Kenya Youth Employment and Skills Program, K-YES

Bungoma Garissa

Kwale

Kericho

Nairobi

West Pokot

Migori

Kisii Nyeri

Kenya Youth Employment and Skills Program, K-YESFinal Report

October 2015–September 2020

Kenya Youth Employment and Skills Program, K-YESFinal Report

October 2015–September 2020

Contract No.: AID-OAA-1-15-00008

Submitted to: Pamela Wesonga Contracting Officers Representative

United States Agency for International Development/Kenya Village Market 00621 Nairobi, Kenya

Submitted by: Joyce Kageha Wafula K-YES Program Chief of Party RTI International P.O. Box 1181-00621 Westwood, Ring Road Westlands Road Nairobi, Kenya

The views expressed by the authors at RTI International do not necessarily reflect the views of the United States Agency for International Development or the United States Government.

Cover photo: credit: Alex Kamweru and Alex Kamweru for RTI International.

Kenya youth Employment and Skills (K-YES) Program – II –

Table of ContentsABBREVIATIONS ..................................................................................................................................................................... VII

EXECUTIVE SUMMARY .................................................................................................................................. 1K-YES Program Overview ..................................................................................................................................................... 1

K-YES Impact ............................................................................................................................................................................. 2

Sustainability Through Partnerships and Capacity-Building ........................................................................................... 2

Respecting and Reinforcing the Value of Youth Voices .................................................................................................... 2

Embodying the Journey to Self-Reliance (J2SR) Was a Hallmark of K-YES ............................................................... 3

Links to United States Government (USG) and Government of Kenya (GoK) Programs and Initiatives .......... 3

K-YES Program Results ........................................................................................................................................................... 4

Summary of K-YES Achievements ....................................................................................................................................... 5

PREACT CVE ............................................................................................................................................................................. 7

Communication ..................................................................................................................................................................... 7

Support to CGs and Youth Partners Undertaking Coronavirus Disease 2019 (COVID-19)-Related Activities 7

Quantitative Impact .................................................................................................................................................................. 8

Objective 1: Accelerated Vocational Training Transformation Systems ........................................................................ 8

Objective 2: Increased Enterprise Development and Access to Finance (Cumulative) .......................................... 8

Objective 3: Increased Employment Opportunities for Youth in Agribusiness ......................................................... 9

Objective 4: Partnership and Sustainability ....................................................................................................................... 9

Gender Equity ......................................................................................................................................................................... 9

Continuous Adaptation and Learning ................................................................................................................................. 11

Lessons Learned .................................................................................................................................................................... 12

KEY ACHIEVEMENTS ....................................................................................................................................... 13Activity Background ................................................................................................................................................................ 13

Program Objectives .............................................................................................................................................................. 13

Key Achievements by Objective ............................................................................................................................................ 16

Youth Employment Ecosystem Assessment and Validation Workshops ..................................................................... 16

Objective 1: Improved Technical and Vocational Skills of Youth Participants ............................................................ 17

Objective 2: Increased business skills ................................................................................................................................. 34

Objective 3: Agribusiness Development ............................................................................................................................ 40

Objective 4: Partnerships for Sustainability ...................................................................................................................... 44

5. Gender Equity and Integration ........................................................................................................................................ 51

6. Grants under Contract (GUCs) ..................................................................................................................................... 58

7. PREACT Countering Violent Extremism (CVE) .......................................................................................................... 60

8. CVE Stakeholder Forums ................................................................................................................................................ 61

9. Communications ................................................................................................................................................................. 61

10. COVID-19 Response ....................................................................................................................................................... 63

Constraints ................................................................................................................................................................................ 65

CONSTRAINTS AND OPPORTUNITIES ............................................................................................... 65Opportunities .......................................................................................................................................................................... 66

Lessons Learned .................................................................................................................................................................... 67

Kenya youth Employment and Skills (K-YES) Program – III –

PERFORMANCE MONITORING ................................................................................................................ 68

PROGRESS ON GENDER STRATEGY ..................................................................................................... 71

ENVIRONMENTAL MITIGATION AND MONITORING ............................................................... 72

LINKS WITH THE GOVERNMENT OF KENYA AGENCIES ......................................................... 75

CONTRIBUTIONS TO USAID FORWARD .......................................................................................... 78

SUSTAINABILITY AND EXIT STRATEGY .............................................................................................. 79

FINANCIAL INFORMATION ........................................................................................................................ 82Financial Summary ................................................................................................................................................................... 82

ACTIVITY ADMINISTRATION ..................................................................................................................... 84Equipment ................................................................................................................................................................................. 84

Project visibility ....................................................................................................................................................................... 84

Human resources.................................................................................................................................................................... 84

Finance ...................................................................................................................................................................................... 85

GPS INFORMATION ......................................................................................................................................... 89

SUCCESS STORIES ............................................................................................................................................. 90

ANNEX 1: PERFORMANCE DATA TABLE ............................................................................................ 91

ANNEX 2: LIST OF DELIVERABLES TABLE .......................................................................................... 125

ANNEX 3: GLOBAL POSITIONING SYSTEM (GPS) INFORMATION..................................... 128

ANNEX 4: SUCCESS STORIES ..................................................................................................................... 129Changing Perceptions is Unlocking Opportunities for Youth in Kenya ........................................................................130

West Pokot Youth in Kenya Discover Agribusiness Success Secret ..............................................................................131

Friendly Financial Service Proves Key in Unlocking Opportunities for Youth...........................................................132

K-YES Program Interventions Helping Curb Violent Extremism in Kwale, Kenya ...................................................133

1. County Bunge Forum(CBF) Grant I .................................................................................................................................134

Results/outcomes ...................................................................................................................................................................134

Grant close-out .......................................................................................................................................................................134

ANNEX 5: SUMMARY OF K-YES GRANTS UNDER CONTRACT .......................................... 1342. County Youth Bunge Sacco grants (CYBS) .....................................................................................................................135

Introduction .............................................................................................................................................................................135


Grant closeout .......................................................................................................................................................................135

3. Vocational Training Center grants (VTCs) Phase I .........................................................................................................135

Introduction .............................................................................................................................................................................135


Close-out ..................................................................................................................................................................................136

Kenya youth Employment and Skills (K-YES) Program – IV –

4. Kenya Commercial Bank Foundation grant (KCBF) .....................................................................................................136

Results/Outcomes .................................................................................................................................................................136

Grant close-out/Conclusion .................................................................................................................................................136

5. County Bunge Forum (CBF) grant extension ................................................................................................................137

Results/Outcomes ..................................................................................................................................................................137

6. County Youth Bunge Saccos’ in-kind grant to be implemented through KUSCCO ..............................................137


Grant close-out/Conclusion .................................................................................................................................................137

7. Vocational Training Center grants (VTCs) Phase II ........................................................................................................138


Grant close-out ....................................................................................................................................................................

8. Grant I ....................................................................................................................................................................................138


Grant Close-out ......................................................................................................................................................................138

9. PREACT Grant II ..................................................................................................................................................................139


Grant Close-out ......................................................................................................................................................................139

ANNEX 6: VISIBILITY IN THE MEDIA ..................................................................................................... 141

LIST OF FIGURESFigure 1: – End of Project, PI-03 and PI-27 ....................................................................................................................................................... 20

Figure 2: PLOCA/Phase 1 High-Performing Dimensions Results – Life of Project .................................................................................. 21

Figure 3: Phase 1/PLOCA VTCs Total HPD per VTC End FY2019* ............................................................................................................. 22

Figure 4: Life-of-Project Phase 2 Cohort QAF High-Performing Dimension Results .............................................................................. 22

Figure 5: FY2020 Phase 2 Cohort QAF Score/Level Results ......................................................................................................................... 23

Figure 6: FY2019 Phase 2/QAF Cohort Scores from Baseline to Present ................................................................................................. 23

Figure 7: Average QAF Score Trend, Life-of-Project ........................................................................................................................................ 24

Figure 8: QAF Feedback Question 4 and Responses – K-YES QAF Online Assessment Form ............................................................ 25

Figure 9: CBET Curriculum Development Sectors in Phase 1 Counties .................................................................................................... 28

Figure 10: K-YES LMI framework ......................................................................................................................................................................... 31

Figure 11: Framework for Gender Integration in K-YES ................................................................................................................................ 52

Figure 12: K-YES Gender Integration Tray ......................................................................................................................................................... 56

Kenya youth Employment and Skills (K-YES) Program – V –

... 138

Kenya youth Employment and Skills (K-YES) Program – VI –

LIST OF TABLESTable 1: PPR Performance Indicator Overall Performance Against Life-of-Project Targets .................................................................... 10

Table 2: Employment Statistics .............................................................................................................................................................................. 11

Table 3:List of Partner Vocational Education Service Providers per County ............................................................................................. 17

Table 4: QAF VTC Enrollment Numbers by County ....................................................................................................................................... 26

Table 5: Number of Youth Learners who Successfully Completed Youth Polytechnic (YP) Programs ................................................. 27

Table 6: SVTCSG and Constituency Development Fund Allocation per VTC ........................................................................................... 27

Table 7: Number of County Government (CG) Bursary Beneficiaries per County ................................................................................ 28

Table 8: Number of Youth Benefiting from Life Skills and Mentorship Training by County .................................................................... 30

Table 9: Types of LMI and their Implications for Programming ..................................................................................................................... 32

Table 10: Total Number of Registered Persons per County (My ID, My Life Campaign) ........................................................................ 33

Table 11: Number of Youth Trained in Integrated Business Skills and Financial Literacy in Each County ........................................... 35

Table 12: Loans Accessed by County .................................................................................................................................................................. 37

Table 13: Youth Who Obtained Coke 5by20 Loans ........................................................................................................................................ 37

Table 14: Loans Received by Youth by FI ............................................................................................................................................................ 38

Table 15: SACCO Membership, Shares, Savings, and Loan Data ................................................................................................................... 39

Table 16: Promoted Value Chains and Their Intended Outcomes ................................................................................................................ 41

Table 17: Number of Youth Beneficiaries Trained in Agribusiness by County ............................................................................................ 41

Table 18: Agribusiness Partnerships and Their Intended Outcomes ........................................................................................................... 42

Table 19: Progress on KCBF Partnerships with K-YES Agribusiness Groups ............................................................................................ 43

Table 20: MOUs Signed During the Life of Project .......................................................................................................................................... 44

Table 21: Progress on KCBF Partnerships with K-YES Agribusiness Groups ............................................................................................ 45

Table 22: Strategies and Actions Prioritized by Deep Dive Participants ..................................................................................................... 47

Table 23: Gender Challenges ................................................................................................................................................................................ 51

Table 24: Framework for Inclusivity in K-YES ................................................................................................................................................... 52

Table 25: Gender Barriers Hindering Youth From Enrolling in All Training Institutions ........................................................................... 54

Table 26: Grant Details........................................................................................................................................................................................... 58

Table 27: GUC Details ............................................................................................................................................................................................ 59

Table 28: Number of Youth Trained on Social and Leadership Skills 2019–2020 ...................................................................................... 60

Table 29: Numbers of Youth Registered for IDs by County .......................................................................................................................... 60

Table 30: Number of Youth Trained on Social and Leadership Skills In Phase II ........................................................................................ 60

Table 31: Number of People Reached with BCC ............................................................................................................................................. 61

Table 32: Major Events............................................................................................................................................................................................ 62

Table 33: Consolidated Performance Results: K-YES COVID-19 Response Activities, May–June 2020 .............................................. 64

Table 34: Overall Number of Youth Reported to Have Gained New or Better Employment ............................................................... 70

Table 35: K-YES Environmental Activity Matrix ................................................................................................................................................ 74

Table 36: Life-of-Project Financial Summary ..................................................................................................................................................... 82

Table 37: lists K-YES staff who were hired and exited, and Table 38 summarizes the consultants and their assignments. ........... 85

Table 38: Summary of the Consultants and Their Assignments ................................................................................................................... 88

Table 39: List of all the K-YES grantees in the program period .................................................................................................................... 139

ABBREVIATIONS

AGPO access to government procurement opportunities

AMPATH Academic Model Providing Access to Healthcare

BCC behavior change communication

BDS business development support

BST business skills training

CBET competency-based education and training

CBF county bunge forum

CBO community-based organization

CDACC Curriculum Development, Assessment and Certification Council

CEC County Executive Committee

CG county government

CITC Christian Industrial Training Centre

COP Chief of Party

COVID-19 coronavirus disease 2019

CSO civil society organization

CV curriculum vitae

CVE countering violent extremism

CYBS county youth bunge SACCO

CYEC county youth employment compact

DCOP Deputy Chief of Party

DEC Development Experience Clearinghouse

DREAMS Determined, Resilient, Empowered, AIDS-free, Mentored, and Safe

EASE economic and social empowerment

EMMP Environmental Mitigation and Monitoring Plan

FI financial institution

FY Fiscal Year

GEF Gender Equity Facilitator

GPS global positioning system

GUC grant under contract

ID identification

IEC information education communication

IRC International Rescue Committee

ISP Institutional Strengthening Plan

Kenya youth Employment and Skills (K-YES) Program – VII –

J2SR Journey to Self-Reliance

K-YES Kenya Youth Employment and Skills

KALRO Kenya Agriculture & Livestock Research Organization

KAVES Kenya Agricultural Value Chain Enterprises

KCB Kenya Commercial Bank

KCBF Kenya Commercial Bank Foundation

KCDMSD Kenya Crops and Dairy Market Systems Development

KEFEP Kenya Education for Employment Program

KES Kenya shillings

KK Kuza Kazi

KUSCCO Kenya Union of Savings and Credit Co-operatives Limited

KYEOP Kenya Youth Employment and Opportunity Program

LMI labor market information

LMS Livestock Market Systems

LST life skills training

LTE Learn to Earn

LVCT Liverpool Voluntary Counseling and Testing

M&E monitoring and evaluation

MFI microfinance institution

MOA Ministry of Agriculture

MOU memorandum of understanding

MTE midterm evaluation

NGO nongovernmental organization

NRB National Registration Bureau

NTI National Training Institute

OVC orphans and vulnerable children

PEPFAR U.S. President’s Emergency Plan for AIDS Relief

PIN personal identification number

PLOCA Partner Local Organizational Capacity Assessment

PPP public–private partnership

PPR Performance Plan and Report

PREACT Partnership for Regional East Africa Counterterrorism

PREG Partnership for Resilience and Economic Growth

PY Project Year

PYD Positive Youth Development

Kenya youth Employment and Skills (K-YES) Program – VIII –

QAF Quality Assurance Framework

RAPID Resilient Arid Lands Partnership for Integrated Development

SACCO savings and credit cooperative organization

SCORE Strengthening Community Resilience against Extremism

SMEP Small and Medium Enterprises Programme

SMS short message service

SVTCSG Subsidized Vocational Training Centers Support Grant

ToT training of trainers

TVET technical and vocational education and training

TVETA Technical and Vocational Education and Training Authority

USAID United States Agency for International Development

USD United States dollars

USG United States Government

VEC vocational education center

VSLA village savings and loan association

VTC vocational training center

YBS youth bunge SACCO

YMCA Young Men’s Christian Association

YP youth polytechnic

YSO youth-serving organization

YWD youth workforce development

Kenya youth Employment and Skills (K-YES) Program – IX –

K-YES Program Overview Kenya Youth Employment and Skills (K-YES) was a , 5-year program funded by the United States Agency for International Development (USAID) and implemented by RTI International and its consortium of partners. Young women and men are assets to employers and to the Kenyan economy. Although youth can bring ambition, creativity, a flexible mindset, and skills to the workforce, there are structural and institutional barriers that limit youths’ access to both wage employment and self-employment. This report profiles the program scope, activities, lessons learned, and achievements to improve the quality and quantity of workforce opportunities available to Kenyan youth from October 2015 to September 2020.

K-YES enhanced employment opportunities for marginalized youth and increased the overall labor supply available in nine focused geographic areas (counties) and five sectors (poultry, retail and distribution of household goods, housekeeping, and plumbing and masonry). These goals were accomplished by increasing both wage employment and self-employment among unemployed and underemployed youth (aged 18–35) who had not completed secondary education. K-YES exceeded its goals across all life-of-project targets (Table 1) by the end of the program and provided Kenyan youth with labor information, technical skills, enhanced employability, connections to employers, and access to funding to help them succeed in the job market and build their own businesses. A total of 52,116 youth gained new or better employment after program intervention, surpassing the target of 48,000 by 9% (Table 2).

EXECUTIVE SUMMARY

Kenya youth Employment and Skills (K-YES) Program – 1 –


K-YES Impact

Sustainability Through Partnerships and Capacity-BuildingTo promote local ownership and sustainability of program activities aimed at increasing employment opportunities for target youth, the K-YES approach built sustainability through partnerships with individuals, institutions, and youth employment ecosystem entities to achieve impact during the program’s 5-year lifespan and beyond. For example, a partnership with Coca-Cola’s Kuza Kazi initiative provided loans valued at Kenya shillings

to Kenyan youth. K-YES also leveraged compacts as partnership incubators and facilitated county youth employment compacts (CYECs) at the county level to promote collaboration between key public, private, and civil society stakeholders to improve youth employment. K-YES supported the formation, launch, and handover of CYECs in a way that facilitated collaboration, reduced information breakdowns, leveraged meaningful commitments, and promoted young people as equal stakeholders. County governments (CGs) were pillars of the program and the compacts, and obtaining buy-in from the government was vital for achieving compact objectives.

Through trainings on how to establish public–private partnerships (PPPs) coupled with on-demand support from K-YES, the institutional capacities of the CGs and county executives were strengthened, and CYEC members were better equipped to structure high-value partnerships long after K-YES ends. The CYECs were critical to the K-YES sustainability plan as they represent an enduring multi-sectoral collaboration to sustain and drive system-level changes with potential to enhance youth employment outcomes.

Respecting and Reinforcing the Value of Youth VoicesK-YES continuously engaged youth using a positive youth development (PYD) approach that promoted their power to effect change. PYD helped achieve the program’s vision of better youth employment outcomes and increased economic competitiveness of businesses; better access to youth-friendly services (e.g., information, capacity-building services, and finance); and youth making informed and empowered decisions to secure the demand-driven skills and business investments that help them achieve greater success.

PYD was accomplished largely through its links with the county bunge forums (CBFs or county assemblies); the Ministry of Public Service, Youth and Gender Affairs; and the county youth bunges. The program worked with the CBFs and youth Savings and Credit Cooperative Organizations (SACCOs) as local implementing partners through grants under contract (GUCs). These youth-owned partners were essential; they gave youth an effective voice in the program and mobilized, trained, and provided youth with access to financial services. K-YES also supported the National Youth Bunge Association (NYBA) to help NYBA become a sustainable umbrella organization that delivers on-demand services and advocates for the needs of its member CBFs.

Using GUCs, K-YES built and strengthened the capacity of CBF members in governance and leadership directly by providing training activities and mentorship programs, catalyzing behavior change and fighting stigma, and sharing labor market information (LMI). This fostered sustainability of the program’s longer term impact by helping to ensure that there was continuous, meaningful youth engagement.

All partners have something

to offer in the youth sector.

We also have buy in from the

County government – they

are disbursing burseries and

equipping VTCs. We look

forward to making Migori a

good ground for youth to be

empowered.

, Co-Chair, Migori Compact


Embodying the Journey to Self-Reliance (J2SR) Was a Hallmark of K-YESIn line with its sustainability plan, the program refined the sustainability models in all nine counties and operationalized its exit plan. Partnerships were core to the sustainability plan, and K-YES supported its local implementing partners to strengthen their institutional capacity, establish linkages and partnerships with other entities, and develop self-financing mechanisms to support the continued delivery of youth workforce services beyond the life of K-YES.

K-YES also established national- and county-level partnerships in all nine counties that will support training and employment opportunities, market linkages, and access to finance for youth in the K-YES target group beyond the program’s lifespan. In addition, 122 county and national PPPs leveraged technical, financial, and in-kind resources and ensured that youth employment services were demand-driven and reflected the skills needed by competitive markets. Partners included employers and industry actors; the Ministry of Public Service, Youth, and Gender Affairs; other youth empowerment programs (e.g., Kenya Youth Empowerment Opportunity Program); and other USAID-funded projects operating in K-YES target counties.

Since the program worked with a wide range of youth workforce actors and contexts, the sustainability models varied by county and type of activity. Key examples include a partnership with Kenya Union of Savings and Credit Co-operatives Ltd. (KUSCCO) to build the capacity of SACCOs; support to CBFs to register and operationalize community trainers and form community-based organizations to deliver fee-for-service training; and build the institutional capacity of 26 vocational training centers (VTCs). The program supported and mentored CYECs to play a key role in sustaining improvements, advocating for youth workforce development (YWD) funding, and addressing challenges in the future.

Links to United States Government (USG) and Government of Kenya (GoK) Programs and InitiativesK-YES built relationships and found ways to collaborate with USG and other donor-funded programs, as well as with CGs. For example, K-YES worked with USAID’s Kenya Crops and Dairy Market Systems Development Activity to identify off-takers (i.e., entities to buy produce from smallholder farmers) and aggregators (e.g., cooperatives), conduct refresher trainings of trainers (ToTs), and hold joint business forums to link youth farmers to markets, processors, and value addition initiatives. In Program Year (PY)4, K-YES received Partnership for Regional East Africa Counterterrorism (PREACT) funding from the U.S. Department of State to integrate social leadership and conflict management activities into its workforce development model. K-YES rolled out an interactive, youth-led training coupled with peer-to-peer mentoring in three counties (Nairobi, Kwale, and Garissa). As a result of this collaboration, the impact of K-YES was amplified, and the national government issued 32,819 identifications (IDs) to youth. K-YES trained 81 trainers who rolled out trainings on social and leadership skills to 4,200 youth, targeting 39 hotspot areas with countering violent extremism (CVE) activities.

Photo: Alex Kamweru for RTI International

K-YES Program ResultsThe greatest impediments to youth employment in Kenya include low access to financial services and credit, low-quality vocational education and LMI that are not market relevant, obstacles to obtaining national ID cards, a lack of youth-friendly agribusiness value chains, and gender inequity. The K-YES Program addressed these challenges by providing youth with employment pathways through delivering market-relevant vocational education, providing training in enterprise development, and establishing connections to youth-friendly agricultural value chains. K-YES also linked youth to financial services, credit, the lending ecosystem (e.g., SACCOs), business mentorship, internships, and job placements through PPPs. The program results show that K-YES has already positively impacted the lives of Kenyan youth, and due to its sustainability approach, particularly the establishment of CYECs, the program’s contributions will be sustained after it closes. K-YES’s impact on youth employment and the labor supply can be seen in the following areas:

• Enhanced youth employability resulting from the removal of institutional barriers

• Stronger competence in vocational and technical education, including “soft” and “hard” skills that are relevant to market conditions

• Improved quality and market relevance of vocational and technical education

• New and better partnerships to support project implementation and help ensure the sustainability of interventions

• Improved access to finance among youth, including at the village level.

Although the K-YES Program originally had six objectives, it underwent a realignment in 2018 that resulted in three strategic objectives and one cross-cutting objective. This new design provided multiple pathways for youth to achieve self- and wage employment through an integrated approach. This report focuses on these four new objectives: Objective 1 (strategic): Accelerated vocational training transformation systems

Objective 2 (strategic): Increased enterprise development and access to finance

Objective 3 (strategic): Increased employment opportunities for youth in agribusiness

Objective 4 (cross-cutting): Partnership and sustainability

Photo: Alex Kamweru for RTI InternationalKenya youth Employment and Skills (K-YES) Program – 4 –


Summary of K-YES AchievementsK-YES exceeded all key life-of-project targets by the end of the program. Some key cumulative program achievements include the following:

• 100,620 youth received integrated training in vocational education, business skills, agribusiness, gender, and soft skills.

• 52,116 youth (24,453 men, 27,663 women) self-reported receiving new or better employment (including self-employment) because of their participation in K-YES business and entrepreneurship training.

• 52,934 youth accessed financial information, leading to 20,023 new loans.

• 226,344 youth accessed LMI, including training opportunities, jobs, internships, sources of capital, and markets for their products and services.

• A behavior change campaign conducted by 26 VTCs reached 1,122,282 persons.

• 204,609 youth accessed new IDs, enabling 52,934 youth to gain wage and/or self-employment.

• 313,186 marginalized youth were reached with youth employment services.

• Through national and county-level partnerships, the program cumulatively leveraged $5,081,817, with 60% of the contribution coming from CGs.

K-YES helped improve the employability of youth by removing institutional barriers. Youth without national ID cards are not able to access essential services that would enable them to improve their economic, social, and political status. Without an ID, youth cannot access most government or private sector offices for security reasons, acquire mobile phone SIM cards, open mobile money accounts or bank accounts, register a business, secure formal employment, or access financial services. K-YES addressed this challenge by rolling out the “My ID, My Life” campaign through grants issued to CBFs in all nine counties. As a result, 204,609 youth (95,815 men, 108,794 women) secured new ID cards, enabling 52,166 youth to gain wage and/or self-employment.

The program improved the quality and market relevance of vocational and technical education to targeted youth, including soft skills, such as communication and skills for overcoming failure, as well as “hard” technical skills. K-YES also improved the business skills of youth participants who opted for self-employment or are in vocational training programs. The program rolled out an integrated business skills community model and partnered with microfinance institutions, VTCs, businesses, and peer mentors to adapt the curricula. To ensure that trainings were demand-driven and locally relevant, K-YES’s business and entrepreneurship trainings modules were contextualized to local markets based on the results of an earlier training needs assessment. Over the life of the project, 11,586 youth (5,691 men, 5,895 women) enrolled in competency-based education and training (CBET) courses, 8,166 youth (4,214 men, 3,952 women) completed their courses, and 80% received job placement or internship opportunities.

K-YES also implemented system-level changes that transformed Kenya’s technical and vocational education and training (TVET) system in ways that will endure beyond the program’s period of performance. For example, the program worked to modernize Kenya’s VTC network to deliver CBET curriculum and wrap-around youth employment services through institutions that are operationally and financially sustainable. To ensure buy-in for and sustainability of K-YES VTC interventions, the program worked in close partnership with the directorates of vocational trainings in all nine counties. In addition, K-YES

acquired

loan from Cherehani

Africa in form of a sewing

machine. Within few months,

she raised enough revenue

not only to repay the loan

and cater for household

needs but also pay for her

fees at a local VTC to acquire

more skills.

supported the VTCs to conduct participatory capacity assessments, develop and actualize institutional strengthening plans, and create multi-year strategic plans to ensure that VTCs achieve the necessary capacity to implement TVET reforms, deliver CBET curricula, and ensure TVET sustainability beyond the life of the program.

CBFs’ organizational capacities were also strengthened via GUCs. K-YES supported nine CBFs and nine county youth bunge SACCOs (CYBSs) to build their management, financial, governance, and institutional capacities. Each CBF received funding to address organizational capacity gaps that were identified during monitoring visits, such as outdated financial management systems. Capacity gaps were addressed by county coordinators and the grants manager to improve CBF performance and accountability systems to enhance the sustainability of their impact. Because of these capacity improvements, several CBFs have raised funding from international nongovernmental organizations (NGOs). K-YES also strengthened the capacity of nine county CYBSs by engaging KUSCCO to train staff, boards, and members. Ultimately, a capitalization fund was established to increase the lending capacity of the CYBSs. Six CYBSs have savings accounts with KUSCCO and will continue to grow and build their capacity through training.

The program also catalyzed youth’s access to finance, which was one of the main challenges of youth taking up entrepreneurship opportunities. Using village savings and loan associations (VSLAs) as a platform for community-level support, K-YES’s support model ensured that youth could access employment and financial services in their own villages. Youth access to finance enables them to establish small- and medium-sized business enterprises and maximize their profits. Youth’s lack of information regarding financial access previously made them reluctant to apply for loans. Continuous mentorship and sharing of information on financial services and products accelerated their access to youth-friendly financial services, which allowed them to improve their businesses. One avenue of access to finance was the VSLAs. The replication of VSLAs across K-YES counties demonstrated the success of the VSLA methodology for providing youth with access to financing. Mature VSLAs were linked to formal financial institutions (FIs) to access larger loans and support the sustainability of member businesses.

Business skills, work readiness trainings, and financial services were delivered through a cadre of community resource persons at the village level. VSLA groups established and strengthened by K-YES served as a platform for continued training on money management and provided youth with access to SACCOs and the formal financial sector. K-YES supported VSLAs’ long-term sustainability by linking mature VSLAs to formal FIs, such as Kenya Commercial Bank (KCB), SACCOs, and microfinance companies to ensure the sustainability of support for youth enterprises and agribusinesses. This approach has been effective and has the potential to reach scale at a low cost, ultimately extending past the lifespan of K-YES.



PREACT CVEIn PY4 and PY5, K-YES received PREACT funds from the U.S. State Department to advance comprehensive CVE programming by addressing the conditions and reducing the factors that most likely contribute to recruitment and radicalization by violent extremists. K-YES used a youth-led and -implemented strategy that operationalized and increased the effectiveness of CVE County Action Plans in four of Kenya’s counties in which violent extremism recruitment is most active (Garissa, Kwale, Nairobi, and Nyeri). K-YES’s CVE programming was integrated with holistic youth development opportunities, including skills training, increased access to microfinance, promotion of wage and self-employment, and the civic and community engagement of young people.

The main objective of K-YES CVE and YWD interventions was to demonstrate, through the efficient use and integration of four pre-existing program platforms, the role young people can play in helping to design sustainable systems and strategies for delivering CVE programming in support of national (Kenya National CVE Strategy) and county-level (County Actions Plans for CVE) CVE goals and strategies. The four existing programs include: K-YES; NiWajibu Wetu (NIWETU), Strengthening Community Resilience against Violent Extremism (SCORE), and the county youth bunge.

K-YES issued 32,819 IDs to youth; trained 81 trainers who rolled out training on social and leadership skills to 4,200 youth, targeting 39 CVE hotspot areas; and linked youth to K-YES employability trainings and other CVE programs operating in the counties of Garissa, Kwale, Nairobi, and Nyeri.

In addition, K-YES awarded nine CBF grants to roll out CVE activities in Garissa, Kwale, Nairobi, and Nyeri. Activities included ID registration, social leadership skills training, and mobilization and referrals to employment pathways. Institutional capacity-building grants totaling KES 24,139,766 were awarded to 26 VTCs.

Communication With K-YES’s support, a behavior change campaign was conducted by 27 VTCs and reached 1,222,282 people. K-YES continued to maintain social media platforms that also served as key LMI sources for targeted youth. In total, the program reached 313,186 people, mostly youth. K-YES distributed more than 166,062 information education communication materials to key stakeholders.

Support to CGs and Youth Partners Undertaking Coronavirus Disease 2019 (COVID-19)-Related Activities In March 2020, K-YES suspended planned activities due to restrictions on movement and gatherings imposed by the GoK in response to the outbreak of the COVID-19 pandemic. In April 2020, K-YES developed and shared a concept note with USAID that described a youth-led response to the pandemic, and the related activities were completed in June 2020. K-YES trained 405 COVID-19 youth ambassadors, produced and distributed 20,710 face masks and 305 handwashing jerrycans, distributed 152,404 500-mL bottles of handwashing detergent, and broadcast 20 radio shows reaching approximately 1,750,000 persons.

Quantitative ImpactThis section provides a summary of the quantitative impact of K-YES activities. More detailed information can be found in Section II.

Objective 1: Accelerated Vocational Training Transformation Systems

Objective 2: Increased Enterprise Development and Access to Finance (Cumulative)

52,116 youth (24,453 men, 27,663 women) self-reported receiving new or better employment (including self-employment) because of their participation in K-YES business and entrepreneurship training.

A total of 226,344 youth (106,954 men, 119,390 women) accessed relevant LMI and services.

KUSCCO supported all nine SACCOs in developing and revising their SACCO strategies and accompanying business plans.

The program supported 1,885 trainers in delivering training to 49,322 youth (22,390 men, 26,932 women) through ToTs and community facilitators.

20,023 youth were (8,109 men, 11,914 women) accessed loans through FIs or VSLAs, including bursaries and loans from KCB or youth bunge SACCOs (YBSs).

69 VTCs and 22 youth service providers in the nine counties, with a reach of 66,123 youth, adopted work readiness and career counseling curricula. plans.

“My ID, My Life” registration events were held in all nine counties, with 204,609 youth (95,815 men, 108,794 women) receiving new IDs.

The institutional capacity assessment that K-YES performed for 26 VTCs produced 26 strategic plans that resulted in 11,586 youth (5,691 men, 5,895 women) enrolling in CBET courses, 8,166 youth (4,214 men, 3,952 women) completing their courses, and 80% receiving job placement or internship opportunities.



20,863 youth (9,459 men, 11,404 women) were trained in agribusiness in seven counties: Bungoma, Kericho, Kisii, Kwale, Migori, Nyeri, and West Pokot.

Over 20 market linkages were created between youth and agribusiness off-takers across all target value chains.

A total of 110 county partnerships and 12 national-level strategic partnerships were signed and included national-level partners, such as Cooperative Bank Foundation, KCB Foundation, Kuza Kazi, IBM Digital Nation Africa, and the Small and Medium Enterprises Programme.

8 CYECs were launched. The Nairobi County CYEC was not launched due to bureaucratic challenges, and lack of commitment and consistency arising from high turnover of county executives.

525 gender equity facilitators successfully facilitated ward- and village-level youth training for K-YES beneficiaries and reached 13,428 youth.

8 CYECs were launched. Special disability forums were held in all nine counties, which provided the 150 participants (80 men, 70 women) with information on K-YES, gender awareness, and LMI, including affirmative funds.

11 gender advocacy multi-stakeholder forums were held in five counties, reaching a total of 406 people (216 men, 190 women).

Objective 3: Increased Employment Opportunities for Youth in Agribusiness

Objective 4: Partnership and Sustainability

Gender Equity

Partnership with K-YES has

led to growth in enrollment

from 78 to 563 students at

Macalder VTC. The Program

has also helped develop a

strategic plan and enabled us

provide quality learning.

Manager Macalder VTC

K-YES exceeded the targets in 100% of its Life-of-Project Performance Plan and Report (PPR) indicators, including the numbers of youth with new or improved employment, youth trained, youth with improved skills, youth accessing loans, and youth completing workforce development programs, as depicted in Table 1.

Table 1: PPR Performance Indicator Overall Performance Against Life-of-Project Targets

PPR NO. INDICATOR LIFE-OF-PROJECT TARGET

LIFE-OF-PROJECT ACHIEVED

PERCENT ACHIEVED

PPR 1Number of new USG-supported PPPs

100 122 122

PPR 2

Number of individuals with new or better employment following completion of USG-assisted workforce development programs

48,000 52,116 108

PPR 3Number of youth who complete USG-supported programs to improve employment skills

90,026 100,620 112

PPR 4

Number of individuals with improved skills following completion of USG-assisted workforce development programs

72,000 72,692 101

PPR 5

Total number of clients (households and/or microenterprises) benefiting from financial services provided through USG-assisted financial intermediaries, including non-financial institutions or actors

40,000 49,322 123

PPR 6

Number of youth who accessed government or private sector loans, grants, or credit through USG-supported programs

19,000 20,023 105

PPR 7

Percentage of female participants in USG-assisted programs designed to increase access to productive economic resources (assets, credit, income, or employment)

50% 53% 106

PPR 8Percentage of government tenders awarded to women- and youth-owned businesses at the county level

N/A N/A N/A

PPR 9Number of individuals who complete USG-assisted workforce development programs

300,000 304,441 101

PPR 10

Number of marginalized individuals (women, youth, or other) who are beneficiaries of USG-funded interventions

300,000 313,186 104

PPR 11Number of youth receiving National Identity Cards (IDs) as a result of USG-funded linkages

181,026 204,609 113

PPR 12 Total registered (My ID, My Life) N/A 315,646 N/A



During the life of the project, a total of 52,116 youth gained new or better employment after engaging with a program intervention, surpassing the target of 48,000 by 9% (Table 2).

Table 2 shows the number of trained K-YES youth who obtained new or better jobs due to their participation in the K-YES training pathways, as well as the results generated by quarterly employment tracer surveys. More women than men participated in the targeted K-YES cohort. Women are more disadvantaged than men, particularly in Garissa, Kwale, and West Pokot counties, so their relatively high engagement in K-YES training programs was expected.

Table 2: Employment Statistics

County Women Men Total

Nairobi 4,432 3,234 7,666

Bungoma 6,631 5,652 12,283

Kericho 4,575 4,592 9,167

Kwale 3,123 2,537 5,660

Garissa 1,447 1,330 2,777

West Pokot 2,069 1,473 3,542

Migori 2,285 2,077 4,362

Kisii 1,685 1,757 3,442

Nyeri 1,416 1,801 3,217

Total 27,663 24,453 52,116

Continuous Adaptation and LearningFrom the K-YES Program’s inception to its closure, lessons learned and stakeholder feedback have informed program adaptation, leading to improved activities and outcomes. K-YES was designed to test activities before taking them to scale. All the counties were selected in areas of USAID’s strategic interest, with strong economic growth and job opportunities and high-performing CBFs or SACCOs that worked with USAID’s previous project, Kenya’s Yes Youth Can. In PY1 and PY2, the program focused on five Phase 1 counties (Bungoma, Garissa, Kericho, Kwale, and Nairobi). K-YES then applied lessons learned from Phase 1 and adapted the package of wrap-around workforce development services offered to counties. As a result, the activities in Phase 2 counties (Migori, Kisii, Nyeri, and West Pokot) had improved outcomes.

The program further evolved in response to a midterm evaluation (MTE) conducted in PY2. K-YES made strategic changes to the program’s implementation approach between PY3 and the end of the program. K-YES expanded its successful model of peer learning and mentorship across all counties and all objectives, with a focus on CYECs as its main tool for sustainability. The program participated in compact launches, exhibitions, and deep dive workshops; engaged in joint SACCO trainings facilitated by KUSCCO; and conducted exchange visits across counties.


Lessons Learned Although compact members are enthusiastic, actions are needed to ensure the sustainability of CYECs, such as aligning CYEC activities with county development framework and policies. Additionally, an effective monitoring and evaluation structure must be implemented to ensure their success after K-YES closes.

• Integrating project activities in a given county across objectives was essential and added significant value. For instance, linking activities related to SACCOs, CBFs, and ID registration outreach in the same geographic area reinforced positive results and supported the program in comprehensively delivering the desired outcomes.

• Building the capacity of VTCs in providing placement services and tracking their alumni was essential to ensuring that VTC programs remained relevant and robust enough to support youth transitions from training to work.

• Technical assistance support to VTCs is a potential catalyst to overcoming the challenges VTCs face, as illustrated by the outcomes achieved by the VTCs that have been able to implement Institutional Strengthening Plans.

• Strategic partnerships with the potential to contribute resources to K-YES activities at the national level require significant time, resources, and effort to structure and execute. As a result, such partnerships also require in-depth scoping, support, and maintenance.

• The youth financial inclusion forums conducted during the program revealed that FIs were willing to fund youth if some key risk management elements were addressed, such as youth being trained on business management, financial literacy, and the operation of their own savings and loan schemes. K-YES has built the capacity of youth to mitigate these risks, and as a result FIs are now ready to offer financing to youth with 1,942 accessing loans from the bank, 1,562 from microfinance institutions and 1,248 from SACCOs.


Activity Background

Program Objectives In Project Year (PY)1, the Kenya Youth Employment and Skills (K-YES) Program focused on understanding Kenya’s youth employment ecosystem, mobilizing stakeholders nationally and at the county level, refining its approach, and developing/adapting and rolling out tools and activities to support youth to obtain access to and succeed in wage and self-employment opportunities. Phase 1 counties included the following: Nairobi, Garissa, Kwale, Bungoma, and Kericho. An Employment Ecosystem Assessment was a key activity in all five Phase 1 counties. The main objective of the assessment was to gather and analyze data to develop an in-depth and specific understanding of the workforce situation in the target counties. The assessment involved the strategic targeting of relevant stakeholders in mapping out the institutions; technical and material needs and gaps; opportunities and challenges; and economic, market, social, cultural, institutional, and structural factors affecting youth employment in each county, focusing on the ecosystem in that county. Based on the findings, stakeholders drafted action plans for implementing identified youth employment priorities in the counties.

KEY ACHIEVEMENTS

In the beginning, K-YES started implementation with six program objectives:

Objective 1 (strategic): Improved technical and vocational skills of youth participants

Objective 2 (strategic): Increased business skills

Objective 3 (strategic): Improved effectiveness of market and employment information, career counseling, mentoring, and job placement for youth participants in target areas/sectors

Objective 4 (strategic): Youth awareness and utilization of financial services

Objective 5 (cross-cutting): Gender equity

Objective 6 (cross-cutting): Sustainability through partnership.




In PY2, the program continued to focus on the Phase 1 counties (Bungoma, Garissa, Kericho, Kwale, and Nairobi). A limited number of strategic project activities were also implemented in Phase 2 counties (Kisii, Migori, Nyeri, and West Pokot), including, identification (ID) registration, support to youth savings and credit cooperative organizations (SACCOs) and county bunge forums (CBFs), and meetings with key stakeholders to lay the groundwork for expansion into Phase 2 counties in PY3. K-YES solidified stakeholder engagement, redefined its integrated pathways approach, and developed and rolled out employment tools and programs. The United States Agency for International Development (USAID) commissioned a midterm evaluation (MTE) to assess the program’s effectiveness, relevance, and success in adapting to challenges and changing circumstances. The evaluation also sought to better understand the types of employment and skills that youth beneficiaries gained through the program interventions, as well as their perceptions of the program’s impact. The MTE determined that K-YES was a needed, relevant program that was appreciated by its youth beneficiaries and that the program was successful in many aspects. The MTE also reported that K-YES had responded effectively to challenges and made ongoing adjustments throughout PY2 to address realities in the field and to improve the quality, cost-effectiveness, and impact of activities. Furthermore, the MTE determined that K-YES had effectively merged its approaches to Objective 2 (business skills) and Objective 4 (access to finance) by including both in a single curriculum and delivering the curriculum to both individuals and village savings and loan association (VSLA) members. This organic shift in strategy was reflected in the reorganization of program objectives to integrate business skills and access to finance in Objective 2.

Following the MTE, K-YES revisited its theory of change to validate and strengthen the links between activities of private and public sector partners to produce better employment and self-employment outcomes. This shift allowed the program to better support the incubation of youth employment compacts to catalyze sustained collaborative action; to create stronger linkages between the private sector, youth educators, service providers, and the public sector; to facilitate public–private partnerships (PPPs) and resource commitments; and to build a sustainable framework for long-term collaboration and sustainability.

In 2018, the program objectives were realigned into four objectives, as follows:

Objective 1 (strategic): Accelerated vocational training transformation systems

Objective 2 (strategic): Increased enterprise development and access to finance

Objective 3 (strategic): Increased employment opportunities for youth in agribusiness

Objective 4 (cross-cutting): Partnerships and sustainability.

Photo: Katie G. Nelson for RTI International

In PY3, the program expanded to four Phase 2 counties (Nyeri, Migori, Kisii, and West Pokot) while building on the successes and lessons learned in Years 1 and 2 in the Phase 1 counties. The program solidified stakeholder engagement, redefined its integrated pathways approach, and developed and rolled out employment tools and programs. To ensure that interventions in vocational training centers (VTCs) were sustainable, capacity building activities continued to play a central role in K-YES’s work. Some of the capacity building areas included pedagogical trainings in life skills and career counseling, mentorship on strategic plan development and implementation, and the creation of linkages with the public and private sectors.

In PY4, K-YES maintained a phased approach: capturing lessons learned during implementation in Phase 1 counties (Bungoma, Nairobi, Kwale, Kericho, and Garissa) through PY3 and adapting the K-YES package of wrap-around workforce development services to improve the outcomes in Phase 2 counties (Migori, West Pokot, Kisii, and Nyeri). Activities and resources focused mainly on Phase 2 counties, though limited activities were maintained in Phase 1 counties. However, in PY4, K-YES broadened its vision beyond its core activities and directed thought leadership and resources toward new and existing USAID priorities:

Journey to Self-Reliance (J2SR): In line with the K-YES Sustainability Plan (submitted in PY1), the program refined the sustainability models in all counties and operationalized its exit plans in Phase 1 counties. The program supported its local implementing partners to strengthen their institutional capacity, establish linkages and partnerships, and develop self-financing mechanisms to support the continued delivery of youth workforce services beyond K-YES’s end.

Cross-sectoral approaches to address the drivers of violent extremism: In PY4, K-YES received Partnership for Regional East Africa Counterterrorism (PREACT) funding from the U.S. Department of State to integrate social leadership and conflict management activities into its workforce development model. K-YES rolled out an interactive, youth-led training coupled with peer-to-peer mentoring in three counties (Nairobi, Kwale, and Garissa).

The implementation of the second phase of PREACT grant implementation commenced in October 2019 in Garissa, Kwale, and Nyeri counties. Nyeri County was identified as a new countering violent extremism (CVE) hotspot area, while Nairobi was dropped from grant implementation because of the many other CVE intervention agencies working in the county. By the end of February 2020, K-YES had trained 1,273 youth. Training activities in Nyeri County were later suspended in March 2020 due to the outbreak of the coronavirus disease 2019 (COVID-19) pandemic.

Kenya youth Employment and Skills (K-YES) Program – 15 –Kenya youth Employment and Skills (K-YES) Program – 15 –

Key Achievements by Objective

Youth Employment Ecosystem Assessment and Validation WorkshopsAs a foundational activity, K-YES conducted ecosystem assessments in all five Phase 1 counties in 2015 and in four Phase 2 counties in 2018. The main objective of the assessments was to gather and analyze data to develop an in-depth and specific understanding of the workforce situation in each target county, including (1) labor market information (LMI); (2) market opportunities and challenges; (3) youth support services (e.g., donor, public, private, financial institutions [FIs], youth-serving organizations [YSOs], and youth-led organizations identified via a mapping exercise); (4) value chain and industry analysis; (5) regulatory and policy considerations; (6) donor, foundation, and civil society strategies and programs; and (7) gender dynamics. The assessments identified economic, market, social, cultural, institutional, and structural factors affecting youth employment and details related to specific employment and business opportunities (e.g., costs, profit, wages, competition, work, skill requirements).

These assessments involved the strategic targeting of relevant stakeholders in mapping out the institutions’ technical and material needs and gaps and the opportunities and challenges affecting youth employment in each county from an ecosystem perspective. The key stakeholders interviewed included private sector institutions (e.g., business associations and leading companies); national, county, and sub-county governments; service providers; educators and education institution administrators; and international and regional donors, foundations, and civil society actors.

Validation workshops were held in all nine counties and included various stakeholders. The assessment results contributed to designing market-driven, sustainable, county-specific workforce development interventions in the form of county stakeholder forums or compacts with viable partners, including youth service providers (e.g., public and private technical and vocational education and training [TVET] institutions, entrepreneurship trainers and mentors, life skills trainers, and financial service providers), private sector employers, and value chain actors. The assessments provided unique opportunities to learn and customize potential employment solutions based on county-specific challenges, opportunities, and endowments.

Included below is a summary of K-YES achievements, organized by objectives and topics.

Meet , 21;

a direct beneficiary from

disbursed by the County

Government to benefit 777

youth in the area.

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at Kipsamumgut VTC and is

currently on internship at a

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Objective 1: Improved Technical and Vocational Skills of Youth Participants

Activity 1.1: Improved quality and market relevance of vocational and technical education eligible to target youth, including soft skills and hard technical skills

Activity 1.1.1: Identify and select vocational education service providers for involvement in the program

A principal activity under K-YES Program Component 1 entailed capacity development and technical assistance to improve the services offered by Kenyan VTCs. K-YES rolled out its core TVET activities with the selection of 13 public partner VTCs across the five Phase 1 counties in Fiscal Year (FY)2016 and a further 12 VTCs from Phase 2 counties in FY2018 (Table 3). These institutions were selected based on their capacity to provide skills training, certification and accreditation by the TVET Authority (TVETA), possession of adequate training materials and equipment, engagement in institutional relationships with private sector actors, and ability to conduct post-training follow-up.

Table 3: List of Partner Vocational Education Service Providers per County

County VTC Contact Person

Garissa Garissa VTC

Bura VTC

Kericho Kipsamumgut VTC

Chepseon VTC

Kiptere VTC

Nairobi Young Men’s Christian Association (YMCA)

Christian Industrial Training Centre (CITC)

Kangemi VTC

Bahati VTC

Bungoma Mufule VTC

Kisongo VTC

Naitiri VTC

Kwale Manda VTC

Mazeras VTC

Matuga VTC

Kisii Nyaore VTC

Nyamagesa VTC

Kenyenya VTC

Migori Macalder VTC

Awendo Marindi VTC

Ngisiru VTC

West Pokot Sigor VTC

Sina VTC

Kodich VTC

Nyeri Othaya VTC

Kinunga VTC


Activity 1.1.2: Build the institutional capacity of VTCs and other local training providers

The initial Phase 1 VTCs participated in the competency-based education and training (CBET) curriculum development process, Partner Local Organizational Capacity Assessments (PLOCAs), the development of Institutional Strengthening Plans (ISPs), and the delivery of vocational short courses. The second wave of Phase 2 county-based VTCs were involved in the Quality Assurance Framework (QAF) and subsequent development of ISPs.

PLOCA and QAF are proprietary, RTI-developed organizational capacity assessment tools that measure improvements on an ongoing basis and identify areas for further strengthening. K-YES used both of these tools to assess schools’ starting capacities (baselines), identify strengths and areas for growth, measure positive change, and recommend actions to improve service delivery, quality of instruction, and employment outcomes for K-YES target beneficiaries. Some of the key dimensions of improvement included strategy, training and service delivery, monitoring and evaluation (M&E), partnerships, and sustainability. Upon analysis of the 15 ISPs, a strategic plan emerged as the most pressing VTC capacity need, with 100% of the VTCs citing a strategic plans as their missing link.

Notable progress was achieved by VTCs that implemented the PLOCA and QAF tools. An analysis of the findings is included below.

PLOCA and QAF for VTCs – Year 5 Results and Analysis

Background and Scoring

K-YES Project Component 1 included tailored capacity development and service delivery improvement of Kenyan Vocational Training Centres (VTCs), guided by ongoing, participatory assessments of their key functional areas. K-YES deployed two tools for this task; the Partner Local Organizational Capacity Assessment (PLOCA), and the Quality Assurance Framework (QAF) are proprietary, RTI-developed organizational capacity assessment tools, which we applied to our Phase 1 (PLOCA) and Phase 2 (QAF) cohorts of K-YES partner VTCs. PLOCA is a general organizational capacity assessment tool, while the newer QAF is more specifically tailored to address the core functions of educational institutions serving poor and vulnerable youth. K-YES used these tools to assess the schools’ starting capacities (baselines), and then diagnose strengths and areas for growth, measure positive change, and recommend actions to improve service delivery, quality of instruction, and employment outcomes for K-YES target beneficiaries, who are Kenyan youth with formal education equal to Form 4 or lower. These tools also capture our output indicator counting accomplishment of Institutional Strengthening Plan (ISP) milestones by our partner VTCs. The results of both the PLOCA and QAF contribute to the following K-YES performance indicators:

• PI-03 – Number of PLOCA dimensions that attain a “high” PLOCA capacity rating (according to established high capacity anchors identified for VTCs) following an initial PLOCA assessment and subsequent mentoring capacity strengthening provided with USG assistance

• PI-27 – Number of PLOCA action plan milestones achieved as a result capacity strengthening provided with USG assistance

The Phase 1 Cohort underwent PLOCA assessments in FY2016, FY2017, FY2018, and FY2019, the last year of support for this group. The Phase 2 Cohort underwent QAF assessments in FY2018, FY2019, and FY2020. Both the QAF and PLOCA are indices with multiple Dimensions, which are the areas of core capacity that we seek to assess and enhance. The QAF has five dimensions, while the PLOCA has ten:

QAF Dimensions


PLOCA Dimensions

Both tools are intended to measure qualitative and behavioral change (outcomes). The determination of a High-Performing Dimension is somewhat different, but comparable, between PLOCA and QAF. For PLOCA, the VTC answers a set of Yes/No (binary) questions describing their performance and status under a dimension and must achieve all “Yes” answers for the dimension to be considered High-Performing. For QAF, answers corresponding to different levels of performance are on a numeric scale from zero to four. A high-performing QAF dimension is obtained when a VTC achieves a score of 3.0 or higher on a specific dimension. QAF scoring of individual dimensions follows this hierarchy:

• Pre-Foundational: Score between 0 and 1.0

• Foundational: Score between 1.0 and 1.9

• Emerging: Score between 2.0 and 2.9

• Advancing: Score between 3.0 and 3.5 Threshold for a high-performing QAF dimension

• High-Advancing: Score between 3.5 and 3.9

• Sustaining: Score of 4.0.

Note on Varied Performance between Cohorts

Our scoring results suggest that the Phase 1 Cohort performed significantly better than the Phase 2 Cohort, however this intuition may be only partially true. Some differences in scoring PLOCA versus QAF result due to the indices’ structure. There are more PLOCA dimensions (10) than QAF dimensions (5), which means that equally sized VTC cohorts performing similarly could still have different end results. Also, PLOCA dimensions were scored using simple, binary questions with Yes/No responses. The QAF has fewer dimensions, but its scoring is numeric, with a sub-score generated for each dimension, and then a cumulative average score including all dimensions. Scoring of the QAF is more specific to VTCs’ youth education and service delivery, and is thus more complicated in its criteria. What this means is that the benchmark for high-performance between the two cohorts is not precisely the same.

When we introduced the QAF, there was a need to have both indices contribute to the same indicator value, for consistency and continuity of MEL reporting on VTC capacity building which had been underway for more than two years prior with the Phase 1 Cohort. Also, we note that the starting capacities, and available resources, of the Phase 2 VTCs were, on average, much lower than those of their Phase 1 counterparts; it’s fair to say that in comparison, the Phase 2 Cohort started at a disadvantage. Despite this, a majority of Phase 2 VTCs have endline QAF scores that exceed their baseline scores, some substantially so. Both cohorts demonstrated commitment and sincerity in viewing their own organizational capacity critically. We suggest viewing these cohorts and their progress based on these indices separately, as presented in this report.

Cumulative Results, PLOCA and QAF – Life of ProjectK-YES operationalized the PLOCA and QAF processes to produce generalizable outputs; both indices provide the number of High-Performing Dimensions achieved (PI-03) and milestones achieved against ISPs (PI-27) for all partner VTCs. The final PLOCA measurement for the Phase 1 Cohort was completed in FY2019, so no additional results are available for that Cohort. Note that the Phase 2 Cohort lagged behind the Phase 1 Cohort by two years. At the end of FY2020, the cumulative total of High-Performing Dimensions achieved for the Phase 2 Cohort of VTCs is 4. This value represents High-Performing QAF dimensions achieved by ten reporting Phase 2 VTCs. In addition, the combined value of all ISP Milestones achieved by VTCs in both cohorts is 891 at the end of the project. Milestones are counted as an output indicator representing effort on the part of partner VTCs to implement important process changes within their organizations to improve service delivery and youth employment outcomes. In FY2020, the Phase 2 Cohort completed a total of 157 milestones against their QAF-linked ISPs. In the last two years of K-YES, completion of ISP Milestones by the Phase 2 group has been consistently high, suggesting their commitment to objective self-assessment and improvement.

Figure 1: – End of Project, PI-03 and PI-27

K-YES Project Year

Phase 1 PLOCA High-Performing Dimensions

Phase 2 QAF High-Performing Dimensions

Annual Total High-Performing Dimensions

PLOCA Milestones

QAF Milestones ISP Milestones Achieved/Year

FY2016 3 NA 3 159 NA 159

FY2017 22 NA 22 289 NA 289

FY2018 89 0 89 133 18 151

FY2019 63 5 68 161 133 294

FY2020* NA 4 4 NA 157 157

Total Milestones Achieved 1,050

*FY2020 result based on reporting by 10 VTCs




PLOCA Results – Life of ProjectThe final year for K-YES assistance to the Phase 1 Cohort of VTCs was FY2019. At the end of FY2019, the Phase 1 Cohort achieved 63 High-Performing PLOCA Dimensions in total. PLOCA (and QAF) High-Performing Dimensions do not aggregate year-to-year; rather, the current total is determined at the time of each subsequent assessment. This is because a High-Performing Dimension achieved in one year can slip back and become Non-High-Performing in a subsequent year. Thus, the current picture of VTC capacity is always reported, and capacity gained is not assumed to be permanent; indeed, we observed a modest overall decline in the last reporting period. This approach gave the K-YES team and USAID a more objective and timebound measure of VTCs’ strengths, weaknesses, and needs.

Figure 2: PLOCA/Phase 1 High-Performing Dimensions Results – Life of Project

Figure 2 above shows the Phase 1/PLOCA cohort of VTCs’ achievement of High-Performing PLOCA Dimensions over their four-year engagement with K-YES. These data suggest that the overall strongest year for this cohort was in FY2018, in which a majority of reporting VTCs achieved high-performance in their Mission, Vision and Values, Leadership and Collaboration, and Partnerships and Networking dimensions. In FY2019, Leadership and Collaboration, and Partnerships and Networking remained relatively strong. Interestingly, more VTCs achieved high-performing status in their Fundraising and Sustainability dimension in FY2019 than in any other year. These numbers suggest that the capacity of the Phase 1 VTCs improved substantially and comprehensively since the start of the project; compared to baseline measurements, the FY2019 results were much higher. It is also important to note that VTCs did not target every dimension at once for improvement; typically, an Institutional Strengthening Plan would focus on up to three dimensions at a time, not ten. Thus, we do not expect to see consistent growth in all capacity dimensions, but rather, selective improvement based on prioritized capacity areas

At the end of FY2019, several Phase 1 VTCs achieved close to 100% High-Performing Status based on our PLOCA criteria. The highest-performing VTC in this group was Christian Industrial Training Centre (CITC) in Nairobi County, which reported high-performance across all ten PLOCA dimensions. Three other VTCs all in Kericho County, Chepseon VTC, Kipsmamungut VTC, and Kiptere VTC, reported having achieved high-performance in nine out of ten PLOCA dimensions. The lowest performing VTC in this measurement round was Garissa VTC (Garissa County) with no high-performing dimensions recorded. Kericho County appeared to be the highest-performing County in FY2019. The distribution of individual Phase 1 VTCs’ ranking by high-performing dimensions achieved in their final measurement in FY2019 is shown below in Figure 3.1

1. Due to data transcription error, no FY2019 PLOCA score is available for Manda VTC, a historically high-performing K-YES VTC partner in Kwale County.


Figure 3: Phase 1/PLOCA VTCs Total HPD per VTC End FY2019*

QAF Results – Life of ProjectThe K-YES Phase 2 cohort includes partner VTCs from four counties: Kisii, Migori, Nyeri, and West Pokot. K-YES support for the Phase 2 VTCs applied the QAF instead of the PLOCA, and Phase 2 support began in FY2018. At the end of FY2020, now four High-Performing Dimensions were identified. At the end of FY2018, none of the Phase 2 VTCs had achieved a High-Performing Dimension, while at the end of FY2019, five High-Performing Dimensions were achieved. The LOP result represents an increase over the baseline measurement. Ten of the Phase 2 VTCs were able to complete remote QAF assessments in FY2020. Due to the COVID-19, which precluded us from conducting site-visits and in-person assessments, K-YES redesigned its QAF instrument to be completed remotely on a computer by the leading VTC administrator for each.

Figure 4: Life-of-Project Phase 2 Cohort QAF High-Performing Dimension Results

QAF Dimension FY2018 (base year) FY2019 (n=10) FY2020 (n=10)

Leadership 0 2 2

Partnerships 0 0 0

Equity and Access 0 2 0

Learning and Teaching 0 1 1

Operations 0 0 1

Total 0 5 4

Using calculated QAF scores, the FY2020 results show that 70% of Phase 2 VTCs are at the Foundational Level (score between 1.0 and 1.9) and 30% are at the Emerging Level (score between 2.0 and 2.9). This result represents a small decline from the FY2019 result. See Figure 5.


Figure 5: FY2020 Phase 2 Cohort QAF Score/Level Results

Figure 6: FY2019 Phase 2/QAF Cohort Scores from Baseline to Present

For most Phase 2 VTCs, the FY2020 round was their fourth QAF assessment, so we are able to view time-series data and observe changes and trends. Since the QAF uses a calculated numeric score, we can easily compare performance between individual VTCs in this cohort (see Figure 6).

The results shown in Figure 6 are generally positive. For seven out of the ten responding VTCs in FY2020 with at least three measurements, their most recent score exceeds their baseline score. Full data are not available for Kodich VTC, Matuga VTC, Nyaore VTC, Sigor VTC, and Ngorano VTC, due in part to data collection challenges relating to the COVID-19, despite our efforts to facilitate remote assessments. These cumulative results, with six VTCs showing a reduction in score from FY2019 to FY2020, may reflect a natural response to the scale-down of K-YES support in FY2020, as well as effects relating to the COVID-19 and reduced ability to operate. Two VTCs continued an upward trend from FY2019 into FY2020, Awendo VTC and Kinunga VTC.

FY2019 Distribution of Phase 2/QAF VTCs by QAF Level Achieved

Foundational VTC Capacity

Emerging VTC Capacity

Advancing VTC Capacity


The average QAF score of this cohort has incrementally increased since the start of activities, until the FY2020 measurement period which saw a modest decline, again perhaps related to both the scale-down of K-YES support in its final year, and additional challenges that VTCs are facing in light of the COVID-19 pandemic. Using QAF scores of VTCs that completed three or more assessments (out of a possible four), the average cohort QAF scores are shown below in Figure 7. At the end of FY2020 this cohort’s average score is 1.99 out of 4.0, based on results from ten VTCs which completed all or most of their scheduled assessments.

Figure 7: Average QAF Score Trend, Life-of-Project

Baseline QAF data for the Phase 2 VTCs suggested a wide range of ‘starting capacities’ among them. The cumulative data suggest that the relative performance of the Phase 2 cohort has improved through its engagement and support from K-YES.

VTC Feedback on the QAFThe final QAF assessment was conducted remotely using an online platform to facilitate participation without the need for in-person site visits. In this revised instrument, we included additional questions for VTC administrators to give their feedback on how the process had worked for them, whether they thought it was useful, and in what ways they felt their VTCs’ capacity and performance had improved. For the first three questions, there was no variation in responses but overwhelmingly positive feedback:

QAF Dimension Responses

How useful do you find the QAF, for determining your VTC's areas of strength and areas needing improvement? Use a scale from "Not at all Useful" to "Very Useful." (response options: Not at all Useful, Somewhat Useful, Very Useful)

100% of responses (10/10) “Very Useful”

Will your VTC continue to use the QAF after the K-YES project ends, to conduct periodic self-assessments? (response options: Yes, No, Undecided)

100% of responses (10/10) “Yes”

How much do you feel your VTC's capacity has changed since starting your partnership with K-YES? Use a scale from "Not improved" to "Very Much Improved." (response options: Not Improved, Somewhat Improved, Very Much Improved)

100% of responses (10/10) “Very Much Improved”


In a final QAF feedback question, we observe more variation in responses. The last question asked administrators to rank their VTC’s improvement from most to least, applying the QAF capacity dimensions. See Figure 8.

Figure 8: QAF Feedback Question 4 and Responses – K-YES QAF Online Assessment Form

What we observe in response to feedback question four is that most VTCs felt that they had improved their Leadership dimension the most. Learning & Teaching and Partnerships dimensions were also selected as areas that improved substantially. Reported improvement to the Operations dimension was mixed, and changes in the Equity & Access dimension were reported as having had the least improvement.

ConclusionBased on these data, we can infer that the capacity of the K-YES supported VTCs has increased in many key areas over the life of the project. However, these results may also suggest that progress towards capacity improvement slows when a project is scaling-down; both the PLOCA and QAF cohorts experienced average reductions in their key measurements during their final year of support. There is also natural variation in the starting and end capacities of the VTCs. However, a majority of Phase 2 VTCs achieved final scores exceeding their baseline scores, some substantially so. The Phase 1 cohort now operates, on average, at a meaningfully higher level than it did at the start of K-YES. Furthermore, performance against ISP milestones has been consistently high, even as K-YES support has begun to scale-down. This demonstrates a commitment to capacity improvement and sincerity among our VTC partners to engage a process of critical analysis for positive change.

Furthermore, the K-YES approach was designed to compare the relative efficacy of PLOCA and QAF, as frameworks for technical assistance and as M&E tools. It is our team’s view that future programs engaging VTCs to assess and improve their capacity and performance would benefit from applying a sector-specific organizational capacity assessment such as the QAF, over a general organizational capacity assessment like the PLOCA. Stakeholders’ buy-in to the process may be achieved more quickly with a tool that is geared directly to their sector, type of organization, and desired outcomes. Furthermore, the K-YES application of QAF resulted in a more sensitive measure of change/progress than did the PLOCA, due to early choices made to simplify the latter for usage with TVETs with lower-levels of starting capacity. QAF scoring created a granularity in results and change are preferable (from an M&E standpoint) to the binary scoring applied under PLOCA. RTI deliberately created two treatment groups in its Phase 1 and Phase 2 cohorts so that the QAF (which was new in 2016) could be tested in earnest and compared to an established RTI framework. The QAF has now shown to be a valuable model for K-YES, and for the USAID/Indonesia Ready-to-Work Accelerator Program (RWAP), also implemented by RTI. RWAP is a youth workforce program which began after K-YES and used the QAF exclusively to engage and support Indonesian Vocational Training Centres. In that country and project context, we have also received positive feedback, and signs that other (non-beneficiary) service providers would like to replicate this model. Indeed, for K-YES, 100% of Phase 2 VTC respondents to the final QAF round said that they found the model to be useful and would continue using it after the program closes.

0 1 2 3 4 5 6 7 8 9 10

Equity & AccessOperations

PartnershipsLearning & Teaching

Leadership

Number of responses

In which QAF capacity dimension do you feel your VTC has improved the most? The least? Please order the dimensions from most-improved (top) to

least improved (bottom).

First choice

Second choice

Third choice

Fourth choice

Last choice


Activity 1.1.3: Negotiate and finalize grants support for VTCs to implement ISPs

Over the life of project, K-YES disbursed vocational training grants to all partner VTCs in both Phase 1 and Phase 2 counties. The overall aim was to support VTCs to adopt the best practices as clearly stated in the TVET Act. The grants supported the following activities: (1) implementation of ISPs, (2) pedagogical capacity building to deliver the K-YES CBET curriculum package (an integrated package of gender responsive employability support services including life skills), (3) delivery of CBET courses in VTCs, (4) development of career guidance and counseling services, (5) employer engagement activities, and (6) jobs and internship placement support services. Other secondary activities undertaken by grantees included purchasing tools and equipment, participating in competency-based curriculum development mentorship sessions, reviewing the VTC mission and vision, and developing strategies to enhance service delivery.

VTCs issued K-YES grants made tremendous progress in achieving the set grant deliverables. Some of the key grant-led practices embraced by these VTCs included leveraging the grant by mobilizing county resources to improve service delivery, purchasing group internship insurance, improving school branding (print and paint), developing a trainee database, installing a financial software system, conducting employer engagement, and integrating mentorship sessions in the day-to-day training program.

During grant monitoring visits, VTCs reported increased student enrollment and completion. These increases were attributed to improved service delivery to trainees, who are, consequently, more dedicated to their studies at VTCs and, thus, exhibit less attrition after enrollment. Beyond the core skills training, these trainees benefitted from mentorship and sessions on life skills, work readiness, and career progression organized in partnership with K-YES to enhance competitiveness in the labor market.

Table 4 presents VTC enrollment results by county, and Table 5 shows the numbers of youth who completed their training.

Table 4: QAF VTC Enrollment Numbers by County

Achieved

County Women Men Total Target

Nairobi 2,396 1,609 4,005 4,000

Bungoma 631 606 1,237 1,500

Kericho 817 1,122 1,939 1,500

Kwale 795 677 1,472 1,500

Garissa 338 317 655 500

West Pokot 395 341 736 500

Migori 112 259 371 500

Kisii 335 575 910 500

Nyeri 76 185 261 500

Total 5,895 5,691 11,586 11,000



During the period under review, 8,166 youth (4,214 men, 3,952 women) completed their courses, and 80% received job placement or internship opportunities.

Table 5: Number of Youth Learners who Successfully Completed Youth Polytechnic (YP) Programs

Achieved


Nairobi 1,935 1,798 3,733 2,800

Bungoma 289 246 535 900

Kericho 817 1,055 1,872 1,400

Kwale 330 279 609 1,000

Garissa 221 201 422 400

West Pokot 73 141 214 450

Migori 84 205 289 250

Kisii 198 249 447 700

Nyeri 5 40 45 200

Total 3,952 4,214 8,166 8,100

To ensure sustained access and retention of trainees, VTCs continued to lobby for education bursaries, in line with technical education and training reforms in Kenya. Subsidized Vocational Training Centers Support Grants (SVTCSGs) totaling Kenya shillings (KES) were disbursed by the National Directorate of Vocational Education and Training to six partner VTC grant recipients, benefitting 715 youth trainees. The SVTCSGs were intended to cover repairing and maintaining learning equipment, purchasing instructional materials and stationery for trainees, engaging in skills competitions and co-curricular activities, and paying electricity and water bills. Table 6 and Table 7 list the SVTCSG and Constituency Development Fund allocations made to each VTC and county, respectively.

Table 6: SVTCSG and Constituency Development Fund Allocation per VTC

County VTC Amount (KES) Amount (United States dollars [USD])

Nyeri Othaya

Kinunga

Kericho Chepseon

Kiptere

Kipsamumgut

Total


Table 7: Number of County Government (CG) Bursary Beneficiaries per County

County Women Men Total Amount (KES

Bungoma 44 58 102

Kwale 25 68 93

West Pokot 58 38 96

Migori 13 23 36

Kisii 98 219 317

Nyeri 21 50 71

Total 259 456 715

Activity 1.1.4: CBET curriculum development

During FY2016, K-YES worked with the 13 selected VTCs to develop and pilot 6-week, short CBET curricula relating to professions selected based on the local job market demand identified by the ecosystem survey performed in each county. The selected sectors are as follows: poultry in Bungoma County, retail and distribution of household goods in Garissa County, housekeeping in Kwale County, and plumbing and masonry in Nairobi and Kericho Counties, respectively (Figure 9). K-YES engaged employers and educators in a participatory design process to address specific skill gaps together with local businesses.

Figure 9: CBET Curriculum Development Sectors in Phase 1 Counties

1

23

4

5

Pilot CountriesBungoma

Garissa

Kericho

Kwale

Nariobi

ProfessionHatching and rearing chickens for meat production

Distribution of household consumables to end consumers

Masonry

Housekeeping and landscaping services for hotels and cleaning companies

Plumbing

2

1

3

4

5

Countries and Selected Professions

So far, a total of 9,000 youth have acquired a skill with a blend of employability skills such as life skills, work readiness, business skills, mentorship and career choices out of which 72% have been employed


VTC instructors and administrators were assessed, and 24 were selected as leads for the curriculum development process and as instructors who would spearhead rolling out the curricula in their respective counties. The instructors were trained and participated in employer interviews to identify the requisite employee skills valued by employers during job recruitment. A total of 50 employer-sought skills interviews were conducted in the five trade areas selected. The objective of this activity was to ensure the market relevance of education and identify soft skills that K-YES could promote among its youth cohort to improve the employability of youth beneficiaries.

By the end of FY2016, K-YES had finalized the development of the masonry, housekeeping attendant, Kienyenji chicken operator, sales, and plumbing curricula and submitted them to the Curriculum Development, Assessment and Certification Council (CDACC) for validation. The curricula were endorsed for validation by 79 stakeholders drawn from vocational training institutions (VTCs and technical training institutes), association bodies, and private sector organizations. These five curricula were certified in FY2019, thereby ensuring that vocational training institutions could adopt demand-driven curricula that provide relevant and quality skills aligned to labor market needs.

Activity 1.1.5: Implementation of CBET curricula in VTCs

Substantial technical support was provided to VTCs rolling out CBET curricula in both Phase 1 and 2 counties. The first step was deploying campaigns to increase VTCs’ awareness of the importance of acquiring TVETA registration for those not yet registered. Information was disseminated on the benefits of TVETA registration, which include the ability to access both national and county grants, approval to become CBET assessment centers, and approval to roll out CBET curricula.

The second step was the provision of technical training on CBET assessment to VTC instructors, managers and directors of vocational education, and K-YES coordinators from across the nine counties. The 6-day training, which was organized by K-YES and facilitated by CDACC, took place in Nairobi, and all grant-receiving VTCs were represented. The instructors who attended the training were those who were already qualified as instructors in the areas of plumbing, masonry, housekeeping, and hairdressing (i.e., the trades that already have approved Level 3 CBET curricula). The aim of this training was to equip the 73 participants (48 men, 25 women) with skills on how to develop assessment tools and conduct actual assessments of CBET curricula. The training also paved the way for the third step: participants applying for accreditation as CBET assessors or verifiers and, thereby, making it possible for their respective VTCs to seek approval to offer CBET courses and be considered as CBET assessment centers. This activity is still ongoing with individual VTC and instructors pursuing their accreditation with CDACC.

Activity 1.2: Adaptation and integration of life skills training into technical training and/or standalone trainingIn FY2016, K-YES integrated career counseling as a service offered by partner VTCs. In this regard, curricula for life skills and career counseling training were developed for use in conducting trainings of trainers (ToTs) for personnel from vocational training institutions and CBFs. The initial ToTs were conducted over a period of 4 days, and the modules covered included the following: self-awareness, self-esteem, communication skills, assertiveness, attitude and motivation, goal setting and personal responsibility, decision-making, creative thinking, critical thinking, problem solving and coping skills, job searching, interview skills, work ethics, gender- and disability-responsive life skills, effective career counseling, and the modalities of establishing career counseling programs.



Subsequently, the two ToTs were rolled out in all counties to representatives of vocational training institutions, CBFs, and youth empowerment centers. The development of these curricula was followed by a validation workshop, which aimed to provide a review and feedback on the appropriateness and relevance of imparting life skills and career counseling skills to those working directly with the K-YES youth cohort. In FY2017, K-YES started to provide life skills and career counseling sessions to youth who were not enrolled in VTCs, covering topics such as self-awareness, self-acceptance, and financial management. K-YES also initiated mentorship trainings as a method of not only empowering their trainees but also motivating them to achieve their life goals. These mentorship sessions were implemented by inviting employers from industry and alumni to mentor their trainees.

Table 8: Number of Youth Benefiting from Life Skills and Mentorship Training by County

Achieved

County Women Men Total

Nairobi 1,716 1,375 3,091

Bungoma 1,597 1,447 3,044

Kericho 1,913 1,824 3,737

Kwale 813 491 1,304

Garissa 615 469 1,084

West Pokot 1,008 667 1,675

Migori 695 587 1,282

Kisii 761 942 1,703

Nyeri 762 1,167 1,929

Total 9,880 8,969 18,849

Activity 1.2.1: Integration of mentorship, job placement services, and employer engagement in VTCs

In FY2018, K-YES launched an intensive capacity building training program covering all nine counties for K-YES mentors and industrial liaison officers working in the VTCs who have been working hand in hand with life skills ToTs. This training was meant to equip them with skills to enhance their service delivery to trainees and covered areas such as the development of a placement strategy, the storage and management of placement data, stakeholder involvement, and industry linkages. The expected outcome was that these institutions would record increased engagement with industry, leading to increased placement of trainees. The work of these officers would also enable trainees to settle into their VTCs, understand what is expected from them, set goals they want to achieve, and most importantly, be aware of available support services aiming to reduce the possibility of attrition. During the period, K-YES followed up with the VTCs that participated in the training and recorded the following outcomes:

• 80% of the VTCs saw gradual increases in the numbers of students placed relative to earlier periods.

• 36% of the VTCs began allocating both human and financial resources to support placement activities.

• 48% of the VTCs began involving additional, diverse stakeholders to provide support for trainee placement, such as boards of management, parents, local administrations, and alumni. The same percentage of VTCs reported an increase in the number of employers recruited and added to their databases.

• Eight VTCs that previously did not conduct any student orientation introduced this activity.

• 50% of the VTCs were actively in touch with alumni, having recognized their resourcefulness in providing career development support to current trainees.


Activity 1.3: Expand the reach of LMI among target youthIn FY2016, K-YES explored the possibility of designing an LMI platform for sharing information with its stakeholders, especially K-YES youth. However, after evaluating various platforms available in the market, along with the program’s experience sharing information with its target youth, K-YES decided that an LMI platform, as envisioned previously, would not be ideal for the intended audience. Through each county’s CBF, K-YES conducted an assessment that established that the most effective method of LMI dissemination to its target youth was through the word of mouth in public forums, since the majority of these youth lacked strong literacy skills. Although some youth were reachable through mobile platforms, such as short message service (SMS) and social media, these youth were located primarily in Nairobi County.

With this finding, K-YES proceeded to develop an LMI strategy that responded to the needs of the target cohort by building a simple tool that would facilitate reporting of K-YES’s progress in gathering and disseminating LMI. The tool was simple and served two purposes: (1) to help users identify the LMI activities being carried out and (2) to provide users with the ability to report the kind of LMI collected and the number of youth reached by the dissemination of LMI. Figure 10 is a summary chart of the K-YES LMI framework.

Figure 10: K-YES LMI framework

Note: BST, business skills training CYEC, county youth employment compact; IEC, information education communication; LST, life skills training.

Sources of Information

Industry, VTCs, Govt. agencies, regulators

Demand for Information(Skills training opp, business training opp, jobs, internships, financing, marketing trends, employer expectations, where too get skilled labor industry linkages etc.)

K-Yes Platforms K-Yes LMI Channels Tracking Method

(Numbers with gender split)

YouthK-Yes Beneficiaries

Employers(Industry)

VTCs

Community

Training & Mobilizations(LST, BST, VSLA, Mentorship,ID registration, Gender & disability awareness)

• Employer meetings• CYEC

• Capacity building of staff• Career fairs/Artisans’ Day/

Open days• Broadcast success stories

• CBF• VTCs• Media• IEC materials• Publicity events (drama,

music, sports)

1. Word of Mouth• Trainings• Meetings• Community events

2. Mobile Phone• SMS

4. Social Media• Facebook• Whatsapp

3. Digital Media• Radio• TV

6. IEC Materials• Posters/info boards

5. Internet• CFB Website

7. Information Desks

• Training attendance list• Analyses• Surveys• Self-reporting

K-YES


Thereafter, K-YES started to disseminate LMI to the K-YES youth cohort using various platforms, including graduation ceremonies, community-based trainings, community barazas, partners’ meetings, and conferences. LMI generated and disseminated during the period was on job opportunities, training opportunities, markets, finance, networking opportunities, new vocational training policies, and employer/industry expectations. This information was aimed at assisting youth to find jobs and new markets for their produce and learn about K-YES training opportunities, opportunities to access capital for agribusiness enterprises, and the importance of acquiring national ID cards. Information on new policies in vocational training was aimed at preparing VTCs to be compliant with new government requirements on vocational training.

The sources from which K-YES gathered this LMI included national government and CG officials (e.g., officials working in the Ministries of Trade and Industrialization, Education, and Agriculture), CYEC members and youth workforce development (YWD) partners, K-YES-trained trainers, K-YES mentors, and community resource persons. The information was mostly disseminated to VTCs and YSOs through word of mouth, SMS, social media, email, posters, and official letters. The choice of labor market channels to use was informed by the nature of the target audience and their ability to access and understand the information. CBFs were central in disseminating LMI to K-YES target youth, owing to their reach among youth at the village level. Other forums where LMI was disseminated to K-YES beneficiaries included the various K-YES trainings (especially during work readiness sessions), life skills training sessions, entrepreneurship training, and ID registration campaigns. During the 226,344 youth were reached with relevant LMI.

Table 9: Types of LMI and their Implications for Programming

Participants Reached

Type of Information Women Men Total Implications for K-YES Youth Programming

Wage and self-employment opportunities, access to youth-friendly credit facilities

20,661 20,531 41,192Increased transition of youth from training into employment as a result of awareness of where opportunities exit

New developments among public and private sector regulators (e.g., CDACC, National Industrial Training Authority) that would impact vocational training

4,227 4,443 8,670This information will help VTCs prepare and align themselves adequately to be relevant to current trends in skills training

Business start-up/growth opportunities and availability of youth-friendly loans

11,914 8,109 20,023Increased self-employment, better employment through business expansion, and increased access to loans

Opportunities for vocational skills training and bursaries

7,522 8,193 15,715Increased enrollment in VTCs as a result of vulnerable youth within K-YES cohort being aware of how to access sponsorship for skills training

Opportunities in agribusiness 11,404 9,459 20,863Improved income for youth living in K-YES counties that rely heavily on agriculture

ID registration 63,662 56,219 119,881Increased access to economic empowerment opportunities among youth

Total 119,390 106,954 226,344



1.4: Active involvement in Positive Youth Development (PYD)PYD campaigns were implemented through K-YES work readiness workshops, which were organized and delivered in all counties. During these forums, K-YES beneficiaries were able to meet facilitators who took them through a number of activities to prepare them for the world of work. The youth participated actively in these sessions, the aim of which was to build their soft skills and challenge them to utilize their talents. Most of the facilitators were drawn from the youths’ communities and included fellow youth who had succeeded in various business activities and could share their personal experiences. Some other PYD campaigns intersected with International Youth Days and World Youth Skills Days, whose activities revolved around themes such as better health, skills training, employment opportunities, and environmental conservation and highlighted avenues to ensure safe spaces for youth to thrive.

1.5: Promote national ID registrationYouth without a national ID card are greatly disadvantaged in accessing essential services that would enable them to improve their economic, social, and political status. Without an ID, youth cannot access most government or private sector offices for security reasons, acquire mobile phone SIM cards, open mobile money accounts or bank accounts, register a business, secure formal employment, or access financial services.

To address this issue, K-YES rolled out the “My ID, My Life” campaign through a grant issued to the CBFs in all nine counties. Structured programs were developed in agreement with key government stakeholders, including the National Registration Bureau (NRB), the CBFs, internal security, and the K-YES team, defining where and when mobile outreach would be carried out in each county. the CBF Board members were made responsible for assisting with mobilization and clerical work, and local government stakeholders ensured that youth were registered and that adequate security was provided during the outreach and registration periods. By FY2020, 315,646 (149,919 men, 165,727 women) drawn from the K-YES target cohort had been registered.

Table 10 shows the total number of individuals and the subtotals of youth meeting K-YES eligibility specifications registered to date per county.

Table 10: Total Number of Registered Persons per County (My ID, My Life Campaign)

Total Registered Total youth (18-35 years old) who did not reach Form 4

County Women Men Total %W %M Women Men Total %W %M

Nairobi 28,612 27,082 55,694 51% 49% 16,816 15,758 32,574 52% 48%

Bungoma 15,899 14,079 29,978 53% 47% 10,707 8,827 19,534 55% 45%

Kericho 20378 17229 37,607 54% 46% 11325 9766 21,091 54% 46%

Kwale 29,701 28,449 58,150 51% 49% 24,138 21,667 45,805 53% 47%

Garissa 11,426 11,703 23,129 49% 51% 7,935 7,994 15,929 50% 50%

Nyeri 7,474 6,487 13,961 54% 46% 2684 2246 4,930 54% 46%

Kisii 12,350 10,994 23,344 53% 47% 9,374 7,905 17,279 54% 46%

West Pokot 24,988 18,668 43,656 57% 43% 15,065 12,204 27,269 55% 45%

Migori 14,899 15,228 30,127 49% 51% 10,750 9,448 20,198 53% 47%

Total 165,727 149,919 315,646 53% 47% 108,794 95,815 204,609 53% 47%

24;

benefitted from County

bursaries and K-YES soft

skills trainings. She pursued

food and beverage at

Chemosot VTC and she

is now employed at Tea

Research Institute, a reputed

firm in the area.


Objective 2: Increased business skills

Activity 2.1: Mobilization and recruitment of youth (including gender and disability consideration)During the life of the project, K-YES continued to facilitate youth access to demand-driven services to strengthen their business, technical, and soft skills; build market linkages and social capital; and access appropriate financial services so that they can create and grow profitable, safe, and sustainable self-employment and micro-franchise opportunities.

Using the “Learn to Earn” (LTE) curriculum, K-YES staff and consultants built the capacity of service providers and community facilitators through ToTs to deliver a suite of enterprise development support activities, including skill building, apprenticeship and mentoring, and linkages to improved inputs and sales channels. The program focused on two specific channels: (1) business skills building activities/training using LTE delivered by community trainers and identified business development support (BDS) providers, intended for youth in business and to link youth microenterprises to identified value chain opportunities in agribusiness, and (2) LTE curriculum delivered to youth in a vocational track at VTCs and other training institutes.

Activity 2.2: Program design using the LTE curriculumAfter finalizing the adaption of the International Rescue Committee (IRC)-based LTE business skills training program in FY2016, K-YES proceeded to develop the ToT on the business skills package, which would build the capacity of trainers to deliver relevant, high-quality training through the life of the project. The ToT package developed comprised (1) the adopted LTE curriculum (modular), (2) a Facilitator’s Manual, and (3) a Youth Handbook.

Thereafter, K-YES initiated the mobilization and selection of community trainers for integrated business skills and VSLA training in Phase 1 and Phase 2 counties. The trainers were mobilized from CBFs, YBSs, and other K-YES partners and developed their skills on entrepreneurship, financial education, and VSLAs to enable them to transfer these skills to youth by rolling out community/ward-based trainings.

Before the launch of this work, K-YES business skills trainers conducted a training needs assessment to establish the business skill gaps among youth and understand local market opportunities to ensure that the training delivered addressed demand-driven needs. Some of the common skill gaps established among youth were poor recordkeeping, inadequate customer service, lack of clear strategies for marketing, and lack of business management skills. Notwithstanding, the most popular topics were Small Business Management, Business Expansion, Accessing Government Opportunities (funds and tenders), Financial Education (budgeting, debt, savings, and credit), Life Skills in Business, and Gender Mainstreaming in Business.



Activity 2.3: Program rollout of training across all countiesK-YES rolled out the integrated business skills training across all counties from FY2016 to FY2020. The trainings were multi-sectoral and comprised gender, VSLAs, financial services, and financial education. All trainings conducted were ward based to ensure that youth were well supported in managing and running their small enterprises throughout each county. The trainings were delivered via a phased approach, with two training sessions per week for a month. Each training session lasted 4–5 hours, and thus, each training program comprised at least eight sessions/32 hours.

The training components included client protection principles, business expansion, financial services, access to government procurement opportunities (AGPO), VSLA leadership and management, the stages of group formation, recordkeeping, financial education, small business management, customer service, and life skills in business. Pre- and post-training assessments were also undertaken to measure the level of skills transfer before and after training. These assessments provided a good measure of the effectiveness and efficiency of the trainings.

Additionally, K-YES rolled out a “Business Acceleration” program to further train youth who had already established businesses through the program and were ready for additional knowledge and support to help accelerate their business growth. The program addressed topics such as business diagnostics, additional business skills training, business growth plans, strategic business advisory/tips, access to finance, and the dynamics of creating networks and linkages. As part of this acceleration program, the LTE mentorship program was rolled out, with community business mentors leveraging the training they received in PY3 to support entrepreneurial youth to grow their businesses and gain self-confidence. It was expected that through this mentorship, the enterprises established by youth would better overcome challenges, leading to improved returns on investments and business sustainability. This was also a way to ensure the sustainability of youth support by creating another layer of resources for youth that would persist after K-YES ends.

As youth continued to build their market-relevant business skills through the life of the project, K-YES continued to forge linkages with key value chain actors, including producers, input suppliers, processors, retailers, and exporters, as well as business and sector associations. These linkages ensured the business curriculum remained market-relevant, increased the flow of market information and technical knowledge, and, ultimately, facilitated market linkages to strengthen the sector, thereby promoting youth employment and integration of youth businesses into value chains. Table 11 shows the number of youth trained in each county during the period.

Table 11: Number of Youth Trained in Integrated Business Skills and Financial Literacy in Each County

Achieved


Nairobi 3,601 2,941 6,542 6,500

Bungoma 4,677 3,601 8,278 6,000

Kericho 2,992 3,216 6,208 6,000

Kwale 3,820 2,314 6,134 5,500

Garissa 1,515 1,473 2,988 2,000

West Pokot 2,766 1,482 4,248 4,000

Migori 3,183 2,450 5,633 4,000

Kisii 2,848 2,687 5,535 4,000

Nyeri 1,530 2,226 3,756 2,000

Total 26,932 22,390 49,322 40,000


Activity 2.4 Provide mentorship to K-YES youth in businessThe main challenge faced by youth pursuing their own businesses was that once they had completed the skills training and business skills courses, they struggled to apply the newly learned business principles to grow and sustain their ventures. As a result, many of their new enterprises did not grow or failed entirely.

To mitigate this issue, K-YES rolled out the business mentorship program in all counties This training was intended to equip business mentors identified in the community with knowledge and skills to provide improved mentorship support to K-YES youth entrepreneurs. Those trained were successful business people who run stable businesses and had experience in managing small and medium enterprises. A total of 116 youth business mentors (89 men, 27 women) were trained. Some of the topics addressed included Expectations of the Business Mentors, Communicating with the Mentee, Goal Setting with the Mentee, and Problem Solving. The youth mentors were then expected to assist young entrepreneurs to start and grow businesses in ways that nurtured and equipped them with sound technical and business skills to ensure they would be able to take an effective approach to business.

Other mentorship initiatives implemented across all the counties comprised linking youth to financial services during integrated business skills training, where FIs were invited to give financial talks about their products to the youth. Community trainers also held monthly and quarterly mentoring and feedback sessions with VSLAs to enhance group stability and promote increased savings culture, resulting in a broad loan portfolio that members can borrow from and lend to undertake their income-generating activities.

Activity 2.5 ToT integrated business skills, VSLA, and gender and disability training rollout

Activity 2.5.1: Increased awareness and access to financial services

From the outset, K-YES recognized the VSLA model as a key financial inclusion strategy for the program. Because VSLAs represent a low-level financial inclusion strategy, especially for the unbanked, K-YES was keen to continue supporting existing VSLAs, forming new ones, and linking mature VSLAs to formal FIs for sustainability in support of youth enterprises. Beginning in FY2016, K-YES started to develop and nurture master trainers capable of disseminating the VSLA model to a cadre of community resource persons at the village level. The training sessions were delivered by community trainers as 4-hour weekly sessions over the course of 1 month, for a total of 16 hours of training per month. The financial literacy trainings were integrated with business skills and gender awareness trainings. The training components included client protection principles, business expansion, financial services, AGPO, VSLA leadership and management, the stages of group formation, recordkeeping, financial education, small business management, customer service, and life skills in business. Once established, the VSLA groups continued to be the default platform for continued training about money management and serve as a stepping stone toward access to youth SACCOs and the formal financial sector.

In parallel, K-YES engaged CBF/YBS networks to raise awareness, build financial literacy, and implement other financial inclusion activities. K-YES facilitated capacity building for the YBSs and governance teams to improve the quality of financial services available to the K-YES youth cohort. In turn, SACCO delegates implemented education outreach for their members at the ward level to build financial literacy as a prerequisite to accessing a loan.

In PY3, financial inclusion forums were held with youth-friendly FIs in each of the nine counties. Building on those forums, formal partnerships were established with various FIs (e.g., banks, SACCOs, microfinance institutions [MFIs]) through the development of memoranda of understanding (MOUs). These partnerships involved inviting FI partner agents to business and financial literacy trainings to introduce their new products and services, including mobile-based digital financial services, to youth group members and providing FIs with information and access to youth business owners who represent a viable market segment for FIs. A number of FI partners issued loans to youth with growing businesses and offered them savings accounts. Across VSLAs, SACCOs, and FI partners, a total of 20,023 youth (8,109 men, 11,914 women) accessed loans (Table 12).


Table 12: Loans Accessed by County


Nairobi 3,454 2,767 6,221 6,000

Bungoma 2,033 1,057 3,090 3,000

Kericho 1,636 1,185 2,821 2,500

Kwale 1,437 721 2,158 2,000

Garissa 33 33 66 500

Nyeri 300 476 776 1,000

Kisii 878 804 1,682 1,500

West Pokot 842 485 1,327 1,000

Migori 1,301 581 1,882 1,500

Total 11,914 8,109 20,023 19,000

Activity 2.5.2: Strategic financial partnerships deigned to increase awareness and access to financial services

K-YES partnered with the Kenya Commercial Bank (KCB) Foundation (KCBF) in Kisii, Nyeri Migori, West Pokot, Kwale, Bungoma, and Kericho counties where KCB and K-YES officers trained youth beneficiaries in financial literacy and business proposal writing to ready them for accessing the KCB 2jiajiri loans. Groups were trained on business skills, financial literacy, and the poultry and dairy value chains and were supported to fill out and review their business plan forms to access loans from KCB. All groups opened both group and personal accounts in readiness for financing to increase production and add value to their soybean, poultry, and dairy value chains.

K-YES partnered with Coca-Cola Foundation to link the K-YES youth cohort with Coke 5by20 products/merchandise and business skills in an initiative called Kuza Kazi (KK). Through this partnership, the KK initiative was expected to reach 5,000 youth and link them with Coca-Cola products and starter kits to engage in the Coca-Cola value chain. It was also expected that KK would attract other strategic fast-moving consumer goods companies as partners and extend the product range for the identified KK beneficiaries. Loans of more than KES 6 million were distributed by the KK initiative in seven counties by the end of FY2020 (Table 13).

Table 13: Youth Who Obtained Coke 5by20 Loans

County Target

Nairobi 967,000

Kericho 725,000

Bungoma 692,400

Kwale 528,000

Kisii 1,016,386

Migori 2,010,000

Nyeri 95,471

Total 6,034,257

The Compact is fully

functional in Bungoma. All

the partners are fulfilling

what they promised. Some

of us are offering mentorship

and internship opportunities

to benefit youth.

- , Chair, Bungoma Youth Employment Compact


K-YES also partnered with KUSCCO, which was mandated to support nine youth SACCOs in capacity building and capitalization and, thereby, increase the loan portfolio capital available for lending to youth to via their county youth SACCOs to pursue enterprise development-related activities. The program sought to improve the capacity of county YBSs (CYBSs) by training them in management and operations and by providing technical support to restructure SACCO management. In PY2, K-YES executed grants to YBSs to support capitalization; the development of demand-driven, youth-friendly financial products; and continued capacity building. Under the K-YES/KUSCCO partnership, KUSCCO continued to train K-YES YBS leadership and members on SACCO management and governance across the nine counties. This partnership was deemed vital for the sustainability of the SACCOs beyond K-YES implementation.

Table 14 details the numbers of youth who accessed loans from different types of FIs across the nine counties, and Table 15 presents data on SACCO membership, loans, shares, and savings.

Table 14: Loans Received by Youth by FI

Country VSLA SACCO KCBF Banks Bursaries MFIs Total

Nairobi 5,096 296 - 541 - 288 6,221

Bungoma 2,079 99 121 139 102 550 3,090

Kericho 2,091 137 65 334 - 194 2,821

Kwale 1,291 174 - 358 93 242 2,158

Garissa 6 40 - 7 - 13 66

West Pokot 987 169 23 52 96 - 1,327

Migori 1,461 81 77 38 36 189 1,882

Kisii 966 187 17 109 317 86 1,682

Nyeri 579 65 - 61 71 - 776

Total 14,556 1,248 303 1,639 715 1,562 20,023



Table 15: SACCO Membership, Shares, Savings, and Loan Data

SACCO Membership Shares (KES) Savings (KES) Coca-Cola Loans (KES Loans to Members (KES)

Current Month

SACCO M W Groups October 2017 to

June 2020

June 2020 October 2017 to

June 2020


June 2020


June 2020


June 2020

Nairobi 21 37 58

Kericho - - 139

Bungoma - - - 334

Kwale 14 2 1 358

Garissa - - - 7

Kisii 2,414 2,550 385 52

West Pokot - - - 38

Migori 484 868 41 109

Nyeri 499 306 5 61

Total 3,432 3,763 490 14,629



Objective 3: Agribusiness Development

Activity 3.1: Integrated training for youth in agribusiness The completion of a private sector needs assessment/ecosystem assessment in FY2018 enabled K-YES to identify appropriate value chains and potential training opportunities for youth skill development based on market demand. The eight selected value chains were as follows: (1) sweet potatoes, (2) dairy, (3) beef, (4) chickens for eggs, (5) soybeans, (6) sunflowers, (7) horticulture, and (8) chickens for meat.

Thereafter, K-YES adapted and contextualized content from existing agribusiness manuals developed by the Ministry of Agriculture (MOA) to improve the training delivered to youth. Curriculum review meetings were held with MOA officers in Nyeri, Kisii, West Pokot, Kwale, Nyeri, and Migori counties. Overall, 30 subject matter experts drawn from the dairy, poultry, banana, onion, Irish potato, goat rearing, chili farming, honey production, and high-value horticulture value chains supported the review and revision of the manual tailored for enhancement of agribusiness activities in the six counties. Subsequently, K-YES developed an agribusiness training curriculum that incorporated two approaches: classroom and farmer field school training.

Thereafter, K-YES began mobilizing and selecting community trainers to deliver the training on the identified agribusiness value chains that was to be carried out by MOA officers. The intended outcome of this training was to enhance the trainers’ skills and knowledge, enable them to roll out the trainings to youth in their villages using the community-level model, ensure best practices in delivery, and address any emerging issues and trends in agriculture relevant to the specific value chains. The ToTs focused on the economics of agriculture and emphasized cost analysis, market research, value addition, and recordkeeping, in addition to general crop and animal husbandry. A total of 76 trainers were trained.

To ensure alignment with its program objectives, K-YES developed criteria to on-board youth to the agribusiness program and shared these criteria with the CBFs. The criteria provided guidelines on mobilizing and screening the right cohort of youth who are motivated to enter the agribusiness sector and are ready to receive training. Sub-county officers also supported K-YES in identifying existing youth groups with appetites for training.

To improve youth beneficiaries’ skills, K-YES embarked on a 3-month agribusiness value chain training incorporating gender and life skills, and 18,849 youth (8,969 men, 9,880 women) were trained. This training aimed to equip the youth participants with skills relating to improved yields, bargaining power, self- and gender awareness, and responsiveness while also building their capacity in agribusiness management. Other short-term gains achieved from the training included the following:

• Youth gained confidence to venture into agriculture.

• Youth enhanced their ability to negotiate better prices for their produce.

• Youth acquired the ability to look for markets and find better markets for their produce.

• Youth were exposed to agricultural information, including value chain approaches and off-taking models.

Table 16 describes the new practices adopted by youth in various value chains and the associated outcomes.



Table 16: Promoted Value Chains and Their Intended Outcomes

Value Chain Old Practice New Practice Intended Outcomes

Dairy• Free-range grazing

• Keeping local breeds

• Zero grazing

• Improved breeds through artificial insemination

• Increased daily milk production

Poultry

• Free-range system with no fence

• Disease and pest attacks

• No housing for chickens

• Fenced areas of either semi-free-range and/or a confined system

• Improved disease and pest management

• Better housing for chickens

• Reduced/minimized mortality rate

• Better meat quality

• Healthy birds

Sweet Potatoes• Conventional farming

method

• Improved farming with contours and well-done ridges for soil management

• Increased yield

• Better prices

• Increased income

During the life of the project, 20,863 youth (11,404 women, 9,459 men) were trained on agribusiness value chains, as illustrated in Table 17.

Table 17: Number of Youth Beneficiaries Trained in Agribusiness by County

Achieved

County Women Men Total Target Value Chain

Bungoma 2,663 2,112 4,775 4,500Kale, local poultry, indigenous

vegetables, soybeans,

Kericho 1,970 1,565 3,535 3,500Kale, local poultry, indigenous

vegetables, soybeans

Kwale 631 502 1,133 1,000Modern dairy and indigenous

poultry rearing skills

West Pokot 848 649 1,497 1,500Indigenous poultry (Kuroiler)

production

Migori 2,296 1,613 3,909 3,500Irish potatoes, tomatoes,

cabbages, poultry

Kisii 1,880 1,584 3,464 3,500Indigenous poultry (Kuroiler)

production

Nyeri 1,116 1,434 2,550 2,500Irish potatoes, cabbages,

poultry

Total 11,404 9,459 20,863 20,000

Activity 3.2: Market development for both Phase 1 and Phase 2 counties

Activity 3.2.1: Develop and tailor value propositions for agribusinesses

To address the challenges of quality inputs, extension service, and access to reliable and competitive markets, K-YES formed eight partnerships with the private sector using a model that leverages the strength of the private sector in playing multiple roles along value chains. These partnerships resulted in the provision of quality, certified inputs across many value chains; improved mother breeds for poultry; better post-harvest management; and ready markets for youth produce. Table 18 summarizes the firms’ roles as agreed upon in the MOUs.

Table 18: Agribusiness Partnerships and Their Intended Outcomes

Region Input Supplier Outcomes

Nyeri Syngenta Foundation

• Supply seeds, pesticides, and fungicide to youth at wholesale prices from appointed dealers in Nyeri

• Assign an extension officer in Nyeri to train and follow up for free and assess crop development on farms

Western and Nyanza

Kenya Agriculture & Livestock Research Organization (KALRO)-Kakamega

• Supply local chicks for eggs and meat

Poultry and Allied • Supply local chicks for eggs only

Region Off-taker Outcomes

Nyeri Twiga Foods

• Procure Irish potatoes and cabbages

• Provide extension services to monitor crop development on farms

• Conduct farmer engagement forums on a quarterly basis to interact with other industry stakeholders

• Set prices at harvest time

Giraffe Ark • Procure poultry products from youth

Aberdare Country Lodge

• Procure vegetables and poultry products

• Prices of fresh produce and poultry products should be fixed throughout the year, and these items should be sold in units of kilograms.

Western and Nyanza

Poultry and Allied • Off-take local eggs by the crate (280–320 kg/crate


Activity 3.3: Strengthening existing partnerships and private-sector engagement in Phase 1 and Phase 2 counties

Activity 3.3.1: K-YES partnership with KCBF

As noted earlier, the aim of this partnership was to support 5,000 K-YES youth with access to finance, agribusiness skills, and linkages with viable agri-value chains. KCBF provided BDS trainings to youth beneficiaries to equip them with the financial knowledge, skills, attitudes, and behavior that they needed to make sound personal finance decisions suited to their social and financial circumstances and later advance their loan applications through the 2jiajiri program, which targets youth in agribusiness.

The BDS trainings, also referred to as incubation activities, involved introducing youth to business idea generation, business plan development, how to open individual and group accounts, and eventual loan disbursement. Loans were disbursed to groups to reduce lending risk relative to loans dispersed to individuals. The outcome of the BDS trainings showed that groups demonstrated mastery of the value chains, in addition to the following outputs: the development of customer loyalty, the mobilization of deposits, improvement of the bank’s image in the community, increased financial literacy, a sense of responsibility among youth, and the promotion of a culture of savings. In total, 152 groups with 3,758 members from Kisii, Nyeri, Migori, Nyeri, West Pokot, and Kericho benefited from the trainings. The life-of-project results of the partnership between KCBF and K-YES agribusiness groups are depicted in Table 19.

Table 19: Progress on KCBF Partnerships with K-YES Agribusiness Groups

County No. of Groups On-boarded

No. of Groups Whose Loans Were

Approved and Disbursed

Value of Loans Disbursed (KES)

Loans Appraised and Business Plans

Submitted but Pending Approval

Nyeri 11 - 4

Migori 19 4 9

Kisii 6 1 3

West Pokot 10 4 3

Kericho 28 28 -

Kwale 10 - 4

Bungoma 33 0 -

Total 117 37 23




Objective 4: Partnerships for Sustainability

4.1: National-level strategic partnershipsIn FY2016, K-YES conducted a PPP mapping and prioritization exercise in each county to identify private sector partnerships and analyze the strengths, challenges, values, and risks inherent to each. Rapid partnership appraisal sessions targeting private sector companies were then conducted in all Phase 1 counties in FY2016 and Phase 2 counties in FY2018. This exercise resulted in the formation of a robust set of PPPs that K-YES determined to have high value for both youth employment outcomes and businesses and had the greatest likelihood of supporting youth employability, leveraging significant additional resources, and promoting sustainability. The key areas in which K-YES identified immediate opportunities for partnership with the private sector included the following:

• Business skills training

• Market-driven CBET curriculum development and job placement

• Access to youth-friendly financial services for youth to start or expand businesses

• Business incubation support to reduce the risk of failure of youth start-ups

• Micro-franchising and micro-distribution of fast-moving consumer goods

• Enhanced youth employment across agricultural value chains

• Improved access to information about training, internships, and job opportunities.

The highest-scoring companies were then earmarked for immediate partnership. K-YES subsequently held partnership-brokering sessions with the shortlisted companies to define the broad parameters of each partnership and identify the financial and in-kind resources each partner would contribute By 2020, K-YES had signed 122 MOUs with key private sector organizations that would later leverage additional resources and increase the sustainability of K-YES’s impact. These partnerships will create opportunities for thousands of youth to receive training to improve their employability and provide access to training and financial services. Table 20 lists the numbers of MOUs signed in each county.

Table 20: MOUs Signed During the Life of Project

County Loans Appraised and Business Plans

Submitted but Pending Approval

Nairobi 41

Bungoma 22

Kericho 12

Kwale 11

Garissa 9

Nyeri 3

Kisii 13

West Pokot 3

Migori 8

Total 122

The County government

has prioritized youth

empowerment agenda and

has committed resources

to vocational institutions

for young people to acquire

skills. We have funded

construction of classes

and acquisition of learning

materials; and provided

bursaries to the students.

We also thank USAID for

training our teachers and

students especially on the life

skills component.”

- Compact Chair and Kericho Deputy Governor


Activity 4.2: Dollar value of K-YES partnershipsK-YES continued to use its partnership valuation tool to determine the amount of new revenue leveraged from its public and private partnerships. This tool was essential for tracking partnership status, the number of youth benefiting from the partnership, and the dollar value of each partnership. K-YES used an internally developed and tested partnership valuation tool that leveraged cost-replacement based on the premise of how much it would cost K-YES to implement the partnership input on its own by assigning values to the following parameters: (1) What would each partner actually be doing? (2) How many people are being trained/supported/placed? (And how often/frequently?) (3) Is there cost share? Who is paying what? (4) What kind and type of in-kind resources is each partner contributing to a given activity, and what knowledge/assets did each partner contribute? During the life of project, K-YES leveraged a partnership value of USD 5,081,817 against a life of project target of USD 5,000,000 (Table 21).

Table 21: Progress on KCBF Partnerships with K-YES Agribusiness Groups

Year Total (PY2–PY4)

County PY2 Achieved PY3 Achieved PY4 Achieved PY5 Achieved Achieved

Nairobi 321,343 394,500 75,300 - 791,143

Bungoma 31,225 311,500 83,095 - 425,820

Kericho 75,667 292,300 263,050 - 631,017

Kwale 58,375 290,800 76,960 - 426,135

Garissa 40,000 1,130,700 107,955 - 1,278,655

Nyeri - 26,000 100,395 22,470 148,865

Kisii - 50,700 330,025 - 380,725

West Pokot - 73,600 247,480 37,630 358,710

Migori - 24,800 615,947 - 640,747

Total 526,610 2,594,900 1,900,207 60,100 5,081,817


Activity 4.2.1: Finalize formation and launching of CYECs in Phase 1 and 2 counties

K-YES facilitated CYECs at the county level to promote collaboration between key public, private, and civil society stakeholders to improve youth employment. The goal of CYECs was to improve youth employability by securing buy-in from stakeholders and aligning the priorities of government, private sector organizations, nongovernmental organizations (NGOs), YSOs, and diverse youth groups.

The concept of CYECs was introduced to the counties during Ecosystem Validation Workshops held in FY2016 in each Phase 1 county and in FY2019 for Phase 2 counties. During these compact meetings, representatives from the government, private sector, NGOs, YSOs, and youth groups developed action plans and management structures to ensure that compact activities reinforced the overall goal of enhancing youth employment in their respective counties. These compacts would focus on local ownership, with stakeholders working together to ensure a smooth transition from K-YES’s facilitation to a locally owned model that is financially and operationally sustainable. During the life of the project, K-YES established eight out of the targeted nine CYECs. The launch of Nairobi CYEC was deferred by bureaucratic challenges that made it difficult to sustain planned activities that would allow for the successful launch of the program.

Members of the eight CYECs included multiple partners with an interest in YWD from the public sector, private NGOs, business membership organizations, and YSOs. The program successfully positioned CYECs as strategic consultative forums for advancing the youth employment agenda in the country. Key factors were identified that impeded youth access to employment, including negative perceptions of both youth and industry regarding TVET education, a lack of policies aimed at transforming vocational education in the country, and negative perceptions toward K-YES. Identifying these factors helped CYEC partners to identify areas of overlapping interest and shared value/incentives relevant to YWD. All the CYECs developed concrete action plans that resulted in shared, mutually agreed-upon outcomes for all partners.

Key highlights during the CYEC launch events in the eight counties included “deep dive” learning events for compact members and visiting delegates from the other eight K-YES counties. The aims of the deep dive learning events were to (1) accelerate learning and translate best practices to aid CYEC implementation in K-YES counties and (2) review progress on both the K-YES CYEC strategies and CYEC action plans for each county. These action plans center around five thematic areas: (1) the CYEC’s role in supporting youth skills development as a strategy for employment promotion, (2) the role of the CG in TVET reforms, (3) collaboration with the private sector to spur local economic growth and youth employment, (4) the measurement of success, and (5) CG indicators for tackling youth unemployment and underemployment.

Representatives from all CYECs in attendance confirmed progress made in the five thematic areas and reported having mobilized private and public sector stakeholders to address issues around skills and YWD. CYEC members and K-YES also identified as critical for the success of any CYEC the need for K-YES to strengthen the institutional capacity of CYECs, and build the capacity of CYEC members to structure high-value partnerships. To facilitate the institutional strengthening of the CYECs, K-YES developed a score card to monitor the success of each CYEC based on the key thematic areas highlighted above. The partners also emphasized the need to document and share lessons learned and best practices pertaining to the process of structuring CYECs in different counties.



Table 22 lists the strategies and actions prioritized by participants in the deep dive learning events.

Table 22: Strategies and Actions Prioritized by Deep Dive Participants

Thematic Areas Actions/Strategies Prioritized by the Groups

The CYEC’s role in supporting youth skills development as a strategy for employment promotion

• Use LMI to develop training that reflects industry needs

• Engage a behavior change communication (BCC) strategy and mentors for youth to change attitudes and negative perceptions associated with vocational education and training

• Endeavor to resource VTCs with modern equipment

• Strengthen industry relationships with VTCs through partnerships

• Integrate soft and life skills in all trainings

• Support CGs to develop a youth employment policy

• Monitor and evaluate the transformation based on K-YES’s theory of change

Role of CGs in TVET reforms

• Facilitate effective skills training by adequately resourcing centers with well-trained instructors, CBET curricula, equipment, and tuition bursaries for TVET students, among other resources

• Continuously engage with the private sector through CYECs to identify and pursue opportunities to collaborate to enhance YWD

• Provide leadership in the development of appropriate policies that will spur YWD and private sector growth

• Lead the implementation of a BCC strategy


Collaboration with the private sector to spur local economic growth and youth employment

• Strengthen partnerships through CYECs

• Mobilize key CYEC partners

• Commit resources (cash or in-kind) to implement YWD activities

• Develop action plans with milestones for CYECs

• Share experiences and lessons learned with other stakeholders

• Lead a BCC strategy


The measurement of success: CG indicators in tackling youth unemployment and underemployment

• Map potential private sector players

• Track budget allocated to youth, such as for bursaries, toolkits, and teacher support

• Track the number of businesses registered by youth and key demographics, such as their age and gender

• Track the number of youth enrolled in VTCs (before enrollment, during enrollment, and after graduation

• Track the number of youth employed after compact interventions


Activity 4.2.2: Support transition of CYECs from K-YES to counties through building capacity

Kericho: The Kericho CYEC was formed in October 2016 with a membership of 35 private and public sector organizations. During the second quarter of FY2017, the compact nominated a new chairperson and aligned the compact agenda with the aspirations of the private and public sector organizations represented in the compact. The Deputy Governor of Kericho County was accepted as the chair of the compact, and the compact members resolved to focus on vocational education transformation as the key agenda to be addressed by the compact. Between January and March 2017, the compact formed six sub-committees to address the challenges faced by each VTC in Kericho County. These six sub-committees met and produced reports and action plans on the policy, business, and TVET issues affecting the transformation of the VTC sector in Kericho County. The compact is still operational under the leadership of the Kericho Deputy Governor and a host of other CG and private sector entities.

Bungoma: The Bungoma CYEC launch was held on August 23, 2018, at the Mabanga Agricultural Training Centre. The compact launch, with the theme of agriculture and agricultural acceleration, was presided over by the Governor of Bungoma County H.E. Mr. Wycliffe Wangamati. The launch was a key accelerator in aligning stakeholder resources toward efficient service delivery and avoiding duplication of efforts through collaborative efforts as outlined in the Bungoma CYEC’s MOU. Although the compact is domiciled at the MOA, its activities are overseen by a steering committee under the leadership of Dr. Amin Sheikh, who is the co-chair from the private sector.

Kwale: Kwale CYEC has 16 members who make up the compact committee from which the secretariat drew its membership. Members were drawn from private sector, government (national government and CG), and civil society organizations (CSOs), including YSOs and USAID partners. The compact members were trained in partnership building and structuring to strengthen their capacity to reach more partners and enhance their service delivery to youth. Through the compact, K-YES was able to leverage in-kind resources to improve youth skills and livelihoods. For sustainability, the Kwale CYEC partnered with the Kwale County Youth Bunge Network and other partners and developed and submitted a concept to solicit funding for J2SR Annual Program Statement on county strengthening. The concept was accepted by USAID and is in Phase 2, the Local Development Organization co-creation phase. To facilitate coordination, the Kwale County Bunge Network took over the secretary role and coordination from the K-YES coordinator.

Garissa: As part of its sustainability plan, K-YES engaged the CG and other public and private sector players in a process that resulted in the development of the Garissa CYEC. Partners worked together to develop the compact’s term of reference, vision, and mission statement; to identify sector issues; and to develop an action plan and resource mapping to identify different resources to support youth skills development and employability. The compact was subsequently launched at an event led by the Deputy Governor, who is also the compact’s patron. Garissa CYEC has now been handed over to the Department of Youth, who will host and call meetings.

West Pokot: K-YES mobilized 14 private and public partners working in the youth sector to collaborate, leverage each other’s resources, and coordinate youth activities by facilitating monthly meetings, which culminated in the signing of a compact MOU, with each partner committing to play a role in reducing the youth unemployment rate. Thirteen compact partners signed the MOU, which was valued at KES 64,813,298 over a period of 1 year (to end in October 2020). Partners, including the CG, have started implementing their commitments. The compact is currently domiciled in the CG’s Ministry of Education.

Compact members are committed to

empower youth. Finlay’s for instance has built a tailor- made; up to

standard workshop for civil works worth

at Chepseon to improve learning. It is complete and awaiting

commissioning- , Manager –

Corporate Affairs, James Finlays Limited


Nyeri: The Nyeri CYEC was the last to be launched and is, therefore, still in a nascent stage. To structure and strengthen the CYEC, K-YES fostered a partnership with representatives from the CG to ensure their participation and buy-in as strategic CYEC members. In Nyeri County, K-YES planned, organized, and mobilized stakeholders and spearheaded and launched the Nyeri CYEC, which brought together 36 CG, private, public and youth stakeholders who committed to contribute to youth employment by signing an MOU. The CYEC is hosted in the Gender, Youth, and Social Services Department for sustainability. There is a steering committee and a compact secretariat that have continued to oversee compact activities.

Kisii: In Kisii County, K-YES identified stakeholders to form the Kisii CYEC, which was launched in PY5. This colorful event brought together stakeholders from state and non-state actors and was graced by H.E. Deputy Governor Kisii County Hon Joash Maangi. The Kisii CYEC is hosted by the Department of Vocational Education under the leadership of the County Executive Committee (CEC) and a co-chair selected from the private sector. The compact has a functional steering committee and was in the process of being registered as a legal entity to enhance its ability to transact and carry out its mandate until March when all county efforts were directed to prevention and treatment measures for COVID-19. K-YES partnered with some members the Kisii county COVID-19 coordination committee that was led by the compact chair, and included VTCs, YBSs and the CBF, to undertake COVID-19 prevention activities. We recommend that the USAID Kisii liason committee and other USAID programs continue to liaise with the compact to ensure youth inclusivity and programming is prioritized in Kisii county.

Migori: As part of its sustainability plan, K-YES engaged CG and other public and private sector players in a process that resulted in the development of the Migori CYEC. Partners worked together to develop the compact’s term of reference, vision, and mission statement; identify sector issues; and develop an action plan and resource mapping to identify different resources to support youth skills development and employability. The compact was subsequently launched at an event led by the County Governor on April 16, 2019. Following K-YES’s closeout, Liverpool Counseling and Testing (LVCT) and the CG pledged support to ensure that the compact continues to hold monthly meetings. Ownership of the compact was handed over, and all documents were shared with compact officials as both soft and hard copies.

Nairobi: Although Nairobi CYEC partners held several meetings and the Nairobi CG’s commitments to launch the compact, K-YES was unable to facilitate the launch of this CYEC. Due to the strong partnerships that K-YES created in Nairobi, Generation Kenya was identified during the county closeout meeting to continue supporting compact formation with USAID support. Generation Kenya was introduced to all K-YES compact partners and was provided with their contact information was to follow up on the launch of the compact and to continue with compact activities. K-YES leadership held one meeting with Generation Kenya after the close out meeting to plan for the hand over process but COVID-19 has prevented follow-up actions. Nairobi County was involved in youth-led COVID-19 prevention activities; K-YES partnered with the Department of Technical Training, which was leading the Nairobi compact, the Ministry of Health, YBS, CSOs and other individual donors to train 45 COVID-19 youth ambassadors, make 3,850 reusable masks at Kangemi VTC and 12,000 liters of liquid soap that were distributed in low income areas of Eastands, Kangemi, Kibra and Kawangware. We recommend that USAID should follow up with Generation Kenya once the number of COVID-19 cases stabilizes.


Activity 4.2.3: Looking at the future for CYECs

Following the K-YES closeout, there will be a need for ongoing capacity building for compact members to take on the roles RTI performed previously. The sustainability of the compact structure will be ensured by institutionalizing compacts in government at the national and county levels; this process has begun in all counties. Indeed, institutionalization will allow compacts to become non-political bodies capable of surviving successive changes in leadership. Furthermore, providing compact with a policy framework at the CG level will allow CGs to allocate resources, which was not possible previously, as many public sector members commented. Continued advocacy will be required to ensure this goal is achieved.

CYECs have significant potential as a strategy for promoting youth employment outcomes. Clearly, some of the necessary conditions for this model to succeed are already in place, including buy-in among top political leadership in each county to ensure compact sustainability through institutionalization. The strengths of this model and compact members’ enthusiasm for engaging with it seem sufficient to overcome the numerous challenges.



5. Gender Equity and IntegrationThe MTE revealed that K-YES strongly emphasized including gender in all training activities and advocated for inclusive gender policies within VTCs. The MTE also showed that these efforts were broadly appreciated, with the most visible outcome being that some youth are pursuing vocations that do not align with traditional gender norms, such as women choosing to become plumbers or auto mechanics. Furthermore, K-YES took steps to improve the accessibility of its services to all genders, although some youth still report experiencing barriers to their successful completion of and participation in vocational training programs.

5.1: Conduct gender assessmentsIn PY1, K-YES undertook an ecosystem assessment investigating, among other things, the gender dynamics and issues affecting youth with disabilities in five Phase 1 and Phase 2 counties. Gender dynamics were incorporated into the ecosystem assessment, and thus, a distinct, standalone gender assessment was not needed. Assuring gender equity in youth employment and economic empowerment was a crosscutting objective and a high priority for the K-YES team. Gender issues were prioritized in each K-YES county based on the findings of the ecosystem survey, systematic discussions during the training of Gender Equity Facilitators (GEFs), and gender discussions that occurred in various counties.

Findings In all counties, young men and women faced similar challenges (Table 23).

Table 23: Gender Challenges

For Men• Overcoming historical negative masculinity, entrenched in young men, that suggests that men are the

superior gender.

For Women

• Time poverty among young mothers (married or not), who must balance the demands of family management and self-advancement. This challenge was is particularly difficult to overcome for mothers who do not have alternative support to care for their children.

• Traditional home-based gender roles for women, which leave them with very little time for self-advancement.

• Domestic violence, which can cause women to experience low self-confidence and fear.

For both men and women

• Traditional gendered division of labor. This influences individuals’ ability to take on roles traditionally viewed as intended for specific genders. For example, engineering careers in Nairobi were considered as appropriate for men only, as were hotel service jobs in Kwale.

• Scarce resources to start-up, sustain, and expand businesses. In addition, women may lack the necessary documentation to receive funding from lending institutions, as observed specifically in Kericho.

• The marginalization of youth with disabilities and the lack of infrastructure and services to address their needs.

5.2: Implement gender equity improvementAt the beginning of the program, a framework was developed to integrate gender into K-YES (Table 24). This framework provided a guide for both the technical and operational aspects of making gender part and parcel of the K-YES approach. This framework also provided an impetus for the mobilization of resource persons (beyond the K-YES team) to initiate and lead gender forums at the village level. These GEFs were trained in five Phase 1 counties (Bungoma, Nairobi, Kericho, Kwale, and Garissa) and subsequently started implementing gender forums at the county level.


Table 24: Framework for Inclusivity in K-YES

Level of Engagement

Information Consultation Involvement Collaboration/ Partnerships

Ways of engaging

• Analysis of who gets what information and their needs, abilities, and access capacity based on their gender and disability status, to facilitate mobilizing in a way that accorded all youth with opportunity to access K-YES services

• Analysis of who is being consulted on what issues

• Creation of an enabling environment to facilitate effective participation by all, such as single-gender or disability groups (e.g., for purposes of sign language interpretation)

• Analysis of who is who in the structures of involvement and their various needs

• Levels of decision-making that affect individuals based on their gender and disability status (e.g., assisting women in VSLAs to rent)

• Analysis of the quality of collaboration and how collaboration occurs

• Power relations in partnerships and collaborations

A key discussion exercise leveraged in most gender forums was as follows: “Establish the various daily tasks of women and men in your neighborhood.” The purpose of this exercise was to identify the various daily tasks performed by women and men at the household level and how focusing on these tasks affects the time available for young men and women to participate in activities outside of the home (e.g., self-enhancement activities). In most sessions, men were asked to identify the daily tasks performed by women and vice versa. This exercise helped vividly illustrate the multiple burdens and time poverty borne by young women and how these can impact their self-improvement in various ways (e.g., business, education, leisure, participation in community activities). Thereafter, participants were asked to reflect on what they can do at the household level and in their workplaces to support more equitable sharing of reproductive and community management roles and thereby enable women to take part in productive activities.

K-YES developed a consolidated strategy for gender equity improvement that shaped gender integration in the program. This framework (Figure 11) highlights how gender integration and inclusivity interventions were carried out in the program.

Figure 11: Framework for Gender Integration in K-YES

Note: CBO, community-based organization; COP, Chief of Party; DCOP, Deputy Chief of Party; VEC, vocational education center.


Activity 5.2.1: Design a 3-day gender awareness training manual for K-YES

A 3-day gender-training handbook was developed and used to train the GEFs. This handbook aimed to develop a well-rounded understanding of gender and development. It also demonstrated how GEFs’ involvement would contribute to economic development at the personal, community, and national levels. It is divided into nine standalone modules. The first and second modules were designed to train the participants on facilitation skills, whereas subsequent modules included introductions to gender, gender-sensitive programming, gender analysis, gender-based discrimination, gender-based violence, the inclusion of people with disabilities, and advocacy.

Activity 5.2.2: Train GEFs

Using the gender training manual, in PY1, K-YES trained 525 GEFs in Phase 1 counties. Additional trainers on business and financial services were engaged in PY2 and PY3 to increase the number of resource persons available to facilitate gender awareness at the ward level. Gender issues were incorporated into various discussions held with K-YES beneficiaries and monitored to ensure they were effectively integrated.

Systematic and planned gender assessments and trainings were organized, and trainings were conducted each quarter. Feedback was collected and used to strengthen subsequent training and assessment sessions. Gender integration and life skills were incorporated into all training sessions.

Activity 5.2.3: Train selected partners on the Economic and Social Empowerment (EASE) model

The EASE model, which includes gender empowerment/gender-based violence prevention discussion groups, was used to train VSLAs. Training on the EASE model was undertaken alongside training on business skills and financial literacy.

Activity 5.2.4.: Provide advocacy support

K-YES developed a mechanism through which issues requiring advocacy could be brought to the forefront. This mechanism included K-YES staff, youth beneficiaries, youth compact members, and a cohort of GEFs in the communities where the program was implemented.

Activity 5.2.5: Provide ongoing mentorship and technical support to partners and service providers

The type of support offered to partners was reflected in each MOU, which stipulated the need to create time and space for gender forums/awareness in addition to life skills, self-awareness, and other extra-curricular content. This approach was effective in establishing gender mainstreaming as a deliberate intervention in K-YES. Thus, this process will continue to be used with current and future partners.

Activity 5.2.6: Set gender equity targets for reducing gaps in program completion, employment, and income outcomes for each sector

To understand VTCs’ gender mainstreaming needs, a gender assessment was carried out in 27 vocational institutions in Phase 1 and 2 counties. This activity entailed the development and deployment of tools to expose various barriers that hinder youth of different genders from enrolling in the institutions. Table 25 summarizes the barriers and possible solutions identified by assessment participants.


Table 25: Gender Barriers Hindering Youth From Enrolling in All Training Institutions

Barriers Suggested Solutions

a) Cultural norms—socially accepted norms determine enrollment for certain courses.

a) Awareness creation initiatives targeting gender stereotypes and discriminatory practices

b) Financial difficulties—youth do not attend training due to lack of tuition, transportation, and childcare support for young mothers.

b) Provision of incentives such as tuition subsidies, meals (for all students), and daycare facilities for young mothers

c) Accommodation facilities—toilets are inadequate for the needs of women students.

c) Institutional investments in learning environment orientation and career guidance before enrollment

d) Training environment—facilities lack daycare services, career counselling, and convenient transportation.

d) Career counseling was integrated into the soft skills curriculum both at VTC and all community stand-alone trainings to reach young women and men. Young women with children were encouraged to take on-the- job training sessions, using the apprentice model, which allowed them to take their children and use boda boda motor bikes or walk to training venues

e) Knowledge gaps—there is a lack of awareness of courses that favor young women whose mobility and interaction ability are limited and of initiatives that consider the needs of people with disabilities.

e) Deliberate inclusion of persons with disability in all training programs and provision of training spaces that are accessible to them

f) Low self-confidence—young women are afraid to take courses that “challenge the status quo.”

f) Awareness creation initiatives targeting gender stereotypes and discriminatory practices

Activity 5.2.7: Map referral service providers

To enhance efficiency in service delivery, a database comprising 254 service providers was developed and updated continuously to include new actors. Providers serve as referral centers for the program and provide an array of complementary services such as responses to gender-based violence, reproductive health information, and rehabilitation for youth recovering from chemical dependency and crime.

Activity 5.2.8: Input gender considerations into program M&E

The program prioritized gender and disability considerations. Tools were developed and deployed to track the numbers of young women, young men, and youth with disabilities benefitting from the program. Questions on gender awareness were also included on employment survey tools. Consolidated poll results for all project years indicated that 54% of respondents had participated in gender awareness forums convened by the program.



Activity 5.2.9: Set gender targets with partners

Survey findings that revealed various barriers hindering enrollment in VTCs inspired a 4-day workshop in Nairobi with VTC managers who planned to set gender targets and incorporate them into their ISPs. As a result of this initiative, some VTCs recorded an increase in the number of young women enrolling for courses traditionally associated with the male gender, such as motor vehicle mechanics, plumbing, and masonry.

During this workshop, participants lauded the idea of making VTCs inclusive in their enrollment as a strategy to enhance these institutions’ public image and, in turn, build the confidence of more young men and women (including those with disabilities) to take up the career-developing opportunities offered by VTCs.

These VTC managers also adopted the following recommendations as part of their target-setting initiative:

• Train trainers and staff on gender and disability issues in VTCs to build internal capacity for gender and disability mainstreaming

• Offer pre-training and awareness programs for women to help familiarize them with the courses, terminology, and concepts and gain a better understanding of the career paths and business opportunities those courses could open up

• Revise curricula and design pre-training courses and orientation to be incorporated into men-dominated courses (including examples, pictures, and references) to ensure that women feel empowered to access training in those fields

• Develop new courses and methodologies, including CBET, to address changing market trends and increase women’s employment options

• Hire women tutors for nontraditional courses to inspire other women to enroll in such courses

• Use sensitization mechanisms, such as positive messaging on VTC and blue-collar jobs, as outlined in the BCC strategy, to encourage women applicants

• Create private sector linkages and placement activities that target women

• Create job-readiness classes to introduce women to the workplace (e.g., awareness of work, gender stereotyping in the workplace, managing stress, building self-confidence, developing interpersonal skills, dealing with childcare issues, protecting themselves against harassment in male-dominated work environments).

Two VTCs in Nairobi developed innovative interventions to provide daycare facilities to meet the needs of young mothers who lacked reliable alternative childcare, in addition to pre-training orientation on courses and careers that included a call to young women to take up nontraditional courses. Both of these interventions appeared to be effective because the numbers of young women who enrolled in nontraditional courses (e.g., plumbing, electrical wiring) at these VTCs increased following these interventions.

Seven young women were among the 85 graduates of a motor vehicle mechanic class at Kipsamumgut VTC in Kericho County. The participation of these young women in the graduation ceremony, which was attended by various stakeholders, may encourage more women to enroll in this field, which is traditionally viewed as a men-only sector.

Bungoma County has embarked on efforts

to revitalize vocational training institutions by coming up with

Centers of Excellence. The County also

continues to equip VTCs, provide bursaries

and internships to ensure that youth in the county not only

receive quality learning but also gain on-job

skills. Partnership with USAID/KYES played

a key role making this happen

- , CEC Education, Bungoma



Activity 5.3: Implement strategy to improve gender equity

A gender equity integration framework (Figure 11, Table 30) that positioned gender concerns as an integral part of the program was actively implemented through gender forums, facilitator trainings, outreach activities, and advocacy platforms. Figure 12 describes how K-YES staff integrated gender at the community level, within VTCs, and through CYECs.

Figure 12: K-YES Gender Integration Tray

Activity 5.3.1. County gender integration forums

Gender forums were convened across all counties to sensitize K-YES beneficiaries on how gender and disability create opportunities or barriers to self-improvement. The objective of the gender-awareness forums was to give K YES beneficiaries an opportunity to learn about and examine how gender influences choices with respect to, for example, training, jobs, and career paths. Based on that awareness, beneficiaries were empowered to address gender barriers and stereotypes and make choices based on other considerations, such as their interests, career opportunities, and other opportunities available. Gender equity and disability mainstreaming forums were held among youth engaged in business and those enrolled at VTCs.


Activity 5.3.2: Advocacy multi-sectorial gender forums

The program reached out to key stakeholders, policymakers, and entities representing people living with disabilities across the counties. These stakeholders sought to achieve the following:

• Enhance their understanding of gender and disability inequality in the workforce

• Create dialogue on barriers to effective access to resources

• Generate means of effective response.

K-YES instituted a process for escalating the issues brought forward to opinion shapers and policymakers. These issues were addressed at the subcounty level. Participants in the gender forums included cultural and religious leaders, youth leaders, gender and disability officers, VEC managers and board members, organizations working in the area of disability, media representatives, law enforcement agents, and health care providers.

These forums provided an opportunity for information sharing about K-YES services and discussions on how gender dynamics play out in the community and potentially act as barriers to youth access to and participation in K-YES. During these advocacy forums, the multiple burdens that women bear due to a combination of productive and reproductive roles were discussed. The discussions inspired the establishment of structures for effective advocacy relating to behavior change and positive gender relations in the community. Furthermore, leaders committed to create a more supportive environment for women and youth with disabilities to participate equitably in the labor market.

Discussion about the continuum of gender transformation elicited insight and ways to help facilitators reflect on their own commitment to creating a more inclusive and gender-sensitive society. Three categories of leaders and stakeholders were identified:

1. The exploitative (those who are aware of gender inequalities and exploit them to the disadvantage of the victims)

2. The accommodative (those who overlook inequalities and do nothing about them)

3. The transformative (those who challenge and take action to change the societal values and beliefs that sustain such inequalities).

Forum participants unanimously committed to working toward becoming transformative, signaling their awareness of and commitment to K-YES and its goal to reach more marginalized youth.

Activity 5.3.3: Affirmative outreach to youth with disabilities

K-YES has not seen large numbers of youth with disabilities show interest in the services offered. To address this challenge, youth with disabilities and their caregivers were deliberately mobilized to attend outreach sessions in four counties, and a total of 152 (70 women, 82 men) were reached. The main objective of these outreach sessions was to share information about K-YES and sensitize youth with disabilities on the other services available to them through CG and national government initiatives. In addition to GEFs, the sessions also engaged co-facilitators, including officers from the National Council for Persons with Disability and the National Fund for the Disabled of Kenya, as well as youth and disability officers based at the county level. As part of the follow-up, two youth (one woman, one man) with physical disabilities were selected to join a leather-producing company in Nairobi. Further support will continue to expand the options for youth with disabilities and give them equitable opportunities to participate in the labor market.

Activity 5.3.4. Mentorship and technical support to partners and service providers

Mentorship and technical support were provided through one-on-one meetings with various stakeholders, including K-YES staff, GEFs, and beneficiaries, in the form of consultations on various opportunities for the program to improve gender equity and inclusivity.


6. Grants under Contract (GUCs)

Overview of K-YES GUCsK-YES established a GUC mechanism to support initiatives contributing to the program objectives. The K-YES GUC mechanism was initially valued at USD 1,775,000 but was reduced to USD 1,000,000 during program implementation. The amount disbursed for grant activities was USD 994,636, 94% of the budgeted amount, due to difficulties with awarding of the PREACT grants and deobligation of funds for existing grants as a result of disruptions in grant activities due to the COVID-19 pandemic.

The grants were administered through various mechanisms, with Fixed-Amount Award being the grant award type used for most grantees. This type of award has pre-determined milestones, and payments are made upon achievement of agreed-upon deliverables. The in-kind grant mechanism was also utilized for delivery of services. The selected grant award mechanisms ensured that the grant funds were safe-guarded as payments were dependent on achievements, and the quality of service and output was determined before financial commitments were made, resulting in items and services that met the expected standard. The award mechanisms used for the grants are summarized in Table 26.

Table 26: Grant Details

Grant Award Type No. of Grant Awards Grant Value (KES)

In-kind grants 9 9,886,494.00

Fixed-Amount Award 59 89,577,145.50

Total value 68 99,463,639.50

The grant resources supported the following:

• Local training providers, including 26 VTCs, and a SACCO umbrella organization (KUSCCO)

• Identification of 18 youth groups (CBFs and CYBSs) funded in three separate grant cycles

• A private sector organization (KCBF).

Key achievements achieved through the GUCs are described below.

The CBFs, which were the main organizations funded through the grants during the program, served as K-YES’s primary mobilization tool. That is, the CBFs leveraged their youth networks from the national to village levels to identify, profile, and engage appropriate youth to benefit from K-YES. The youth were mobilized to participate in national ID registration and to enroll at VTCs and in other skills training courses supported by K-YES (e.g., business and financial literacy skills training, life skills trainings).

The GUCs also supported procurement of course-relevant equipment and materials for the 26 identified VTCs, strategic plan development, ISP implementation, the establishment of career development units, and eventually, implementation of branding and marketing strategies for the institutions. Activities supported through grants to these institutions also resulted in the creation of production units, increased enrollment, the introduction of additional courses, and the establishment of employer and alumni engagements.

Linking the CYBSs to KUSCCO ensured that the SACCO board, staff, and members were adequately equipped and that the management systems were well established. Indeed, these linkages are critical to ensuring sustainability because the SACCOs will continue to receive technical support and benefit from expansion of their loaning capacity through their individual relationships with KUSCCO, even after the K-YES program ends.

Table 27 provides details of the K-YES GUCs.


Table 27: GUC Details

Entity Grant Value (KES)

Grant Duration (Months)

Objective Purpose of the Grant Type of Grant

Solicitation

Grant Award Type

No of Grantees Awarded

1 CBF Grant I 10

The activities implemented through the grants included:• “My ID, My Life: campaign• Mobilization of youth into the K-YES program• Profiling financial service providers• Profiling YSOs• Profiling village youth bunges.

Unsolicited/ Non-

competitive

Fixed-amount award

9

2 CYBS grants 12

The activities implemented with the grant funds included:• Client outreach, mobilization, and intake• SACCO member training• Loan fund-capitalization• IV. M&E activities.

Unsolicited/ Non-

competitive

Fixed-amount award

9

3VTC grants

Phase 112

The VTCs were supported to:• Deliver market-relevant CBET curricula in select vocational fields

• Integrate LMI, career counselling, entrepreneurship training, and life skills training into existing offerings

• Build institutional capacity to operate effectively and sustainably and deliver high-quality courses based on improved pedagogical approaches.

Solicited/ Competitive

Fixed-amount

award/in-kind grant

14

4 KCBF 24KCBF improved income and employment opportunities for 3,000 youth in agribusiness.

Unsolicited/ Non-

Competitive

Sole-source award

1

5CBF grant extension

8

The activities undertaken included the following:• Support for the CBF election process and establishment of new boards of management

• Onboarding and management training support for the new CBF leadership

• “My ID, My Life” campaign• Mobilization and enrollment of target youth in the K-YES program.

Unsolicited/ Non-

Competitive

Fixed-amount award

8

6

CYBSs’ in-kind

grant to be implemented

through KUSCCO

14

The activities followed through capacity building efforts for each of the nine SACCOs to ensure their sustainability and vibrancy during and after K-YES.

Unsolicited/ Non-

Competitive

Fixed-amount award

9

7Phase 1 VTC

Grants 12Activities supported the implementation of the VTC-specific action plans developed after the QAF process.

Solicited/ Competitive

Fixed-amount award

12

8CBF

PREACT Grant I

7

This grant aimed to advance comprehensive CVE programming by addressing the conditions and reducing the economic and social exclusion factors that contribute to recruitment and radicalization by violent extremists through a youth-led and implemented strategy that supported and enhanced the effectiveness of CVE County Action Plans in three counties (Garissa, Kwale, and Nairobi).

Unsolicited/ Non-

Competitive

Fixed-amount award

3

9CBF

PREACT Grant II

4

This grant supported the following:• Social and leadership training delivery in three counties (Kwale, Garissa, and Nyeri)

• Participation in at least three county CVE forums• Compilation of data about participants and follow-up for further linkages with K-YES.

Unsolicited/ Non-

Competitive

Fixed-amount award

3

Total


7. PREACT Countering Violent Extremism (CVE)K-YES began integrating CVE-relevant activities in Nairobi, Garissa, and Kwale through a PREACT grant from the U.S. Department of State in FY2018–19 and FY2019–20. The main objective of this intervention was to increase the resilience of youth toward violent extremism and radicalization. The key activities of the intervention were supporting the acquisition of ID cards by youth; building the capacity of youth on social and leadership skills; and supporting the coordination and implementation of CVE-related activities, such as stakeholder engagement and county CVE action plans targeting CVE hotspot areas These activities were implemented by three CBFs that were involved in identifying social and leadership skills trainers and that rolled out social and leadership skills trainings to youth beneficiaries in CVE hotspot areas in their respective counties. By the end of FY2019, K-YES had assisted 32,819 youth to obtain IDs, trained 3,000 youth on social and leadership skills, and linked youth to K-YES employability trainings and other CVE programs operating in these three counties.

Table 28 presents the numbers of youth who received training on social and leadership skills in 2019–2020, and Table 29 shows the numbers of youth who registered for national IDs.

Table 28: Number of Youth Trained on Social and Leadership Skills 2019–2020


Kwale 224 287 511 500

Garissa 215 299 514 500

Nyeri 118 130 248 1000

Total 557 716 1,273 2,000

Table 29: Numbers of Youth Registered for IDs by County


Nairobi 6,172 5,230 11,402 10,000

Garissa 4,978 5,022 10,000 10,000

Kwale 6,783 4,634 11,417 10,000

Total 17,933 14,886 32,819 30,000

The implementation of the second phase of the PREACT Grant commenced in October 2019 in Garissa, Kwale, and Nyeri counties. Nyeri County was identified as a new countering violent extremism (CVE) hotspot area, while Nairobi was dropped from grant implementation because of the high number of other CVE intervention agencies working in the county. This intervention was built around the same premises and objectives as Phase 1. Training activities in Nyeri County were suspended in March 2020 due to the outbreak of the COVID-19 pandemic.

Table 30 outlines the numbers of youth trained on social and leadership skills.

Table 30: Number of Youth Trained on Social and Leadership Skills In Phase II


Kwale 224 287 511 500

Garissa 215 299 514 500

Nyeri 118 130 248 1000

Total 557 716 1,273 2,000

, 20; from Macalder VTC in Migori,

pursuing welding and fabrication and is on internship at a

workshop in the nearby market Center. Zeitun

is a beneficiary of both K-YES and Compact interventions at the

institution.


8. CVE Stakeholder Forums K-YES facilitated and participated in various CVE-related forums in the four counties to connect with other stakeholders implementing CVE activities. These forums also provided an opportunity to engage in cross-learning among the partners, to coordinate activities, and to support the joint implementation of County CVE Action Plans. K-YES participated in the following events: (1) a coastal regional roundtable meeting on County CVE Action Plans, (2) stakeholder forums in Garissa to validate the County CVE Action Plan and review implementation by partners, and (3) CVE stakeholder forums on conflict prevention, peace, and economic opportunities for youth in Kenya in Nairobi.

Linkage of social and leadership skills beneficiaries to K-YES employability training

One of the key objectives of the social and leadership skills trainings was to enhance linkages of youth with other development activities taking place in their communities. During these trainings, youth from Kwale, Garissa, and Nairobi were provided with information on available employability training opportunities with K-YES. The county coordinators and trainers then facilitated linkages of various youth with VTCs and business skills trainings offered by K-YES. This approach has provided numerous positive alternatives, such as increased wage and self-employment opportunities, and engagement in community and civic activities for youth in the four counties.

9. Communications

BCC strategy

The program rolled out the K-YES BCC Strategy to change perceptions about vocational training and improve intake into vocational training. This strategy represented an opportunity for the program to shift the mindset of Kenyan citizens regarding vocational education and blue-collar jobs. The strategy improved the flow of information on financial and labor markets from stakeholders to Kenyan youth, resulting in a paradigm shift in the perceptions about vocational education and increasing job opportunities for both wage and self-employment. Table 31 presents estimates of the number of people, mostly parents and youth, who were reached primarily through radio and digital media.

Table 31: Number of People Reached with BCC

PY1 PY2 PY3 PY4 PY5 Total

101,636 122,400 186,386 640,710 71150 1,122,282



Major events The program took advantage of various opportunities to enhance its visibility. Table 32 summarizes the major events that K-YES participated in, while Annex 6 include an overview of K-YES visibility in the media.

Table 32: Major Events

Event Time and Place Convened Significance

Ecosystem findings validation forums

Various dates and venues in 2016 in Nairobi, Bungoma, Kericho, Garissa, and Kwale

These forums provided an ideal initial opportunity for various stakeholders to learn about the program.

Program launch

Nairobi, December 2016 This event marked the official commissioning of program activities by the USAID Mission Director and attracted guests from relevant sectors and the public. The event was featured in the media.

Hands on the Future Skills Shows

Nairobi in February (biannual in 2017 and 2019

The program showcased progress achieved in presentations and exhibitions during this 3-day event, which attracted more than 30,000 people in Nairobi.

Major international days of note: International Youth Day and International Women’s Day

Convened in various counties in which the program was present

The program used the opportunities provided by major international days of note to showcase strides made in empowering Kenyan youth.

CYECsConvened on various dates in all counties except Nairobi

These served as major platforms to make the case for advancing the youth employment agenda.

Devolution conferences Convened in June 2018 in Kakamega and March 2019 in Kirinyaga

These nationwide events were opportunities for the program to showcase its achievements.

Arid and Semi-Arid Conference

September 2018 in Lamu and September 2019 in Kirinyaga

These major events attracted stakeholders from across the country. The program showcased its contribution to the youth empowerment agenda in arid and semi-arid areas.

KCB 2jiajiri graduation Nairobi, January 2019 This ceremony was presided over by the President

of Kenya; over 10,000 youth supported by KCBF in partnership with K-YES graduated in various fields.

County Closeout and Learning Events

Various dates in 2019 and 2020 These events provided a platform for sharing lessons learnt during the implementation cycles and insights regarding future youth workforce programming.

TVET Conference

February 2020 This peer learning event brought together USAID partners from the Western and Rift Valley Region. The program shared its experience in enhancing sustainability through the formation of county employment compacts.

KK launches All counties in which K-YES was present, on various dates beginning in 2018

These launches provided an opportunity for the program to enhance the visibility of its empowerment initiatives.

Agribusiness learning forum University of Nairobi, November 2019

The program made a presentation during the forum, which attracted over 1,000 people, including students and professionals.


10. COVID-19 ResponseIn March 2020, K-YES suspended planned activities due to restrictions on movement and gatherings imposed by the Government of Kenya in response to the COVID-19 pandemic. In April 2020, K-YES developed and shared a concept note with USAID that described a youth-led response to the pandemic that included activities in all 9 counties where K-YES works. Through a collaborative process, K-YES enhanced its close engagement with the CG and national government offices that support the VTCs. K-YES partnered with personnel from the county departments of public health to train 360 COVID-19 youth ambassadors about COVID-19 messaging protocols in eight counties. A further 45 trainers were trained by personnel from the Kenya Red Cross in Kwale County. The national government contributed by providing training venues and security, while CGs--through their county COVID-19 coordination committees—provided transport for finished materials and additional products for distribution.

The activities were completed in June 2020 and K-YES trained a total of 405 COVID-19 youth ambassadors, produced and distributed 20,710 face masks and 305 handwashing jerrycans, distributed 152,404 500-mL bottles of handwashing detergent, and broadcast 20 radio shows reaching approximately 1,750,000 persons.

K-YES built partnerships that expanded the reach and impact of the COVID-19 activities resulting in a wider distribution of COVID-19-related items in communities, the fabrication of additional masks and food packages for distribution, transport for distribution and follow-up activities in Nyeri County, and the provision of hand sanitizer and food during community trainings in West Pokot County. K-YES also established partnerships with 15 VTCs to produce detergents, handwashing soap, face masks, and handwashing tanks in all operational counties. K-YES COVID-19 activity performance is summarized in Table 33.


Table 33: Consolidated Performance Results: K-YES COVID-19 Response Activities, May–June 2020

Indicator Target Actual % Achieved Difference Reasons for Difference

1 Number of handwashing jerry cans produced and distributed

500 305 61% (195) During the co-creation process, Kisii and Nyeri counties requested thermometer guns and Nairobi and Kericho counties requested additional facemasks due to inadequate supply from other organizations. Therefore, some resources for jerry cans were reallocated.

2 Number of reusable face masks sewn and distributed

10,000 27,710 207% 10,710 Additional facemasks were sewn and distributed in Nairobi county due to the request of the COVID-19 coordination committee. In addition, during the period of performance, general demand for face masks increased due to GoK mandate for wearing face masks.

3 Number of detergent liters produced

110,000 76,802 70% (33,198) Costs were higher than anticipated for the purchase and delivery of detergent production materials from Nairobi to the counties, and spillage occurred during transportation. These factors resulted in a reduced volume of detergent for production and distribution.

3A Number of 500ml bottles of detergent packaged and distributed

- 152,404 - - Bottled detergent was distributed by K-YES youth volunteers to the most vulnerable community groups, as determined by the COVID-19 coordination committees, such as internally displaced persons camps, prisons, and remote roadside locations.

4 Number of COVID-19 youth volunteers trained

450 405 90% (45) The project expected to train an additional 5 CBF/SACCO staff for each county, but this did not happen due to the staff ’s prior commitments to distribute products.

5 Number of individuals reached with accurate information about the COVID-19 pandemic

54,000 - - - Household visits were deemed infeasible due to COVID-19 social distancing protocols and the dispersion of households. However, the estimated reach of public radio spots was calculated and the estimated total of individuals receiving information on COVID-19 is 1,750,000

6 Number of Kenyan households receiving accurate information about the COVID-19 pandemic

9,000 - - - Household visits were deemed infeasible due to COVID-19 social distancing protocols and the dispersion of households. Instead, K-YES youth volunteers visited the most vulnerable community groups, as determined by COVID -19 coordination committees, such as internally displaced persons camps, prisons, and remote roadside locations.

7 Number of informational messages on COVID-19 disseminated over public radio

18 20 111% 2 Radio spots were added to increase the reach of COVID-19 messages.

N/A Number of thermometer guns distributed

- 46 - - Due to requests by the Nyeri and Kisii county COVID-19 coordination committees, handwashing jerry cans were substituted for thermometer guns.

N/A Number of reflector jackets distributed

- 20 - - Due to requests by the West Pokot COVID-19 reflector jackets were added.


Constraints The primary constraints encountered over the life of the project span challenges relating to access to finance, barriers, low literacy levels among the targeted youth, job placements and use of LMI platforms, communications, security, and a dynamic political environment. Despite these constraints, K-YES was still able to exceed 100% of its Life-of-Project Performance Plan and Report (PPR) indicators. A summary of the constraints is included below.

Access to youth-friendly financial services continues to be a barrier to youth employment. Indeed, very few FIs offer youth-friendly financial services, and many still considering youth to be “defaulters” or “non-bankable.” However, through successful VSLAs, K-YES raised awareness among FIs and demonstrated that K-YES youth can successfully and proactively manage loans from KCB, Equity Bank Kenya, SACCOs, and MFIs.

The Credit Reference Bureau maintains a list of youth who have defaulted on mobile-based loans, which affected the ability of these youth to acquire planned loans from KCBF. The lending requirements of the Central Bank of Kenya, which requires that all bank account holders have a personal identification number (PIN), also slowed the uptake of KCBF loans. Youth fear applying for PINs because this will expose them to the Kenya Revenue Authority’s annual tax return requirements.

Some private sector employers found it difficult to embrace K-YES cohort youth due to their low literacy levels in some counties, such as Kwale, Garissa, and West Pokot. In fact, some companies still have policies that prohibit employment of youth with less than a secondary education. For example, in Kwale County, the hospitality industry requires English fluency for most positions, a requirement that is challenging for Kwale youth to meet because they tend to be more fluent in Swahili.

The modern, technology-based LMI platforms available through K-YES’s potential partners required users to have modern mobile phones or internet connectivity. The majority of the K-YES target cohort did not have phones, and those who did have phones did not have smartphones. Internet connectivity was also a challenge for most youth. As a result, K-YES relied on less technology-intensive methods of communication, such as word of mouth via public platforms.

CONSTRAINTS AND OPPORTUNITIES



The hospitality industry, particularly in Kwale County, is extremely sensitive about matters of security in their establishments. As such, they apply numerous requirements to K-YES beneficiaries seeking housekeeping employment who were to be placed in jobs or internships in such establishments. Youth also faced other barriers to employment; for example, in addition to presenting the usual curriculum vitae (CV), application letter, and Health Certificate, youth were required to present their Certificates of Good Conduct, Kenya Revenue Authority Personal Identification Number (PIN), and insurance coverage against possible accidents and injuries at work. Most youth are unable to raise the finances needed to meet these requirements.

The political instability and economic downturn resulting from the political climate in 2017/18 negatively impacted the tourism industry, especially in Nairobi and Kwale, causing hotels to close. Furthermore, political shifts in the Nairobi CG limited engagement between K-YES and this CG on CYEC processes. This issue delayed and eventually negated the launch of the Nairobi CYEC.

Prolonged political activities in PY2, the USG shutdown in PY4, and the outbreak of the COVID-19 pandemic in PY5 (March 2020) all contributed to a slowdown or suspension of activities, resulting in massive loss of youth jobs, particularly in the hospitality and transport sectors. Insecurity and other natural calamities, such as floods and landslides in Garissa and West Pokot counties, also negatively impacted the program’s performance and progress.

OpportunitiesCounty development plans and the devolution of youth activities and their associated budgets in the counties resulted in opportunities for partners to engage at the county level. Continuing to empower CGs can be expected to lead to further successes in youth employment.

The willingness of employers to participate in the K-YES mentorship program created an opportunity to build relationships between the private sector and vocational training institutions. K-YES was able to forge strong relationships with a variety of key sector leaders via county Chamber of Commerce chapters and laid the groundwork for future activities with the informal private sector and VTCs.

The willingness of some counties, such as Kericho, Kwale, Migori, Bungoma, Nairobi, and West Pokot, to include VTC students in their bursary schemes and contribute to funding new equipment, infrastructure, and additional instructors created an enabling environment for scaling up vocational education initiatives in these counties and encouraged more private sector partners and CSOs to invest in vocational education as equal partners.

Goodwill among CG leadership motivated K-YES to continue engaging and anchoring CYECs within CGs to ensure they are aligned with local planning processes, development objectives, and resource allocation within the budget cycle. The engagement of K-YES with CGs created and catalyzed shared-value partnerships anchored within CYECs that other USAID implementing partners, CSOs, and private sector entities were able to benefit from and scale up.

The implementation of national-level strategic partnerships within the K-YES counties provided an opportunity to leverage additional resources to enhance CYECs’ sustainability. The formation of alumni associations and hosting of employer engagement meetings at VTCs provided the VTCs with numerous partnership opportunities and improved outside perceptions of these institutions.

Through the Compact, we are able to get more information

about employment opportunities. The

number of placement has increased; and also

the number of those absorbed into the job

market. I also thank the compact members especially James Finlay

that has but for us a modern workshop that has led to improvement in enrollment especially

for the masonry class.- , Manager

Chepseon Vocational Center


Lessons Learned

Successful partnerships require a value proposition that is mutually beneficial The reason for the success of the private sector partnerships and the CYECs was K-YES’s ability to design a process that allowed stakeholders to work in their own best interests while also yielding positive outcomes for youth employment.

K-YES’s partnership with Generation Kenya to develop the distributed sales curriculum provided an opportunity to share resources, experiences, and capabilities, which resulted in quick execution and the production of a high-quality curriculum with significant cost savings for both programs.

Orientation of youth before job placement and internship helps to prepare them for on-the-job expectations and performance standards. Such orientations reduce both the amount of time needed for youth to integrate into their internships and human resource conflicts in the workplace. Notably, all placements should be made before implementing work-readiness workshops. By doing so, youth can benefit from having prior knowledge of the organization to which they will be reporting, making it possible to address their practical needs and questions in real time.

Vocational education Given the low literacy levels among the K-YES target youth, a complex and structured LMI platform may not be effective in disseminating information. Simple platforms, such as SMS, word of mouth, notice boards, and resource centers, are more realistic. LMI channels targeting youth who have not had a secondary school education should be simple and straightforward because of the low literacy levels among this population. Other important factors to consider when selecting LMI channels include sustainability, accessibility, and efficiency.

Packaging success stories for youth who drop out of school demands careful consideration because these stories may convey an impression that the program encourages youth to drop out of school. Regarding media relations, robust linkages should be established with the media to enhance visibility about program activities and impacts. Contact information for journalists who cover program events will be preserved and handed over to USAID for future engagement and pitching of program-related stories.

Mentorship can have a positive impact on youth in VTCs in terms of their self-esteem, career goals, positive attitude to life and work, and problem-solving skills. Additionally, conducting training sessions by using peer trainers from the communities creates confidence and enhances understanding among youth because they can identify with their own peers and participate actively.

Financial accessYouth access to finance is a key factor in their ability to establish small- and medium-sized business enterprises and maximize their profits. Previously, youth’s lack of access to information on financial access made them reluctant to take advantage of loans. Continuous mentorship and sharing of information on financial services and products support youth access to youth-friendly financial services, helping them to improve their businesses.

Well-established VSLAs are highly sought by MFIs as clientele because they substantially reduce the risk of default. If VSLAs are well trained and guided in managing their own funds, transition, and linkages to other FIs will be less challenging.

GenderThe integration of gender awareness discussions into the various K-YES activities provided a platform on which acknowledge gender disparities and accorded many stakeholders an opportunity to contribute to equity and enhance the dignity of vulnerable youth in informal and formal spaces. The BCC strategy and inclusion of positive gender relations (including mentorship on positive masculinity) in K-YES life skills curricula and other K-YES training materials facilitated improved gender integration.


The foundational activities of the M&E unit included the design and rollout of reporting templates, used by both technical leads and county teams to capture immediate outputs from the implemented activities. The additional function of presenting weekly performance data on all K-YES PPR indicators necessitated the design of a simple but effective data flow and information capture system to effectively synthesize and present performance data for all indicators.

Throughout the life of the project, the M&E unit prepared the county teams for data quality assessment sessions that were overseen by USAID’s program and M&E teams in all nine counties. All data quality assessment recommendations were incorporated into the redesign of the survey tools and in strengthening the process of utilizing data to inform program management and performance under all K-YES Objectives.

As an additional foundational activity, K-YES conducted ecosystem assessment surveys in all nine counties. The main objectives of these assessments included the following:

• To generate a detailed ecosystem analysis of opportunities

• To recognize gaps influencing youth employment in the nine counties

• To identify high-growth and high-employment potential industries where opportunities exist for youth self-employment and wage creation

• To identify where K-YES partnership efforts can have the most leverage

• To provide K-YES with the information needed to identify viable partners and service providers to enhance linkages within the employment environment of youth in the county.

PERFORMANCE MONITORING



In PY1, the M&E unit conducted a baseline assessment of the following indicators using a combination of SMS and quantitative survey methodologies:

• Number of learners enrolled in secondary schools or equivalent non-school-based settings with USG support

• Number of youth learners who successfully complete YP programs with USG support

• Number of government tenders awarded to businesses run by women, people with disabilities, and youth at the county level disaggregated by county, sex, and disability status

• Percent change in the number of youth who report improved awareness about financial services

• Percent change in employer satisfaction survey scores with K-YES graduates (i.e., a baseline satisfaction score from employers who have YP/YSO graduates on their payrolls).

In adherence to the K-YES/USAID contractual agreement, the unit continued to submit monthly, quarterly, and annual program reports on progress on all 30 K-YES performance indicators listed in the plan. Routine monitoring activities continued to focus to focus on measuring activity and output indicators, as well as intermediate outcomes and comparison to agreed targets as they pertain to each objective. Additionally, the unit continued to collect and share weekly performance data on USAID PPR indicators, including the following:

• PPP: PPP5. Number of new USG-supported PPPs

• EG.6-1, 4.6.3-2: Number of individuals with new or better employment following completion of USG-assisted workforce development programs

• Number of youth who complete USG-supported programs to improve employment skills

• EG.6-2: Number of individuals with improved skills following completion of USG-assisted workforce development programs

• Custom: Number of youth who accessed government or private sector loans, grants, or credit through USG-supported programs

• GNDR-2: Percentage of female participants in USG-assisted programs designed to increase access to productive economic resources (assets, credit, income, or employment)

• Percent of government tenders awarded to women and youth business at the county level

• EG.6.3: Number of individuals who complete USG-assisted workforce development programs

• Custom: Number of marginalized individuals (women, youth, other) who are beneficiaries of USG-funded interventions.


A major activity in FY2018 was the K-YES Performance Review, which was conducted by MSI International on behalf of USAID. A key M&E-related finding by the performance review team was that “while the K-YES M&E system is extensive, its focus has been on meeting preset, time-bound numerical targets and has tended to favor quantity over quality and short-term numerical results over building sustainability.” The M&E team responded by recruiting M&E Assistants in all counties to support the collection and documentation of K-YES numerical targets and thereby create space for Nairobi-based staff and home office interns to engage in more systemized analysis and draw conclusions regarding the efficacy of different training pathways to affect job creation and the impact on K-YES programing and funding priorities.

The M&E unit conducted employment tracer surveys in each quarter. The data collected from these surveys captured the numbers and profiles of youth with new or better employment following completion of K-YES programs. The census survey was three tiered, comprising an SMS survey administered to training participants, followed by telephone call-ins and, finally, the use of paper questionnaires by community resource persons to track participants who were not reached via the first two methods at the county level. Using a combination of these three methodologies ensured high response rates among program beneficiaries. During the life of the project, a total of 52,116 youth gained new and better employment after program interventions, surpassing the target of 48,000 by 9% (Table 34).

Table 34: Overall Number of Youth Reported to Have Gained New or Better Employment

Year New Employment Better Employment Total

FY2016 762 1,859 2,621

FY2017 7,143 9,166 16,309

FY2018 5,777 8,293 14,070

FY2019 6,726 7,320 14,046

FY2020 2,624 2,446 5,070

FY2020 2,624 2,446 5,070

Total 23,032 29,084 52,116


Gender equity was a program objective for the first 2 years of K-YES and helped ensure consistent, equitable participation of young women and men in program activities in PY3–PY5. By the close of the program, K-YES had reached 54% women beneficiaries, exceeding the target of 50%. Throughout the two phases of the program, women’s enrollment at VTCs and in community-level trainings was monitored closely to ensure that the number of young women in non-traditional courses increased, especially those leading to employment in the construction sector in areas such as masonry, plumbing, electrical engineering, and auto mobile engineering. Embedding gender discussions into all K-YES activities made gender sensitivity more spontaneous and the norm, rather than the exception, for K-YES staff and resource partners. This normative shift was a major step toward effective gender integration and facilitated genuine commitment to tackling gender equity in public and private spaces. An affirmative action to address specific disability groups also gave youth with disabilities better opportunities to participate in K-YES services. The gender strategy was implemented and yielded improved outcomes in all counties by addressing identified gender issues, including time poverty among young mothers (i.e., the household obligations that limit the time women can spend engaged in economic activities), women’s lack pf collateral to access loans, and the unequal division of labor between men and women according to traditional gender norms.

After receiving training conducted by IRC, county coordinators implemented a gender risk and mitigation strategy activity to identify residual needs—especially of women beneficiaries—that remained un(der)addressed. The strategy also identified activities and opportunities for partner involvement. The activities implemented in the gender risk and mitigation strategy included (1) integrating gender into overall business skills, soft skills, and VSLA trainings; (2) conducting gender advocacy among community leaders and partners; and (3) adjusting program implementation to address gender barriers to participation.

The integration of gender into K-YES activities was successful because the needs of both men and women were deliberately considered in discussions and practical interventions, such as mobilization and enrollment in program-supported courses. K-YES reviewed drafts of the strategic plans developed by VTCs and supported these institutions to incorporate gender issues into their classes to positively influence gender equality.

VTCs receiving grants in Phase 1 and 2 counties had the opportunity to learn about gender equality though the sharing of findings from a gender equality study undertaken by KEFEP. Although the study was conducted in national polytechnics, the results were relevant to VTCs, as the study focused on issues common to all TVET institutions.

PROGRESS ON GENDER STRATEGY



Prior to the commencement of activity implementation in all counties, the K-YES Environmental Mitigation and Monitoring Plan (EMMP) was developed, with information on the potential environmental impacts of K-YES activities.

In FY2016, K-YES initiated the first set of activities in the EMMP. The EMMP findings revealed that indirect environmental impacts for K YES were likely to result from activities related to agricultural value chains and agribusiness activities in Phase 1 counties (Bungoma, Kericho, and Kwale). These impacts would likely arise from the expansion of the farm area used for crop or livestock production or from using environmentally unsound practices on existing farms.

The program integrated sessions on environmental mitigation and compliance into all levels of trainings in all counties to equip youth with knowledge and skills to ensure that all activities undertaken complied with USAID and government environmental policies and regulations for sustainable livelihoods. The farming practices implemented by youth while engaging in all agricultural activities, particularly in Bungoma (soybeans/sweet potato), Kericho, and Kwale, were closely supervised by K-YES staff and officials from the Department of Agriculture and Livestock. This supervision ensured that environmental mitigation and compliance measures were observed in all stages of the agricultural cycle using the “K YES Protect Your Environment Toolkit,” which was designed to facilitate youth discussions on how the activities they planned could harm the environment and then to suggest ways they could reduce or eliminate harmful activities. To enhance the K-YES program’s capacity for environmental compliance, K-YES trained key staff on environmentally sound design and management. This training improved the capacity of K-YES staff to plan, implement, and report on mitigation measures and their effectiveness during project implementation.

In FY2018, the K-YES EMMP was revised to respond to the expansion of activities to Phase 2 counties and to include additional value chains, such as poultry, soybeans, dairy, sweet potato, and indigenous vegetables, in Kisii, Migori, West Pokot, and Nyeri counties. During this period, K-YES also carried out environmental due diligence on strategic partner institutions, such as the VTCs, to ensure that their support for and participation in the project complied with environmental safeguards.

ENVIRONMENTAL MITIGATION AND MONITORING


Environmental mitigation and monitoring sections were embedded in all nine K-YES Agribusiness Training Manuals (onions, poultry, goat production, local chicken, sweet potato, indigenous vegetables, soybeans, Sukuma wiki, chili, and honey production) and covered environmental issues and possible mitigation interventions throughout each value chain (i.e., input supply, production, transportation, trading/marketing, processing, and consumption). These manuals were disseminated jointly with expert officers drawn from county Departments of Agriculture to ensure quality training delivery.

Some environmental compliance challenges encountered during the program are highlighted below:

• Partner environmental compliance: This took longer than expected, as most institutions lacked environmental policies relating to their own functions and operations. K-YES sensitized these institutions and provided support in line with their specific roles in the program.

• Uptake of soil and water conservation activities: This was also slower than expected in some cases, as some of the technologies were quite labor intensive or expensive to implement for youth. K-YES encouraged the youth groups to pool their labor and enhance their efforts to access finance. In some circumstances, broader options for soil and water conservation were prescribed, with support from agricultural extension services in the counties.

• Food hygiene and safety for public health: Achieving food hygiene outcomes for public health gains involved behavior change, which took longer than expected. As a result, K-YES intensified trainings and sensitization in this area.

K-YES disseminated environmental mitigation and monitoring messages to 20,863 youth (11,404 women, 9,459 men) trained in agribusiness and agricultural value chains in the aforementioned counties. Detailed information is included in the environmental activity matrix in Table 35.




Table 35: K-YES Environmental Activity Matrix

Activity Location Risk (Environmental Issues Identified) Mitigation Actions Taken Monitoring Status

1 Business skills and agribusiness training

Migori, Kisii, West Pokot, Nyeri, Kwale, Kericho, and Bungoma

This activity focused on agribusiness curricula co-designed with agribusiness value chain youth groups (in the indigenous vegetable, soybeans, kale, poultry, cabbage, Irish potatoes, tomatoes sweet potato, and dairy value chains) in the aforementioned counties. Agricultural activities can adversely affect various ecosystems. These effects may relate to expanding the area used for crop or livestock production or using environmentally unsound practices on existing farms. The most common problems include the destruction or degradation of natural habitat, including deforestation, desertification, and drainage of wetlands; the loss of biodiversity; the introduction of exotic and non-native animal and plant species; erosion and loss of soil fertility; the siltation of water bodies; and reductions in water quality. Institutionally, there is a risk involved in collaborating with training partner institutions that do not comply with environmental safeguards in their routine capacity building functions.

Youth groups and trainers were trained on environmental conservation. All training manuals contained a section on environmental compliance, which was borrowed from the K-YES EMMP’s provisions.

Training for all new groups continued during the life of project using the National Environment Management Authority’s environmental guidelines and the MOA’s Good Agricultural Practice guidelines.

1 Agribusiness trainings (agricultural production for increased income and improved livelihoods


The potential existed for market-based service delivery providers to have direct adverse impacts on soil composition, water availability, and slope erosion.

Sustainable agricultural practices that are environmentally friendly were promoted to conserve soil composition, ensure water availability, and prevent soil erosion.

Awareness sessions were embedded in the ongoing ToTs for new agribusiness groups during the year in all seven K-YES agri-based counties.

3 Management of fertilizer and manure


Potential existed for water source contamination and run-off to vegetated areas.

Farmers were continuously sensitized on the safe disposal of used materials and carcasses and the use of manure on their farms.

Farmers were trained on the proper application of organic manure from their poultry enterprises on their sweet potato and indigenous vegetable plots.

4 Disease management


There was a possibility of plant and animal disease breakouts occurring, posing potential health hazards to human health.

-Groups were sensitized on disease identification and treatment procedures when handling infected animals and agricultural produce.

Groups were also sensitized on hygiene practices for children and caregivers, emphasizing the importance of keeping animals away from sleeping quarters.

Poultry farmers in Kisii, Migori, Bungoma, Kericho, Nyeri, and West Pokot Counties were sensitized on the need to regularly vaccinate their poultry and to slaughter their poultry in approved slaughterhouses so they can be inspected and certified fit for human consumption by public health officers before delivering them to the market.

Farmer group representatives in West Pokot were taken for an exchange visit to poultry and goat markets in Kitale town, where they were sensitized on the proper transportation and slaughter of poultry and goats and learned about key public health requirements for supplying poultry and goat meat to the market.


K-YES continued to work closely with the directorates of Gender and Youth Affairs under the Ministry of Public Service, Gender and Youth Affairs and the National Gender and Equality Commission, which hosts a Working Group on youth issues. K-YES participated in discussions on a joint United Nations program on gender, which presented additional opportunities for messaging on issues, such as gender-based violence, that affect youth throughout the country. This program was implemented by trained GEFs, including officers based at the county level who handle various aspects, such as gender, youth, disability, and affirmative action funds.

Key national government linkages included (1) the NRB, who offered invaluable support in the “My ID, My Life” campaign in nine counties; (2) the Directorate of Vocational Training in joint curriculum development activities; and (3) the Ministry of Youth, which supported the program in creating awareness among youth about existing government funds for youth and women and in training them on the procedures and processes used to access the funds. These linkages helped the program reached more youth with its campaign and awareness activities, encouraging the youth to take advantage of the opportunities available through affirmative funds. Regarding financial access, government officers were invited to youth activities to train youth on affirmative funds and AGPO.

Working jointly with the Ministry of Industry, Trade, and Cooperatives, the program focused on supporting YBSs and other youth-led SACCOs by building their capacity for business growth and sustainability. K-YES also aided CYBSs in abiding by the Cooperative Act. Cooperative officers were invited at the county level during activities with the SACCOs to build the capacity of the central management committee members on better practices embraced by cooperatives.

The program received abundant support from the Directorate of Vocational Education and Training at the county level for M&E of VECs’ progress and weekly monitoring of the CBET pilot and rollout. CDACC provided technical advice on the packaging of occupational standards for each trade area and on developing the five CBET curricular (masonry, plumbing, poultry, housekeeping, and sales distribution). CDACC also trained assessors and verifiers from the nine K-YES counties. Involving County Directors of Vocational Education in capacity building sessions, such as competency-based assessment, industrial liaison officer training, and employer engagement meetings, further enhanced K-YES’s work with CGs. This collaboration was extended to encompass other institutions within the Ministry of Education, such as the Kenya National Qualification Framework Authority and TVETA, after approval of the five CBET curricula.

LINKS WITH THE GOVERNMENT OF KENYA AGENCIES



The NRB supported youth to register for 281,000 national ID across all nine counties. The NRB, through District Registration Officers, offered support by providing expertise in ID registration and adequate security while conducting mobile outreach. In contrast, CBFs mobilized through the provincial administration.

K-YES worked with NRB officers in all nine counties to support ID registration of cohort youth. This CBF-run initiative achieved substantial gains; as a result, the NRB continued to independently engage CBFs to assist in effectively implementing this initiative. Some youth in CBF leadership positions have benefitted from appointments as local administrators, board members, and other available posts in the national government and CGs based on the impact achieved through their work. The involvement of county departments during the grant closeout phase ensured documentation of both successes and the way forward for the institutions once K-YES ends. This documentation is essential to ensure that the institutions remain sustainable and able to enhance the services they provide to their communities.

CGs are key pillars supporting the program and compacts, and securing government buy-in is vital for achieving compact objectives. When CG leadership in Garissa, Nyeri, Bungoma, and Nairobi counties changed because of the 2017 elections, K-YES had to introduce the compact concept to the new administrations and gain buy-in from their leadership. The K-YES team continued to engage senior CG officials to help them understand the program and garner buy-in among deputy governors and county secretaries to chair the compacts and fast-track commitments from both public and private sector partners.

Through the KK initiative, K-YES attended high-level partnership scoping meetings with key government agencies, including the Ministry of Public Service, Youth and Gender Affairs; the Youth Enterprise Development Fund; and the Council of Governors, in line with the development of the KK partnership portfolio. K-YES leveraged this engagement to support work through K-YES components that provides links to these key government institutions.

K-YES also supported the Kenya Youth Employment and Opportunity Program (KYEOP), which is implemented by the Ministry of Public Service, Youth and Gender Affairs and the National Industrial Training Authority in Nairobi, Kwale, and Migori, in youth mobilization through K-YES networks.

K-YES received abundant support from the Department of Vocational Education and Training at the county level. The program also continued to collaborate with TVETA and CDACC within the Ministry of Education on the development and certification of the Level 3 distributed sales CBET curriculum, which has been approved. In addition, 30 VTC instructors were certified as assessors; their role will be to develop assessment tools and assess competence and worker behavior.

The CEC Education, VTC directors, and other government appointees were involved in combined institution visits with the K-YES team and participated in grant review and grant closure meetings. Their role was to ensure the effective handling of any performance issues noted for the VTCs. For example, in Bungoma County, Mufule VTC deviated from the agreed upon grant principles and procedures, and the issue was addressed with both the Board of Management and CEC Education. The result was that swift action and remedial measures were immediately implemented by the CG.

The CGs committed their quality assurance staff to review and establish areas of weaknesses to address the concerns raised by K-YES. Government departments must play an active role in all partnerships as their engagement often determines the level of success achieved by the supported institutions.


Other government departments that K-YES worked with included the Ministry of Youth, Trade, and Enterprise and the MOA, which were engaged to support program implementation of trainings and sensitization regarding government affirmative funds, such as the women and youth enterprise funds.

The K-YES team attended the 5th and 6th Annual Devolution Conferences held in Kakamega and Kirinyaga counties. In addition to exhibiting during the conferences, K-YES actively participated in the various conference sessions. One of the program’s key contributions at these events was a session on the enablers of trade and manufacturing, in which a Kericho County representative articulated how the county’s partnership with K-YES accelerated trade and manufacturing in the county through the rapid development of relevant vocational and technical skills. Kericho County was represented by Deputy Governor H.E. Susan Kikwai, who also serves as the Kericho CYEC chairperson. K-YES was also actively engaged in the planning of this session, prior to the conference itself.

K-YES participated in a CSO meeting organized by the Human Rights Agenda with the Senate Committee on Human Rights and Legal Affairs in Kwale County. Fifty-seven representatives from Kwale CSOs attended this meeting to discuss violations of human rights affecting local residents and make recommendations for how the Senate should address these issues. Other issues raised included the following:

• Land ownership: The CSOs demanded full implementation of the Truth, Justice and Reconciliation Commission report that recommends addressing land issues as a historical injustice.

• Compensation for mineral-rich land: CSOs recommended proper relocation and compensation, considering the current living standard and land value.

• Extrajudicial killings: CSOs recommended justice and compensation for victims’ families.

Photo: Katie G. Nelson for RTI InternationalKenya youth Employment and Skills (K-YES) Program – 77 –


K-YES worked with its local partners—the 9 CBFs, 9 YBSs and 27 VTCs—to strengthen their management and institution capacities through GUCs. Grants were issued to CBFs to roll out ID registration, carry out elections to adhere to governance best practices, and in Garissa, Kwale, Nairobi, and Nyeri, to roll out CVE activities. Each CBF was given a fixed-obligation grant in two cycles to facilitate covering their administrative costs, mobilization expenditures, transport facilitation, and acquisition of short-term human resources to deliver the activities. The grant had a minimum value of and a maximum value of , and the period of implementation was between 6 and 9 months. Some of the activities undertaken via the grants are listed below:

• Mobilizing for the “My ID, My Life” campaign

• Livelihood profiling of all village youth bunges

• Mapping of YSOs, profiling YSOs, and evaluating their capacities

• Mobilization of youth for enrollment in the K-YES program, profiling the youth (disaggregated by age, gender, and disability), and following up with trained youth to capture their stories

• Mapping of financial service providers, including VSLAs in the constituencies

• Board elections.

The CYBSs in all nine target counties were engaged by K YES and received funding to support financial access for youth in the K YES cohort.

A total of 27 VTCs were supported with institutional capacity grants and engaged in grant inception meetings that covered compliance requirements, USAID regulations, procurement guidelines, and data capture skills and tools. KUSCCO was also engaged through a grant to deliver its capacity building efforts to SACCOs and conducted constituency-level member trainings for all nine organizations. Other support services offered to the SACCOs included the development of institutional strategic and business plans, SACCO staff training, and support for the development of youth-friendly products. Nairobi and Kwale SACCOs were also supported through the provision of a SACCO software system.

CONTRIBUTIONS TO USAID FORWARD

To promote local ownership and sustainability of project activities aimed at increasing employment opportunities for target youth, the K-YES approach built sustainability through partnerships in individuals, institutions, and the youth employment ecosystem that were aimed at achieving sustainable impact within the program’s 5-year lifespan and beyond. The program focused on four areas: (1) sustained capacity, (2) sustained resources, (3) sustained motivation, and (4) sustained collaboration.

K-YES continuously revisited its theory of change to validate and strengthen the links between activities of private and public-sector partners that result in better employment and self-employment outcomes. The program supported the incubation of youth employment compacts to catalyze sustained collaborative action; created linkages between the private sector, youth educators, service providers, and the public sector; facilitate PPPs and resource commitments; and build a sustainable framework for long-term collaboration and sustainability.

K-YES established national- and county-level partners in all nine counties that continued to support training and employment opportunities, market linkages, and access to finance for youth in the K-YES target group beyond the program’s lifespan. In addition, 122 county and national PPPs leveraged technical, financial, and in-kind resources and ensured that youth employment services were demand-driven and reflected the skills needed by competitive markets. Partners included employers and industry actors; the Ministry of Public Service, Youth, and Gender Affairs; other youth empowerment programs (e.g., Kenya Youth Empowerment Opportunity Program); and other USAID-funded projects operating in K-YES target counties, who continued to build synergy and leverage resources across all the four program objectives.

Highlights of K-YES’ efforts to ensure the program impact and continues beyond the program’s lifespan include the following:

VSLAs as a platform for community-level support: K-YES’s support model ensured all youth could access employment and financial services in their own village. Business skill and work readiness training and financial services were delivered through a cadre of community resource persons at the village level. VSLA groups established and strengthened by K-YES served as a platform for continued training about money management and as stepping stones for access to youth SACCOs and the formal financial sector. K-YES supported VSLAs’ long-term sustainability by linking mature VSLAs to formal FIs, such as KCB, SACCOs, Cherahani, Musoni, and Yehu,

SUSTAINABILITY AND EXIT STRATEGY



for sustainability in support of youth enterprises/agribusiness. This approach proved to be effective and capable of reaching scale at a low cost and, ultimately, has the potential to be sustained beyond K-YES’s lifespan, assuming that the program delivered sufficient capacity building and that CGs offer appropriate incentives as part of their contributions.

Finally, cementing relationships with FIs and youth groups and establishing relationships with local business leaders to act as mentors for youth entrepreneurs helped enhance the sustainability of youth support after program closure.

CYECs: The CYECs are critical to the K-YES sustainability plan as an enduring multi-sectoral collaboration to sustain and drive system-level changes. K-YES supported the formation, launch, and handover of nine CYECs, which are working at the county level to facilitate collaboration, reduce information breakdowns, leverage meaningful commitments, and prepare young people as equal stakeholders and will grant local ownership of program initiatives. K-YES supported CYECs to develop action plans aimed at driving leadership and collective action and mobilizing resources to drive YWD in their respective counties. Ultimately, the CYEC action plans were used as a guide during the program’s county closeout meetings to transition from a donor-driven to a locally owned model that is financially and operationally sustainable under CGs’ leadership. The key to the sustainability of the CYECs is the alignment of CYEC activities with county development frameworks and policies; to achieve this alignment, K-YES continuously engaged and built the capacity of CG leadership and the county executives in charge of youth and sports, social services, education, agriculture, and trade and cooperatives. PPP training and support were provided to enhance CYEC sustainability by increasing the institutional capacities of the CGs, country executives, and CYEC members to structure high-value partnerships after K-YES’s exit.

Transform Kenya’s TVET system: K-YES’s strategy included system-level changes that resulted in enduring improvements expected to last beyond the program’s period of performance. One example is the program’s work to modernize Kenya’s VTC network to deliver CBET curriculum and wrap-around youth employment services through institutions that are operationally and financially sustainable. To ensure buy-in for and sustainability of K-YES’s VTC interventions, the program worked in close partnership with the directorates of vocational training in all nine counties. In addition, K-YES supported the VTCs to conduct participatory capacity assessments, develop and actualize institutional strengthening plans, and create multi-year strategic plans to ensure that VTCs achieve the necessary capacity to implement TVET reforms, deliver CBET curricula, and ensure TVET sustainability beyond the life of the program.

Strengthening CBF capacity: Using GUCs, K-YES supported nine CBFs and nine CYBSs to build their management, financial, governance, and institutional capacities. Monitoring visits conducted during implementation revealed capacity gaps in organizational operational manuals, financial systems that were either nonexistent or outdated, governance and management gaps in both the board and staff, and issues with the documentation process and data management. Each CBF had some funds set aside to address the gaps, and the pending areas were addressed by county coordinators and the grants manager to improve their performance and accountability systems and enforce their sustainability processes. To date, several CBFs, including those in West Pokot, Nairobi, Kericho, Kisii, Migori, and Garissa, have improved their fund-raising efforts and are being funded by other NGOs, such as Mercy Corps, Aga Khan, World Vision, and DAI, to undertake community interventions. The Nyeri, Migori, and Kisii CGs are supporting the formulation of a youth policy that includes CBFs in CGs and, thereby, ensures their sustainability

Photo: Katie G. Nelson for RTI InternationalKenya youth Employment and Skills (K-YES) Program – 80 –

CYBS capacity strengthening: K-YES engaged KUSCCO to build the capacity of 9 CYBSs by training their staff, boards, and members and ultimately injecting capitalization funds to increase their lending capacity. The Kwale and Nairobi SACCOs also acquired new software to enhance the efficiency of their customer service. The Kericho, Kisii, Nairobi, Kwale, Nyeri, and Migori SACCOs currently have savings accounts with KUSCCO and will continue to grow and enhance their capacity through training.

• Mentoring by business leaders was initially piloted in Kwale County, and lessons learned from this pilot, such as the importance of leveraging the youth themselves in identifying mentors, were successful adopted in the other eight counties.

• Finally, many groups of community-based trainers continue to serve as resources in their communities beyond the life of the program and have registered as CBOs or otherwise form groups in Bungoma, Migori, Kisii, and West Pokot to ensure that their training stays relevant; investigate ways of further leveraging their knowledge and skills; and continue to be used by other partners and programs, such as KCDMSD, Liverpool Voluntary Testing and Counseling (LVTC), World Vision, Mercy Corps, LMS, RAPID, NiWajibu Wetu, Red Cross, and Action Aid.

COVID-19 Response: K-YES worked with all nine county-based CBFs and CYBSs in all stages of COVID-19 response activities, from the initial preparation of concept papers to joint implementation, including product distribution and participation in radio messaging talk shows. Strong county relations were tested when K-YES was asked by USAID to redirect its remaining resources to undertake COVID-19 preventive activities. County leadership, led by County Executive Committees for education and youth, who also act as compact chairs, rallied youth bunge and SACCO leaders, public health directors who sit on county COVID-19 coordination committees, and private sector partners to prioritize, plan, implement, and monitor the agreed-upon activities. K-YES and USAID participated in 18 co-creation meetings held by the 9 county COVID-19 coordination committees. VTCs, SACCOs, and CBFs whose capacity was built by K-YES demonstrated that they can execute activities with the CGs, even after K-YES exited from some counties in the early part of the year.




Financial Summary Considering actual expenses through July 2020, the program expects to spend 99% of its overall budget of USD 22,552,718.

FINANCIAL INFORMATION


Sub-Awards

Subcontractor Start Date Close Date Total Budget (USD)

Status

Resonance/SSG Advisors

11/02/15 08/31/19 Closed

IRC 11/02/15 09/30/19 Closed

McKinsey and Co. 11/02/15 05/01/17 Closed

GeoPoll/Mobile Accord Inc.

11/09/15 10/31/18 Closed

Land o’ Lakes 03/01/17 11/30/18 Closed


EquipmentFurniture, vehicles, printers, photocopiers, laptops, printers, camera, projectors, global positioning system (GPS) sets, and other equipment were procured for the Nairobi office and the eight county offices in PY1 and PY3, with the four vehicles being issued to support counties. Two new vehicles were commissioned for use by the Nairobi county team and the secretariat, and these additional vehicles facilitated the team’s movement during project activities. The program received an assortment of furniture donated by Tufts University, via a USAID-funded project. This donation included assorted chairs, desks, workstations, a projector, two printers, and an office safe. Following the approval of the realigned budget in PY2, office information technology equipment, including printers, conference room equipment, a camera, and projectors, were procured.

All equipment has since been disposed of among youth partners, USAID projects, and CG ministries of education and youth, as per the Property Disposition Plan approved by USAID in December 2019.

Project visibilityOffice branding and placement of signage was done as per USAID branding and marking plan in PY1 and PY3, particularly for the county offices, enhancing the program’s visibility.

The program also facilitated several meetings, including Global Centre Youth Empowerment Meetings in October 2016 and April 2017 and quarterly review meetings.

Human resourcesThe program engaged new staff and facilitated the exit of other staff pursuing other career pathways. New staff were added in PY2, including program officers in CBET, M&E/finance assistant, temporary data/administrative clerks to support in both operations and technical areas, and consultants to undertake various assignments to support the four program objectives.

The new consultants were as follows: two BCC consultants, one agribusiness consultant, two VSLA consultants tasked with developing the VSLA Adaptation Manual, and one ecosystem survey consultant.

ACTIVITY ADMINISTRATION



FinanceThrough timely payments of numerous transactions, submission of monthly cash forecasts and financial reports, and reconciliations of both bank and mobile money, activity implementation was seamless. The program also undertook regular submission of the tax exemption forms for approval by USAID.

The program’s Finance and Administration Office supported K-YES implementation, including the following highlights:

• Provision of information and communication technology training on Microsoft One Drive, a cloud-based file storage service, for newly hired staff and remote support, including monitoring of all backups for the project staff

• Coordination of new staff onboarding and induction

• Payments to service providers and submission of monthly cash forecast, financial reports, and reconciliations of both bank and mobile money

• Routine processing of tax exemption documents for approval

• Training of new county M&E/finance assistants on the program’s mobile payment process

• Logistical support for program activities, including staff meetings, workshops, and quarterly review meetings with the project teams and for staff relocating to county stations.

Table 37 lists K-YES staff who were hired and exited, and Table 38 summarizes the consultants and their assignments.

Table 37: lists K-YES staff who were hired and exited, and Table 38 summarizes the consultants and their assignments.



Table 38: Summary of the Consultants and Their Assignments

# Consultant Name Position Assignment Duration

1Omeno Suji BCC Consultant To develop the K-YES BCC strategy October 24, 2016–

November 21, 2016

2Stella Kihara BCC Consultant To develop the K-YES BCC strategy October 24, 2016–

November 21, 2016

3James Ndiritu Agribusiness Consultant To develop agribusiness value chain toolkits and

training curriculum for lead farmers in the programNovember 23, 2016–

January 20, 2017

4Loise Oburu VSLA Adaptation Consultant To adapt a training manual on VSLAs to suit the

K-YES cohortDecember 5, 2016–

January 27, 2017

5Ben Mwongela VSLA Adaptation Consultant To adapt a training manual on VSLAs to suit the

K-YES cohortDecember 5, 2016–

January 27, 2017

6Stanley Kamau Wairuri Ecosystem Survey Consultant To consolidate and synthesize the different

ecosystem assessment reports prepared by K-YESNovember 9, 2016–December 31, 2016

7Jane Wairumu Maigua Consultant K-YES Ecosystem Assessment 20 days (November

30, 2017–January 12, 2018)

8Marianne Montalvo Consultant K-YES Ecosystem Assessment 20 days (November

30, 2017–January 12, 2018)

9Edwin Ochieng Consultant K-YES Ecosystem Assessment 20 days (November

30, 2017–January 12, 2018)

10Vindera Chokera Consultant K-YES Ecosystem Assessment 20 days (November

30, 2017–January 12, 2018)

DeliverablesTables presented in Annex 2 contain the names of documents submitted to the Development Experience Clearinghouse (DEC) and the dates of their submission. The information is organized by the reports that USAID required to be submitted, such as annual reports and the M&E Plan, “other deliverables” submitted through August 15, 2020, and remaining “other deliverables” to be submitted by October 30, 2020.

From 2015-2020, K YES collected GPS information for all program implementation sites. All GPS data are attached in Annex 3.

GPS INFORMATION



Annex 4 includes a sub-set of K-YES success stories that are representative of the program’s overall successes. The full set of success stories can be furnished upon request.

SUCCESS STORIES



The performance data tables summarize achievements of the program to date. The tables are included as a separate attachment.

ANNEX 1: PERFORMANCE DATA TABLE




ANNEX 1. PERFORMANCE DATA TABLES The performance data tables below summarize the achievements of the program to date. The tables are based on the US Agency for

International Development (USAID)-approved Kenya Youth Employment and Skills (K-YES) monitoring and Evaluation plan.

TABLE A.1. PERFORMANCE DATA TABLE INDICATOR TITLE: Public-Private Partnership (PPP) 5 Number of new US Government (USG) supported PPPs formed

INDICATOR NUMBER

UNIT Number

DISAGGREGATE BY: County and activity County Activity Title Date Count Subtotal

Nairobi County PPS partnerships 30 Sep 2020 0 0 Bungoma County PPS partnerships 30 Sep 2020 0 0 Kericho County PPS partnerships 30 Sep 2020 0 0 Kwale County PPS partnerships 30 Sep 2020 0 0 Garissa County PPS partnerships 30 Sep 2020 0 0 Nyeri County PPS partnerships 30 Sep 2020 0 0 Kisii County PPS partnerships 30 Sep 2020 0 0 West Pokot County PPS partnerships 30 Sep 2020 0 0 Migori County PPS partnerships 30 Sep 2020 0 0

Totals 0 0

Additional Criteria If other criteria are

important, add lines for setting targets and

tracking

Baseline

Results Achieved

Prior Periods

Reporting Period Dec 31,

2019

Reporting Period

March 31, 2020

This Reporting

Period June 30,

2020

Reporting Period Sep 30,

2020

Fiscal Year (FY)

2020 Target

FY 2020 Achieved

End of Activity Target

Achieved prior this quarter Achieved Achieved Achieved Achieved Target Target Target

Nairobi County 0 41 0 0 0 0 0 Bungoma County 0 22 0 0 0 0 0 Kericho County 0 12 0 0 0 0 0 Kwale County 0 11 0 0 0 0 0 Garissa County 0 9 0 0 0 0 0 Nyeri County 0 3 0 0 0 0 0 Kisii County 0 13 0 0 0 0 0 West Pokot County 0 3 0 0 0 0 0 Migori County 0 8 0 0 0 0 0

Totals 0 122 0 0 0 0 0 0 100


TABLE A.2: PERFORMANCE DATA TABLE INDICATOR TITLE: Number of teachers/ educators/teaching assistants who successfully complete in-service training or received intensive

coaching or mentoring with USG support INDICATOR NUMBER: 3.2.1-31

UNIT Number

DISAGGREGATE BY: Geographic Location Activity Title Date W M Subtotal

NAIROBI COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 BUNGOMA COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 KERICHO COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 KWALE COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 GARISSA COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 NYERI COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 KISII COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 WEST POKOT COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 MIGORI COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0

Totals 0 0 0 Results:



tracking

Baseline

Results Achieved

Prior Periods


2019

Reporting Period

March 31, 2020

This Reporting

Period June 30,

2020


2020

Fiscal Year (FY) 2020

Target FY 2020 Achieved


Achieved Achieved Achieved Achieved Achieved Target Achieved Target Sex*:

Women (W), Men (M) W M W M W M W M W M W M W M

Nairobi County 0 0 90 134 0 0 0 0 0 0 0 0 0 0 Bungoma County 0 0 259 259 0 0 0 0 0 0 0 0 0 0 Kericho County 0 0 125 152 0 0 0 0 0 0 0 0 0 0 Kwale County 0 0 107 141 0 0 0 0 0 0 0 0 0 0 Garissa County 0 0 76 174 0 0 0 0 0 0 0 0 0 0 Nyeri County 0 0 51 78 0 0 0 0 0 0 0 0 0 0 Kisii County 0 0 51 77 0 0 0 0 0 0 0 0 0 0 West Pokot County 0 0 12 22 0 0 0 0 0 0 0 0 0 0 Migori County 0 0 18 59 0 0 0 0 0 0 0 0 0 0 Totals 0 0 789 1096 0 0 0 0 0 0 0 0 0 0 0 1,885


TABLE A.3: PERFORMANCE DATA TABLE INDICATOR TITLE Outcome 1: Number of PLOCA dimensions that attain a “high” PLOCA capacity rating (according to established high capacity anchors identified for VTCs) following an initial PLOCA assessment and subsequent mentoring capacity strengthening provided with USG assistance.-

INDICATOR NUMBER: Outcome 1

UNIT:

Number of

DISAGGREGATE BY: County and activity County Activity Title Date Achieved Subtotal

Nairobi County PPS partnerships 30 Sep 2020 0 0 Bungoma County PPS partnerships 30 Sep 2020 0 0 Kericho County PPS partnerships 30 Sep 2020 0 0 Kwale County PPS partnerships 30 Sep 2020 0 0 Garissa County PPS partnerships 30 Sep 2020 0 0 Nyeri County PPS partnerships 30 Sep 2020 0 0 Kisii County PPS partnerships 30 Sep 2020 0 0 West Pokot PPS partnerships 30 Sep 2020 0 0 Migori County PPS partnerships 30 Sep 2020 0 0

Totals 0 0



tracking

Baseline

Results Achieved

Prior Periods


2019

Reporting Period

March 31, 2020

This Reporting

Period June 30,

2020


2020

Fiscal Year (FY)

2020 Target

FY 2020 Achieved


Achieved prior this quarter Achieved Achieved Achieved Achieved Target Achieved Target

Nairobi County 2 58 0 0 0 0 0 Bungoma County 1 31 0 0 0 0 0 Kericho County 0 48 0 0 0 0 0 Kwale County 0 31 0 0 0 0 0 Garissa County 0 6 0 0 0 0 0 Nyeri County 0 0 0 0 0 0 0 Kisii County 0 2 0 0 0 0 0 West Pokot 0 1 0 0 0 0 0 Migori County 0 2 0 0 0 0 0

Totals

3 179 0 0 0 0 24 0 166


TABLE A.4: PERFORMANCE DATA TABLE INDICATOR TITLE: Number of USG supported tertiary programs with curricula revised with private and/or public sector employers’ input or on

the basis of market research INDICATOR NUMBER: 3.2.2-36

UNIT:

Number of

DISAGGREGATE BY: County and activity County Activity Title Date: Count: Subtotal


Totals 0 0 Results: Community service project implemented



tracking

Baseline

Results Achieved

Prior Periods


2019

Reporting Period

March 31, 2020

This Reporting

Period June 30,

2020


2020

Fiscal Year (FY)

2020 Target

FY 2020 Achieved




Totals 0 19 0 0 0 0 0 0 19


TABLE A.5: PERFORMANCE DATA TABLE

INDICATOR TITLE: Number of persons receiving new employment or better employment (including better self-employment) as a result of participation in USG-funded workforce development programs

INDICATOR NUMBER: 4.6.3-2

UNIT Number


NAIROBI COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 BUNGOMA COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 KERICHO COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 KWALE COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 GARISSA COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 NYERI COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 KISII COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 WEST POKOT K-YES Work plan Activities 30 Sep 2020 0 0 0 MIGORI COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0




tracking

Baseline

Results Achieved

Prior Periods

Reporting Period Dec

31, 2019

Reporting Period

March 31, 2020

This Reporting

Period June 30, 2020


2020

Fiscal Year (FY) 2020




Women (W), Men (M) W M W M W M W M W M W M

W 0

Nairobi County 0 0 4226 3029 137 121 69 84 0 0 0 0 206 205 Bungoma County 0 0 6485 5541 104 77 42 34 0 0 0 0 146 111 Kericho County 0 0 4451 4471 40 57 84 64 0 0 0 0 124 121 Kwale County 0 0 3008 2423 47 41 68 73 0 0 0 0 115 114 Garissa County 0 0 1367 1270 46 35 34 25 0 0 0 0 80 60 Nyeri County 0 0 1011 1261 251 271 154 269 0 0 0 0 405 540 Kisii County 0 0 1338 1479 190 164 157 114 0 0 0 0 392 346 West Pokot County 0 0 1415 1022 456 254 198 197 0 0 0 0 613 368 Migori County 0 0 1679 1570 404 325 202 182 0 0 0 0 602 522

Total 0 0 24979 22067 1675 1345 1008 1042 0 0 0 0 5,000 2683 2387 48,000


TABLE 6: PERFORMANCE DATA TABLE INDICATOR TITLE: NUMBER OF YOUTH WHO COMPLETE USG SUPPORTED PROGRAMS TO IMPROVE EMPLOYMENT SKILLS

INDICATOR NUMBER:

UNIT Number






tracking

Baseline

Results Achieved

Prior Periods


31, 2019

Reporting Period Mar

31, 2020

Reporting Period

Jun 30, 2020 Reporting Period

Sep 30, 2020

FY 2020



Achieved Achieved Achieved Achieved Achieved Target Target Target Sex*:


Nairobi County 0 0 7314 5469 399 456 0 0 0 0 0 0 399 456 Bungoma County 0 0 9339 7628 90 61 139 77 0 0 0 0 229 138

Kericho County 0 0 7589 7659 55 19 48 49 0 0 0 0 103 68 Kwale County 0 0 5825 3858 56 23 178 103 0 0 0 0 234 126 Garissa County 0 0 2374 2177 58 42 36 40 0 0 0 0 94 82 Nyeri County 0 0 2675 3444 636 1340 173 228 0 0 0 0 809 1568 Kisii County 0 0 4011 4201 921 830 892 757 0 0 0 0 1813 1587 West Pokot County 0 0 3339 2261 701 326 977 552 0 0 0 0 1678 878 Migori County 0 0 4468 3818 1290 704 529 386 0 0 0 0 1819 1090


Total 0 0 46934 40515 4206 3801 2972 2192 0 0 0 0 13,026 7178 5993 90,026

TABLE 7: PERFORMANCE DATA TABLE INDICATOR TITLE: Number of individuals with improved skills following completion of USG - assisted workforce development programs

INDICATOR NUMBER:

UNIT Number






tracking

Baseline

Results Achieved

Prior Periods


31, 2019


31, 2020

Reporting Period Jun 30, 2020


2020

FY 2020



Achieved Target Achieved Achieved Achieved Target Target Target Sex*:



Total 0 0 32356 29503 2384 2080 3573 2796 0 0 0 0 5,000 5957 4876 72,000


TABLE A.8: PERFORMANCE DATA TABLE INDICATOR TITLE: Number of learners enrolled in secondary schools or equivalent non-school-based settings with USG support


UNIT Number






tracking

Baseline

Results Achieved

Prior Periods


2019


31, 2020

Reporting Period

Jun 30, 2020


2020 FY 2020 Target FY 2020 Achieved



Women (W), Men (M) W M W M W M W M W M W M Target W M Target

Nairobi County 784 1093 2396 1609 0 0 0 0 0 0 0 0

0 0

Bungoma County 240 318 631 606 0 0 0 0 0 0 0 0 0 0 Kericho County 302 485 817 1122 0 0 0 0 0 0 0 0 0 0 Kwale County 446 908 795 677 0 0 0 0 0 0 0 0 0 0 Garissa County 139 91 338 317 0 0 0 0 0 0 0 0 0 0 Nyeri County 0 0 76 185 0 0 0 0 0 0 0 0 0 0 Kisii County 0 0 335 575 0 0 0 0 0 0 0 0 0 0 West Pokot County 0 0 389 315 6 26 0 0 0 0 0 0 6 26 Migori County 0 0 112 259 0 0 0 0 0 0 0 0 0 0

Total 1911 2895 5889 5665 6 26 0 0 0 0 0 0 700 6 26 11,000



INDICATOR TITLE: Number of youth learners who successfully completed youth polytechnic programs with USG support

INDICATOR NUMBER: Output 1

UNIT Number






tracking

Baseline

Results Achieved

Prior Periods


31, 2019

Reporting Period Mar 31,

2020



2020 FY 2020 Target

FY 2020 Achieved





Total 462 577 2910 3078 0 0 1042 1136 0 0 0 0 700 1042 1136 8,100


TABLE 10: PERFORMANCE DATA TABLE

INDICATOR TITLE: Number of youth who completed USG supported programs to improve business skills


UNIT Number






tracking

Baseline

Results Achieved

Prior Periods


31, 2019


31, 2020



2020

FY 2020




Women (W), Men (M) W M W M W M W M W M W M Target W M Target Nairobi County 0 0 3202 2485 399 456 0 0 0 0 0 0 0 399 456 Bungoma County 0 0 4535 3546 60 26 82 29 0 0 0 0 0 142 55 Kericho County 0 0 2962 3173 8 9 22 34 0 0 0 0 0 30 43 Kwale County 0 0 3604 2206 38 5 178 103 0 0 0 0 0 216 108 Garissa County 0 0 1421 1391 58 42 36 40 0 0 0 0 0 94 82 Nyeri County 0 0 925 1099 484 966 121 161 0 0 0 0 0 605 1127 Kisii County 0 0 1674 1612 677 654 497 421 0 0 0 0 0 1174 1075 West Pokot County 0 0 1299 769 640 285 827 428 0 0 0 0 0 1467 713 Migori County 0 0 2105 1864 734 378 344 208 0 0 0 0 0 1078 586

Total 0 0 21727 18145 3098 2821 2107 1424 0 0 0 0 10000 5205 4245 40,000



INDICATOR TITLE: Person hours of training completed in workforce development supported by USG assistance


UNIT Number

DISAGGREGATE BY: Geographic Location Activity Title Date Hours Subtotal

NAIROBI COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 BUNGOMA COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 KERICHO COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 KWALE COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 GARISSA COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 NYERI COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 KISII COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 WEST POKOT COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 MIGORI COUNTY K-YES Work plan Activities 30 Sep 2020 0 0

Totals 0 0 Results:



tracking

Baseline

Results Achieved

Prior Periods


2019


2020



2020 FY 2020 Target

FY 2020 Achieved


Achieved Achieved Achieved Achieved Achieved Target Achieved Target Hours (7*Training

period*Total Trainee count) Hours

Nairobi County 0 1,683,143 29,925 0 0 0 29,925 Bungoma County 0 879,480 5,285 7,560 0 0 12,845 Kericho County 0 910,392 2,072 2,821 0 0 4,893 Kwale County 0 712,558 1,757 8,162 0 0 9,919 Garissa County 0 245,980 3,500 2,660 0 0 6,160 Nyeri County 0 272,762 69,160 14,035 0 0 83,195 Kisii County 0 774,795 60,123 51,695 0 0 111,818 West Pokot County 0 446,901 54,985 53,515 0 0 108,500 Migori County 0 441,861 56,168 26,943 0 0 83,111

Total 0 6,367,872 282,975 167,391 0 0 168,000 450,366 1,785,000



INDICATOR TITLE: Number of target youth accessing market and employment information through K-YES supported information platforms


UNIT Number

DISAGGREGATE BY: Geographic Location Activity Title Date Count Subtotal

NAIROBI COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 BUNGOMA COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 KERICHO COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 KWALE COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 GARISSA COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 NYERI COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 KISII COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 WEST POKOT K-YES Work plan Activities 30 Sep 2020 0 0 MIGORI County K-YES Work plan Activities 30 Sep 2020 0 0

Totals 0 0 Results:



tracking

Baseline

Results Achieved

Prior Periods


2019


2020



2020 FY 2020 Target

FY 2020 Achieved


Achieved Achieved Achieved Achieved Achieved Target Achieved Target Nairobi County 0 58,356 0 0 0 0 0 Bungoma County 0 38,087 399 0 0 0 399 Kericho County 0 21,839 127 0 0 0 127 Kwale County 0 40,448 2,478 0 0 0 2,478 Garissa County 0 5,628 0 0 0 0 0 Nyeri County 0 4,546 0 0 0 0 0

Kisii County 0 20,718 2,310 0 0 0 2,310

West Pokot County 0 13,951 0 0 0 0 0

Migori County 0 14,820 2,637 0 0 0 2,637 Total 0 218,393 7,951 0 0 0 0 7,951 185,000



INDICATOR TITLE: Number of youth polytechnic and other youth servicing organizations (YSOs) offering career counseling services as a result of USG assistance


UNIT:

Number of

DISAGGREGATE BY: County and activity Geographic Location Activity Title Date Count Subtotal


Totals 0 0 Results: Community service project implemented



tracking

Baseline

Results Achieved

Prior Periods


2019


2020



2020

FY 2020 Target

FY 2020 Achieved


Achieved prior this quarter

Achieved Achieved Achieved Achieved Target Achieved Target


Totals

0 209 0 0 0 0 0 0 209



INDICATOR TITLE: Percent change in employer satisfaction survey scores with K-YES graduates

INDICATOR NUMBER: Outcome 2

UNIT:

Number of

DISAGGREGATE BY: County and activity County Activity Title Date Percent Subtotal

Nairobi County PPS partnerships 30 Sep 2020 0% 0% Bungoma County PPS partnerships 30 Sep 2020 0% 0% Kericho County PPS partnerships 30 Sep 2020 0% 0% Kwale County PPS partnerships 30 Sep 2020 0% 0% Garissa County PPS partnerships 30 Sep 2020 0% 0% Nyeri County PPS partnerships 30 Sep 2020 0% 0% Kisii County PPS partnerships 30 Sep 2020 0% 0% West Pokot County PPS partnerships 30 Sep 2020 0% 0% Migori County PPS partnerships 30 Sep 2020 0% 0%

Totals 0% 0% Results: Community service project implemented


important, add lines for setting targets and tracking

Nairobi County

Baseline

Results Achieved

Prior Periods


2020 FY 2020 Target

FY 2020 Achieved


Percent Achieved

Achieved prior this quarter

Percent Achieved Target

Percent Achieved Target

Nairobi County 71% 83% 0%

0%

Bungoma County 72% 86% 0% 0% Kericho County 69% 76% 0% 0% Kwale County 71% 87% 0% 0% Garissa County 41% 69% 0% 0% Nyeri County 71% 73.6% 86% 86% Kisii County 72% 74.8% 78% 78% West Pokot County 70% 79.7% 82% 82% Migori County 64% 78.2% 79% 79%

Average score 69% 79% 81% 10% 81% 99%



INDICATOR TITLE: Number of youth receiving IDs as a result of USG funded linkages


UNIT Number






tracking

Baseline

Results Achieved

Prior Periods


31, 2019


2020

Reporting Period

Jun 30, 2020 Reporting Period

Sep 30, 2020 FY 2020 Target FY 2020 Achieved



Women (W), Men (M) W M W M W M W M W M W 0

W M

NAIROBI COUNTY 0 0 16816 15758 0 0 0 0 0 0 0 0 0 0 BUNGOMA COUNTY 0 0 10707 8827 0 0 0 0 0 0 0 0 0 0 KERICHO COUNTY 0 0 11325 9766 0 0 0 0 0 0 0 0 0 0 KWALE COUNTY 0 0 22860 20631 1278 1036 0 0 0 0 0 0 1278 1036 GARISSA COUNTY 0 0 5198 5382 2737 2612 0 0 0 0 0 0 2737 2612 NYERI COUNTY 0 0 2684 2246 0 0 0 0 0 0 0 0 0 0 KISII COUNTY 0 0 9374 7905 0 0 0 0 0 0 0 0 0 0 WEST POKOT COUNTY 0 0 15065 12204 0 0 0 0 0 0 0 0 0 0 MIGORI COUNTY 0 0 10750 9448 0 0 0 0 0 0 0 0 0 0 Total 0 0 104779 92167 4015 3648 0 0 0 0 0 0 4015 3648

0 181,026



INDICATOR TITLE: Total number of clients (households and/or microenterprises) benefiting from financial services provided through USG-assisted financial intermediaries, including non-financial institutions or actors


UNIT Number






tracking

Baseline

Results Achieved

Prior Periods

Reporting Period Dec 31, 2019

Reporting Period Mar 31, 2020



2020

FY 2020



Achieved Achieved Achieved Achieved Achieved Achieved Target Achieved Target

Sex*: Women (W), Men (M)

W M W M W M W M W M W M

W M

NAIROBI COUNTY 0 0 4267 3416 399 456 0 0 0 0 0 0 399 456 BUNGOMA COUNTY 0 0 4300 3347 60 26 82 29 0 0 0 0 142 55 KERICHO COUNTY 0 0 3793 3850 8 9 22 34 0 0 0 0 30 43 KWALE COUNTY 0 0 3928 2066 38 5 178 103 0 0 0 0 216 108 GARISSA COUNTY 0 0 1636 1534 58 42 36 40 0 0 0 0 94 82 NYERI COUNTY 0 0 925 1099 484 966 121 161 0 0 0 0 605 1127 KISII COUNTY 0 0 1674 1612 677 654 497 421 0 0 0 0 1174 1075 WEST POKOT COUNTY 0 0 1299 769 640 285 827 428 0 0 0 0 1467 713 MIGORI COUNTY 0 0 2105 1864 734 378 344 208 0 0 0 0 1078 586 Total 0 0 23927 19557 3098 2821 2107 1424 0 0 0 0 10000 5205 4242 49,000


TABLE A.17: PERFORMANCE DATA TABLE INDICATOR TITLE: Number of youth who accessed government or private sector loans, grants or credit through USG supported programs

INDICATOR NUMBER:

UNIT:

Number of

DISAGGREGATE BY: County and activity County Activity Title Date W M Subtotal

NAIROBI COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 BUNGOMA COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 KERICHO COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 KWALE COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 GARISSA COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0

NYERI COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0

KISII COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0

WEST POKOT COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0

MIGORI COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 Totals 0 0 0



Baseline

Results Achieved

Prior Periods


2019


31, 2020



2020 FY 2020 Target

FY 2020 Achieved





W M

Nairobi County 0 0 3067 2461 387 306 0 0 0 0 0 0 387 306 Bungoma County 0 0 1958 1048 22 3 53 6 0 0 0 0 75 9 Kericho County 0 0 1636 1185 0 0 0 0 0 0 0 0 0 0 Kwale County 0 0 1395 694 13 0 29 27 0 0 0 0 42 27 Garissa County 0 0 31 31 2 2 0 0 0 0 0 0 2 2 NYERI COUNTY 0 0 222 211 26 122 52 143 0 0 0 0 78 265 KISII COUNTY 0 0 577 629 60 44 241 131 0 0 0 0 301 175 WEST POKOT COUNTY 0 0 470 339 132 56 240 90 0 0 0 0 372 146 MIGORI COUNTY 0 0 857 461 174 89 270 31 0 0 0 0 444 120 Totals 0 0 10213 7059 816 622 885 428 0 0 0 0 2000 1701 1050 19,000


TABLE A.18: PERFORMANCE DATA TABLE INDICATOR TITLE: Number of financial institutions receiving USG assistance in extending services to micro and small business


UNIT:

Number of


Nairobi County Youth Bunge SACCO partnerships 30 Sep 2020 0 0 Bungoma County Youth Bunge SACCO partnerships 30 Sep 2020 0 0 Kericho County Youth Bunge SACCO partnerships 30 Sep 2020 0 0 Kwale County Youth Bunge SACCO partnerships 30 Sep 2020 0 0 Garissa County Youth Bunge SACCO partnerships 30 Sep 2020 0 0 Nyeri County Youth Bunge SACCO partnerships 30 Sep 2020 0 0 Kisii County Youth Bunge SACCO partnerships 30 Sep 2020 0 0 West Pokot County Youth Bunge SACCO partnerships 30 Sep 2020 0 0 Migori County Youth Bunge SACCO partnerships 30 Sep 2020 0 0 Totals Youth Bunge SACCO partnerships 30 Sep 2020 0 0

Baseline 0 0



Nairobi County

Results Achieved

Prior Periods


2019


2020



2020 FY 2020 Target

FY 2020 Achieved


0 Achieved prior this quarter Achieved Achieved Achieved Achieved Target Achieved Target

Nairobi County 0 8 0 0 0 0 0 Bungoma County 0 10 0 0 0 0 0 Kericho County 0 9 0 0 0 0 0 Kwale County 0 5 0 0 0 0 0 Garissa County 0 3 0 0 0 0 0 Nyeri County 0 6 3 0 0 0 3 Kisii County 0 4 0 0 0 0 0 West Pokot County 0 5 0 0 0 0 0 Migori County 0 5 0 2 0 0 2 Totals 0 55 3 2 0 0 5

4 60



INDICATOR TITLE: Percentage of female participants in USG-assisted programs designed to increase access to productive economic resources (assets, credit, income, or employment) INDICATOR NUMBER: GNDR-2

UNIT Number


NAIROBI COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 BUNGOMA COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 KERICHO COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 KWALE COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 GARISSA COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 NYERI COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0

KISII COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0



Results:



Baseline

Results Achieved Prior

Periods


31, 2019


31, 2020

Reporting Period

Jun 30, 2020

Reporting Period

Sep 30, 2020

FY 2020



Achieved Achieved Achieved Achieved Achieved Target Achieved Target


W M

Sex*:

Women (W), Men (M)

NAIROBI COUNTY 0 0 25018 22100 399 456 0 0 0 0 0 0

399 456

BUNGOMA COUNTY 0 0 22706 18189 90 61 139 77 0 0 0 0 229 138 KERICHO COUNTY 0 0 18939 17698 55 19 48 49 0 0 0 0 103 68 KWALE COUNTY 0 0 29117 24863 1379 1096 178 103 0 0 0 0 1557 1199 GARISSA COUNTY 0 0 7644 7631 2989 2932 36 40 0 0 0 0 3025 2972 NYERI COUNTY 0 0 5359 5690 636 1340 173 228 0 0 0 0 809 1568 KISII COUNTY 0 0 13385 12106 921 830 892 757 0 0 0 0 1813 1587 WEST POKOT COUNTY 0 0 18404 14465 701 326 977 552 0 0 0 0 1678 878 MIGORI COUNTY 0 0 15218 13266 1290 704 529 386 0 0 0 0 1819 1090


Total 155790 136008 8460 7764 2972 2192 0 0 0 0 11432 9956 Percentage 0 0 53% 52% 58% 50% 53% 50%


INDICATOR TITLE: Change in female enrollment at youth polytechnics/YSOs


UNIT Number






tracking

Baseline

Results Achieved

Prior Periods


2019


2020



2020 FY 2020 Target

FY 2020 Achieved



Women (W), Men (M) W M W M W M W M W M W M Target W M

NAIROBI COUNTY 784 1093 2396 1609 0 0 0 0 0 0 0 0

0 0 BUNGOMA COUNTY 240 318 631 606 0 0 0 0 0 0 0 0 0 0 KERICHO COUNTY 302 485 817 1122 0 0 0 0 0 0 0 0 0 0 KWALE COUNTY 446 908 795 677 0 0 0 0 0 0 0 0 0 0 GARISSA COUNTY 139 91 338 317 0 0 0 0 0 0 0 0 0 0 NYERI COUNTY 0 0 76 185 0 0 0 0 0 0 0 0 0 0 KISII COUNTY 0 0 335 575 0 0 0 0 0 0 0 0 0 0 WEST POKOT COUNTY 0 0 389 315 6 26 0 0 0 0 0 0 6 26 MIGORI COUNTY 0 0 112 259 0 0 0 0 0 0 0 0 0 0


Total 1911 2895 5889 5665 6 26 0 0 0 0 0 0 5% 6 26 40% 51% 19% 0 19%

TABLE A.21: PERFORMANCE DATA TABLE INDICATOR TITLE: Number of local compacts formed


UNIT:

Number of

DISAGGREGATE BY: County and activity County Activity Title Date: Count Subtotal

NAIROBI COUNTY PPS partnerships 30 Sep 2020 0 0 BUNGOMA COUNTY PPS partnerships 30 Sep 2020 0 0 KERICHO COUNTY PPS partnerships 30 Sep 2020 0 0 KWALE COUNTY PPS partnerships 30 Sep 2020 0 0 GARISSA COUNTY PPS partnerships 30 Sep 2020 0 0 NYERI COUNTY PPS partnerships 30 Sep 2020 0 0 KISII COUNTY PPS partnerships 30 Sep 2020 0 0 WEST POKOT COUNTY PPS partnerships 30 Sep 2020 0 0

MIGORI COUNTY PPS partnerships 30 Sep 2020 0 0 Totals 0 0

Results: Community service project implemented



Baseline

Results Achieved

Prior Periods


2019


2020



2020 FY 2020 Target

FY 2020 Achieved



NAIROBI COUNTY 0 0 0 0 0 0

0

BUNGOMA COUNTY 0 1 0 0 0 0 0

KERICHO COUNTY 0 1 0 0 0 0 0

KWALE COUNTY 0 1 0 0 0 0 0

GARISSA COUNTY 0 1 0 0 0 0 0 NYERI COUNTY 0 0 1 0 0 0 1 KISII COUNTY 0 0 1 0 0 0 1

WEST POKOT COUNTY 0 0 1 0 0 0 1

MIGORI COUNTY 0 1 0 0 0 0 0


Totals

0 5 3 0 0 0 0 3 9

TABLE A.22: PERFORMANCE DATA TABLE INDICATOR TITLE: Amount of new revenue generated for the private sector partner as a result of USG-supported PPPs (in US dollars)

INDICATOR NUMBER: PPP4


NAIROBI COUNTY PPS partnerships 30 Sep 2020 0 0 BUNGOMA COUNTY PPS partnerships 30 Sep 2020 0 0 KERICHO COUNTY PPS partnerships 30 Sep 2020 0 0 KWALE COUNTY PPS partnerships 30 Sep 2020 0 0 GARISSA COUNTY PPS partnerships 30 Sep 2020 0 0 NYERI COUNTY PPS partnerships 30 Sep 2020 0 0 KISII COUNTY PPS partnerships 30 Sep 2020 0 0 WEST POKOT COUNTY PPS partnerships 30 Sep 2020 0 0

MIGORI COUNTY PPS partnerships 30 Sep 2020 0 0 Totals 0 0

Results: Community service project implemented



Nairobi County

Baseline

Results Achieved

Prior Periods


2019


2020


Reporting Period Sep 30, 2020

FY 2020 Target

FY 2020 Achieved



Nairobi County 0 791,143 0 0 0 0

0

Bungoma County 0 425,820 0 0 0 0 0 Kericho County 0 631,017 0 0 0 0 0 Kwale County 0 426,135 0 0 0 0 0 Garissa County 0 1,278,655 0 0 0 0 0 Nyeri County 0 126,395 0 22,470 0 0 22,470 Kisii County 0 380,725 0 0 0 0 0 West Pokot County 0 321,080 0 37,630 0 0 37,630 Migori County 0 640,747 0 0 0 0 0 Totals 0 5,021,717 0 60,100 0 0 $1,000,000 60,100 $5 Million


TABLE A.23: PERFORMANCE DATA TABLE INDICATOR TITLE: Percent of government tenders awarded to women and youth business at county level

INDICATOR NUMBER:

UNIT Number

DISAGGREGATE BY: Geographic Location Activity Title Date Percent Subtotal

NAIROBI COUNTY K-YES Work plan Activities 30 Sep 2020 N/A N/A BUNGOMA COUNTY K-YES Work plan Activities 30 Sep 2020 N/A N/A KERICHO COUNTY K-YES Work plan Activities 30 Sep 2020 N/A N/A KWALE COUNTY K-YES Work plan Activities 30 Sep 2020 N/A N/A GARISSA COUNTY K-YES Work plan Activities 30 Sep 2020 N/A N/A NYERI COUNTY K-YES Work plan Activities 30 Sep 2020 N/A N/A KISII COUNTY K-YES Work plan Activities 30 Sep 2020 N/A N/A WEST POKOT COUNTY K-YES Work plan Activities 30 Sep 2020 N/A N/A MIGORI COUNTY K-YES Work plan Activities 30 Sep 2020 N/A N/A

Totals 0% 0% Results:



tracking

Baseline

Results Achieved

Prior Periods


2019


2020



2020 FY 2020 Target

FY 2020 Achieved


Achieved Achieved Achieved Achieved Achieved Target Achieved Target NAIROBI COUNTY 0 N/A N/A N/A N/A N/A

N/A

BUNGOMA COUNTY 0 N/A N/A N/A N/A N/A N/A KERICHO COUNTY 0 N/A N/A N/A N/A N/A N/A KWALE COUNTY 0 N/A N/A N/A N/A N/A N/A GARISSA COUNTY 0 N/A N/A N/A N/A N/A N/A NYERI COUNTY 0 N/A N/A N/A N/A N/A N/A KISII COUNTY 0 N/A N/A N/A N/A N/A N/A WEST POKOT COUNTY 0 N/A N/A N/A N/A N/A N/A MIGORI COUNTY 0 N/A N/A N/A N/A N/A N/A

Total 0 N/A N/A N/A N/A N/A Not

Applicable (N/A)

N/A N/A



INDICATOR TITLE: Number of individuals who complete USG-assisted workforce development programs

INDICATOR NUMBER:

UNIT Number



Totals 0 0 0

Results:



tracking

Baseline


Periods


31, 2019


31, 2020

Reporting Period

Jun 30, 2020

Reporting Period

Sep 30, 2020

FY 2020





W M W M W M W M W M W M Target W M Target

NAIROBI COUNTY 0 0 24287 21349 346 379 0 0 0 0 0 0

346 379

BUNGOMA COUNTY 0 0 22487 17958 0 0 148 97 0 0 0 0 148 97 KERICHO COUNTY 0 0 18579 17324 0 0 100 62 0 0 0 0 100 62 KWALE COUNTY 0 0 28707 24444 1296 1054 0 0 0 0 0 0 1296 1054 GARISSA COUNTY 0 0 7510 7527 2737 2612 90 85 0 0 0 0 2827 2697 NYERI COUNTY 0 0 5132 5474 524 903 101 337 0 0 0 0 625 1240 KISII COUNTY 0 0 13141 11834 196 215 1327 996 0 0 0 0 1523 1211 WEST POKOT COUNTY 0 0 18037 14253 257 154 1187 621 0 0 0 0 1444 775 MIGORI COUNTY 0 0 14888 13014 1043 411 620 598 0 0 0 0 1663 1009

Total 0 0 152768 133177 6399 5728 3573 2796 0 0 0 0 5000 9,972 8,524 300000


TABLE A.25: PERFORMANCE DATA TABLE INDICATOR TITLE: Number of marginalized individuals (women, youth, and others) who are beneficiaries of USG funded interventions

INDICATOR NUMBER:

UNIT Number



Totals 0 0 0

Results:



tracking

Baseline


Periods


31, 2019


31, 2020

Reporting Period

Jun 30, 2020

Reporting Period

Sep 30, 2020

FY 2020






NAIROBI COUNTY 0 0 25018 22100 399 456 0 0 0 0 0 0

399 456

BUNGOMA COUNTY 0 0 22706 18189 90 61 139 77 0 0 0 0 229 138 KERICHO COUNTY 0 0 18939 17698 55 19 48 49 0 0 0 0 103 68 KWALE COUNTY 0 0 29117 24863 1379 1096 178 103 0 0 0 0 1557 1199 GARISSA COUNTY 0 0 7644 7631 2989 2932 36 40 0 0 0 0 3025 2972 NYERI COUNTY 0 0 5359 5690 636 1340 173 228 0 0 0 0 809 1568 KISII COUNTY 0 0 13385 12106 921 830 892 757 0 0 0 0 1813 1587 WEST POKOT COUNTY 0 0 18404 14465 701 326 977 552 0 0 0 0 1678 878 MIGORI COUNTY 0 0 15218 13266 1290 704 529 386 0 0 0 0 1819 1090 Total 0 0 155790 136008 8460 7764 2972 2192 0 0 0 0 13,026 11432 9956 300,000


TABLE A.26: PERFORMANCE DATA TABLE INDICATOR TITLE: Number of K-YES beneficiaries awarded county government tenders set aside for youth, women, and disabled groups

following completion of a K-YES program INDICATOR NUMBER:

UNIT Number

DISAGGREGATE BY: Geographic Location Activity Title Date Count Total count


Totals 0 0 Results:



tracking

Baseline

Results Achieved

Prior Periods


2019


2020



2020 FY 2020 Target

FY 2020 Achieved



Women (W), Men (M) Count Count Count Count Count Count Target Total count Target

NAIROBI COUNTY 16 0 0 0 0

0

BUNGOMA COUNTY 15 0 0 0 0 0 KERICHO COUNTY 9 0 0 0 0 0 KWALE COUNTY 0 0 0 0 0 0 GARISSA COUNTY 0 0 0 0 0 0 NYERI COUNTY 0 0 0 0 0 0 KISII COUNTY 0 0 0 0 0 0 WEST POKOT COUNTY 0 0 0 0 0 0 MIGORI COUNTY 0 0 0 0 0 0

Total 40 0 0 0 0 0 0 90


TABLE A.27: PERFORMANCE DATA TABLE INDICATOR TITLE: Number of PLOCA action plan milestone achieved as a result of capacity strengthening provided with USG assistance

INDICATOR NUMBER:

UNIT Number



Totals 0 0 Results:



tracking

Baseline

Results Achieved

Prior Periods


2019


2020



2020 FY 2020 Target

FY 2020 Achieved End of Activity Target



0

BUNGOMA COUNTY 0 131 0 0 0 0 0 KERICHO COUNTY 0 66 0 0 0 0 0 KWALE COUNTY 0 186 0 0 0 0 0 GARISSA COUNTY 0 58 0 0 0 0 0 NYERI COUNTY 0 25 0 0 0 0 0 KISII COUNTY 0 20 0 0 0 0 0 WEST POKOT COUNTY 0 18 0 0 0 0 0 MIGORI COUNTY 0 13 0 0 0 0 0

Total 0 716 0 0 0 0 986 0 Pending


TABLE A.28: PERFORMANCE DATA TABLE INDICATOR TITLE: Number of youth at risk of violence trained in social or leadership skills through USG assisted programs

INDICATOR NUMBER:

UNIT Number

DISAGGREGATE BY:

Geographic Location Activity Title Date W M Subtotal

NAIROBI COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 BUNGOMA COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 KERICHO COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 KWALE COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0

GARISSA COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 NYERI COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0 KISII COUNTY K-YES Work plan Activities 30 Sep 2020 0 0 0



Results:



tracking

Baseline


Periods


31, 2019


31, 2020

Reporting Period

Jun 30, 2020

Reporting Period

Sep 30, 2020

FY 2020






NAIROBI COUNTY 0 0 25018 22100 399 456 0 0 0 0 0 0

399 456

BUNGOMA COUNTY 0 0 22706 18189 90 61 139 77 0 0 0 0 229 138 KERICHO COUNTY 0 0 18939 17698 55 19 48 49 0 0 0 0 103 68 KWALE COUNTY 0 0 29117 24863 1379 1096 178 103 0 0 0 0 1557 1199

GARISSA COUNTY 0 0 7644 7631 2989 2932 36 40 0 0 0 0 3025 2972 NYERI COUNTY 0 0 5359 5690 636 1340 173 228 0 0 0 0 809 1568 KISII COUNTY 0 0 13385 12106 921 830 892 757 0 0 0 0 1813 1587

WEST POKOT COUNTY 0 0 18404 14465 701 326 977 552 0 0 0 0 1678 878 MIGORI COUNTY 0 0 15218 13266 1290 704 529 386 0 0 0 0 1819 1090

Total 0 0 155790 136008 8460 7764 2972 2192 0 0 0 13,026 11432 9956 300,000



INDICATOR TITLE: Number of youth who participate in civil society activities following social or leadership skills training or initiatives from USG skills training or initiative from USG assisted programs (Pilot)


UNIT Number






tracking

Baseline

Results Achieved

Prior Periods


31, 2019


31, 2020

Reporting Period

Jun 30, 2020

Reporting Period Sep 30, 2020

FY 2020 Target



Women (W), Men (M) W M W M W M W M W M W M

W M

NAIROBI COUNTY 0 0 16816 15758 0 0 0 0 0 0 0 0 0 0 BUNGOMA COUNTY 0 0 10707 8827 0 0 0 0 0 0 0 0 0 0 KERICHO COUNTY 0 0 11325 9766 0 0 0 0 0 0 0 0 0 0 KWALE COUNTY 0 0 22860 20631 1278 1036 0 0 0 0 0 0 1278 1036 GARISSA COUNTY 0 0 5198 5382 2737 2612 0 0 0 0 0 0 2737 2612 NYERI COUNTY 0 0 2684 2246 0 0 0 0 0 0 0 0 0 0 KISII COUNTY 0 0 9374 7905 0 0 0 0 0 0 0 0 0 0 WEST POKOT COUNTY 0 0 15065 12204 0 0 0 0 0 0 0 0 0 0 MIGORI COUNTY 0 0 10750 9448 0 0 0 0 0 0 0 0 0 0

Total 0 0 104779 92167 4015 3648 0 0 0 0 0 0 0 4015 3648 181,026


TABLE A.30: PERFORMANCE DATA TABLE INDICATOR TITLE: Percent of counties receiving USG assistance that have collaborated on the current year annual work plan

INDICATOR NUMBER:

UNIT Number


NAIROBI COUNTY K-YES Work plan Activities 30 Sep 2020 0% 0% BUNGOMA COUNTY K-YES Work plan Activities 30 Sep 2020 0% 0% KERICHO COUNTY K-YES Work plan Activities 30 Sep 2020 0% 0% KWALE COUNTY K-YES Work plan Activities 30 Sep 2020 0% 0% GARISSA COUNTY K-YES Work plan Activities 30 Sep 2020 0% 0% NYERI COUNTY K-YES Work plan Activities 30 Sep 2020 0% 0%

KISII COUNTY K-YES Work plan Activities 30 Sep 2020 0% 0%

WEST POKOT COUNTY K-YES Work plan Activities 30 Sep 2020 0% 0%

MIGORI COUNTY K-YES Work plan Activities 30 Sep 2020 0% 0% Totals 0% 0%

Results:



tracking

Baseline

Results Achieved

Prior Periods


2019


2020



2020 FY 2020 Target



NAIROBI COUNTY 0% 0% 0% 100% 0% 0%

100%

100%

BUNGOMA COUNTY 0% 0% 0% 100% 0% 0% 100% 100% KERICHO COUNTY 0% 0% 0% 100% 0% 0% 100% 100% KWALE COUNTY 0% 0% 0% 100% 0% 0% 100% 100% GARISSA COUNTY 0% 0% 0% 100% 0% 0% 100% 100% NYERI COUNTY 0% 0% 0% 100% 0% 0% 100% 100% KISII COUNTY 0% 0% 0% 100% 0% 0% 100% 100% WEST POKOT COUNTY 0% 0% 0% 100% 0% 0% 100% 100% MIGORI COUNTY 0% 0% 0% 100% 0% 0% 100% 100%

Total 0% 0% 0% 100% 0% 0% 100% 100% 100% 100%


TABLE A.31: PERFORMANCE DATA TABLE INDICATOR TITLE: Percent of counties receiving USG assistance that have reviewed the current year annual work plan budget

INDICATOR NUMBER:

UNIT Number






Results:



tracking

Baseline

Results Achieved

Prior Periods


2019


2020



2020 FY 2020 Target



NAIROBI COUNTY 0% 0% 0% 100% 0% 0%

100%

100%


Total 0% 0% 0% 100% 0% 0% 100% 100% 100% 100%


TABLE A.32: PERFORMANCE DATA TABLE INDICATOR TITLE: Percent of counties receiving USG assistance that have reviewed the current year annual work plan indicators

INDICATOR NUMBER:

UNIT Number






Results:



tracking

Baseline

Results Achieved

Prior Periods


2019


2020



2020 FY 2020 Target



NAIROBI COUNTY 0% 0% 0% 100% 0% 0%

100%

100%


Total 0% 0% 0% 100% 0% 0% 100% 100% 100% 100%


TABLE A.33: PERFORMANCE DATA TABLE INDICATOR TITLE: Amount in U.S. dollars, of contributions (cash and in-kind) from the sub-national ministries of Agriculture and

Trade and Investment in counties receiving USG assistance INDICATOR NUMBER:

UNIT Number



Totals 0 0 Results:



tracking

Baseline

Results Achieved

Prior Periods


2019


2020



2020 FY 2020 Target




0

0 BUNGOMA COUNTY 0 0 0 8,630 0 0 8,630 0 KERICHO COUNTY 0 0 0 190,000 0 0 190,000 0 KWALE COUNTY 0 0 0 204,250 0 0 204,250 0 GARISSA COUNTY 0 0 0 82,400 0 0 82,400 0 NYERI COUNTY 0 0 0 116,520 0 0 116,520 0 KISII COUNTY 0 0 0 211,416 0 0 211,416 0 WEST POKOT COUNTY 0 0 0 57,230 0 0 57,230 0 MIGORI COUNTY 0 0 0 366,000 0 0 366,000 0

Total 0 0 0 1,236,446 0 0 NA 1,236,446 NA 0

The deliverables that the United States Agency for International Development (USAID) approved for the Kenya Youth Employment and Skills (K-YES) Program during the reporting period are listed below.

No Deliverable Period Covered Completion Date

1 Quarterly Program Progress Report Year 1- Q1 31-Jan-16

2 Monthly Report 16-Oct 10-Nov-16

3 Quarterly Financial Report Year 2 - Q1 31-Oct-16

4 Performance Monitoring and Evaluation Plan (PMEP) Year 2 15-Oct-16

5 Monthly Report 16-Nov 10-Dec-16

6 Monthly Report 16-Dec 10-Jan-17

7 Monthly Report 17-Jan 10-Feb-17

8 Monthly Report 17-Feb 10-Mar-17

9 Monthly Report 17-Mar 10-Apr-17

10 Quarterly Program Progress Report Year 2 - Q2 30-Apr-17

11 Quarterly Financial Reports Year 2 - Q2 30-Apr-17

12 Monthly Report 17-Apr 10-May-17

13 Monthly Report 17-May 10-Jun-17

14 Monthly Report 17-Jun 10-Jul-17

15 Quarterly Program Progress Report Year 2 - Q3 31-Jul-17

16 Quarterly Financial Reports Year 2 - Q3 31-Jul-17

17 Monthly Report 17-Jul 10-Aug-17

18 Annual Work Plan Year 2 31-Aug-17

19 Monthly Report 17-Aug 10-Sep-17

20 Monthly Report 17-Sep 10-Oct-17

21 Annual report Year 1 31/10/2016

22 Quarterly Program Progress Report Year 2 - Q2 1/31/2017

23 Monthly Report 17-Oct 11/10/2017

24 Quarterly Financial Report Year 3 - Q1 10/31/2017

25 PMEP Plan Year 3 10/31/2017

26 Monthly Report 17-Nov 11/10/2017

ANNEX 2: LIST OF DELIVERABLES TABLE





27 Monthly Report 17-Dec 1/10/2017

28 Monthly Report 18-Jan 2/10/2018

29 Monthly Report 18-Feb 3/10/2018

30 Monthly Report 18-Mar 4/10/2018


32 Quarterly Financial Reports Year 3 - Q2 4/30/2018

33 Monthly Report 18-Apr 5/10/2018

34 Monthly Report 18-May 6/10/2018

35 Monthly Report 18-Jun 7/10/2018


37 Quarterly Financial Reports Year 3 - Q3 7/31/2018

38 Monthly Report 18-Jul 8/10/2018

39 Annual Work Plan Year 3 8/31/2018

40 Monthly Report 18-Aug 9/10/2018

41 Monthly Report 18-Sep 10/10/2018

42 Annual report Year 2 31/10/2017


44 PMEP Plan Year 3 9/15/2017

45 Annual Report Year 2 10/31/2017



48 Quarterly Program Progress Report Year 4 -Q1 1/31/2019

49 Monthly Report 18-Oct 11/10/2018

50 Quarterly Financial Report Year 4, Q1 1/31/2019

51 Monthly Report 18-Nov 12/10/2018





56 Quarterly Program Progress Report Year 4, Q2 4/30/2019

57 Quarterly Financial Reports Year 4, Q2 4/30/2019

58 Monthly Report 19-Apr 5/10/2019


60 Monthly Report 19-Jun 7/10/2019





65 Monthly Report 19-Aug 9/10/2019

66 Monthly Report 19-Sep 10/10/2019





69 PMEP Plan Year 5

8/31/2019

70 Monthly Report 19- Oct 11/08/2019

71 Monthly Report 19- Nov 12/09/2019









80 Monthly Report 20-April 5/09/2020


82 Monthly Report 20-June 7/08/2020




86 Monthly Report 20-August 9/05/2020


(Submitted under a separate attachment in a Microsoft Excel database)

ANNEX 3: GLOBAL POSITIONING SYSTEM (GPS) INFORMATION


ANNEX 4: SUCCESS STORIES



Title here Title here Title here Title here Title here – 130 –

Photo credit: K-YES/RTI staffPhoto: Ajay Kumar Ram

Changing Perceptions is Unlocking Opportunities for Youth in Kenya

A garage in the outskirts of Bungoma town in Western Kenya is a beehive of activity. Workers go about their business, assembling things, oiling engine parts, fixing tires, and so on.

Thirty-three-year-old is among them. She was sponsored by the United States Agency for International Development’s (USAID’s) Kenya Youth Employment and Skills (K-YES) Program to engage in a 3-month competency-based training at this garage and was later offered a job thanks to her exemplary performance.

“The Program has contributed a great deal in achieving my lifelong,” she stated.

Although she had previously dropped out of school and focused on her role as a housewife, she opted for the training—a move that baffled her family and friends.

“They could not understand why I was going back to class to pursue a mechanical course they thought was a preserve for the male gender,” she recollected. “They believed I was crazy.”

A n n e x 4 : S U C C E S S S TO RY

Her passion and feedback from clients later won their respect. Word spread quickly in the community ‘of a lady mechanic excelling in a field dominated by men.’

Her progress is part of the K-YES Program’s BCC strategy that seeks to demystify negative perceptions about vocational training and blue-collar jobs. Indeed, the program empowered to take advantage of her newfound stature to motivate and inspire others.

“As a result of her passion in the trade, our facility has seen 70% overall increase in enrollment and 80% rise of female gender seeking to pursue mechanics course,” noted , her mentor and garage instructor.

Program interventions have seen nearly 62,000 youth across the country access training to improve their employment skills, and more than 32,000 have gained new or better jobs.

“Using savings made from my earnings; I intend to open my own garage one day,” said.

Investing in vocational training and jobs is bound to help address the youth unemployment rate, which currently stands at 26%. It is also expected to help the country achieve its socio-economic plan to become a globally competitive nation by 2020.

Apart from vocational training, the program also empowers youth by offering financial inclusion trainings, trainings on entrepreneurship, and career counseling and placement stints for trainees and by establishing partnerships with relevant entities to enhance collaborative support, learning, and sustainability.

“Using savings made from my earnings; I intend to open my own garage one day.”

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Photo credit: K-YES/RTI staffPhoto: Ajay Kumar Ram

West Pokot Youth in Kenya Discover Agribusiness Success Secret

“It has been a long journey convincing young people to embrace agribusiness. I had to showcase practically that it was a profitable venture.”

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Many could not believe in dream of developing a big enterprise back when she started off with 20 indigenous chickens, a passion for the job, and an entrepreneurial mind-set.

Four years later, is an entrepreneur. She is transforming lives in her home county—West Pokot in Kenya—thanks to her collaboration with the United States Agency for International Development’s (USAID’s) Kenya Youth Employment and Skills (K-YES) Program.

She is a community-level trainer who has inspired the formation of more than 50 groups in her village that focus on youth development. With membership in the range of 16–20 individuals, these groups meet frequently to review progress and share learning experiences.

Collectively, the groups own nearly 5,000 birds—an achievement that provides income, creates opportunities for others, and compliments other program interventions in the county that have seen 2,400 youth gain new or better employment in the West Pokot.


“It has been a long journey convincing young people to embrace agribusiness,” she notes. “I had to showcase to them practically that it was a profitable venture.”

Trainings on entrepreneurship have also enabled the groups to diversify their income sources by investing in goat-rearing and fruit-farming ventures. Additionally, they have formed savings and loan associations for convenient access to and handling of credit.

Apart from her dedication and hard work, revealed another secret of her success: innovation.

As her chickens grew in number, the need arose to shield young birds from the biting cold. The cost of a modern brooder was prohibitive; thus, she thought of creating something akin to a traditional cook stove made from locally available earthen material.

This seemingly funny idea turned out to be very effective. The brooder she devised helped grow her flock of chickens from 20 to 500 and was later adopted by other groups in the village.

“They have all installed the brooder that is simple to make and maintain,” she revealed, adding that as a result, her business has experienced significant growth.

Hailing from a county largely characterized as arid with limited economic opportunities, determination to make an impact in her community is paying off. For example, the county government got wind of her work and used her farm as a demonstration site to inspire others during an exhibition.


Ading’o founding member during a group meeting in Migori County.

Friendly Financial Service Proves Key in Unlocking Opportunities for Youth

“I was so inspired that I swung into action by reaching out to others to form our own group.”

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Although mainstream financial institutions in Kenya have stringent measures that discourage youth from acquiring capital, young people have found a friendly alternative: Village Savings and Loan Associations.

These entities now have high saving rates and access to capital and have established reasonable investments thanks to financial literacy interventions spearheaded by the United States Agency for International Development’s (USAID’s) Kenya Youth Employment and Skills (K-YES) Program.

Through community-level trainers, K-YES has undertaken training sessions on managing debts, saving, budgeting, and tapping into existing financial services and products for growth.

Guided by the Earn to Learn curriculum developed by partner organization IRC, association members have also been drilled on communication skills and the basics of how to start and manage a business.

As a result, nearly 10,000 youth have accessed loans to start or advance businesses across the nine counties in which the program works. is one such beneficiary: after dropping out of school, he developed an interest in agribusiness but could not afford the cost of farm inputs.


Sessions on financial inclusion attended in his home town—Bonda village in Migori County—were an eye opener: “I was so inspired that I swung into action by reaching out to others to form our own group,” he stated.

The Ading’o Group in Migori County, which he helped to establish, has seen members’ fortunes rise. This group convenes meetings on a weekly basis, at which they contribute and loan each other amounts of KES 10,000–15,000 for individual investments. At these weekly meetings, the program’s community trainers to interact with the group, review progress, and establish linkages with other relevant entities.

Ading’o Group members do not invest collectively; instead, they venture into their own enterprises, and the group serves as a source of intellectual and financial capital.

All 18 group members have seen their enterprises, which range from retail to agribusiness, grow since the group was established. This growth has inspired others to emulate them: three new groups have been formed, directly inspired by the Ading’o Group.

Such interventions are key in addressing the poor investment culture among youth. They also support overall government initiatives of creating opportunities for youth and enabling their active participation in advancing the national development agenda.


K-YES staff leading a training on life skills.

K-YES Program Interventions Helping Curb Violent Extremism in Kwale, Kenya

The United States Agency for International Development’s (USAID’s) Kenya Youth Employment and Skills (K-YES) Program’s engagement in many activities helps counter youth involvement in violent extremism. In Kwale County, for instance, the program is conducting sensitization forums with youth to caution them against this vice. These forums include trainings on responsible leadership and life skills and attempt to mobilize youth to register for and acquire national ID cards.

The program is partnering with other stakeholders in the county, including youth leaders from the county bunge forum (a USAID-supported youth leadership network), the county government, religious leaders, and potential employers to achieve its objective.

In October 2018, for instance, the program partnered with the county government to conduct a youth summit that attracted more than 2,000 young people who discussed various issues affecting them, including violent extremism.

Overall, program interventions are helping to prevent youth from radicalizing, with nearly 4,000 receiving new or improved jobs. Additionally, the mobilization of youth to acquire national ID cards has led to more than 32,000 young people gaining this document, which is required to access financial services.

The entire region is proud to own the ID registration and acquisition process, with mobile centers being established in


various locations, including remote areas of the county. Chiefs and their assistants frequent the venues to support the process. Additionally, youth are volunteering clerical services, leading many to feel that obtaining an ID was achievable.

“It’s a true relief,” notes Hamisi Kionzi, one of the campaign beneficiaries. “Thanks to the outreach, I have managed to register for the ID.”

The proportion of youth relative to the overall population in Kwale is among the highest globally. Yet young people in this area face high rates of unemployment, making them potentially easy prey for radicalization.

K-YES plays an important role in turning youth away from the devastating consequences that can result from unemployment and economic disparities.

Youth waiting in line to register for national ID cards in Kwale.

1. County Bunge Forum(CBF) Grant IThe CBF Grant 1 with a total value of constituted of nine CBFs (Bungoma, Garissa, Kericho, Kisii, Kwale, Migori, Nyeri, Nairobi and West Pokot CBFs) and was implemented in FY 2017/2018. The RFP had a minimum value of

. The objectives of this application were as follows:

• Mobilizing for My ID, My Life campaign

• Livelihood profiling of all village youth bunges

• Mapping out YSOs, profiling them, and evaluating their capacities

• Mobilizing youth that will be enrolled in the K-YES program, profiling of them (disaggregated by age, gender, and disability), and following up the trained youth to capture their stories

• Mapping out financial services providers, including VSLAs, in the constituencies.

Results/outcomes• ID registration completed – 127,718 youth registered for IDs

• 99,258 youth mobilized for K-YES program activities

• 901 financial service providers profiled

• 1,194 Youth Serving Organizations profiled

• 4,823 Village Youth Bunges profiled- 4,862

Grant close-outAll the grant deliverables were confirmed as satisfactory and grant closure activities successfully undertaken in May and June 2018

ANNEX 5: SUMMARY OF K-YES GRANTS UNDER CONTRACT



2. County Youth Bunge Sacco grants (CYBS)

IntroductionThe County Youth Bunge SACCO grants with a total value of constituted of nine CYBSs’ (Bungoma, Garissa, Kericho, Kisii, Kwale, Migori, Nyeri, Nairobi and West Pokot CYBSs’) were implemented in FY 2017/2018. The grant objectives were to:

• Increase the enrollment of target youth in the CYBS through outreach activities and encourage a culture of saving

• Support training of the SACCO members to build their capacity in business management, savings, and loan management

• Support the youths in the K YES target group in accessing loans to enable them to start or improve their businesses.

Results/outcomes• 3,523 new Sacco members recruited

• 3,678 members trained on financial literacy and business skills

• 934 new loans issued

Grant closeout The close-out process for the institutions was thereafter effected in November and December 2018.

3. Vocational Training Center grants (VTCs) Phase I

IntroductionThe Vocational Training Center Phase I grants with a total value of constituted of 14 VTCs in the five Phase I Counties’ (Bungoma, Garissa, Kericho, Kwale and Nairobi) were implemented in FY 2018/2019 of the program. The grant objectives were:

• Enrollment and training support for students within the K-YES cohort on identified K-YES supported courses

• Institutional Strengthening Plans(ISPs) implementation

• CBET support(including equipment & tools, study material support)

• Employer engagement

• Career counselling and life skills training and development

• Labor market Information

• Capacity building and trainings for the instructors


Results/outcomes• 1,680 youth enrolled for different courses in the VTCs

• Full implementation of the ISPs – All the 14 institutions managed to address the identified gaps and develop the Institutional Strengthening Plans.

Close-outClose-out process for the institutions was effected in September and October 2019.

4. Kenya Commercial Bank Foundation grant (KCBF)The KCB Foundation grant was initially valued at with the period of implementation being FY 2018/2019/2020. was later de-obligated as a result of non-achievement of part of the committed deliverables. The objectives of the grant were to

• Increase industrial, services and agricultural production by 5,000 young entrepreneurs in six K-YES counties.

• Improve income levels and occupational status for 5,000 youth engaged in the informal sector through sustainable employment opportunities, provision of professional services and sale of agricultural produce to large scale service-seekers, retailers, produce aggregators and off-takers.

• Enhance business knowledge base and technical skills of youthful micro-entrepreneurs in modern production, processing and marketing practices.

• Improve access to financial services for youth-led enterprise development

• Enhance financial management and micro-enterprise development skills among the youth

• Guarantee access to local, regional and national markets ensured for youthful micro-entrepreneurs through formalized relationship with large scale service-seekers, retailers, produce aggregators and off-takers.

• Activation of economies of scale for young micro-entrepreneurs through community-based SACCOs

Results/Outcomes 3,000 youth were supported with Business Development Services.

Loans worth KES 4,822,500 issued during this period were for 13 groups in three counties as tabulated below.

Count County Loan Amount No. of Groups No. of Beneficiaries

1 West Pokot 4 45

2 Migori 8 162

3 Kisii 1 17

Total 13 224

Grant close-out/ConclusionThe KCBF managed to reach 3,000 youth with BDS support services from their commitment of 5,000 youth that led to de-obligation of their final disbursement valued at . The closeout procedures were initiated in May 2020.


5. County Bunge Forum (CBF) grant extensionThe CBF grant extension grants were for eight CBFs (Garissa, Bungoma, Kisii, Kericho, Migori, Nairobi, West Pokot and Kwale). The total value was and was implemented in FY 2018/2019. The grant objectives were:

• Establishment of new CBF Boards of management as a result of K-YES’s support of their election process and capacity building to ensure strengthened institutional systems

• CBFs continuation of the “My ID, My Life campaign”, which will empower youth within the K-YES cohort by enhancing their access to business, skills, and employment opportunities.

• CBFs continuing to mobilize and enroll youth targeted for enrollment into the K-YES program

Results/Outcomes• 2,954 youth mobilized for the K-YES program

• 16,512ID’s registered

• Board elections held for eight CBFs

6. County Youth Bunge Saccos’ in-kind grant to be implemented through KUSCCONine CYBS in-kind grants whose total value was were signed for implementation for a period of 6 months (March to August 2019) in both Phase 1 and 2 counties. Implementation was in carried out in FY 2019/2020. The grant deliverables were to be delivered by KUSCCO (the service provider) for the capacity building interventions for the Sacco’s to address the following areas:

• Board/supervisory/staff training

• Member training

• Development of Strategic and business plans

• Sacco software installation

• Development of a youth friendly Sacco product that will facilitate access of the capitalization fund by the Sacco’s.

Results/Outcomes• 6,488 SACCO members trained on board management and development of strategic and business plans

• Nine strategic and business plans developed all the nine CYBSs’

• SACCO software systems installed for Kwale and Nairobi SACCOs

• Development of youth friendly financial product for the nine Sacco’s

Grant close-out/ConclusionClose out processes were initiated in May 2020 to ensure successful closure of all the in-kind grants.


7. Vocational Training Center grants (VTCs) Phase IIThe Vocational Training Center Phase II grants with a total value of were earmarked for 12 VTCs in four Phase II Counties and one Phase I County’ (Kisii, Migori, Nyeri, Kwale and West Pokot) were implemented in FY 2019/2020. The grant objectives were to:

• Target enrollment of 1,440 students from the K-YES cohort in four identified courses

• Procurement of industry-specific tools and equipment for the identified courses

• Implementation of each VTC’s Institutional Strengthening Plan

• Establishment of a career development unit

• Ongoing capacity building efforts targeting VTC staff

Results/Outcomes• 1,440 youth enrolled in the VTCs

• Full implementation of the ISPs

• Procurement of industry-relevant equipment and tools for the courses as identified in the proposal documents was completed.

• Establishment of career development units done for all the 12 VTCs

• Continuous capacity building support anchored in the education department in the counties

Grant close-outSuccessful closure of all the 12 grants completed in March 2020

8. Grant IThe PREACT I grants, with a total value of , constituted of three CBFs’ (Nairobi, Kwale and Garissa) and were implemented in FY 2019 of the program. The grants were expected to generate the following results:

• 30,000 youth registered for IDs

• 3,000 youth trained in social and leadership skills

• CBFs facilitation to participate in and plan CVE forums, in cooperation with the National/ County Governments and other CVE actors

Results/Outcomes

• 32,819 youth registered for IDs

• 3,030 youth trained in social and leadership skills

• The three CBFs participated in 12 CVE forums in the three counties

Grant Close-outThe grant closure for the grants was undertaken in September October 2019.


9. PREACT Grant IIThe PREACT II grants with a total value of constituted of three CBFs’ (Nyeri, Kwale and Garissa) were implemented in FY 2019/2020 of the program. The committed targets for PREACT II that engaged three CBFs (Kwale, Garissa and Nyeri are:

• Social and leadership skills training targeted – 2,000 youth

• Participants data compilation and follow-up with K-YES for further linkages

• Participation in at least three County CVE forums

Results/Outcomes• 1,273 youth trained on social and leadership skills training

• Participated in all the County CVE forums during the period of the grant

Grant Close-outThe grant closure for the grants was initiated in May 2020.

Table 39: List of all the K-YES grantees in the program period

Count County No. of Groups No. of Beneficiaries

Bungoma CBF Bungoma 2,497,850.00 June 1, 2017 to March 3, 2018

Garissa CBF Garissa 2,497,350.00 June 1, 2017 to March 3, 2018

Kericho CBF Kericho 2,500,000.00 June 1, 2017 to March 3, 2018

Kisii CBF Kisii 2,493,000.00 June 1, 2017 to March 3, 2018

Kwale CBF Kwale 2,496,370.00 June 1, 2017 to March 3, 2018

Migori CBF Migori 2,498,920.00 June 1, 2017 to March 3, 2018

Nairobi CBF Nairobi 2,499,600.00 June 1, 2017 to March 3, 2018

West Pokot CBF West Pokot 2,436,500.00 June 1, 2017 to March 3, 2018

Nyeri CBF Nyeri 2,166,420.00 June 1, 2017 to March 3, 2018

Bungoma CYBS Bungoma 2,499,700.00 October 5, 2017 to September 4, 2018

Garissa CYBS Garissa 2,398,894.50 October 5, 2017 to September 4, 2018

Kericho CYBS Kericho 2,500,000.00 October 5, 2017 to September 4, 2018

Kisii CYBS Kisii 2,464,335.00 October 5, 2017 to September 4, 2018

Kwale CYBS Kwale 2,442,400.00 October 5, 2017 to September 4, 2018

Migori CYBS Migori 2,438,530.00 October 5, 2017 to September 4, 2018

Nairobi CYBS Nairobi 2,499,990.00 October 5, 2017 to September 4, 2018

West Pokot CYBS West Pokot 2,500,000.00 October 5, 2017 to September 4, 2018

Nyeri CYBS Nyeri 2,471,320.00 October 5, 2017 to September 4, 2018

KCB Foundation Nairobi 7,502,100.00 July 1, 2018 to March 31, 2020

Bura Vocational Training Centre Garissa - July 1, 2018 to July 31, 2019

Garissa Vocational Training Centre Garissa 365,983.00 July 1, 2018 to July 31, 2019

Kiptere Vocational Education Centre Kericho 1,037,300.00 July 1, 2018 to July 31, 2019

Kipsamumgut Vocational Educational Centre Kericho 1,037,300.00 July 1, 2018 to July 31, 2019

Chepseon YP Kericho 1,037,300.00 July 1, 2018 to July 31, 2019

Christian Industrial Training Centre Nairobi 1,037,300.00 July 1, 2018 to July 31, 2019


Count County No. of Groups No. of Beneficiaries

Bahati Vocational Training Centre Nairobi 1,037,300.00 July 1, 2018 to July 31, 2019

Kangemi Vocational Training Centre Nairobi 1,037,300.00 July 1, 2018 to July 31, 2019

National Training Institute(YMCA) Nairobi 1,034,800.00 July 1, 2018 to July 31, 2019

Naitiri Vocational Education Centre Bungoma 1,037,300.00 July 1, 2018 to July 31, 2019

Mufule Vocational Education Centre Bungoma 1,037,300.00 July 1, 2018 to July 31, 2019

Kisongo Vocational Training Centre Bungoma 365,983.00 July 1, 2018 to July 31, 2019

Mazeras Vocational Education Centre Kwale 1,037,300.00 July 1, 2018 to July 31, 2019

Manda YP Kwale 1,037,300.00 July 1, 2018 to July 31, 2019

Bungoma CBF extension Bungoma 500,000.00 November 8, 2018 to August 31, 2019

Garissa CBF extension Garissa 500,000.00 November 8, 2018 to May 31, 2019

Kericho CBF extension Kericho 500,000.00 November 8, 2018 to May 31, 2019

Kisii CBF extension Bungoma 500,000.00 November 8, 2018 to May 31, 2019

Kwale CBF extension Kwale 500,000.00 November 8, 2018 to May 31, 2019

Migori CBF extension Migori 500,000.00 November 8, 2018 to May 31, 2019

Nairobi CBF extension Nairobi 500,000.00 November 8, 2018 to May 31, 2019

West Pokot CBF extension West Pokot 500,000.00 November 8, 2018 to May 31, 2019

Kenyenya VTC Kisii 1,000,000.00 May 1, 2019 to January 31, 2020

Nyamagesa VTC Kisii 1,000,000.00 May 1, 2019 to January 31, 2020

Nyaore VTC Kisii 1,000,000.00 May 1, 2019 to January 31, 2020

Matuga VTC Kwale 1,000,000.00 May 1, 2019 to January 31, 2020

Awendo Marindi VTC Migori 1,000,000.00 May 1, 2019 to January 31, 2020

Macalder Marindi VTC Migori 1,000,000.00 May 1, 2019 to January 31, 2020

Ngisiru VTC Migori 1,000,000.00 May 1, 2019 to January 31, 2020

Kinunga VTC Nyeri 1,000,000.00 May 1, 2019 to January 31, 2020

Othaya VTC Nyeri 1,000,000.00 May 1, 2019 to January 31, 2020

Kodich VTC West Pokot 1,000,000.00 May 1, 2019 to January 31, 2020

Sina VTC West Pokot 1,000,000.00 May 1, 2019 to January 31, 2020

Sigor VTC West Pokot 1,000,000.00 May 1, 2019 to January 31, 2020

Bungoma CYBS Bungoma 1,144,509.00 March 20, 2019 to August 19, 2019

Garissa CYBS Garissa 771,448.00 March 20, 2019 to August 19, 2019

Kericho CYBS Kericho 1,063,979.00 March 20, 2019 to August 19, 2019

Kisii CYBS Kisii 2,129,009.00 March 20, 2019 to August 19, 2019

Kwale CYBS Kwale 1,137,947.00 March 20, 2019 to August 19, 2019

Migori CYBS Migori 1,847,229.00 March 20, 2019 to August 19, 2019

Nairobi CYBS Nairobi 858,447.00 March 20, 2019 to August 19, 2019

West Pokot CYBS West Pokot 1,258,479.00 March 20, 2019 to August 19, 2019

Nyeri CYBS Nyeri 1,077,447.00 March 20, 2019 to August 19, 2019

Nairobi CBF—PREACT 1 Nairobi 2,500,000.00 February 8, 2019 to August 7, 2019

Kwale CBF—PREACT 1 Kwale 2,500,000.00 February 8, 2019 to August 7, 2019

Garissa CBF—PREACT 1 Garissa 2,500,000.00 February 8, 2019 to August 7, 2019

Nyeri CBF – PREACT II Nyeri 770,600.00 December 10, 2019 to May 31, 2020

Kwale CBF – PREACT II Kwale 1,000,000.00 December 10, 2019 to April 9, 2020

Garissa CBF – PREACT II Garissa 1,000,000.00 December 10, 2019 to April 30, 2020


Documentary Voice of America Global https://www.voanews.com/episode/usaid-initiative-empowers-youth-

through-vocational-training-3737561

Program Launch media coverageDaily Nation Newspaper, K24 TV

National Full article unavailable; summary available here

Program launch documentary None Stakeholders Program documentary https://youtu.be/Cgpn9Y-9it8

Kisii Compact launch

The Star News Paper

Standard

National

National

County and USAID collaborate to arm 25,000 Kisii youths on technical skills

County signs deal with USAid to create jobs for youths

Kuza Kazi Launch

Migori County Website Local Launch of Kuza Kazi (Coca Cola Empowerment initiative in partnership with K-YES)

Coca Cola empowers youth in Migori

Compact Launch West Pokot

Radio (Waumini and Uhuru News) and County website

loca https://soundcloud.com/silvano-ateka/k-yes-yaangazia-vijana

https://soundcloud.com/silvano-ateka/uhuru-news9pm-7th-nove-usaid

http://www.westpkot.go.ke/index.php/youth-employment-in-west-pokot-gets-a-boost-through-employment-compact-programme

Nyeri Compact launch

Kameme TV And County website

Local https://www.google.com/search?client=firefox-b-d&q=Nyeri+Compact+launch

https://m.facebook.com/story.php?story_fbid=416240699258396&id=1874582456093378&sfnsn=mo&d=n&vh=e

Youth Power Contest Youth Power https://www.youthpower.org/photo-contest-winners

Kuza KaziStandard National https://www.standardmedia.co.ke/business/article/2001337481/firm-

imparts-kwale-youth-with-entrepreneurial-skills

Kuza KaziStandard National https://www.standardmedia.co.ke/business/article/2001337760/team-to-

give-idle-youth-jobs

Kericho Office Closeout Local Radio Regional https://soundcloud.com/silivano-assanga/kyes-clip-01

Article

Nyeri County Website National http://www.nyeri.go.ke/addressing-the-unemployment-gap-among-the-youths-in-the-county/

http://www.nyeri.go.ke/kuza-kazi-nyeri-youth-empowerment-program/

ANNEX 6: VISIBILITY IN THE MEDIA



https://www.voanews.com/episode/usaid-initiative-empowers-youth-through-vocational-training-3737561

https://www.voanews.com/episode/usaid-initiative-empowers-youth-through-vocational-training-3737561

https://allafrica.com/stories/201612150105.html

https://youtu.be/Cgpn9Y-9it8

https://www.the-star.co.ke/counties/nyanza/2019-10-14-county-and-usaid-collaborate-to-arm-25000-kisii-youths-on-technical-skills/

https://www.the-star.co.ke/counties/nyanza/2019-10-14-county-and-usaid-collaborate-to-arm-25000-kisii-youths-on-technical-skills/

https://www.standardmedia.co.ke/business/article/2001347328/county-signs-deal-with-usaid-to-create-jobs-for-youths

https://www.youtube.com/watch?v=7umrSRZEvOU

https://www.youtube.com/watch?v=7umrSRZEvOU

http://crossover.co.ke/2019/10/23/coca-cola-empowers-youth-in-migori-county/

https://soundcloud.com/silvano-ateka/k-yes-yaangazia-vijana

https://soundcloud.com/silvano-ateka/uhuru-news9pm-7th-nove-usaid



https://www.google.com/search?client=firefox-b-d&q=Nyeri+Compact+launch

https://www.google.com/search?client=firefox-b-d&q=Nyeri+Compact+launch



https://www.youthpower.org/photo-contest-winners

https://www.standardmedia.co.ke/business/article/2001337481/firm-imparts-kwale-youth-with-entrepreneurial-skills

https://www.standardmedia.co.ke/business/article/2001337481/firm-imparts-kwale-youth-with-entrepreneurial-skills

https://www.standardmedia.co.ke/business/article/2001337760/team-to-give-idle-youth-jobs

https://www.standardmedia.co.ke/business/article/2001337760/team-to-give-idle-youth-jobs

https://soundcloud.com/silivano-assanga/kyes-clip-01

http://www.nyeri.go.ke/addressing-the-unemployment-gap-among-the-youths-in-the-county/

http://www.nyeri.go.ke/addressing-the-unemployment-gap-among-the-youths-in-the-county/

http://www.nyeri.go.ke/kuza-kazi-nyeri-youth-empowerment-program/

Kenya Youth Employment and Skills Program, K-YES

Documents

Transcript of Kenya Youth Employment and Skills Program, K-YES