMBLY

2 2 2 2 2

Preparation and submission of

budget and work plan

NYC CS,

TREASURY

1 1 1 1 1

Identify

development

partners and

their funding

priority areas

Creation of data bank of

development partners

NYC - 5 3 2 2 2

Consultation meetings with

development partners to

identify their funding priority

NYC - 10 10 15 15 15


72/74

areas

Mobilize

funding for

Youth

Programmesfrom

development

partners

Proposal development to source

for funding

NYC Development

Partners

2 2 2 2 2

Formulate

and pursue an

investment

plan to

enhance

NYC/ youthprograms

sustainability

Develop a legal framework for

the NYC investment plan

NYC DYDE,CS,

Stakeholders

2 - - - -

Develop an investment plan NYC DYDE,CS. 2 - - - -

Popularize the investment plan

to the youth and stakeholders

and pursue the implementation

of the plan

NYC National

Government,

Stakeholders,

Development

Partners

20 500 300 250 150

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

Activities Responsibility 2013/2

014

2014/2015 2015/2016 2016/201

7

2017/2018

Lead Other Agencies


73/74


74/74

draft nyc strategc plan

Documents