KENYA YOUTH EMPLOYMENT AND SKILLS PROGRAM

KENYA YOUTH EMPLOYMENT AND SKILLS PROGRAM

FISCAL YEAR 2018 ANNUAL REPORT OCTOBER 2017‒SEPTEMBER 2018

[PHOTO REDACTED]

Photo credit: RTI International/K-YES

October 31, 2018

This publication was produced for review by the United States Agency for International Development. It was prepared by RTI International.

_________________________________ RTI International is a registered trademark and a trade name of Research Triangle Institute.

Kenya Youth Employment and Skills Program

FISCAL YEAR 2018 ANNUAL REPORT OCTOBER 2017‒SEPTEMBER 2018

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

Submitted to

Pamela Wesonga Contracting Officers Representative United States Agency for International Development/Kenya Village Market 00621 Nairobi, Kenya

Submitted by

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

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.

USAID K-YES Annual Progress Report for FY18 iii

Table of Contents LIST OF TABLES ...................................................................................................... vi

LIST OF FIGURES ................................................................................................... vi

ABBREVIATIONS .................................................................................................... vii

I. EXECUTIVE SUMMARY......................................................................................... 1 Qualitative Impact .............................................................................................. 2

Objective 1: Accelerated Vocational Training Transformation Systems .......................................................................................... 3

Objective 2: Increased Enterprise Development and Access to Finance (Cumulative) ...................................................................... 5

Objective 3: Increased Employment Opportunities for Youth in Agribusiness ................................................................................... 6

Objective 4: Partnerships and Sustainability ............................................... 7 Grants under Contract (GUCs) ................................................................... 8 Communication .......................................................................................... 8 Social media platforms ............................................................................... 8 Strategic Changes to K-YES Implementation Approach in Year 3 .............. 8

Work Plan for the Subsequent Quarter (Q1, FY19) ......................................... 10 Component 1: Accelerated Vocational Training Transformation

Systems ........................................................................................ 10 Component 2: Increased Enterprise Development and Access to

Finance ......................................................................................... 11 Component 3: Agribusiness Development ................................................ 11 Component 4: Partnership and Sustainability ........................................... 11 Grants Under Contracts ............................................................................ 12 Communications ....................................................................................... 12

II. ACTIVITY PROGRESS (Quantitative Impact) ...................................................... 13 Objective 1: Accelerated vocational training transformation systems ............... 13

Activity 1.1.: Institutional capacity building and implementation of institutional strengthening plans .................................................... 13

Activity 1.2: Roll out CBET curricula and support improvements in VTC delivery of CBET ................................................................... 17

Activity 1.3: Integrate youth employability component into VTCs .............. 18 Activity 1.4: Active involvement in positive youth development ................. 22 Activity 1.5: Link vocational training activities with CYECs and

CIDPs ........................................................................................... 23 Objective 2: Increase Development and Access to Finance ............................ 23

Activity 2.1: Mobilization and recruitment of entrepreneurship community trainers ........................................................................ 23

Activity 2.2: Mobilization and recruitment of youth (including gender and disability considerations) ........................................................ 24

USAID K-YES Annual Progress Report for FY18 iv

Activity 2.3: Integrated business skills, VSLAs, and gender and disability ToT ................................................................................. 24

Activity 2.4: Training of youth on financial literacy, youth AGPO (YAGPO), and government affirmative funds ................................ 25

Activity 2.5: Monthly feedback meetings ................................................... 26 Activity 2.6: Provide mentorship to K-YES youth in business .................... 27 Activity 2.7: Youth access to finance and financial services ...................... 27 Activity 2.8: Institutional capacity building of FIs and service

providers ....................................................................................... 31 Objective 3: Agribusiness Development .......................................................... 33

Activity 3.1: Conduct trainings based on private sector needs and provide access to services (e.g., access to finance and markets) in Phase 1 and 2 counties .............................................. 33

Activity 3.2: Identification of private sector production and agribusiness needs to ascertain demand ...................................... 35

Activity 3.3: Develop and tailor value propositions for agribusinesses ...... 37 Activity 3.4: Partnership with KCBF and KCDMSD ................................... 38

Objective 4: Partnerships and Sustainability .................................................... 38 Activity 4.1: Strengthen CYECs ................................................................ 38 Activity 4.2: National-level strategic partnerships ...................................... 42

5.0. Grants under Contract (GUCs) ................................................................. 47 Activity 5.1. Grant Request for Applications (RFAs’) ................................. 47 Activity 5.2. Sole-Source Award grants ..................................................... 48 Activity 5.3 Year three USAID approved grantees .................................... 49 Activity 5.4. Grant compliance workshops. ............................................... 51 Activity 5.5. Grant monitoring visits ........................................................... 51 Activity 5.6. Grant modifications and close-outs ........................................ 52

6.0. Communications ....................................................................................... 54 Activity 6.1. Dissemination of behavior change communication

messages:- ................................................................................... 54 Activity 6.2. Visibility, branding and Marking ............................................. 54 Activity 6.3. Social media platforms- update ............................................. 55

III. CONSTRAINTS, OPPORTUNITIES, AND LESSONS LEARNED ....................... 56 Constraints ...................................................................................................... 56 Opportunities ................................................................................................... 57 Lessons Learned ............................................................................................. 58

IV. PERFORMANCE MONITORING ........................................................................ 61

V. ENVIRONMENTAL MITIGATION AND MONITORING ........................................ 64 PROGRESS ON ENVIRONMENTAL MITIGATION AND MONITORING ........ 64

VI. PROGRESS ON GENDER STRATEGY ............................................................. 72

VII. PROGRESS ON LINKS TO OTHER USAID PROGRAMS ................................ 73

VIII. PROGRESS ON LINKS WITH GOVERNMENT ................................................ 75

USAID K-YES Annual Progress Report for FY18 v

IX. PROGRESS ON USAID FORWARD .................................................................. 77

X. SUSTAINABILITY AND EXIT STRATEGY .......................................................... 78

XI. FINANCIAL INFORMATION ............................................................................... 80

XII. ACTIVITY ADMINISTRATION ........................................................................... 81

XIII. GLOBAL POSITIONING SYSTEM (GPS) INFORMATION ............................... 82

XIV. SUCCESS STORY ........................................................................................... 83

ANNEX I: PERFORMANCE DATA TABLE .............................................................. 87

ANNEX 2: SCHEDULE OF UPCOMING EVENTS ................................................... 88

ANNEX 3: LIST OF DELIVERABLES ....................................................................... 90

ANNEX 4: COUNTY YOUTH EMPLOYMENT COMPACT BRIEF ............................ 91

USAID K-YES Annual Progress Report for FY18 vi

LIST OF TABLES Table 1: Overall number of youth trained .......................................................... 2 Table 2: Employment statistics ......................................................................... 2 Table 3: QAF dimensions ............................................................................... 13 Table 4: PLOCA dimensions ........................................................................... 13 Table 5: VTC enrollment ................................................................................. 17 Table 6: Youth completing VTC skills trainings ............................................... 17 Table 7: Numbers of youth benefiting from life skills and mentorship training . 20 Table 8: Types of LMI and their implications for programming ........................ 20 Table 9: ID registration per county .................................................................. 23 Table 10: Integrated business skills and financial literacy: Youth trained per

county ............................................................................................... 25 Table 11: Number of youth trained on AGPO ................................................... 26 Table 12: Loans accessed by county ................................................................ 29 Table 13: Loans received by youth by FI .......................................................... 30 Table 14: Youth who obtained Coke 5by20 loans ............................................. 32 Table 15: New SACCO memberships ............................................................... 32 Table 16: Number of youth trained on mobilization tools by county ................... 33 Table 17: Promoted value chains and their intended outcomes ........................ 35 Table 18: Value chain opportunities mapped by the private sector needs

assessment ....................................................................................... 36 Table 19: Supply of products to off-takers ......................................................... 37 Table 20: Agribusiness partnerships and their intended outcomes ................... 37 Table 21: Strategies and actions prioritized by deep dive participants .............. 40 Table 22: MOUs signed during the year............................................................ 45 Table 23: Partnership status as of September 2018 ......................................... 45 Table 24: Numbers reached: Behavior Change Communication, Social Media

and IEC materials ............................................................................. 54 Table 25: Overall number of youth reported to have gained new and better

employment in Year 3 ....................................................................... 63 Table 26: K-YES Environmental Monitoring and Evaluation Tracking Table ..... 66 Table 27: Financial information 1 ...................................................................... 80 Table 28: Financial information 2 ...................................................................... 80 Table 29: Summary of the consultants and their assignments .......................... 81 Table 30: New hires during the year ................................................................. 81 Table 31: Staff separations during the year ...................................................... 82

LIST OF FIGURES Figure 1: PLOCA/Phase 1 FY18 High-Performing dimensions results ............. 14 Figure 2: PLOCA/Phase 1 FY18 ISP Milestone completion results .................. 14 Figure 3: QAF/Phase 2 Baseline vs. End-of-FY18 scoring results.................... 15 Figure 4: Reach of Social Media Platforms ...................................................... 56

USAID K-YES Annual Progress Report for FY18 vii

ABBREVIATIONS ADS Automated Directives System AGPO access to government procurement opportunities AI artificial insemination ALV African leafy vegetable AMPATH Academic Model Providing Access to Healthcare ASAL Arid and Semi-Arid Lands B2B business-to-business BCC behavior change communication BDS business development support CBET competency-based education and training CBF County Bunge Forum CDACC Curriculum Development, Assessment and Certification Council CG county government CICan Colleges and Institutes Canada CIDP County Integrated Development Plan CITC Christian Industrial Training Centre CVE countering violent extremism CYBF county youth bunge forum CYBS county youth bunge SACCO CYEC county youth employment compact DREAMS Determined, Resilient, Empowered, AIDS-free, Mentored, and Safe EMMP Environmental Mitigation and Monitoring Plan FI financial institution FY fiscal year GAP Good Agricultural Practice GPS global positioning system GUC grants under contract HELB Higher Education Loans Board ICT information and communications technology IDEAS Instruments for Devolution Advice and Support IEC information education communication IGA income-generating activity ILO industrial liaison officer IRC International Rescue Committee ISP Institutional Strengthening Plan IT information technology K-YES Kenya Youth Employment and Skills KALRO Kenya Agricultural & Livestock Research Organization KCB Kenya Commercial Bank KCBF Kenya Commercial Bank Foundation KCDMSD Kenya Crops and Dairy Market Systems Development Activity KEFEP Kenya Education for Employment Program KEPSA Kenya Private Sector Association KES Kenya Shillings KK Kuza Kazi KNCCI Kenya National Chambers of Commerce and Industry KNEC Kenya National Examinations Council KUSCCO Kenya Union of Savings and Credit Co-operatives Ltd. KYEOP Kenya Youth Employment and Opportunities Program LMI labor market information LMS Livestock Market Systems LTE Learn to Earn M&E monitoring and evaluation

USAID K-YES Annual Progress Report for FY18 viii

MFI microfinance institution MOA Ministry of Agriculture MOE Ministry of Education MOU memorandum of understanding MTE midterm evaluation NITA National Industrial Training Agency NP national polytechnic 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 PwC PricewaterhouseCoopers PY project year Q quarter QAF Quality Assessment Framework RAPID Resilient Arid Lands Partnership for Integrated Development RFA Request for Application SACCO Savings and Credit Cooperative Organization SCC Senior County Coordinator SCORE Strengthening Community Resilience against Extremism SMS short message service SST Seven Seas Technologies TNA training needs assessment 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 USG US Government VEC vocational education center VSLA Village Savings and Loan Association VTC vocational training center YAGPO youth access to government procurement opportunities YEC youth employment compact YSO youth-serving organization YWD youth workforce development

USAID K-YES Annual Progress Report for FY18 1

I. EXECUTIVE SUMMARY The Kenya Youth Employment and Skills (K-YES) Program is a five-year program funded by the United States Agency for International Development (USAID) and implemented by RTI International and a consortium of partners. K-YES aims to enhance employment opportunities and the overall labor supply in focused geographic areas and sectors through both wage employment and self-employment for unemployed and underemployed youth (aged 18–35) who have not completed secondary education. Specifically, in Year 3, the program expanded to four Phase 2 counties (Nyeri, Migori, Kisii, and West Pokot) while consolidating gains and lessons learned in Years 1 and 2 in the Phase 1 counties (Nairobi, Garissa, Kwale, Bungoma, and Kericho) and implementing midterm evaluation (MTE) recommendations.

The fiscal year 2018 (FY18) Annual Report summarizes the implementation activities and achievements of the program throughout Year 3 (October 2017–September 2018). The report follows the program’s realigned structure, which focuses on four objectives through an integrated approach, as recommended by the MTE undertaken in Year 2, offering youth multiple pathways to achieve self- and wage employment.

K-YES Objectives

K-YES implemented the MTE findings and recommendations to strengthen the program in all nine counties. The program objectives were realigned into three strategic objectives and one cross-cutting objective, as follows:

1. Objective 1 (strategic): Accelerated vocational training transformation systems 2. Objective 2 (strategic): Increased enterprise development and access to finance 3. Objective 3 (strategic): Increased employment opportunities for youth in agribusiness 4. Objective 4 (cross-cutting): Partnerships and sustainability

The ecosystem assessments for Phase 2 counties and subsequent workshops and assessments were also completed during the year, the objective of the assessments was to gather and analyze data to enable K-YES to develop an in-depth understanding of the workforce situations in the four counties. The results captured in the four reports contributed to the design of market-driven, sustainable, county-specific workforce development interventions in the counties.

In Year 3, K-YES focused on solidifying stakeholder engagement, redefining its integrated pathways approach, and developing and rolling out employment tools and programs. To date, the program has reached 199,742 marginalized youth with access to K-YES employment support services. This success was despite significant challenges created by Kenya’s extended election period starting in August 2017. Progress in Quarter (Q)1 was slowed by a repeat presidential election, but activities picked up in Q2 and Q3; as a result, the program met all its targets. Key achievements are outlined below:

• 33,000 youth have achieved new or better employment.

• 61,713 youth have accessed business, vocational, and life skills trainings.

• 140,888 youth have benefited from relevant labor information, including training opportunities, jobs, internships, sources of capital, and markets for their products and services.

• 139,280 youth have acquired identity cards.


• 33,344 youth have accessed financial services, and of these youth, 11,756 secured access to credit.

• [REDACTED] was leveraged through private and public partnerships, with county governments (CGs) contributing more than 60% of the dollar value that was leveraged

Qualitative Impact The key achievements in Year 3 are summarized below (Tables 1 and 2) and are further detailed in the main body of the report.

Table 1: Overall number of youth trained

County Women Men Total Nairobi 1,745 1,570 3,315 Bungoma 1,959 1,670 3,629 Kericho 1,880 1,911 3,791 Kwale 1,622 1,009 2,631 Garissa 510 667 1,177 Nyeri 900 886 1,786 Kisii 1,587 1,373 2,960 West Pokot 1,481 1,059 2,540 Migori 1,595 1,632 3,227 Total 13,279 11,777 25,056

Table 2: Employment statistics

County Q1 % Q1 Q2 % Q2 Q3 % Q3 Q4 % Q4 Overall

Employment

Overall Average

Percentage Nairobi 994 22 719 19 360 15 238 7 2311 16 Bungoma 1612 35 994 26 432 18 411 13 3449 25 Kericho 1194 26 740 20 430 17 246 8 2610 19 Kwale 614 13 1006 27 288 12 296 9 2204 16 Garissa 199 4 306 8 92 4 202 6 799 6 Nyeri 0 0 0 0 172 7 248 8 420 3 West Pokot 0 0 0 0 84 3 640 20 724 5

Migori 0 0 0 0 390 16 322 10 712 5 Kisii 0 0 0 0 217 9 624 19 841 6 Total 4,613 100 3,765 100 2,465 100 3,227 100 14,070 100


Objective 1: Accelerated Vocational Training Transformation Systems A major program accomplishment in PY 3 was obtaining approval from Kenya’s Curriculum Development, Assessment, and Certification Council (CDACC) for the K-YES’ CBET curriculum in housekeeping attendant, masonry, poultry, and plumbing competencies. Over the course of PY 3, KYES successfully submitted the four curriculum for evaluation by the sector skills advisory committees’ and ultimately received CDACC approval. The certification of these curricula will ensure that vocational training institutions adopt demand-driven curricula that provide relevant and quality skills that are aligned to labor market needs.

During the reporting period, K-YES facilitated a training on Competency-Based Education and Training (CBET) Assessment facilitated by CDACC for select vocational training center (VTC) staff from all nine counties. 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 for the four CBET curricula (housekeeping, plumbing, and masonry initiated by K-YES and hairdressing initiated by CAP Youth Empowerment Institute) accredited by CDACC. This training also paved the way for participants to apply for accreditation as CBET assessors or verifiers, which will subsequently allow their respective VTCs to seek approval to offer CBET courses and be considered as CBET assessment centers. K-YES also completed the development of the Level 3 indigenous poultry CBET curriculum. Facilitated by CDACC, this curriculum was also successfully validated by industry experts and, later, approved. In collaboration with CDACC and Generations Kenya, K-YES initiated the packaging of the distributed sales curriculum, which will be completed in the next quarter.

K-YES continued to engage in strategic partnerships that will ensure the sustainability of its work with VTCs. The program launched a joint partnership with the Kenya Education for Employment Program (KEFEP), a 5-year initiative focused on strengthening and supporting vocational education and training in the country. In partnership with the Kenyan Ministry of Education (MOE) and in collaboration with key industry representatives, KEFEP works with national polytechnics (NPs) across Kenya to develop new or enhanced competency-based programs to increase employment and economic development opportunities for Kenyan youth. This partnership will put VTCs working with K-YES under the mentorship of the NP that is geographically closest to them. This mentoring will nurture the VTCs’ growth in areas such as leadership, management, pedagogy, and technical skills.

K-YES is continuing to assess VTCs’ gains in institutional capacity resulting from the capacity building provided by the program. Overall, 27 K-YES-supported VTCs are showing positive results, with most having achieved “High-Performing” status in several key areas. However, the assessment also suggests that at the end of FY18, most Phase 1 VTCs are still struggling to improve their Training & Service Delivery and Fundraising & Sustainability dimensions. These two dimensions could, therefore, be considered for extra K-YES technical assistance in FY19 and FY20.

K-YES worked with 15 VTC in phase 1 counties to produce 15 strategic plans that led to great improvement in VTC enrollment and completion. 8,595 youth (3,882 men, 4,713 women) enrolled in CBET courses, with 5,033 youth (2,265 men, 2,768 women) completing their courses, and 80% receiving job placement or internship opportunities. Approximately 48% of the VTCs involved employers, such as the hotel industry, contractors, and the informal (jua kali) sector, in placement activities; 36% allocated human and financial resources toward placement; 44% recorded increased employer recruitment; and 48% engaged with former trainees as alumni.


K-YES provided support for 383 trainees (276 men, 107 women) to register for National Industrial Training Agency (NITA) exams. The trainees were drawn from 20 VTCs in Phase 2 counties. The selection criteria were trainees who had either completed or were close to completing their training but were unable to pay their examination fee.

K-YES conducted an employer satisfaction baseline survey in Phase 2 counties via telephone interview. Of the 156 employers targeted, 113 were successfully reached, while 43 could not be reached or were unwilling to participate in the survey. The purpose of conducting this baseline survey was to establish a basis from which to measure and report on the impact of K-YES interventions in VTCs on employer satisfaction with VTC graduates.

The approval and disbursement of 14 vocational training grants for Phase 1 VTCs in support of training instructors and assessors on delivering CBET curricula, strengthening institutional management capacity, supporting the development of assessment tools, purchasing tools and equipment, and establishing functional career development units constitute a substantial achievement in building VTCs’ institutional capacity.

To ensure that interventions in VTCs are sustainable, capacity building activities continued to play a central role in K-YES’s work during the period. 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.

To further strengthen K-YES’s work at the county level, the program held meetings with county governors, deputy governors, education chief executive committee members, and the Directorate of Vocational Training to discuss how challenges relating to tuition cost, learning equipment, and inadequate instructors hinder training and subsequent enrollment in their institutions. Subsequently, K-YES was invited to provide input into various County Integrated Development Plans (CIDPs), especially in relation to technical and vocational education and training (TVET). Some positive outcomes including funds being set aside to buy equipment and employ new instructors in VTC’s were realized in West Pokot, Migori, Kwale, Bungoma, Kericho, Garissa, and Kisii Counties; in these counties, the CGs will be providing bursaries to VTC trainees. Discussions about including a bursary scheme for VTCs are underway in Garissa and Nyeri.

The program conducted life skills and career counseling trainings of trainers (ToTs) for Phase 2 counties and refresher trainings in Phase 1 counties for instructors responsible for delivering career guidance at 107 public VTCs and enhanced their mentorship skills. This effort reached 29,427 youth (13,536 men, 15,891 women).

A mentorship team of 140 mentors was established to work alongside the life skills trainers of trainers. In total, 2,019 youth (971 men, 1,048 women) benefited from life skills training and mentorship in Bungoma, Garissa, Kericho, Kisii, Migori, Nairobi, Nyeri, and West Pokot Counties.

The program continued to collect and disseminate labor market information (LMI) on training, business, and employment (wage and self-) opportunities for youth; partnerships; and access to finance for K-YES stakeholders, including youth, employers, VTCs, and other partners, during the period. This information was primarily disseminated through word of mouth, public barazas, and various phone-based digital platforms, including WhatsApp and short message service (SMS), reaching 140,888 youth (57,531 men, 67,537 women). The youth cohort accessed information relating to job/business opportunities, access to youth-friendly credit facilities, agribusiness opportunities, training opportunities, and bursaries. The information,


which was mostly passed by word of mouth, helped the youth to make informed decisions on available VTCs and career paths that they could follow to fulfill their ambitions.

My ID, My Life registration events were held in all nine counties, with 139,280 youth (62,231 men, 72,773 women) receiving new IDs.

Objective 2: Increased Enterprise Development and Access to Finance (Cumulative) The self-employment and employment skills of 33,344 youth (5,040 men, 5,823 women) were improved through village-level, integrated training comprising business skills, financial literacy, Village Savings and Loan Association (VSLA) formation and participation, and gender mainstreaming in all nine counties.

Business mentorship was rolled out across all counties to ensure that youth are well nurtured, mentored, and coached to achieve sustainability in their enterprises. Through the Kenya Union of Savings and Credit Co-operatives Ltd. (KUSCCO)/K-YES partnership, board members, staff, and members of Youth Bunge Savings and Credit Cooperative Organizations (SACCOs) received training to enhance their supervisory board members’ competencies and about corporate governance; mission, vision, and core values; an overview of cooperative legislation; investments; credit risk management; and cooperative rules and regulation. This training will ensure that SACCO boards play their oversight role as the policy-making body, leading to good corporate governance. Member trainings were held in the community to build the capacity of existing SACCO members to serve in their roles and responsibilities. The members were also educated about SACCOs’ basic operating principles, policies, and procedures, among other topics. In total, 262 SACCO board members and staff and 2,204 SACCO members were reached.

The program conducted ToTs for community entrepreneurship trainers in the new Phase 2 counties and refresher trainings in Phase 1 counties. The trainers used the skills learned in these trainings to support the program in rolling out community-level trainings to youth beneficiaries across all nine counties in integrated business and life skills, VSLA, and gender. The trainings were tailored to result in increased cash flows, increased incomes, better recordkeeping, and good small business management practices, which should lead to better business management and, thus, better jobs for the targeted youth cohort.

Learn to Earn (L2E) mentorship pilot training was conducted in Kwale County with funding from Western Union through the International Rescue Committee’s (IRC’s) Technical Unit-led funds. This training was intended to equip business mentors identified throughout the community with knowledge and skills that will enable them to provide improved mentoring support to K-YES youth entrepreneurs. Those trained were successful business people who run stable businesses and have experience in managing small and medium enterprises. It is expected that through mentorship, the enterprises established by youth will better overcome challenges, leading to improved returns on investments and business sustainability. The training was conducted by staff from the IRC Kenya Economic Recovery and Development unit, and a total of 93 mentors (22 men, 71 women) were trained. The materials used during the training were developed by the IRC’s Technical Unit team, these materials are participatory making the training interactive and effective.

Financial inclusion forums were held in all nine counties, bringing together youth-friendly financial institutions (FIs; e.g., banks, SACCOs, microfinance institutions [MFIs]). It is anticipated that as a result of the awareness created and information shared during the forum, the number of youth accessing financial services from FIs will increase, and businesses will grow and scale up.


Monthly feedback sessions were held with trainers across all counties. At these sessions, the trainers presented their reports on the training progress, including feedback from youth. This information will be used to address any challenges in training and to select key areas on which to re-train them as part of continuous youth support to enhance their business activities.

In total, 510 business members received business mentorship training, reaching 3,060 youth. Additionally, 5,650youth (3,360 women, 2,290 men) accessed loans through FIs, including 4,038 from VSLAs, 179 from Kenya Commercial Bank (KCB), 154 from other banks, 230 from M-Shwari, 450 from MFIs, and 601 from Youth Bunge SACCOs (YBSs).

Objective 3: Increased Employment Opportunities for Youth in Agribusiness Youth continued to receive training on crops and livestock husbandry that integrated business start-up and expansion, gender, environmental safety, the use of personal protective equipment, and the selection and safe use of insecticide in Kwale, Bungoma, Kisii, and Kericho Counties. The trainings focused on sweet potato, poultry, dairy, and indigenous vegetable value chains and addressed productivity, value addition, and marketing of these products. These value chains have proved to be attractive to youth because of their economic viability and ease of entry. The program trained 5,161 youth (2,922 men, 2,239 women), who acquired the following: knowledge about agriculture and agribusiness enterprises, confidence to venture into agriculture, the ability to negotiate better prices for their produce, and the ability to look for better markets for their produce. In addition, they received exposure to agricultural information, including value chain approaches and climate smart agriculture, and adopted best practices (e.g., poultry vaccination, recordkeeping, and improved agricultural technologies, such as artificial insemination [AI]).

The KCB Foundation (KCBF) remains the main financier of youth agribusinesses involved in the K-YES program. Youth beneficiaries have benefited from loans disbursed at 0% interest rates upon the completion of training and submission of viable and practical business plans. Meanwhile, K-YES continued to identify additional financing options for youth to expose youth to the various options available and provide them with a wider choice of loan products. This activity also aimed to reduce the propensity for youth to feel obligated to one financier, thereby improving their short-term savings and helping them become empowered to make better financial decisions. To realize this objective, agribusiness-trained youth were trained on loan acquisition by Cherehani Africa, YBSs, and Farm Drive.

The K-YES program has adopted an integrated agribusiness model to support youth to access markets through aggregation and contract farming. Discussions were held with potential private sector players in the Phase 2 counties (Kisii, Migori, West Pokot, and Nyeri) to identify existing buyers; explore the possibility for collaboration with youth groups for contract farming and other market linkages; help youth to achieve increased, consistent productivity; and establish structured markets to motivate them to invest in agribusiness enterprises.

To cement and improve the training delivered to youth, K-YES sought to adapt and, where necessary, contextualize content from existing manuals developed by the Ministry of Agriculture (MOA). Curriculum review meetings were held with the MOA officers in Kisii, West Pokot, Nyeri, and Migori Counties. The outputs of the review included the confirmation and endorsement of nine value chains, the review and adaptation of training manuals to be used as reference materials for ToTs, the selection and zoning of regions suitable for the identified value chains, the selection of MOA officers to conduct ToTs, and the setting and confirmation of dates for ToTs.

The program successfully conducted recruitment and capacity building of 151 community-level trainers in Kisii, Migori, Nyeri, and West Pokot Counties. These trainers are expected to


cascade trainings to target youth during the implementation period. Using the principles of adult learning, the objective of the ToTs was to give new trainers the background knowledge, skills, and practical experience needed to fulfill the responsibilities of being a certified trainer.

K-YES and KCBF took responsibility for youth recruitment, training, and aftercare services to support youth access to financing for the short rainy season (August–December 2018).The partnership finalized a plan to develop and improve monitoring tools from recruitment to aftercare services, with key deliverables at each stage of engagement. Thereafter, 41 trained groups from West Pokot, Migori, and Nyeri were preselected and shared with KCBF for business development support (BDS) onboarding and kickoff.

A business-to-business (B2B) meeting was held by the Kenya Crops and Dairy Market Systems Development Activity (KCDMSD) and attended by K-YES youth leadership from Bungoma, Kisii, and Migori. The objective of this meeting was to create a platform for traders (off-takers) and suppliers (youth) to meet and interact to identify market linkages and create business relationships. The youth established relationships with sweet potato and dairy off-takers from Kakamega and will organize a follow-on meeting with the help of their CGs.

K-YES formed partnerships with the private sector using a model that leverages private sector strengths in playing multiple roles along value chains. This effort aimed to address challenges relating to quality inputs, extension service, and access to reliable and competitive markets. In this quarter, partnerships with eight off-takers and three input suppliers at both the national and county scales were finalized. As a result of this effort, Syngenta Foundation will deliver quality, certified inputs across many value chains, and Poultry and Allied Ltd. and Kenya Agricultural & Livestock Research Organization (KALRO) will provide improved poultry mother breeds and off-taking services. In addition, post-harvest management and ready markets for youth produce will be supported by Twiga Foods.

K-YES facilitated meetings with youth to interact with off-takers to gain confidence and better understanding of emerging trends as they plan for a planting program to meet the anticipated needs around volume and quality. Youth considered for the off-taking model must have accessible farms, the ability to produce throughout the year, access to water for irrigation, and large farms (at least one acre) to boost the scale of production; be willing to maintain a at least 500 chickens, which is the minimum quantity required to be economically viable; and set up financing arrangements before off-taking services commence. K-YES is working closely with stakeholders to ensure the successful rollout and implementation of this business model. Eight market linkages were created between youth and agribusiness off-takers across all target value chains.

Objective 4: Partnerships and Sustainability K-YES successfully launched the Kericho, Kwale, Bungoma and Garissa County Youth Employment Compact (CYEC) and signed memoranda of understanding (MOUs) with four national-level strategic partners. In Phase 2 counties, K-YES continued to structure CYECs and identify national-level strategic partners during the subsequent implementation period.

To structure and strengthen the CYECs, K-YES brokered partnership meetings with executive-level representatives from the respective CGs to ensure their participation and buy-in as strategic CYEC members. In Nyeri and Nairobi, the CGs committed to lead the CYECs and align CYEC activities focused on youth skills development with county economic development plans.


[PICTURE REDACTED] Kwale County Governor [REDACTED] (right), County Youth Coordinator [REDACTED]

(center), and Senior USAID Youth Advisor [REDACTED] (left) during the signing of the youth empowerment collaboration agreement at Ukunda Polytechnic.

Photo credit: K-YES/RTI staff

Grants under Contract (GUCs)

• Nine County Bunge Forum (CBF) grants to roll out ID registration and support mobilization and training services were disbursed, resulting in the distribution of 139,280 IDs.

• Nine County YBS (CYBS) loans were disbursed to increase access to youth-friendly financial services and build SACCO capacity through KUSCCO.

• Fourteen VTC grants were approved and disbursed to strengthen VTC institutional capacity, increase enrollment, and roll out CBET curricula.

• Quarterly grant-monitoring visits to the CBFs and YBSs were undertaken for grantees in all nine counties. The CBF grant visits also served as administrative close-out meetings for the CBF grant activities and, thus, involved discussions on overall grant performance and the preparation of final reports for K-YES records.

Communication Several activities related to the dissemination of key messages aimed at changing perceptions of blue-collar jobs and enrollment in 27 VTCs were undertaken during the year and reached 35,500 people.

Social media platforms K-YES continued to maintain social media platforms that also serve as key LMI sources for targeted youth. In total, 31,900 people, mostly youth, were reached during the quarter.

Activity venues were branded accordingly, including booths showcasing K-YES work at the Kericho, Kwale, Bungoma, and Garissa launches; the Arid and Semi-Arid Lands (ASAL) Conference in Malindi; and the 5th Annual Governors Devolution Conference in Kakamega County. K-YES’s participation in these events increased awareness about the program through presentations, the dissemination of information education communication (IEC) materials, and branding of activity venues.

Strategic Changes to K-YES Implementation Approach in Year 3 Based on the MTE commissioned by USAID in Year 2, K-YES implemented the recommendations with an improved understanding of the realities on the ground in a more impactful, cost-effective manner. The following steps helped the program move toward achieving sustainability of program activities and/or impact beyond the life of K-YES:

1) K-YES discontinued payment for internships for VTC youth and sponsoring employers for Years 3–5 because of the program’s limited financial capacity. VTCs continued to be supported to link with organizations such as the Kenya Private Sector Association (KEPSA), the World Bank Kenya Youth Employment and Opportunities Program (KYEOP), other US Government (USG) programs, and employers that support internships.


2) K-YES conducted Quality Assessment Frameworks (QAFs), a basic capacity assessment, prior to VTC selection for Phase 2 counties and engagement to ensure the selected 13 VTCs are committed, adequately structured, and therefore, the most likely to succeed.

3) K-YES improved mobilization by vetting and conducting pre- and post-assessments of youth at K-YES entry points using developed tools across all objectives (e.g., mobilization by youth bunges and community facilitators, VTCs, integrated business skills training) to ensure eligibility for K-YES activities and to identify youth preferences and needs. Information gathered through this improved process has assisted K-YES in better placing and supporting youth and has provided the program with useful data for improving the mobilization process and activities.

4) K-YES identified six new and strengthened four national-level partnerships with private sector companies, such as Coca-Cola’s Kuza Kazi (KK), IBM, KCBF, Colleges and Institutes Canada (CICan), KUSCCO, Seven Seas Technologies (SST), KCDMSD, CDACC, and Orkistudio, to leverage funding to cover sponsorships, training, and employer engagement and to support CYECs.

5) K-YES and CDACC started the process of identifying 27 assessment centers in all nine counties and trained assessors on assessment tools for the approved CBET curricular course. K-YES will continued to work with VTCs to enroll students for NITA and Kenya National Examinations Council (KNEC) exams. K-YES developed an internal certification process to help VTCs internally certify CBET graduates. K-YES facilitated the completion certificate and transcript preparation and worked with employers to follow up on recommendation letters for youth who have completed an internship. Work readiness clinics were conducted for all youths completing their courses to assist them in preparing their curriculum vitae, writing application letters, and understanding the work environment.

6) K-YES continued to work with CDACC, TVET Authority (TVETA), the Kenya National Qualifications Authority, the Kenya Permanent Technical Working Group on TVET, and CGs to accelerate TVET reforms, including the standardization, promotion, and scaling of CBET curricula; integration of information and communications technology (ICT); soft skills; career counseling and guidance; the development of assessment tools; and instructor capacity building.

7) K-YES worked with CGs to support VTCs in accessing county bursaries and assisting students in applying for higher education loans, employment engagement, internships, and attachments. The national government started rolling out free technical training in all the VTCs and technical training centers.

8) K-YES continued to roll out the community-level model in all nine counties to cost-effectively reach more youth with enterprise, agribusiness, and access to finance training services to accelerate enterprise development and the scaling up of new businesses. The community model emphasizes community-level training in village settings where youth decide the time and number of hours they want to receive training each week, set their own venues, and choose their community facilitators who reside with them and serve as community resource persons. K-YES continued to work with the CBFs and SACCOs that have been supported through ToT and capacity building to train new youth, build additional skills, and identify emerging needs. K-YES is working alongside these youth organizations to identify models to sustain and


incentivize the village-level delivery of support services to youth beyond the life of the program.

9) K-YES will expand its successful model of peer learning and mentorship across all counties and all objectives, especially for the compacts and SACCOs, through activities such as participating in compact launches, exhibitions, and deep dive workshops; engaging in joint SACCO trainings facilitated by KUSCCO; and conducting exchange visits across counties.

10) K-YES will continue its efforts to leverage additional financial and in-kind resources and to evaluate the level of county investments in the youth workforce, including agribusiness, enterprise development, vocational training education, and access to finance, by implementing compact action plans in Kericho, Bungoma, Garissa, and Kwale to leverage resources committed during compact launches.

11) K-YES strengthened its focus on relationship building and collaboration with CGs, USG, and other donor-funded programs as key stakeholders with similar objectives to leverage resources. K-YES worked with KCDMSD, USAID’s livestock marketing project, to identify off-takers and aggregators, conduct refresher ToTs, and hold joint business forums to link youth farmers to markets, processors, and value addition initiatives.

12) K-YES continued to work through structured and established systems and to build capacity of implementing partners, such as CBFs, VTCs, and YBSs, through GUCs, CGs, MFIs, and youth-serving organizations (YSOs).

13) K-YES strengthened collaboration with USAID-funded countering violent extremism (CVE) programs (Niwetu in Garissa and Nairobi and Strengthening Community Resilience against Extremism [SCORE] in Kwale) to link youth at risk for violent extremism with K-YES workforce activities.

Work Plan for the Subsequent Quarter (Q1, FY19) During the next quarter of Project Year (PY)4, the program intends to undertake the following key activities:

Component 1: Accelerated Vocational Training Transformation Systems

• Facilitate and support 27 VTCs in Phase 1 and 2 counties in preparing to roll out approved Level 3 CBET curricula.

• Finalize the development of the Level 3 distributed sales CBET curriculum and have it approved by CDACC.

• Follow up and provide support to the 14 VTCs in Phase 1 counties that commenced their first quarter implementation of activities with K-YES grants to meet the targets set in their implementation plans.

• Receive, review, and process VTC grant applications expected from 12 Phase 2 county VTCs.

• Conduct placement refresher trainings for VTCs in Bungoma, Kericho, and Nairobi that received initial training in PY2; build mentors’ capacity; and hold employer engagement meetings.


• Conduct first-time placement training for VTCs in Phase 2 counties; build mentors’ capacity; and hold employer engagement meetings.

• Conduct life skills training and mentorship for youth outside of VTCs across all nine K-YES counties.

Component 2: Increased Enterprise Development and Access to Finance

• Conduct YBS membership trainings in Garissa and Kericho.

• Conduct youth business mentor trainings in Phase 1 and Phase 2 counties.

• Continue providing integrated business skills, VSLA, and gender training sessions across all counties.

• Identify more youth-friendly FIs to support K-YES youth in accessing finance, establish relationships with FIs, and provide support for the adaptation and marketing of their products to K-YES youth.

• Enhance collaboration and integration across enterprise development/access to finance activities and agribusiness/vocational activities.

• Work to encourage program sustainability through partnerships and local institutional capacity building in the five Phase 1 counties.

Component 3: Agribusiness Development

• Mobilize ToTs to receive training from KCDMSD for specific value chain interventions and support target youth’s transition to market systems.

• Strengthen partnership relationships with off-takers, input suppliers, FIs, and youth producers.

• Continue to share data of K-YES trained youth with KCDMSD for Migori, Kisii, and Bungoma on a rolling basis.

Component 4: Partnership and Sustainability

• Continue to facilitate CYEC incubation at CG offices in Phase 1 and 2 counties and negotiate resource-sharing partnerships with CG departments in all nine program counties that support youth workforce activities.

• Launch a CYEC in Nairobi County.

• Strengthen the capacity of CYECs to achieve sustainability by facilitating a partnership co-creation workshop to help CYEC steering committee members identify, refine, and agree upon mutually shared, action-oriented objectives.

• Support and facilitate CYEC maturation in the five Phase 1 counties and formulate CYECs in the four Phase 2 counties.

• Leverage additional resources from national-level and county-based partnerships to support CYECs.

• Implement national-level strategic partnerships.

• Train staff to structure and implement strategic partnerships at the county level.


Grants Under Contracts

• Conduct Q1 grant monitoring visits for the 14 Phase 1 VTCs.

• Conduct grant closure of the nine CYBS grants planned for October 2018.

• Follow up on approval and implementation of the KUSCCO in-kind capacity building grant.

• Follow up on the submission of Partnership for Regional East Africa Counterterrorism (PREACT) and VTC Phase 2 grant packages for final approval and planned grant signing meetings.

Communications

• Enhance BCC messaging in Phase 2 counties to increase VTC enrollment number.

• Engage stakeholders to determine key messages for packaging, dissemination, and achievement of specific, predetermined objectives.

• Develop more success stories that highlight project achievements across various objective areas in cooperation with project technical leads, county coordinators, and field officers.

• Ensure strict adherence to branding and marking guidelines in Phase 2 counties. Ensure that all relevant activities and venues are appropriately branded and marked.


II. ACTIVITY PROGRESS (Quantitative Impact)

Objective 1: Accelerated vocational training transformation systems

Activity 1.1.: Institutional capacity building and implementation of institutional strengthening plans A principal activity under K-YES Project Component 1 entails capacity development and technical assistance to improve the services offered by Kenyan VTCs. K-YES has deployed two capacity building tools for this task: Partner Local Organizational Capacity Assessment (PLOCA) in Phase 1 and the Quality Assurance Framework (QAF) and Phase 2 VTC cohorts. These are proprietary, RTI-developed organizational capacity assessment tools which measure improvements on an on-going basis and identify areas for further strengthening. The 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 uses 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 (Kenyan youth with formal education equal to Form 4 or lower). 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-26: Number of PLOCA action plan milestones achieved as a result of capacity strengthening provided with USG assistance.

The QAF is an index with five dimensions (Table 3), while PLOCA is an index with 10 dimensions (Table 4).

Table 3: QAF dimensions

Leadership Partnerships Equity & Access

Learning & Teaching Operations

Table 4: PLOCA dimensions

Mission, Vision, & Values

Leadership Strategy Training &

Service Delivery

Learning & Innovation

Governance Partnerships & Networking

Human Resources

Financial & Administrative Management

Fundraising & Sustainability

PLOCA Results (Annual):

The most recent PLOCA data collection for Phase 1 VTCs was completed during the month of September 2018. At the end of FY18, K-YES Phase 1 VTCs achieved a cumulative 89 High-Performing Dimensions (in a sample of 16 VTCs) and 362 ISP Milestones, attaining an average of 22.7 Milestones per VTC over the course of the fiscal year.


The FY18 results suggest that most K-YES-supported VTCs have achieved High-Performing status in several key areas (Figure 1). Fourteen out of 16 (87.5%) Phase 1 VTCs are currently operating with High-Performing status in their Mission, Vision & Values and Leadership dimensions. Additionally, 12 out of 16 VTCs (75%) are now operating with a High-Performing Partnerships & Networking dimension. Furthermore, more than half of these beneficiary VTCs have now attained High-Performing status in the Strategy, Governance, and Financial & Administrative Management dimensions.

Figure 1: PLOCA/Phase 1 FY18 High-Performing dimensions results

These results also suggest that at the end of FY18, most Phase 1 VTCs are still struggling to improve their Training & Service Delivery and Fundraising & Sustainability dimensions. These two dimensions could, therefore, be considered for extra attention from K-YES technical assistance in FY19 and FY20.

Phase 1 VTCs accomplished a total of 362 ISP Milestones—a record number—against their ISPs in FY18. The 16 Phase 1 VTCs achieved an average of 22.7 Milestones each in FY18. The most Milestones achieved in any ISP dimension were in Governance, with 46 Milestones completed, corresponding to an average of 36.2 Governance dimension Milestones per VTC. The Phase 1 VTCs’ accomplishment in FY18 represents a 25.3% increase over the number of Milestones achieved in FY17. Annual ISP Milestone completion results are illustrated in Figure 2.

Figure 2: PLOCA/Phase 1 FY18 ISP Milestone completion results


QAF Results (Annual):

The K-YES Phase 2 cohort includes 12 partner VTCs from four counties: Kisii, Migori, Nyeri, and West Pokot. Each county hosts three VTCs. The following data were collected from 11 of these VTCs’ guided self-assessments using the QAF in September 2018. The QAF baseline assessment was carried out in March 2018. These results reflect a highly participatory assessment process involving key staff and faculty.

At the end of FY18, none of the Phase 2 VTCs had achieved a High-Performing Dimension. This result represents a slight decrease from the baseline results, which revealed three High-Performing Dimensions in this group (at the outset of programming and absent any technical assistance). However, this result is not particularly worrisome; in RTI’s experience, capacity development measurements often follow a non-linear path. Indeed, beneficiary organizations learn over time and, as they become familiar with new methods and information and gain perspective, may come to realize that they overestimated their past performance. Furthermore, the average QAF score of this sample at the end of FY18 is higher than that at baseline: 1.49 out of 4.0 at baseline (~March 2018), compared to 1.78 out of 4.0 at the end of this fiscal year, an average increase of 19% on the QAF scale.

Baseline QAF data for the Phase 2 VTCs suggested they had a wide range of “starting capacities”. The data collected at the end of FY18 suggest that the relative performance of the Phase 2 cohort is increasing and becoming more consistent across the board. Based on these data, the highest-performing VTCs in the Phase 2 cohort are Awendo VTC, Kenyenya VTC, Kodich VTC, Macalder VTC, and Sina VTC, which have all reached the Emerging level (score between 2.0 and 3.0). The lowest-performing VTC at the end of FY18 is ru VTC, with a Pre-Foundational score of .71. Figure 3 compares the baseline score of each Phase 2 VTC with their current, end-of-FY18 score. In general, we are observing improvement. Seven out of the 11 sampled VTCs’ scores improved over their baseline scores, with Kodich VTC and Sina VTC appearing to have improved the most. Again, organizational capacity change is often positive over the long term but with non-linear results between subsequent time periods. Furthermore, some of the scores that decreased did so only marginally, and overall, the average score is increasing.

Figure 3: QAF/Phase 2 Baseline vs. End-of-FY18 scoring results

These results suggest a general positive trend toward increased VTC capacity and an increased level of effort among VTCs to implement their ISPs. The number of High-Performing Dimensions achieved, and the number of milestones achieved have consistently risen over the last 3 years of K-YES Component 1 activity implementation. Although no Phase 2/QAF


VTC can currently claim a High-Performing Dimension, this result was not unexpected; indeed, only three High-Performing Dimensions were reported by Phase 1 VTCs after their first year of implementation. The trend we are observing suggests that gains in capacity are more visible in the second (and third) years of engagement with K-YES activities and technical assistance.

Sub Activity 1.1.1: Finalize and disburse grant funding to support ISP implementation K-YES disbursed grants to 14 VTCs in Phase 1 counties selected to receive grants for the purchase of training tools and equipment and the mobilization and enrollment of 1,680 trainees to benefit from the grant support. Requests for Applications (RFAs) have been submitted to the 13 VTCs in Phase 2 counties and one VTC in Kwale County.

As a result of K-YES technical support to VTCs, particularly capacity building of their management and staff, VTCs have reported increased student enrollment and completion. These increases are attributed to improved service delivery to trainees, who are, consequently, more dedicated to their studies at VTCs and, thus, exhibit less attrition after enrollment.

However, trainees who complete the training are often unable to acquire the much-needed certification. K-YES was able to provide support to 384 trainees within its cohort from 20 VTCs across Phase 2 counties to cater for the cost of their NITA examinations, which are scheduled for December 2018. This sponsorship will ensure that the trainees acquire certification and, thereby, increase their chances of accessing both wage and self-employment opportunities.

Sub activity 1.1.2: Monitoring, mentoring, and technical support of VTCs in Phase 1 and 2 counties A key aspect of K-YES sustainability is anchored on structuring and implementing shared-value partnerships at the national and county levels. Toward this end, K-YES launched a partnership with KEFEP, a 5-year initiative focused on strengthening and supporting TVET in Kenya. In partnership with the Kenyan MOE and in collaboration with key industry representatives, KEFEP will work with nine NPs in partnering with three VTCs accessing grants in each of its nine counties to develop new or enhanced competency-based programs to increase employment and economic development opportunities for Kenyan youth. KEFEP and K-YES introduced the leadership of the NPs to that of VTCs. The NPs are expected to provide mentorship to the three VTCs attached to them in areas that both parties identify as priority growth points. Together, the NPs and VTCs will develop an implementation plan defining how the mentoring will look. It is expected that this type of collaboration will provide an opportunity for VTCs to gain immensely from the skills, knowledge, and resources that NPs acquire from their partnership with KEFEP, thereby improving service delivery to VTC beneficiaries. Table 5 summarizes VTC enrollment and completion in the nine K-YES counties, and Table 6 provides information on youth completing VTC skills training this year.


Table 5: VTC enrollment

County Women Men Total Nairobi 413 318 731 Bungoma 134 244 378 Kericho 172 232 404 Kwale 186 242 428 Garissa 24 19 43 Nyeri 29 70 99 Kisii 128 171 299 West Pokot 177 188 365 Migori 43 141 184 Total 1,306 1,625 2,931

Table 6: Youth completing VTC skills trainings

County Q1 2017 Q2 2018 Q3 2018 Q4 2018 Year 3 Total

Women Men Women Men Women Men Women Men Women Men Nairobi 104 68 0 0 0 0 45 9 149 77 Bungoma 0 0 0 0 0 0 3 11 3 11 Kericho 230 237 0 0 0 0 0 0 230 237 Kwale 17 5 0 0 0 0 138 107 155 112 Garissa 68 48 6 19 0 0 24 0 98 67 Total 419 358 6 19 0 0 210 127 635 504

Activity 1.2: Roll out CBET curricula and support improvements in VTC delivery of CBET K-YES finalized the development of the masonry, housekeeping, poultry, and plumbing curricula and submitted them to the CDACC for valuation. 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 four curricula have since been certified, ensuring that vocational training institutions adopt demand-driven curricula that provide relevant and quality skills that are aligned to labor market needs.

The indigenous poultry curriculum submitted to CDACC for evaluation was validated by expert stakeholders drawn from private sector industry and association bodies. The only adjustment recommended was that the name of the curriculum be changed to Kienyenji Chicken Production. The curriculum was submitted to the CDACC for accreditation and approved. Additionally, K-YES, along with Generations Kenya, commenced development of the sales curriculum, which is at advanced stages. The sales curriculum will be submitted for approval by CDACC in the next quarter of PY4.

Sub activity 1.2.1. Implementation of CBET curricula in VTCs in Phase 1 and 2 counties Substantial technical support was provided to VTCs rolling out CBET curricula in both Phase 1 and 2 counties during the reporting period. The first step was deploying campaigns to


increase VTCs’ awareness of the importance of acquiring TVETA registration for those that are 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 to VTC instructors, managers and directors of vocational education, and K-YES coordinators from across the nine counties on CBET Assessment. 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.

Activity 1.3: Integrate youth employability component into VTCs

Sub activity 1.3.1: Integration of mentorship, job placement services, and employer engagement in VTCs K-YES launched an intensive capacity building program covering all nine counties for K-YES mentors and industrial liaison officers (ILOs) working in the VTCs who have been working hand in hand with life skills trainers of trainers. The strategy aims to achieve the following:

• Empower mentors as they prepare to be integrated into VTCs to achieve sustainability • Provide refresher training for the ILOs in Phase 1 counties who received initial training

in PY2 based on the results of a follow-up survey conducted last quarter that addressed their achievements and challenges relating to the placement of trainees

• Provide first-time training for ILOs in Phase 2 counties on best practices for the placement of trainees

• Strengthen the capacity of VTCs to use employer engagement meetings as platforms for enhanced engagement with industry by inviting VTC managers and directors of vocational education to co-host employer meetings with K-YES

• Host all the above activities in VTCs.

K-YES launched this capacity building program in all of its counties. As per the strategy, most of the activities took place in VTCs.

K-YES built the capacity of VTC ILOs, who are charged with linking graduating trainees to job opportunities. This training was meant to equip them with skills that will 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 also enables trainees to settle into their VTC, 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 reporting period, K-YES followed up with the VTCs that participated in the training and found the following:


• 80% of the VTCs recorded gradual increases in the numbers of students placed relative to 2016, 2017, and Q1 and Q2 of 2018.

• 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.

The VTCs also outlined the following key challenges that they faced when implementing placement activities:

• Insufficient funds are available to support placement work, such as visiting trainees during their attachments, paying visits to employers, and attending employer and alumni meetings.

• Trainees are unable to raise money to pay for workplace insurance. As a result, trainees and their instructors emphasize placement with small informal (jua kali) employers and avoid more established businesses and formal industries.

• Trainee are unable to cover their own up-keep (e.g., transport, food) while working in attachments, and as a result, some leave after placement or decline otherwise good opportunities. Unfortunately, employers are unwilling to give attachees any allowance.

• Employers ask that trainees pay them to be offered attachments.

• Trainees have high expectations, which cause some to decline attachment opportunities that are not guaranteed to lead to employment or opportunities where they will not be paid, even when the trainee can afford to cover their up-keep.

Activity 1.3.2: Life skills training and mentorship for youth outside of VTCs In the reporting period, 6,101 youth (2,930 men, 3,171 women) from the nine counties received life skills training and mentorship covering topics such as attitude, goal setting, and critical and creative thinking. Table 7 summarizes the youth who benefited from the trainings.


Table 7: Numbers of youth benefiting from life skills and mentorship training

County Women Men Total Nairobi 526 417 943 Bungoma 581 528 1,109 Kericho 394 450 844 Kwale 325 314 639 Garissa 82 136 218 Nyeri 171 212 383 Kisii 374 324 698 West Pokot 478 258 736 Migori 240 291 531 Total 3,171 2,930 6,101

[PHOTO REDACTED]

Life skills trainings for youth and persons living with disabilities in West Pokot County at Kacheliba and Kodich, respectively. Photo credit: K-YES/RTI staff

Sub activity 1.3.3: Expand the reach of LMI among target youth K-YES supported youth in accessing training and job opportunities by ensuring that they receive relevant LMI. During the reporting period, K-YES disseminated LMI to 55,351 youth (28,773 men, 26,578 women) in its cohort.

Sources from which K-YES gathered this LMI included national 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, social media, email, and official letters. Table 8 summarizes the program’s achievements relating to LMI and their implications for K-YES.

Table 8: Types of LMI and their implications for programming

Type of Info Gathered by K-YES

Forum Where it Was Gathered

How it Was Disseminated

by K-YES

To whom K-YES Disseminated

the Info

Number of Youth

Receiving the Info

Job and internship opportunities for the K-YES cohort

Youth Agenda Forum (Nairobi)

Compact meeting, employer meeting, and CBF meeting (Kwale)

Social media (Garissa)

Word of mouth Social media

Telephone calls

Social media


YSOs, youth, and VTC staff

Youth and VTC staff

Youth

The number is unknown.

12,251 (6,510 women, 5,741 men)

The number is unknown.


Type of Info Gathered by K-YES

Forum Where it Was Gathered

How it Was Disseminated

by K-YES

To whom K-YES Disseminated

the Info

Number of Youth

Receiving the Info

Expectations of public and private sector regulators

Kwale Dev. Partners Working Group (Kwale)

Email VTC staff and development partners

4,020 (2,014 women, 2,006 men)

Business opportunities or access to finance for the K-YES cohort

Community business skills training forum (Nairobi)

Compact meeting, CBF meeting, community-level trainings, CG, and national government (Kwale)

Political forum (Garissa)

Word of mouth

Word of mouth


Youth

Youth and YSOs

Youth

8,183 (4,205 women, 3,978 men)

Training opportunities, sponsorships, and bursaries

Nilinde/K-YES partnership meeting, dev. partners/national government and CG meeting (Kwale)

Word of mouth Email

Partner organizations

8,115 (3,555 women, 4,560 men)

Opportunities in agribusiness

Centre for African Business Education stakeholder meeting (Nairobi)

Poultry value chain refresher training, CYEC (Kwale)


Word of mouth

Youth, YSOs, and other youth workforce programs 3,275 (1,664

women, 1,611 men)

Strategic partnership opportunities in the area of youth workforce

Nilinde/K-YES partnership meeting, dev. partners/national government and CG meeting (Kwale)

Word of mouth Social media Email

Youth and other dev. partners

170 (98 women, 72 men)

Importance of having an ID

Youth ID outreaches (Bungoma, Kisii, Kericho, Kwale, Garissa, and West Pokot)

Word of mouth Local radio

stations

Youth 19,317 (10,707 women, 8,610 men)


Activity 1.4: Active involvement in positive youth development

Sub Activity 1.4.1: Participation in International Youth Day celebrations International Youth Day, whose theme was Safe Spaces for Youth, was celebrated across the country. K-YES participated in the celebrations at the county level with significant involvement by County Youth Bunge Forum (CYBF) members. The celebrations took place over 5 days, culminating in the main celebration on August 12, 2018. The 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. In such spaces, youth can come together; engage in diverse development processes and activities, such as participating in decision-making processes; access productive sectors; and freely express themselves. Some of the activities they engaged in were tree planting, National Hospital Insurance Fund service registration, agricultural technological exhibitions, HIV/AIDS awareness campaigns, drug abuse campaigns, and CVE, among others.

[PHOTO REDACTED] [PHOTO REDACTED]

Bungoma County International Youth Day celebrations. Photo credit: K-YES/RTI staff

Kwale County International Youth Day celebrations. Photo credit: K-YES/RTI staff

[PHOTO REDACTED] Tree planting session in Kariokor during the celebration of International Youth Week. Photo

credit: K-YES/RTI staff

Sub activity 1.4.2: World skills day celebration World Youth Skills Day is celebrated annually on July 15 with the main objective of raising awareness about the importance of youth learning skills. K-YES participated in World Youth Skills Day celebrations in Nairobi County at an event graced by the Permanent Secretary State, Department of Vocational Education. Hon [REDACTED] and Director General, Technical and Vocational Education Hon [REDACTED], among other key guests. Hon [REDACTED] addressed the issue of skills mismatch, stating that youth should gain access to relevant skills that they have a passion for to gain opportunities in their areas of interest. Hon Cheruiyot placed special emphasis on the Big 4 agenda and assured the institutions present about the government’s special interest in the VTCs to ensure growth. He urged youth to take advantage of the government’s efforts to make skills training accessible to youth through reduced fees to attend VTCs and the introduction of Higher Education Loans Board (HELB) loans for skills training. Institutions partnering with K-YES, such as Kangemi VTC, Missions of Hope, and YMCA, were present to exhibit some of the skills trained in their institutions.

[PHOTO REDACTED] Kangemi VTC catering students exhibiting what they do best. Photo credit: K-YES/RTI staff

Sub activity 1.4.3: Monitoring of youth ID registration Youth without IDs are disadvantaged because they have difficulty securing wage or self-employment. They cannot take advantage of products and services, such as access to loans, mobile banking services, and business registration. To enhance youth access to these


essential products and services for successful economic empowerment, K-YES promotes youth ID registration in partnership with CBFs and the National Registration Bureau. In the reporting period, a total of 39,474 youth (18,146 men, 21,328 women) were supported by K-YES through grants to the nine CYBFs to register for and collect successfully processed IDs (Table 9). The main strategy employed in the campaigns is taking the services closer to where the youth are and delivering processed IDs to them instead of requiring them to travel to the main administrative center to collect them.

Table 9: ID registration per county

County

Number of Youth Receiving IDs as a Result of USG-funded Linkages

Women Men Disabled Total Nairobi 1,533 1,759 56 3,292 Bungoma 5,239 4,032 47 9,271 Kericho 1,275 1,324 — 2,599 Kwale 3,603 3,097 26 6,700 Garissa 805 664 15 1,469 Migori — — — — Kisii 4,014 3,241 81 7,255 Nyeri — — — — West Pokot 2,859 2,029 8 4,888 Total 19,328 16,146 233 35,474

Activity 1.5: Link vocational training activities with CYECs and CIDPs Jointly with the Department of Vocational Training in Nairobi County, K-YES held meetings with VTC managers and stakeholders to disseminate strategies and approaches outlined in the Nairobi CIDP, which describes the county’s implementation plan for vocational training activities. The aim of these meetings was to help VTC managers reach out to potential partners who will support the implementation of training programs in line with the CIDP and to help private sector partners to identify thematic areas in which they can support program rollout.

The national government disbursed subsidized vocational training support grants of Kenya shillings (KES) 57 million, KES 37 million, and KES 30 million to the Bungoma, Kericho, and Nairobi GCs, respectively, benefiting nine K-YES-supported VTCs. West Pokot CG also disbursed a bursary of KES 2 million to four K-YES-supported VTCs for tuition for 200 trainees.

Objective 2: Increase Development and Access to Finance

Activity 2.1: Mobilization and recruitment of entrepreneurship community trainers The mobilization and selection of community trainers for integrated business skills and VSLA training were conducted in Phase 2 counties. The trainers were mobilized from CBFs, YBSs, and other K-YES partners. The selection was guided by Terms of Reference developed for Phase 1 counties to ensure quality in trainer recruitment. ToT has already been provided to some of the selected trainers to equip them with skills on entrepreneurship, financial education, and VSLAs and enable them to transfer their skills to youth by rolling out community/ward-based trainings.


Activity 2.2: Mobilization and recruitment of youth (including gender and disability considerations) K-YES supported CBF networks to mobilize and recruit youth participants while considering gender because the CBFs had been trained on how to correctly mobilize and vet the program cohort. The mobilized youth were identified as youth with existing businesses, VSLA members, and those intending to start businesses and were assessed to customize different interventions/training programs as per the training needs assessment (TNA). After they submitted the list of mobilized youth to K-YES, the Monitoring and Evaluation (M&E) Officer also vetted the youth prior to the training rollout to confirm that the mobilized youth met program criteria.

All youth identified to participate in trainings were administered a TNA to inform and contextualize the training program design and ensure that the trainings were demand based. The most requested 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.

Pre- and post-skills assessments assisted the program to measure the youth’s business/VSLA skill sets before training and determine whether the training imparted any skills to the youth.

K-YES continued to mobilize new youth beneficiaries by offering support and coordination to CBFs, YBSs, and other K-YES partners, including by providing clear guidance on the mobilization criteria to ensure quality in the mobilization process. The selection criteria were designed to bring in youth who want to venture into business (i.e., start-ups), youth who are willing to be supported to grow their existing enterprises, and lastly, youth who are members of VSLAs and are either engaged in business or willing to start a business venture. After mobilization, a verification process was implemented at the county office level to confirm that the mobilized youth were within the program’s target group and were properly motivated to participate.

Activity 2.3: Integrated business skills, VSLAs, and gender and disability ToT Phase 2 counties (Nyeri, Kisii, Migori, and West Pokot), conducted a 5-day ToT on integrated business skills, VSLAs, and gender for a total of 112 community trainers (24 women, 88 men). The training was conducted using the IRC’s L2E and VSLA curriculum and facilitated by the Entrepreneurship and Financial Services Manager and a consultant. The training equipped the community trainers with the necessary technical and conceptual skills to roll out integrated business skills training to the program youth cohort in a more efficient and effective way.

Areas covered during the training were VSLAs, VSLA management, recordkeeping, financial education, business and life skills, gender issues in business, small business management, and customer service. Client protection principles, an emerging trend in business, were also part of the ToT; this topic included methodologies for how youth in business can keep their customers by being transparent in pricing their goods, avoiding giving customers so much credit that it becomes burdensome, keeping client data confidential, and practicing ethical behavior in business. The trainers will use the skills they learned to support the program in rolling out community-level trainings to youth beneficiaries. This will ensure that youth enhance their business management capacities, learn how to save and lend among themselves in organized savings and loan groups, create self-esteem in running their small enterprises, perform recordkeeping, provide good customer service, and expand their businesses, among other areas. This skills transfer should result in the creation of new and better jobs.


Sub activity 2.3.1: Integrated business skills training rolled out at the community level The program continued to implement integrated business and life skills, VSLA, and gender training at the community level across all Phase 1 and 2 counties. 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. This delivery model was facilitated by community-based entrepreneurship trainers, and 983 youth (529 women, 454 men) who were engaged in agribusiness or retail businesses, VSLA members, or VTC graduates were trained (Table 10). 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. The areas covered were selected based on a TNA conducted before offering training, which allowed youth to make their own suggestions regarding training gaps. This assessment ensured that the program delivered a demand-based and market-driven training approach. 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 th trainings. The trainings are expected to improve business management and lead to increased incomes.

Integrated business skills follow-ups were held in various Phase 1 counties for youth previously trained by K-YES. This effort revealed that youth who previously had no business enterprise experience have now established enterprises and are earning incomes. Furthermore, the youth trained who had existing businesses are now applying critical skills they learned, such as customer care, recordkeeping, business diversification, business planning, and different types of financial products and the importance of savings. These youth indicated that using these skills has positively impacted their businesses.

Table 10: Integrated business skills and financial literacy: Youth trained per county

County Women Men Total Nairobi 798 843 1,641 Bungoma 741 581 1,322 Kericho 819 900 1,719 Kwale 766 235 1,001 Garissa 391 525 916 Nyeri 390 307 697 Kisii 656 572 1,228 West Pokot 477 272 749 Migori 785 805 1,590 Total 5,823 5,040 10,863

Activity 2.4: Training of youth on financial literacy, youth AGPO (YAGPO), and government affirmative funds This activity was integrated into all business skills and VSLA trainings where youth were trained on savings, loans, budgeting, debt management, micro-insurance, and financial services. This effort was meant to ensure that youth are well skilled in financial matters and able to manage their business finances prudently.


In total, 10,863 youth (5,823 women, 5,040 men) were sensitized on how they can access finance from various FIs in K-YES-supported financial sensitization sessions integrated into all community-level trainings. The financial sensitization sessions addressed the various channels through which youth can access credit to start or expand their businesses and were conducted by community trainers and representatives from various FIs, including KCB, Faulu, Juhudi Kilimo, Equity Bank, Musoni, and Yehu Microfinance.

During the year, K-YES continued to train and sensitize youth on government procurement opportunities, including YAGPO, from both the national government and CGs, in addition to the registration and documentation process. In collaboration with the Ministry for Youth, youth were trained by youth officers and community-level trainers on the relevant requirements, including the business registration and documentation process for YAGPO. The youth also received training on Local Purchase Order financing, including where they can access cash to finance tenders they have secured and, thereby, ensure that they can supply the goods or services. In total, 2,228 youth (1,254 women, 974 men) were sensitized and trained on AGPO (Table 11).

Table 11: Number of youth trained on AGPO

County Women Men Total Nairobi 170 203 373 Bungoma 177 158 335 Kericho 377 346 723 Kwale 444 172 616 Garissa 86 95 181 Total 1,254 974 2,228

Activity 2.5: Monthly feedback meetings Monthly feedback meetings between county-level K-YES officers and community-level trainers were held in all counties. These meetings helped the trainers remain aligned to project goals, create strategies, develop their training services, and improve relationships. In these meetings, the trainers reported on the progress in their field work, including skills uptake, linkages made at the community level, and feedback from youth participants. This information is used to address issues raised by youth via re-training them on key areas identified and forms part of the support youth receive to enhance their businesses.

The meetings were also used to share mitigation measures that have been or should be put in place as they train youth in engaging in business enterprises. Ultimately, the trainings led to better service.

During the meetings, the need for pre- and post-training assessments and TNAs was emphasized. Learning from these meetings in Phase 1 counties helped inform the training and monitoring of Phase 2 county trainers.

Other feedback included providing refresher training for existing groups, sharing success stories, and linking youth to mentors and financial services. During the year, the program continued to encourage community trainers to link participating youth with K-YES partner FIs to facilitate access to financial services.


Activity 2.6: Provide mentorship to K-YES youth in business The main challenge faced by youth pursuing their own businesses is that once they have completed the skills training and business skills courses, they often struggle to apply the newly learned business principles to grow and sustain their ventures. As a result, many of their new enterprises do not grow or fail entirely. To mitigate this issue, L2E youth business mentors training was conducted in all counties.

K-YES rolled out the business mentorship program in Phase 2 counties. Relevant tools, such as mentor identification forms and a guide on the basics on mentorship, were developed to support this activity. Youth were given the opportunity to identify business mentors of their choice within their locality using K-YES’ mentorship identification tool. The program now has a database of mentors in each county who are willing to support youth entrepreneurs with business advice.

IRC, one of the program’s implementing partners, finalized the business mentorship module, which will be adapted and used to train the business mentors. This training was intended to equip business mentors identified in the community with knowledge and skills that will enable them to provide improved mentorship support to K-YES youth entrepreneurs. Those trained were successful business people who run stable businesses and have 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 are expected to assist young entrepreneurs to start and grow businesses in a way that nurtures and equips them with sound technical and business skills to ensure they take an effective approach to business.

Other mentorship initiatives have been implemented across all the counties, such as linking youth to financial services during integrated business skills training, where FIs are invited to give financial talks about their products to the youth. Community trainers also hold monthly and quarterly mentoring and feedback sessions with VSLA groups to enhance group stability and promote increased savings culture, resulting in a broad loan portfolio that members can borrow and lend from to undertake their income-generating activities (IGAs). Interestingly, the short-term technical assistance monitoring visit revealed that current K-YES youth beneficiaries conduct informal mentoring of other youth, such as training them in certain trades, encouraging them to form VSLAs, and providing similar support, spontaneously.

Activity 2.7: Youth access to finance and financial services The program continued to scale and strengthen VSLAs as its main strategy to increase access to entry-level, community-led financing for youth. A VSLA is a low-cost financial service founded on the principle of fund pooling and designed to serve the very poor who have irregular income and appear to be high risk to FIs. As VSLAs mature, their perceived risk decreases, and they become ready to establish linkages to the formal financial sector where they can access larger loans. During the year, 5,652 youth (3,360 women, 2,292 men) accessed loans though VSLAs, YBSs, and FIs, such as Cherehani Africa, Youth Enterprise Development Fund, UWEZO Fund, Musoni, Juhudi Kilimo, Chapchap loans, Okoa Finance, Imarisha SACCO, and mobile-based loans (M-Shwari, KCB M-Pesa, and Branch). Of these loans, 601 were from YBSs, 4,038 were from VSLAs, 230 were from mobile loan platforms, 179 were from KCB, 450 were from other formal FIs, and 154 were from other banks. Thus, 80% of the youth who accessed loans obtained them from VSLAs. Table 12 breaks down the loans accessed by county, and Table 13 summarizes the loans accessed from each type of FI.


K-YES aims to build a strong partnership network of FIs to support the program’s youth cohort in accessing business loans for both retail and agribusiness enterprise and VTC grants to support self-employment. Establishing financial partnerships will promote the program’s sustainability for youth in business.During the year, the program signed an MOU with Juhudi Kilimo, an MFI, to support youth in agriculture by supporting youth in integrating into strategic value chains and accessing financing opportunities that can create youth employment along these value chains. K-YES conducted an ecosystem assessment in Q1 for Phase 2 counties, and various FIs, including the Cherehani Africa Initiative and One Acre Fund, were identified as potential supporters. K-YES has since partnered and signed MOUs with these organizations to ensure they will support the program cohort in accessing finance to start or expand their businesses.

K-YES conducted Financial Access Forums targeting FIs with the objective of introducing them to K-YES beneficiaries, scaling up their support for youth access, to financial services and credit and linking them with mature VSLAs. This effort was meant on average, 15 FIs attended the forum in each county.These forums were aimed at promoting youth financial linkages and access to finance in the counties where K-YES operates. These forums brought together youth-friendly FIs (i.e., banks, SACCOs, MFIs, and nongovernmental organizations) implementing programs to address financial inclusion in each county. The key discussions focused on the challenges affecting youth access to finance from the perspective of the formal financial sector along with possible solutions and concrete actions. K-YES also successfully raised the awareness of FIs about opportunities to collaborate with K-YES to support youth in business and start-ups, such as business mentorship, agribusiness value chain development, and VSLA linkages as opportunities for financing.

During this follow up, the program shared a database of VSLAs and K-YES-trained youth who are ready for funding with interested FIs to help them explore the possibilities of offering financing. The institutions were also linked to the CBFs to assist them in mobilizing youth.

As a result of this initiative, the program signed MOUs with Macco SACCO and Link empowerment program; the development of other MOUs is ongoing. These organizations will support youth accessing financial services to scale up their existing enterprises. Other pending MOUs resulting from the forums are with Inuka Africa (an MFI), Manor SACCO, Comoco SACCO, and Musoni MFI, among others. In the next quarter, we anticipate building a strong partnership network of FIs to support all youth in accessing business loans for retail and agribusinesses and VTC graduates interested in self-employment. The national and CG affirmative funds and YBSs were represented among the forum participants


Table 12: Loans accessed by county

County Women Men Total Nairobi 1,197 1,075 2,272 Bungoma 766 352 1,118 Kericho 492 437 929 Kwale 528 197 725 Garissa 7 10 17 Nyeri 23 29 52 Kisii 68 49 117 West Pokot 84 69 153 Migori 195 74 269 Total 3,360 2,292 5,652


Table 13: Loans received by youth by FI

County VSLA SACCO KCBF Banks M-Shwari MFIs Total Nairobi 2143 24 0 32 45 28 2,272 Bungoma 639 81 114 0 0 284 1,118 Kericho 558 94 65 58 81 73 929 Kwale 367 125 0 64 104 65 725 Garissa 0 17 0 0 0 0 17 West Pokot 62 91 0 0 0 0 153 Migori 209 60 0 0 0 0 269 Kisii 60 57 0 0 0 0 117 Nyeri 0 52 0 0 0 0 52 Total 4,038 601 179 154 230 450 5,652


• 179 youth (all women) accessed loans from KCB in Bungoma and Kericho Counties.

• 392 youth (260 women, 132 men) accessed Coke 5by20 loans in all nine counties (Table 14).

• 601 youth (375 women, 226 men) obtained loans from YBSs.

• As a result of the increased access to loans, youth will be able to acquire physical assets (for both their businesses and homes) to support increasing the income they generate. This increased income is expected to directly support youth’s transition to self-employment and better livelihoods.

Activity 2.6: Institutional capacity building of FIs and service providers YBSs were awarded grants to support institutional capacity building, capitalization, and new product development to ensure that their financial products are relevant to the market and demand driven. These grants should help SACCOs become more sustainable and profitable ventures and, thus, continuously offer credit and savings services to youth, even after K-YES ends.

A portion of the SACCO grants funded membership drives (marketing) to increase awareness, enroll new members, and introduce new products, including the Coke 5by20 loan product. The Coke 5by20 product offers youth credit to set up microenterprises selling Coca-Cola products (i.e., sodas and water [Dasani]), including obtaining stock, cooler boxes, umbrellas, and refrigerators. The grants were monitored monthly to support SACCOs to meet their targets and further support youth to start new or expand existing enterprises.

The SACCOs received support from KUSCCO, the umbrella organization over Kenyan SACCOs. During the year, through the K-YES/KUSCCO partnership, KUSCCO conducted trainings for board members, staff, and members of all nine SACCOs. In total, 62 SACCO leaders (20 women, 42 men), 27 staff, and 2,224 SACCO members were trained. These trainings were delivered to the Nairobi, West Pokot, Migori, and Kwale SACCOs and were intended to equip board members with skills for running SACCOs from the board level and ensuring they meet SACCO strategic plans through good corporate governance. The areas covered for the board member training included the roles, responsibilities, and competencies of board members; credit and risk management; investments; overviews of legislations, cooperative acts, cooperative governance, standard procedures, and rules of orders used in board meetings; and work-life balance. This training was intended to equip board members with the skills necessary to govern SACCOs from the board level and to ensure that they can meet SACCO strategic plans through good corporate governance. These grants will also finance the development of business plans, capitalization, strategy reviews, and the provision of an information technology (IT) system (IRNET) to each SACCO for their operations. In the long run, it is expected that the knowledge gained from these trainings will help the SACCOs enhance their operational self-sufficiency and increase their sustainability.

KUSCCO also carried out member trainings for members of the Nyeri, Nairobi, West Pokot, Migori, and Kwale YBSs. These trainings aimed to sensitize and educate YBS members on various aspects of SACCO membership. During these trainings, YBS members gained diverse knowledge on how SACCOs function as organizations and how they operates as a business, the products that SACCOs offer, and the knowledge and skills needed to participate fully as a member in meetings, serve as an official, and become appointed as a board member. The members were also educated about SACCOs’ basic operating principles, policies, and procedures, among other issues. These trainings ultimately aim to help the members


themselves understand what SACCOs are about and actively participating in their functioning. With this education, the members will be able to play their roles according to SACCO constitutions, ensuring accountability and efficient service for the staff and board members.

During the year, the SACCOs were able to increase their memberships (Table 15) and, thus, increase their savings portfolios and capital bases through the purchase of shares and generation of income through membership fees. Some SACCO members used the grants administered by K-YES to obtain Coke 5by20 loans and were able to purchase Coca-Cola products, such as sodas and cooler boxes, for their businesses. The interest charged on these loans provide an income stream for SACCOs, and the loans themselves help youth increase their stock levels and earn additional profits, thereby improving SACCOs’ ability to save.

KUSCCO will continue building the capacity of the SACCO staff and members in YBSs. Subsequently, robust ICT systems will be installed to support the YBSs in the day-to-day management of their data. This effort is expected to culminate in improved service delivery and efficiency for SACCO members.

Table 14: Youth who obtained Coke 5by20 loans

SACCO Name Men Women Total Garissa YBS 8 7 15 Kwale YBS 13 111 124 Migori YBS 13 42 55 Kisii YBS 14 33 47 Nairobi YBS 22 7 29 Nyeri YBS 13 14 27 Kericho YBS 24 6 30 West Pokot YBS 13 27 40 Bungoma YBS 12 13 25 Total 132 260 392

Table 15: New SACCO memberships

SACCO Name Men Women Total Garissa YBS 44 73 117 Kwale YBS 211 235 446 Migori YBS 15 57 72 Kisii YBS 96 87 183 Nairobi YBS 71 75 146 Nyeri YBS 3 164 167 Kericho YBS 24 23 47 West Pokot YBS 9 10 19 Bungoma YBS 230 185 415 Total 703 909 1,612


Objective 3: Agribusiness Development

Activity 3.1: Conduct trainings based on private sector needs and provide access to services (e.g., access to finance and markets) in Phase 1 and 2 counties

Sub Activity 3.1.1: Curriculum adaptation to training needs based on private sector assessment K-YES sought to adapt and, where necessary, contextualize content from existing manuals developed by the MOA to improve the training delivered to youth. Curriculum review meetings were held with MOA officers in Kisii, West Pokot, 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 Phase 2 counties. The outputs of the review were as follows:

• Confirmation and endorsement of nine value chains

• Review and adaptation of nine training manuals to be used as reference materials for trainers delivering training to target youth

• Selection and zoning of regions suitable for the identified value chains

• Selection of 12 MOA officers to conduct ToTs

• Setting and confirmation of dates for ToTs.

K-YES developed an agribusiness training curriculum that incorporates two approaches: classroom and farmer field school training. The objective was to ensure that youth undergoing training are exposed to practical ways of doing things; that is, they “learn by doing.” The curriculum was adapted from the Kenyan MOA, thereby reducing the cost of developing new materials. K-YES sought the support of MOA extension officers in reviewing the content to ensure it was tailored to the training and skills needs identified previously in Phase 1 counties.

Sub Activity 3.1.2: Youth mobilization, profiling, and screening To ensure alignment with its program objectives, K-YES developed criteria to on-board youth to the 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. As a result, 5,161 youth (2,239 men, 2,922 women) were mobilized and taken through mobilization training (Table 16).

Table 16: Number of youth trained on mobilization tools by county

County Women Men Total Bungoma 503 317 820 Kericho 482 342 824 Kwale 345 218 563 Nyeri 287 320 607 Kisii 429 306 735 West Pokot 349 341 690 Migori 527 395 922 Total 2,922 2,239 5,161


Activity 3.1.3: ToT Because of its commitment to sustainability, K-YES built the capacity of community-level trainers in Phase 1 counties, and 51 community-level trainers in Kwale, Bungoma, Kisii, Migori, Nyeri, and Kericho were trained by MOA officers. The ToTs covered on poultry, dairy, sweet potato, and indigenous vegetable production; focused on the economics of agriculture; and emphasized cost analysis, market research, value addition, and recordkeeping, in addition to general crop and animal husbandry. The intended outcome of the 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 were upheld, and address any emerging issues and trends in agriculture relevant to the specific value chains.

A total of 76 trainers were trained, and the objectives of the ToTs were as follows:

• Give new trainers background knowledge of, skills in, and practical experience using the principles of adult learning

• Help the trainers fulfill their responsibilities as certified trainers by providing technical assistance to target youth with fidelity and confidence through training and aftercare services.

Sub Activity 3.1.4: Integrated youth training rollout Youth continued to receive training on crops and livestock husbandry that integrated business start-up and expansion, gender, environmental safety, the use of personal protective equipment, and the selection and safe use of insecticide in Kwale, Bungoma, Migori, Nyeri, Kisii, and Kericho Counties. These trainings focused on the sweet potato, poultry, dairy, and indigenous vegetable value chains and addressed productivity, value addition, and the marketing of these products. These value chains have proved to be attractive to youth because of their economic viability and ease of entry. The program trained 1,336 youth, who acquired the following: knowledge about agriculture and agribusiness enterprises, confidence to venture into agriculture, the ability to negotiate better prices for their produce, and the ability to look for better markets for their produce. In addition, they received exposure to agricultural information, including value chain approaches, climate smart agriculture, and best practices (e.g., poultry vaccination, recordkeeping, improved agricultural technologies, such as AI).

To improve youth beneficiaries’ skills, K-YES embarked on a 3-month training incorporating gender and life skills, and 5,161 youth (2,239 men, 2,922 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.

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

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

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

Table 17 describes the new practices adopted by youth in various value chains and the associated outcomes.


Table 17: 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 AI

• 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

Activity 3.2: Identification of private sector production and agribusiness needs to ascertain demand The completion of a private sector needs assessment/ecosystem assessment during the quarter enabled K-YES to identify appropriate value chains and potential training opportunities for youth skill development based on market demand. Value chains and training activities were tailored to private sector needs for sustainability. Harmonizing K-YES’s youth activities with private sector incentives increases the likelihood that youth will secure long-term employment in the agribusiness sector, long after K-YES’s facilitation role ends. The private sector needs assessment established a solid evidence base that will continue to inform K-YES’s partnerships with agribusinesses and youth. The program identified and held meetings with 10 private sector agribusinesses in the chili, poultry (egg and meat), soy, and onion value chains in Kisii, Migori, West Pokot, and Nyeri Counties. The purpose of these meetings was to offer a value proposition that could be integrated into the agribusinesses’ business models to support youth in accessing markets through aggregation and contract farming. Out of these 10 agribusinesses, only 3 showed interest in engaging youth for contract farming.

Table 18 summarizes the outcomes of the mapping activity. The partnerships established with agribusinesses provide interesting opportunities for these businesses (e.g., cooperative societies, self-help groups, limited companies, individual traders) to create market linkages with K-YES youth.


Table 18: Value chain opportunities mapped by the private sector needs assessment

Business Type

Company Name Potential Opportunity Recommendation/Outcome

Trader One Hen Limited

The company will supply chicks and feed to youth and buy back the eggs produced by the youth.

An MOU should be drafted for this partnership for contract farming.

Exporter Mace Foods The company needs 120 acres or more of bird’s eye and cayenne peppers.

An MOU is in place between the West Pokot CG and the buyer. K-YES will support the county in delivering the needed supply by training youth in chili production. Currently, 110 K-YES youth are undergoing training on chili farming.

Social Enterprise

Nuru International

Nuru has a membership of over 4,000 farmers, 80% of whom are youth. The opportunity is to build the capacity of Nuru community trainers to train K-YES cohort youth in dairy and poultry.

An MOU is being drafted for Nuru to be a service provider, aggregator, and off-taker for youth produce. Five community-level trainers from Nuru were successfully trained.

Cooperative Societies

Cabesi and Kutala Kapel

These societies are open to buying honey from youth under no agreement.

These cooperative societies are potential buyers.

Food Processors

Classic Foods, Prosoya, and Soyafric

Classic Foods has an MOU with the Upesi women group, which is currently receiving K-YES training on soy production in Migori County.

K-YES should continue to train Upesi to help them increase their membership and productivity to increase the value of their soy.

Traders Dan Kitunguu and Vincent Kibuka

These traders are open to buying onions and eggs but are not interested in contract farming.”

These traders are potential buyers.

The program continued to cement agreements between youth producers and off-takers to facilitate direct engagement. These off-takers included Sugar Land Hotel, The Reeds Hotel, Nereah Hotel, and Ulanda Girls’ Secondary School in Migori County. The youth producers supplied African leafy vegetables (ALVs) at KES 60 per kilogram, kale at KES 30 per kilogram, and poultry at KES 300 per kilogram on a weekly basis. The agreements are currently in the form of local purchase orders. In Nyeri County, Twiga Foods visited and set up a collection center in Kiawara area, which is more central. They also arranged for Irish potatoes and cabbages to be purchased later and deployed scouts to support extension work. Table 19 shows the weekly supply status and quantities sold as of September 30, 2018.


Table 19: Supply of products to off-takers

Off-taker Product Quantity (kg) Price (KES/kg) Sugar Land Hotel ALVs 20 60 The Reeds Hotel ALVs 20 60 Nereah Hotel ALVs 20 60 Ulanda Girls’ Secondary School

Kale ALVs

400 50

30 60

Twiga Foods Onions Cabbages

42,490 6,377

Not specified Not specified

Aberdare Country Club

Poultry Eggs

Cabbages

100 100 trays

100 heads

250 300 30

Activity 3.3: 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 will lead to 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 20 summarizes the firms’ roles as agreed upon in the MOUs.

Table 20: Agribusiness partnerships and their intended outcomes

Region Input Supplier Outcome 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

KALRO-Kakamega Supply local chicks for eggs and meat.

— Poultry and Allied Supply local chicks for eggs only Region Off-taker Outcome

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).


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.

Activity 3.4: Partnership with KCBF and KCDMSD KCBF provided BDS trainings to youth beneficiaries to equip them with the financial knowledge, skills, attitudes, and behavior they need to make sound personal finance decisions that are suited to their social and financial circumstances. The purpose of the BDS workshop was to introduce the KCB foundation 2jiajiri program that also targets youth in agribusiness to the beneficiaries, create a blue print of the business plan process, explain group formation, and provide an introduction to mainstream banking and banking products The BDS trainings, also referred to as incubation activities, involved introducing the youth to business idea generation, business plan development, how to open individual and group accounts, and eventual loan disbursement. This is an ongoing activity that will proceed until December 2018. Loans will be disbursed to groups to reduce lending risk relative to when loans are dispersed to individuals. In total, 152 groups with 3,758 members from Kisii, Nyeri, Migori, Nyeri, West Pokot, and Kericho benefited from the trainings. 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 in youth, and the promotion of a culture of savings.

The program continues to leverage KCDMSD’s strengths to transition K-YES youth to market systems. So far, the program has supported KCDMSD to conduct TNAs on enterprise development; these assessments revealed that food safety, soft skills, and feed and fodder production are gaps that need to be addressed. Further financial sensitization forums were implemented by KCDMSD for K-YES youth in preparation for grant applications for youth and women. One umbrella group of 1,500 youth beneficiaries in Bungoma was visited and guided through the grant application process, in addition to four groups in Migori and six groups in Kisii.

Objective 4: Partnerships and Sustainability

Activity 4.1: Strengthen CYECs

Sub activity 4.1.1: Launch of CYEC A key highlight during the year was the launches of the Kericho, Kwale, Bungoma, and Garissa CYECs, which were commemorated with public launch events, exhibitions, and ‘deep dive’ learning events for compact members and visiting delegates from the other eight K-YES counties. The launch events were graced by top county leadership led by governors and deputy governors with other visiting governors, as in Kwale where governors from Kitale and Kakamega Counties and the deputy governor from Garissa County attended.


[PHOTO REDACTED] Some of the students showcasing their products during the skills exhibition at Ukunda

Polytechnic. Photo credit: K-YES/RTI staff

The aim of the deep dive learning sessions facilitated by USAID in collaboration with K-YES was to accelerate learning and translate best practices to aid implementation of the CYECs in K-YES counties. To set the scene in Kericho, the Kericho CYEC leadership presented best practices and key highlights of the innovative approach adopted by the CGs to enhance youth employability and vocational education transformation through public-private partnerships (PPPs). As a result of these PPPs, the county leveraged resources contributed by partners to revive and develop various capacities (soft and technical) of 12 youth VTCs; of these, six were elevated into Centers of Excellence in specific trades (i.e., civil engineering technology, metal works technology, automotive engineering technology, domestic textiles technology, timber technology, and hospitality and conferencing). The capacity building initiatives resulted in 1,237 newly enrolled youth—a 90% increase—trained using a CBET approach. Of the 1,237 newly enrolled CBET students, 1,101 graduated, and approximately 52% are successfully employed (self- or wage employment). This high rate of employment is attributed to the development of skills related to industry needs stemming from the CBET approach, life skills and mentorship training, and partnership with industry employers to achieve vocational education transformation.

Based on the lessons learned from the Kericho CYEC, members of other CYECs agreed that there is merit in collaborations between CGs and the private sector to jointly lead CYEC activities. The participants agreed that CYECs should support the CGs to develop youth employment policies and mainstream YWD across all sectors through CIDPs and the budget cycle. The County Chairperson will oversee this process in each county. The deep dive session proved useful to both K-YES Phase 1 and Phase 2 counties, which are in the process of structuring partnerships in support of the CYECs. In addition, the participants prioritized key strategies and action plans categorized under four thematic areas (as demonstrated in Table 21) that will fast-track the structuring of sustainable CYECs.

The aim of the deep-dive learning sessions in follow-on launches in Kwale, Bungoma, and Garissa was to review the progress on both the K-YES CYEC strategies and the 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. Kericho and Nyeri CYECs are integrating youth activities into their respective CIDPs through the leadership of the county governors. In Nyeri, the Deputy Governor is also steering the CYEC to develop a Youth Policy and Youth Action Plan for the county. The Nyeri CYEC is considered a “hybrid model” in which CYEC activities go beyond inclusion into the CIDP and build into youth empowerment policy frameworks within the CGs; this CYEC provides a promising example that could potentially be adopted by all K-YES program counties.

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, build the capacity of CYEC


members to structure high-value partnerships, and enhance the technical capacity of the K-YES Senior County Coordinators (SCCs) to support CYECs in the transition to maturity. To facilitate the institutional strengthening of the CYECs, K-YES developed a score card that will be used 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 21: 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 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 Monitor and evaluate the transformation based on K-YES’s theory

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

of change 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


K-YES, with the support of USAID, developed a brief highlighting the Kericho and Kwale CYECs, which launched successfully. The CYEC brief (attached as Annex 4) will also serve as a promotional resource to be circulated by SCCs, CYEC partners, and other stakeholders.

[PHOTOS REDACTED] Kwale County Director, Youth Development, and Co-chair, Kwale YEC, and County Salim Governor Mvurya sign a partnership MOU, witnessed by USAID’s [REDACTED] (center,

seated) and other key stakeholders. Photo credit: K-YES/RTI staff

Sub activity 4.1.2: CYEC implementation In Kericho, 25–30 CYEC members were trained in Partnership Scoping and Development during a capacity development session held on January 29, 2018, at the Tea Hotel in Kericho. K-YES used an interactive, participatory methodology to build the participants’ confidence and capacity in identifying, developing, and implementing partnership opportunities. Specific topics addressed include reasons for partnership; definition of partnerships; identifying, prioritizing, and profiling potential partners; identifying shared-value opportunities; and implementing partnerships. K-YES envisages that the participants will use the skills gained to scope and structure partnerships to implement CYEC activities during the scale-up phase, when CYEC ownership is transferred to the local partners.

K-YES will continue to support and mentor the four CYECs through maturation and transition to local ownership. K-YES will also strengthen the sustainability of the CYECs by brokering high-level public and private sector partnerships that add value to CYEC activities and provide technical assistance to strengthen the governance structures, systems, and leadership capacity to implement CYEC action plans.

[PHOTO REDACTED] Garissa Deputy Governor [REDACTED] (left) signs the MOU to formalize the launch of the

Garissa YEC. Photo credit: K-YES/RTI staff

Sub activity 4.1.3: CYEC meetings In Nairobi, K-YES held a high-level meeting with CG officials representing education, youth and sports, trade and cooperatives, agriculture, and finance; at this meeting, K-YES and partner youth workforce activities were presented. K-YES urged the CG to leverage these resources to achieve the youth agenda stipulated in the Nairobi CIDP. A follow-up meeting was held between Nairobi CG executive officials and CYEC partners to discuss strategies to align the CG youth agenda and budgets with CYEC activities and resources. During this meeting, the CG commended partner efforts to address YWD through a well-structured approach that brings together partners who contribute resources. The CG agreed to partner, chair, resource, and develop a strategy to institutionalize the CYEC through its development planning activities. The resources that the CYEC will plan to leverage from the Nairobi CG, include 5,000 bursaries allocated to youth attending technical institutions and budgets allocated for the construction and refurbishment of the VTCs and to fund youth entrepreneurs.

The planned 2-day partner working meeting to set a harmonized agenda for youth employability in Nairobi has been put on hold until the launch of the CYEC. This workshop will be attended by the CYEC Steering Committee, select private CYEC members, and county executives representing education, youth and sports, trade and cooperatives, agriculture, and


finance. A key outcome of the workshop will be the development of a youth employability agenda for Nairobi County and PPP models for youth employability.

In Phase 2 counties, K-YES held meetings with various private and public sector stakeholders to discuss the benefits of a collaborative approach to address youth skills development, youth employability, and the county development agenda to improve harmony and alignment among these efforts. In Nyeri, the governor convened a high-level meeting between the CG and various private sector partners with the goal of identifying the policy, institutional, and business issues that affect YWD in Nyeri, especially in the agriculture, hospitality, and construction sectors. Sector-focused chairpersons were tasked with consolidating a youth plan to be presented to the county assembly. Once approved, the CG will develop a youth policy and youth employability strategy.

[PHOTO REDACTED] Garissa Deputy Governor [REDACTED] during an exhibition by K-YES beneficiaries that

preceded the Garissa CYEC Launch Ceremony. Photo credit: K-YES/RTI staff

In Migori, Kisii, and West Pokot, K-YES facilitated CYEC meetings to discuss policy, institutional, and business issues affecting YWD in each of these counties. K-YES will seek to engage the CGs’ executive offices as CYEC members in each county. The program will continue to support the Phase 2 counties toward the maturation and eventual launch of the compacts.

Activity 4.2: National-level strategic partnerships

Sub activity 4.1.1: Partnership implementation K-YES continues to strengthen ongoing strategic, national-level partnerships and structure new partnerships in line with the three program components. The program followed up on the implementation of ongoing, national-level partnerships with the following partners: Coca-Cola KK, KCBF, SST, KUSCCO, IBM East Africa, KCDMSD, and CICan. The program further pursued other appraised potential national-level strategic partnerships, including Bechtel, Quality Meat Packers, Groots Kenya, KenGen Foundation, Tullow Oil, and Google. Partnership structuring with these potential partners is underway.

The KCBF/K-YES partnership supports K-YES Components 2 and 3 (increased employment opportunities through agribusiness and access to finance and increased employment opportunities for youth in agribusinesses, respectively) and aims to support 5,000 K-YES youth with access to finance, agribusiness skills, and linkages with viable agri-value chains. During this reporting period, a partnership implementation work plan was agreed upon with KCBF, and activity implementation is now underway.

K-YES held monthly implementation meetings to review partnership progress and address emerging K-YES/KCBF beneficiary data consistency issues to meet the requirements of the two organizations. In addition, K-YES and KCBF continued to support the implementation of BDS, offered by KCBF to K-YES farming groups in Nyeri, Migori, and Kisii Counties. KCBF and K-YES also conducted joint interviews for the KCBF BDS staff who will be seconded to the various counties in the coming weeks.

The ongoing K-YES/Coca-Cola partnership aims to link the K-YES youth cohort with Coke 5by20 products/merchandise and business skills. This partnership gained traction through a high-level meeting convened by USAID that brought together K-YES and Coca-Cola Ltd. to hasten partnership implementation, which was delayed because of changes within the


structure of the Coca-Cola Africa Foundation. As an outcome of this meeting, it was agreed that Coca-Cola/K-YES partnership activities will be managed by Coca-Cola Ltd., with whom K-YES will work closely to realize the full implementation of this partnership.

K-YES participated in weekly taskforce meetings for the Coca-Cola KK youth employment initiative at which project design and implementation strategies were discussed. Through this initiative, K-YES expects to engage beneficiaries that were previously identified by the Coke 5by20 initiative who will benefit from similar services under KK as envisaged earlier under the 5by20 initiative. Notably, during this quarter, K-YES continued to engage with key Coca-Cola bottler companies who are part of the KK initiative. K-YES has shared data for potential beneficiaries with the bottlers: Coca-Cola Beverages Africa and Almasi Beverages. These bottling companies serve as Coca-Cola franchises in the different counties where K-YES operates; hence, they will work directly with K-YES during KK implementation.

Through the K-YES/Coca-Cola partnership, the KK initiative is expected to reach 5,000 young men and women who will be linked with Coca-Cola products and starter kits to engage in the Coca-Cola value chain. It is also expected that KK will attract other strategic Fast-Moving Consumer Goods (FMCG) companies as partners and extend the product range for the identified KK beneficiaries. K-YES will continue to participate in the KK steering committee, which comprises representatives from Coca-Cola Ltd, bottling companies, PricewaterhouseCoopers (PwC), and Ogilvy. Notably, PwC serves as the Special Purpose Vehicle responsible for KK management aspects, including due diligence checks for potential partners, while Ogilvy is leading the communications aspects of KK. Furthermore, during this quarter, PwC presented key KK implementation documents, including the project risk matrix, governance charter, and a draft critical path analysis for the pilot phase. These documents are currently under review by the taskforce. Lastly, under this ongoing partnership, K-YES shared data for potential KK pilot beneficiaries from all counties apart from Migori and West Pokot, whose data will need to be reviewed to ensure they are aligned with the agreed-upon structure. The bottlers will align the data with their outlet mapping plans to identify the actual beneficiaries who will be considered for the initial phase of KK pilot implementation. This process is expected to be carried out on a rolling basis; hence, K-YES will continue mobilizing for KK until the set target is achieved.

In addition, K-YES held several partnership implementation planning meetings with IBM and SST and visited the proposed pilot VTCs for these partnerships: Kangemi VTC and Christian Industrial Training Centre (CITC). The aim of these visits was to assess the preparedness of the VTCs to support the IBM and SST partnership pilots, which will revolve around upskilling VTC IT instructors to connect their trainees with online job opportunities and digital literacy.

Under the K-YES/IBM partnership, a training was conducted for 15 VTC instructors from Nairobi County to develop their capacity to utilize the IBM Digital Nation Africa (DNA) platform on digital skills. The K-YES/IBM partnership plans to roll out the partnership implementation in other K-YES counties during PY4. The implementation of this partnership entails training and linking VTC participants with the IBM DNA platform for further digital literacy capacity development. This partnership, which is anchored under K-YES Component 1, is geared toward upskilling the VTC IT instructors to connect their trainees with online job opportunities and digital literacy.

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 is vital for the sustainability of the SACCOs beyond K-YES implementation.


K-YES signed an MOU to solidify a strategic, national-level partnership with CICan to enhance the upskilling of K-YES partner VTC instructors through KEFEP, supported by CICan and NPs in Kenya. This partnership is anchored under Component 1 of K-YES, and implantation plan development is underway

The K-YES/CICan partnership conducted planning meetings at which key partnership implementation activities were discussed and agreed upon, including the official partnership launch before the end of 2018. This launch will be attended by key government and private sector representatives engaged in TVET. The partnership entails upskilling K-YES partner VTC instructors through KEFEP, supported by CICan and the NPs in Kenya. It is expected that the participating VTCs and NPs will showcase some of the gains made through this partnership during the official launch. Additionally, the partnership plans to formally launch during the second quarter of PY4. The launch will involve key public and private sector actors involved in TVET work in Kenya and will seek to build synergies with other institutions with like-minded approaches to TVET.

The K-YES/KUSCCO partnership is structured under K-YES Component 2 and aims to develop the capacity of K-YES Youth SACCOs to strengthen their sustainability. During the reporting period, K-YES and KUSCCO held a partnership implementation review meeting focused on fast-tracking partnership implementation activities and addressing any challenges faced during the implementation process.

KUSCCO continues to train K-YES YBS leadership and their members on SACCO management and governance across the nine counties. This partnership supports vital sustainability of the SACCOs beyond the K-YES implementation period.

K-YES and RTI KCDMSD signed a partnership MOU to formalize collaboration through a wide range of support, in line with K-YES Component 3. Partnership activities envisioned with KCDMSD include providing financial support for K-YES-eligible groups, establishing linkages with the private sector through participation in Business 2 Business (B2B) forums, and offering training opportunities through this program. K-YES will mobilize youth into groups to benefit from the training and agribusiness opportunities offered by the KCDMSD project, mobilize trainers to receive capacity development through the KCDMSD project to support specific value chain interventions, support KCDMSD to conduct TNAs pertaining to enterprise development (i.e., business skills and financial literacy for farmer groups established by KCDMSD), support KCDMSD groups to develop bankable business plans for select agribusiness groups to access grants, integrate financial sensitization forums for K-YES youth with KCDMSD agribusiness groups, and provide access to finance-related activities. In the coming quarter, K-YES will mobilize youth groups to establish linkages with KCDMSD for assessments in line with available program opportunities, including trainings, B2B forums, and grants.

This partnership identified key areas of engagement in select K-YES counties (Bungoma, Kisii, and Migori) where K-YES groups will be linked with KCDMSD trainings and B2B forums linking producers, markets, and potential funding opportunities for the groups within KCDMSD. During this reporting period, K-YES and KCDMSD developed an implementation plan for the upcoming quarter whereby KCDMSD will upskill K-YES agribusiness trainers through ToTs in the selected counties. This activity is a key sustainability mechanism for K-YES Component 3, as the ToTs are expected to develop the capacity of K-YES farming groups to serve as local experts after the K-YES program ends

K-YES and Syngenta commenced a strategic partnership for the creation of shared value between the two entities. This partnership is anchored within a larger MOU between Syngenta


and USAID toward partnership through USAID-funded programs. Through this partnership, K-YES Component 3 will mobilize and train the youth target groups on the identified crop value chains. Meanwhile, Syngenta will provide subsidized input supplies, agronomic support, and related extension services at no cost to K-YES youth. Further, K-YES, with the support of Syngenta, identified and reached out to key produce off-takers from the K-YES farming youth groups. The next step will be to pilot this partnership in Nyeri, where K-YES and Syngenta will conduct a field visit to assess the groups to be supported.

K-YES and Orkistudio signed a partnership MOU toward mutual engagement in the construction sector, particularly targeting young women within the K-YES cohort and supporting mobilization, training, and linkages with construction jobs. In addition, this partnership will explore joint curriculum development within the construction sector. This partnership is anchored under Component 1, and an implementation plan targeting Nairobi County for piloting purposes is currently being developed.

Table 22 summarizes the MOUs signed over the reporting period.

Table 22: MOUs signed during the year

County Y3 Total Nairobi 10 10 Bungoma 2 2 Kericho 1 1 Kwale 1 1 Garissa 0 0 Nyeri 0 0 Kisii 12 12 West Pokot 2 2 Migori 5 5 Total 33 33

Table 23 summarizes the status of the strategic, national-level partnerships that are under development.

Table 23: Partnership status as of September 2018

Partner Status Ongoing Implementation Coca-Cola Ltd./KK Partnership implementation is ongoing under the new Coca-Cola KK

project, which takes over from the Coca-Cola 5by20 program. This partnership is anchored under K-YES Component 2.

KCBF Implementation is ongoing in Nyeri, Kisii, and West Pokot Counties and is aimed at financing and offering BDS to key value chains under K-YES Component 3.

IBM East Africa–Digital Nation Africa

Implementation to link the VTCs with digital literacy under Component 1 is ongoing.

KUSCCO Partnership implementation is ongoing to transition youth SACCOs into functional SACCOs for sustainability purposes under Component 2.


Partner Status SST Partnership implementation is ongoing, linking VTCs with the Xaba

LMI platform. The Xaba database connects employers and potential employees. This partnership is linked to K-YES Component 1.

Twiga Foods Partnership implementation is ongoing, working directly with farming groups. Twiga Foods is an off-taker for Component 3 agribusiness value chain products.

Syngenta Ltd. & Foundation

Implementation is underway to support Component 3 on agribusiness as input suppliers and to support field extension services for the targeted K-YES farmers.

Orkistudio Partnership implementation planning is underway, focusing on joint CBET curriculum development for construction courses. K-YES will mobilize youth, especially women, within its cohort to be trained, and K-YES/Orkistudio will link trainees with job market opportunities. This partnership is anchored under K-YES Component 1.

CICan/KEFEP This partnership seeks to upskill K-YES VTC instructors through the CICan NPs under KEFEP in support of K-YES Component 1.

KCDMSD Implementation planning is underway to support Component 3 on agribusiness.

Structuring Stages Safaricom The Non-Disclosure Agreement signing stage has been reached to

partner with Safaricom’s Be Your Own Boss Project. K-YES/Safaricom are currently exploring a partnership whereby K-YES youth are connected to Safaricom’s farmer digital platform.

Instruments for Devolution Advice and Support (IDEAS)

Partnership brokering is underway to link K-YES counties with the IDEAS program, which brings together the World Bank, Kenya School of Government, Commission for Revenue Allocation, and State Department of Devolution. The program seeks to facilitate the establishment of Local Economic Development units within the selected counties. The K-YES/IDEAS partnership would provide an opportunity to support policy gaps identified within CYECs in the counties of convergence and leverage resources available within IDEAS.

Bechtel Outreach to Bechtel is occurring to position the partnership for the MOU development stage.

Cooperative Bank Foundation

This relationship is currently in the partnership structuring stage.

Kenya National Chambers of Commerce and Industry (KNCCI)

This has reached the MOU signing stage.

Toyota Kenya Foundation

MOU discussions are underway, and K-YES/Toyota Kenya Foundation plan to visit select K-YES VTCs to identify specific areas for collaboration through a pilot initiative.

ArcSkills MOU signing is underway to align with K-YES Component 1 on joint CBET curriculum development and training through K-YES partner VTCs.


Partner Status Ministry of Public Service, Youth and Gender Affairs

Partnership brokering is underway.

Kenya Institute of Highways and Building Technology

Partnership brokering is underway.

CDACC MOU signing is underway. Cooperative Bank Foundation

Partnership brokering is underway to align with K-YES’s three components.

Credit Factory The final MOU is under review to support K-YES Component 2. KenGen Partnership structuring is underway to link with K-YES’s West Pokot

activities. Tullow Oil Partnership structuring is underway to link with K-YES’s West Pokot

activities.

To improve management and maximize the dollar value of strategic, national-level partnerships, K-YES will continue to pursue joint implementation work plans with each strategic partner as new partnerships are formed.

Sub activity 4.2.2: National-level strategic partnership structuring K-YES continued discussions with Groots Kenya, an organization that specializes in gender, toward establishing a formal engagement. K-YES aims to engage Groots Kenya as a strategic partner to support the integration of gender considerations throughout K-YES programming. In addition, K-YES and KNCCI continued to negotiate the terms of a strategic partnership between the two organizations, and the partnership MOU will be signed shortly. The K-YES/KNCCI partnership seeks to mobilize and leverage private sector resources through the various CYECs.

K-YES is also building a partnership with Quality Meat Packers, a large-scale poultry products off-taker, and an initial meeting was held in September 2018. This partnership is geared toward strengthening market opportunities for K-YES poultry farming groups. Additional partnership meetings will be undertaken next quarter.

5.0. Grants under Contract (GUCs) Activity 5.1. Grant Request for Applications (RFAs’)

In the year under review, a total of three RFAs’ were issued by the K-YES program as per the schedule below;

RFA Value No of grantees Issue date Current status

Phase I Vocational Education Training Grant

[REDACTED] 14 Vocational Training Centers(VTCs’) in Phase I Counties

October 16, 2017

Approved and ongoing grants(Period of implementation July 1 2018 to June 30, 2019)


RFA Value No of grantees Issue date Current status

County Bunge Forum(CBF) PREACT Grant

[REDACTED] Three County Bunge Forums(CBFs) Kwale, Nairobi and Garissa

September 28, 2018

RFA application open(Submissions expected on October 27, 2018)

Phase II Vocational Education Training Grant

[REDACTED] 13 Vocational Training Centers(VTCs’) in Phase II Counties

October 3, 2018

RFA application open(Submissions expected on November 2, 2018)

The 14 Phase 1 VTC proposed grants were approved by USAID on June 14, 2018. Each of the VTCs has committed to mobilize, enroll, and take 120 students through relevant CBET and NITA-certified courses and subsequently follow through on their placement in internship and job opportunities. The total target for all 14 VTCs is 1,680 youth within the K-YES cohort. The VTCs also committed to follow through on implementing their ISPs during the grant period. The VTC grant period will start on July 1, 2018 and end on April 30, 2019 (for those with a 10-month implementation period) or June 30, 2019 (for those with a 12-month implementation period).

The CVE PREACT targeted grant (Kwale, Nairobi and Garissa CBFs) was released on September 28, 2018. Submissions are expected by October 27, 2018 for technical and administrative review before submission to USAID for final approval. The grants are planned for roll-out starting December 2018 to November 2019(12 months engagement). The main goal of KYES’ PREACT grants is to advance comprehensive CVE programming by addressing the conditions and reducing economic and social exclusion factors that contribute to recruitment and radicalization by violent extremists through a youth-led and -implemented strategy that supports and increases the effectiveness of CVE County Action Plans (CAPs) in three counties (Garissa, Kwale, and Nairobi). The CVE-relevant programming should integrate holistic positive youth development opportunities, including skills training, increased access to microfinance, wage and self-employment and the civic and community engagement opportunities for young people.

The RFA for the VTC Phase II was also finalized and shared with the targeted 13 institutions on October 3, 2018. KYES will seek to award grants to selected VTCs in Migori, Kisii, Nyeri, Kwale and West Pokot counties. The VTCs to receive the grant award are those initially selected for capacity improvement and successfully managed to conduct the assessment using Quality Assurance Framework (QAF) and subsequently developed institutional strengthening plans. This process targets 13 VTCs that have participated in K-YES institutional capacity assessments, have developed Institutional Strengthening Plans (ISPs) that will guide activities to improve operations and will be receiving technical support from K-YES to implement the ISPs.

Activity 5.2. Sole-Source Award grants

During the year under review two sole-source awards were approved and implementation of the grants kick-started. These were;


1. KUSCCO capitalization grant valued at [REDACTED] 2. KCB Foundation grant valued at $ [REDACTED]

The KUSCCO grant is intended to improve the capacity of the nine Youth Bunge SACCOs to provide financial services to their members, by making available to them a fund, which they can use as a basis to access external funding for on-lending to their members. The fund will be channeled through KUSCCO who will undertake a loan appraisal of all the SACCOs to ascertain their credit worth before lending or allowing the SACCOs access to the funds. KUSCCO will also provide continuous supervision and monitoring of the SACCOs in relation to loan payment - through the KUSCCO Central Finance Fund, and offer continuous financial management advice to the SACCOs to help improve their chances of success and sustainability.

The KCB Foundation program has the following specific commitments from its partnership with K-YES program which are also deliverables of the proposed sole-source award grant;

• Increased industrial, services and agricultural production by 20,000 young entrepreneurs in 9 K-YES counties across Kenya.

• Improved income levels and occupational status for 20,000 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.

• Enhancement of the business knowledge base and technical skills of youthful micro-entrepreneurs in modern production, processing and marketing practices.

• Improved access to financial services for youth-led enterprise development

• Enhanced financial management and micro-enterprise development skills among the youth

• Guaranteed 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

Activity 5.3 Year three USAID approved grantees During the year under review, a total of 17 grantees were approved by USAID for engagement by K-YES. These included 14 VTCs, KCB Foundation, Nyeri CBF and KUSCCO (Kenya Union of Savings and Credit Cooperatives Limited).

The program had sent forth a request for a cost extension for eight of the CBFs in the target Counties. The approval was granted in July 2018. The additional grant funds will support ID registration for youth within the K-YES cohort and assist in the facilitation of elections for new CBF Board members from grass-root level to the County representation in close liaison with the County Youth officers.


List of Grants Approved by USAID in year three

Name of the organization County Grant Amount Grant Period Bura VTC Garissa [REDACTED] July 1, 2018 to

June 30, 2019 Garissa VTC Garissa [REDACTED] July 1, 2018 to

June 30, 2019

Kiptere Vocational Education Centre

Kericho [REDACTED] July 1, 2018 to June 30, 2019

Kipsamumgut Vocational Educational Centre

Kericho [REDACTED] July 1, 2018 to June 30, 2019

Chepseon Youth Polytechnic Kericho [REDACTED] July 1, 2018 to June 30, 2019

CITC Nairobi [REDACTED] July 1, 2018 to June 30, 2019

Bahati VTC Nairobi [REDACTED] July 1, 2018 to June 30, 2019

Kangemi VTC Nairobi [REDACTED] July 1, 2018 to June 30, 2019

National Training Institute (YMCA)

Nairobi [REDACTED] July 1, 2018 to June 30, 2019

Naitiri Vocational Education Centre

Bungoma [REDACTED] July 1, 2018 to June 30, 2019

Mufule Vocational Education Centre

Bungoma [REDACTED] July 1, 2018 to June 30, 2019

Kisongo VTC Bungoma [REDACTED] July 1, 2018 to June 30, 2019

Mazeras Vocational Education Centre

Kwale [REDACTED] July 1, 2018 to June 30, 2019

Manda Youth Polytechnic Kwale [REDACTED] July 1, 2018 to June 30, 2019


Name of the organization County Grant Amount Grant Period KCB Foundation All the nine K-

YES Counties [REDACTED] July 1, 2018 to

June 30, 2019 KUSCCO All the nine K-

YES Counties [REDACTED] April 1, 2018 to

September 30, 2018

Nyeri CBF Nyeri [REDACTED] April 1, 2018 to Dec 31st 2018

Bungoma CBF Bungoma [REDACTED] October 15, 2018 to April 14, 2019

Garissa CBF Garissa [REDACTED] October 15, 2018 to April 14, 2019

Kericho CBF Kericho [REDACTED] October 15, 2018 to April 14, 2019

Kisii CBF Kisii [REDACTED] October 15, 2018 to April 14, 2019

Kwale CBF Kwale [REDACTED] October 15, 2018 to April 14, 2019

Migori CBF Migori [REDACTED] October 15, 2018 to April 14, 2019

Nairobi CBF Nairobi [REDACTED] October 15, 2018 to April 14, 2019

West Pokot CBF West Pokot [REDACTED] October 15, 2018 to April 14, 2019

Activity 5.4. Grant compliance workshops.

K-YES conducted various compliance workshops and grant kick-off meetings at County and institutional levels for various grantees in the year under review, including; nine County Youth Bunge SACCO grantees, KUSCCO, KCB Foundation, 14 VTC grantees as well as the Nyeri CBF.

Activity 5.5. Grant monitoring visits

Quarterly grant monitoring visits for the CBFs and the CYBSs were undertaken for grantees in the nine counties during the period under review. The CBF grant visits also served as administrative close-out meetings for the CBF grant activities and, thus, involved discussions on overall grant performance and the preparation of final reports for K-YES records.

A summary of the capacity building interventions for each of the CBFs was reviewed, and the notable improvements achieved included the following:

• All CBFs now have updated QuickBooks software and can generate system reports.

• Each CBF has reviewed and updated its organizational policy documents (finance, procurement, and human resource policies).

• Governance and management training for the CBF Board and staff was undertaken with the support of the K-YES team.

• Other areas addressed based on CBFs’ priorities, determined in consultation with K-YES, and included the following: monitoring and evaluation (M&E) skills support, report writing skills, resource mobilization, and proposal writing skills.


Each SACCO monitoring visit included a discussion on the progress made in the mobilization and recruitment of new youth within the K-YES cohort and the issuance of the Coke 5by20 products to the K-YES target group. Impressive results were reported in these two areas. KUSCCO’s capacity building engagements were also discussed.

Activity 5.6. Grant modifications and close-outs

The eight CBF grantees had a one month period extension/modification to allow for successful completion of the project activities. The CBF grant 1 activity therefore had a successful closure in the period. The Youth Bunge Sacco grantees, nine, also had a grant implementation period extension/modification to September 4, 2018 that allowed for successful completion of the grant activities. The closure meetings and reports will be finalized in the month of October 2018.

Activity 5.7. Year 4 Grants under Contracts Pipeline

Entity

Anticipated Amount (Kshs)

Grant Duration (months)

Objective/Purpose of the Grant

Type of Grant Solicitation

Grant Award Type

Anticipated Timeframe

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

[REDACTED] 6 To follow through capacity building efforts for each of the nine Sacco’s to ensure their sustainability and vibrancy during and after the K-YES program engagement.

Unsolicited/ Non-Competitive

Fixed amount award

Year 4, Quarter 1

Phase II VTC Grants

[REDACTED] 9-12 Grants for implementation of the action plans developed after the Quality Assurance Framework(QAF)


Fixed amount award

Year 4, Quarter 1


Entity

Anticipated Amount (Kshs)

Grant Duration (months)

Objective/Purpose of the Grant

Type of Grant Solicitation

Grant Award Type

Anticipated Timeframe

County Bunge Forum(CBF) PREACT Grant

[REDACTED] 12 To advance comprehensive CVE programming by addressing the conditions and reducing economic and social exclusion factors that contribute to recruitment and radicalization by violent extremists through a youth-led and -implemented strategy that supports and increases the effectiveness of CVE County Action Plans (CAPs) in three counties (Garissa, Kwale, and Nairobi)


Fixed amount award

Year 4, Quarter 1

Micro-Works innovation grant

[REDACTED] 9-12 Grants to support business concepts and encourage business inception and growth


Fixed amount award

Totals [REDACTED]


6.0. Communications The communications desk prioritized activities that include compilation of lessons learnt and dissemination in appropriate fora; participation in routine program activities that included field visits and courtesy calls to county administration; showcasing program achievements and impact through public and high level events and implementing behavior change communication strategy and enhancing visibility through dissemination of IEC materials. As a result; the program has witnessed:

• Increased visibility - the Program has featured prominently in mainstream media and attracted interest of leading opinion leaders

• Attitudinal change – VTCs in Counties with KYES presence are witnessing increased enrolment especially for the female gender who are now undertaking courses traditionally associated with the male.

• Increased awareness of USAID brand – the public is increasingly becoming aware of the USAID brand thanks to efforts made to disseminate appropriate and branded materials

Activity 6.1. Dissemination of behavior change communication messages:- The Program continued to support initiatives aimed at implementing the Behavior Change Strategy. Bahati Vocational Institution made a significant milestone in creating and dissemination through an electronic advert about the facility available here. The appearance of Matuga VTC Manager Salma Nyundo in the media in July in which she talked of strides made by the program in promoting enrollment in vocational training and presence of Vocational Training stakeholders in Garissa in local media also helped disseminate key information about vocational education. K-YES reached about 498,700 through BCC messages; 27,150 through banners, posters, fliers and brochures; and 498,700 through social media platforms. Reach effectiveness is captured in Table 24 below:

Table 24: Numbers reached: Behavior Change Communication, Social Media and IEC materials

BCC Visibility through Social Media

Visibility through IE IEC Materials

QI 422,800 12100 2,500

QII 5000 32,300 2,450

QIII 25,000 25000 6,500

QIV 45900 32, 100 15,700

Total 498,700 498,700 27,150

Note: while it is possible to determine the audience reach using conventional media platforms, such as radio, newspapers, and social media, the reach of verbal communication is based on estimates provided by the VTC managers who gave feedback.

Activity 6.2. Visibility, branding and Marking Visibility: The program took advantage several of activities and events during the year to enhance its visibility including Compact launches in Kericho, Kwale Bungoma and Garissa,

https://youtu.be/ihfn8Cu-WbU


the 5th Devolution conference in Kakamega in April and the Arid and Semi-Arid Lands Conference held in Malindi in July. During the events; various products made or assembled by the youth; disseminated information about the, to the public and was featured positively in the media.

The ASAL conference had a greater impact since the Program exhibition attracted hordes of delegates, dignitaries and high ranking government officials including Kenya Vice President HE William Ruto and US Ambassador Robert Godec; and a host of Governors, Senators and Members of Parliament. The cited events were featured in the media including – NTV, KBC, KASS, Fafan TV and The Star.

The outcomes were as follows: • Awareness about the program was increased through presentations, the dissemination

of IEC materials, and the branding of activity venues. • The dissemination of informational products and publication of program achievements

on a popular USAID program website—Youth Power—positively enhanced program visibility.

[PHOTO REDACTED] US Ambassador [REDACTED] with K-YES staff [REDACTED] at the K-YES stall during the

5th Annual Governors Devolution Conference Photo credit: K-YES/RTI Staff

Technical support was also provided to various VTCs, including Bahati (Nairobi), Mufule (Bungoma), Bumula (Bungoma), and Kababu and Macalder (Migori), in content packaging and presentation and dissemination using innovative approaches, especially social media platforms.

[PHOTO REDACTED] Discussing BCC implementation with stakeholders in Bungoma (Mufule VTC). Photo credit: K-YES/RTI staff

Activity 6.3. Social media platforms- update Maintenance of the platforms is ongoing as these platforms also serve as key LMI sources for targeted youth. In total, 101,500 people, mostly youth, were reached during the year, as illustrated in Figure 4.

https://www.nation.co.ke/video/news/4146788-4764118-dpktg0z/index.html

https://youtu.be/jDhEqR3XldY

https://www.youtube.com/watch?time_continue=26&v=xG4JcoDcT1I

https://www.youtube.com/watch?v=NywIQ1COGdw

https://www.the-star.co.ke/news/2018/09/15/garissa-allocates-sh450m-for-the-youth_c1818640


Figure 4: Reach of Social Media Platforms

III. CONSTRAINTS, OPPORTUNITIES, AND LESSONS LEARNED Constraints

• Prolonged political activities led to the suspension of planned training activities in the first quarter, mainly in Nairobi, Kwale, Migori, and Bungoma Counties. This issue also slowed down the pace of key county staff appointments, which affected previously scheduled partnership-brokering meetings with CGs.

• The increased cost of mobile phone-based money transactions has made it more expensive for youth to access mobile phone-based loans. This issue might slow down the rate of uptake of financial services among the target group in the coming year.

• Young people’s voices are not heard during the design of policies at the county level. As a result, policies are developed that are not adapted to their conditions.

• In counties such as Garissa, loan activity was minimal because most loan products available in the market were not designed to meet the needs of the youth market.

• The limited capacity of the VTC applicants to respond to the RFA delayed the follow up on complete and comprehensive applications and, in turn, the technical evaluation and subsequent preparation of the grant package for USAID approval

• A guarantee fund to mitigate FI risk to youth lending especially for agriculture-related loans and business start-up loans, which FIs see as risky because of varied climatic patterns and the risk of business failure, respectively, is lacking. Additionally, no funds are available to build the capacity of FIs to support K-YES in Component 2 (access to finance).


K-YES is partnering with KCB and KUSCCO that have a guarantee fund from USAID.

• The number of youth with disabilities accessing K-YES services has remained low, and targeted outreach will be necessary to remedy this situation. Additionally, facilities and human resources to carry out training and requisite outreach to youth with disabilities in an integrated way are seriously lacking. Although multi-stakeholder forums have the potential to impact the social norms that repress women and youth with disabilities, sustained dialogue is needed to ensure that opinion leaders have a good understanding of both issues and their agency’s role in addressing them. Thus, substantial follow-up dialogue is necessary.

• The inadequate number of instructors with skills to handle youth with special needs continues to be a major challenge for youth in accessing training opportunities at the training centers.

• The managers and boards of most VTCs appreciate the need to prioritize disability mainstreaming, but constraints on human, infrastructural, and financial resources continue to limit the enrollment of youth with disabilities in training institutions.

• The prevailing political shifts in the Nairobi CG have limited the engagement between K-YES and this CG on CYEC processes. This issue has further delayed the launch of the Nairobi CYEC. K-YES will re-engage with the CG in due course to set a new date for the launch of the CYEC.

• Court cases facing the governors of Garissa and Migori Counties have slowed down these CGs’ involvement in K-YES activities.

Opportunities

• K-YES has partnered with Coca-Cola Africa which unveiled a new digital technology platform known as KK that will provide underprivileged youth with employment opportunities. Through this initiative, K-YES-trained youth beneficiaries who are now ready to obtain loan products and market support from Coca-Cola Africa. The products will be available to the youth through a loan mechanism from the YBSs.

• The recently launched CYECs offer opportunities for underprivileged youth to have a voice during policy-making and budget-making processes at the county level.

• The willingness of counties such as Kericho, Kwale, Migori, Bungoma, Nairobi, and West Pokot to include VTC students in their bursary schemes and contribute to obtaining new equipment, infrastructure, and additional instructors provides an enabling environment for scaling up K-YES vocation education initiatives in these counties.

• Since the general elections, in all counties, the new county administrations have shown goodwill and buy-in to collaborate and partner with K-YES; the program should take advantage of this opportunity.

• The willingness of local county residents to participate as mentors in K-YES is very helpful because these individuals are best able to reach out to beneficiaries through their real-life examples and, where necessary, in local languages.

• Existing institutional infrastructure and networks (e.g., CBFs, CYECs) and technology appropriate to rural areas (e.g., cellular phones, mobile banking units)


should be leveraged to reach youth. For example, Cherehani Africa combines phone-based technology with group lending and works closely with CBFs to reach large numbers of youth.

• Cherehani Africa, a digitally based FI that partners with K-YES, is deliberately targeting women beneficiaries. This effort has resulted in a gender balance in the area of financial inclusion, which was previously dominated by men, in the counties where this institution operates.

• KCBF and K-YES are assisting youth to identify markets for their produce. This should lead to increased production and marketing activity, providing youth with the opportunity to use many other financial services.

• In some Phase 1 counties where K-YES operates, youth groups, under the guidance of community-based trainers, have brought their VSLAs together to form clusters. In Bungoma, VSLAs, which consist of youth in agriculture-related businesses, have formed an umbrella organization that has started working with KCDMSD, a sister project to K-YES. This strategy will support the sustainability of VSLAs beyond the project through the newly formed association of VSLA leaders.

• The planned PPP training for K-YES technical teams will provide an opportunity to equip them with additional skills to structure and manage partnerships, particularly at the county level where SCCs are expected to play a key role during the rollout of national-level strategic partnerships. This will help address the resource constraint mentioned above.

• The CGs and KNCCI platforms provide a clear path to rally private sector support for CYECs and share best practices and lessons learned to increase learning around CYEC development and implementation. As these two entities are involved in a wide range of engagements and activities across counties, strategic partnerships with K-YES could help promote increased awareness and adoption of CYEC partnership models by CGs.

• Goodwill from CG leadership is driving K-YES to continue engaging and anchoring CYECs within CGs so that they are aligned with local planning processes, development objectives, and resource allocation within the budget cycle. As such, K-YES will continue to engage with CGs to create shared-value partnerships anchored within CYECs.

• The launch of CYECs has cemented the program’s status as a credible entity on matters related to youth empowerment because of the visibility of the platforms offered by the events and support gained from key stakeholders.

• The implementation of national-level strategic partnerships within the K-YES counties provides an opportunity to leverage additional resources to enhance the sustainability of CYECs.

Lessons Learned

• Youth 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 will support youth access to youth-friendly financial services, helping them to improve their businesses.


• Integrating project activities in a given county across objectives is essential and adds significant value. For instance, linking activities related to SACCOs and CBFs in the same geographic area can reinforce positive results and support the program in comprehensively delivering the desired outcomes.

• The participation and buy-in of CGs in supporting vocational education transformation are essential and require high-level negotiations with various departments of the CG and county assembly, especially during the county planning process that occurs between September and February of each fiscal year. These negotiations will ensure that the county plans and budgets for supporting YWD are aligned to K-YES activities.

• Ensuring the participation of private sector companies in CYEC meetings requires extensive consultation and follow up during one-on-one meetings with companies to ensure that they understand the business value of this program to the private sector. Additionally, K-YES program staff must continue to hold regular meetings that are focused on the private sector to share information about K-YES and industry labor needs and create sector wide buy-in for participating in CYECs and partnering with K-YES.

• Mentorship can positively impact youth enrolled in VTCs in terms of their self-esteem, career goals, positive attitude about life and work, and problem-solving skills.

• Youth employment is a core mandate of CGs. K-YES must ensure buy-in from the county governor as a lead contributor of resources and implementing partner regarding K-YES’s vision of youth employment.

• Conducting training sessions using peer trainers from the communities creates confidence and greater understanding among the youth because they can identify with their own and actively participate.

• Orientating youth before job placement and internship helps to prepare them with regard to on-the-job expectations and performance standards. An orientation reduces the amount of time required for youth to settle into internships and human resource conflicts in workplaces.

• Because of longstanding cultural beliefs and practices, substantial tolerance exists for gender discrimination and violence, even among the youth targeted by K-YES. A more concerted and sustained outreach to youth, stakeholders, and leaders in the communities will help change social norms and, thereby, achieve dignity and equality for everyone, regardless of their gender or disability status.

• Structured meetings between KCBF and the K-YES team enhanced the working relations and removed most obstacles encountered in previous mobilizations.

• Involving County Directors of Vocational Education in VTC capacity building activities (e.g., placement training, employer engagement meetings) adds significant value to these activities

• Interactions with off-takers and successful market linkages have motivated youth producers to confidently source for their own off-takers and establish better terms than currently exist.

• A structured mobilization plan strengthened the recruitment process for youth to be on boarded in the 2jiajiri program.


• The momentum behind compact implementation and the rollout of national-level partnerships to the counties must be increased. As such, the CYEC implementation strategies and proposed roll out of the Coca-Cola KK and IBM/K-YES National partnerships should be reviewed to ensure that the value of these efforts is maximized when they are implemented at the county level.

• Given the newness of the digital finance environment in Kenya, youth should also be educated on the prudent use of digitally based finance platforms to enable them to make informed financial choices. K-YES, together with its partners, can include an updated module that addresses digital financing in its business skills and agribusiness trainings.


IV. PERFORMANCE MONITORING During the year, the M&E unit continued to implement activities outlined in the M&E Plan for the year. The M&E team also collected monthly performance data on USAID Performance Plan and Report (PPR) indicators, as outlined below:

• 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.

K-YES was able to meet and surpass all its key indicator targets during the period.

A new activity implemented this year was the uptake and dissemination of the newly rolled out QAF. K-YES developed the QAF as a monitoring tool for assessing VTCs’ ISP milestones during implementation. QAF is a relatively simple methodological tool that will be used to facilitate an institutional self-assessment process that facilitates the development of annual ISPs for 13 VTCs in the new counties; this tool replaces PLOCA, which was used for the Phase 1 counties. QAF review will be conducted quarterly by the VTC board of management, VTC staff representatives, CG representatives, and selected private stakeholders. The assessment process will help the VTCs review their milestones against their plans and align these plans to their strategic plans. The QAF was rolled out to eight VTCs in Kisii, Migori, West Pokot, and Kwale (Matuga VTC). The process culminated in the prioritization of key capacity dimensions that the VTCs felt needed to be addressed in the next 6–12 months and produced a baseline against which their performance can be measured in the future.

Another key activity during the year was the dissemination of the findings and recommendations of the K-YES midterm review at the four ecosystem validation workshops held in Phase 2 counties, in line with K-YES’s collaborating, learning and adapting agenda. The key messages delivered to the various audiences related to the K-YES’s experience during the first 2 years of implementation, opportunities, and important lessons learned that were incorporated into the design of Phase 2 county strategies.

K-YES continued to maintain a secure, online, real-time beneficiary and indicator-tracking database to provide K-YES staff and partners with a secure platform to assess metrics reports.


This database leverages the large amount of data collected across K-YES activities and provides an easy-to-use platform for K-YES staff and partners to review results. To keep track of each beneficiary, the program continued to utilize a manual Single Unique Identifiers (Project Numbers) system for its beneficiaries in each county. This system facilitates the controlled management of the database and helps track the interventions each beneficiary participates in. Baseline data were collected for six indicators to establish a point of comparison for the 3 years of program implementation in the four new counties (West Pokot, Migori, Nyeri, and Kisii). The specific indicators on which the program will collect data are as follows:

• Number of target institutions that have improved operational technical capacity as a result of USG assistance

• Number of youth learners enrolled in youth polytechnics with USG support

• Percent change in employer satisfaction survey scores with VTC graduates

• Percent change in female enrollment at youth polytechnics/YSOs

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

• Number of QAF action plan milestones achieved as a result of capacity strengthening provided with USG assistance.

As in PY1 and PY2, K-YES conducted ecosystem assessment surveys in the four new counties during the reporting period. The main objectives of these assessments were to generate a detailed ecosystem analysis of opportunities, detect gaps influencing youth employment in the four counties to identify high-growth and high-employment potential industries where opportunities exist for youth self-employment and wage creation, identify where K-YES partnership efforts can have the most leverage, and 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. K-YES was also able to revise and update the approved K-YES Environmental Mitigation and Monitoring Plan (EMMP) with information on the potential environmental impacts of K-YES activities prior to the commencement of activity implementation in the new counties.

The M&E unit continued to conduct employment tracer surveys in each quarter of the year, initially in the five old counties and then in an additional four counties in the fourth quarter. The data collected from these surveys captured the numbers and profiles of youth with new or better employment following their completion of K-YES programs. To this end, the unit continued to deploy a three-step employment census tracer survey as follows: SMS surveys conducted by Geopoll, followed by telephone callbacks to youth not reached by SMS, and finally, conventional paper questionnaires by trainers of trainers, CBF members, and community resource persons at the ward level. Using a combination of the three methodologies continued to ensure high response rates among program beneficiaries. During the year, 14,070 youth gained new and better employment after participating in a program intervention, surpassing the target of 14,000 by 0.5% (Table 25).


Table 25: Overall number of youth reported to have gained new and better employment in Year 3

County Q1 % Q1 Q2 % Q2 Q3 % Q3 Q4 % Q4 Overall

Employment

Overall Average

Percentage Nairobi 994 22 719 19 360 15 238 7 2311 16 Bungoma 1612 35 994 26 432 18 411 13 3449 25 Kericho 1194 26 740 20 430 17 246 8 2610 19 Kwale 614 13 1006 27 288 12 296 9 2204 16 Garissa 199 4 306 8 92 4 202 6 799 6 Nyeri 0 0 0 0 172 7 248 8 420 3 West Pokot

0 0 0 0 84 3 640 20 724 5

Migori 0 0 0 0 390 16 322 10 712 5 Kisii 0 0 0 0 217 9 624 19 841 6 Total 4,613 100 3,765 100 2,465 100 3,227 100 14,070 100


V. ENVIRONMENTAL MITIGATION AND MONITORING

PROGRESS ON ENVIRONMENTAL MITIGATION AND MONITORING To enhance internal capacity for environmental compliance, K-YES trained key staff on environmentally sound design and management (ESDM). This resulted in improved capacity of staff to plan, implement and report on mitigation measures and their effectiveness during project implementation. In addition, the Project’s environmental mitigation and monitoring plan (EMMP) was reviewed in order to respond to expansion of activities to new counties and additional value chains such as poultry, soybeans, dairy, sweet potato and indigenous vegetables. As the type and number of partners changed over time, K-YES accordingly carried out environmental due diligence (EDD) on strategic partner institutions such as the vocational training institutions to ensure that their support and participation in the project comply with environmental safeguards. This intervention also revealed partner institutional gaps on environmental protection; that further informed the nature of sensitization and institutional support that K-YES offered to them during the course project implementation.

K-YES also made significant steps in environmental proofing of agribusiness training provided to the youth. In this regard, training of all existing youth groups on environmental compliance was completed that significantly improved environmental design sensitiveness of both on-farm and off-farm activities. Specific approach on mainstreaming environmental markers in business planning for youth enterprises was adopted. This resulted in designing environmentally sustainable agribusinesses such as dairy value chain that intimately and heavily interacts with the environment right from production. The youth in agribusinesses additionally received specific sensitization and trainings on food safety and hygiene. This also focused on behavior change especially on personal hygiene in order to safeguard the health of consumers for value chains supported by K-YES. In order to strengthen wider market involvement in food safety, the Project also organized for where off-takers engaged and further sensitized the youth on food commodity handling and safety. This prevented reoccurrence of environmentally induced toxins such as aflatoxins in cereals. The Project also mainstreamed good agricultural practice (GAP) in farmer engagement fora.

K-YES supported the youth to develop agricultural waste management plans that resulted in improvement on environmental hygiene around agribusiness operations. This was specifically applicable to dairy and poultry value chains at production that generate substantial farm waste with potential to upset the human health and contaminate water resources. The project also promoted harnessing of agricultural waste into productive resources such as organic fertilizers hence strengthening the capacity of ecosystems to produce food more sustainably without depletion of soil resources. The waste management plans also addressed waste generated at K-YES community functions and e-waste in line with National Environment Management Authority (NEMA). Soil and water conservation measures were implemented through promotion of intercropping and other flow control measures such as cut-off drains and stone lines. This proved helpful as the country received above normal and extremely heavy precipitation during the March-April-May (MAM) long rainy season this year that led to massive flooding in several places.

To contribute to further climate change mitigation efforts, K-YES promoted use of green energy such as solar in small scale irrigation systems operated by the youth in order to reduce farm-based greenhouse gas emissions; in addition to protecting domestic water resources from oil spills by diesel-run pumps. With expansion of Project value chains to include


indigenous vegetables, KYES is promoted agricultural plants approved by the Ministry of Agriculture and the Kenya Plant Health Inspectorate Unit (KESPHIS). This was intended to conserve biodiversity by preventing potential plant invasive species.

Throughout the reporting period, KYES used adoptive environmental management approach for both general project operations and field activities. Site-specific screening was conducted to gauge sufficiency of planned mitigation measures. However, some challenges as highlighted below were encountered in the course of environmental compliance by the Project:

i. Partner environmental compliance – This took longer than expected as most institutions lacked environmental policies for their own functions and operations. K-YES ensured that sensitization of these institutions was done and adequate support provided to them in line with their specific roles in the Project.

ii. Uptake of soil and water conservation activities – This was slower in some cases as some of these technologies were quite labor intensive or expensive to implement by the youth. The Project encouraged pool labor by the youth groups and enhanced efforts towards access to finance. In some circumstances, broader options on soil and water conservation were prescribed with support of agricultural extension services in the counties.

iii. Food hygiene and safety for public health – Achieving food hygiene outcomes for public health gains involved behavior change that took longer than expected. K-YES intensified trainings and sensitization.

Generally, the mitigation measures were sufficient for environmental compliance and no change on project design occurred. Detailed Information is contained in the environmental activity matrix in Table 26.


Table 26: K-YES Environmental Monitoring and Evaluation Tracking Table

ENVIRONMENTAL MONITORING AND EVALUATION TRACKING TABLE

Particulars

Monitoring Methods Results

Recommended Adjustments Indicators Methods Frequency

Dates Monitored

Problems Encountered & Solutions provided

Mitigation Effectiveness

Staff training on environmental compliance

Number of key staff trained

Workshop training records

Once annually

April-June 2018

Limited or no field level training; however, field based scenarios were provided during the workshop training

Good. Capacity of staff to plan, implement, monitor and report on environmental compliance improved

Annual refresher trainings to be undertaken for continuous skill appraisal and improvement. This is critical as most staff do not have environmental background; in addition to address any capacity gaps that might arise due to potential changes in field staffing environmental contexts.

Review of project environmental monitoring and mitigation plan

EMMP reviewed Inspection Once

annually April- June 2018 None

Good. The reviewed EMMP factored all environmental compliance requirements for new counties and value chains in year 3 of the project

All project compliance activities to be guided by the revised EMMP using the Environmental Review Forms (ERFs), annexed in the EMMP. In the entire life cycle of project implementation, the project team will continuously check out for these to ensure that compliance is ‘live’ in line with Reg.216



Particulars



Dates Monitored



Training and mentorship institutions

Number and type of institutions processed through Environmental Due Diligence (EDD)

Standard vetting and approval procedures applied using EDD tool annexed in the EMMP

Quarterly in line with quarterly field activity work plans that specify institutional role required during project implementation

January – September 2018

Many institutions do not have environmental protection charters. It therefore takes longer to identify environmental risks from their functions. Institutions were sensitized on environmental safeguards that are specific to their role in K-YES

Fairly good. The collaborating training institutions (mainly vocational training institutions and government departments) able to mainstream environmental protection measures or content in their collaboration work with K-YES

K-YES to organize for compliance training for key partner institutions in the subsequent project year. EDD process to be continuous and applied to every new identified key and active project partner

Farm waste Waste management plan in place

Checklists on farm/ business operation with respect to waste generation Observation and inspection

Daily/ Weekly/ Monthly depending on the nature of waste stream

October 2017- September 2018

Municipal waste collection is not segregated with attendant risks of mixing different waste stream (biodegradable, non- biodegradable, e-waste). K-YES segregates waste at source

Good Waste management plans to be continuously reviewed with expansion of farm/agribusiness activities



Particulars



Dates Monitored



Office waste including e-waste

Office Operation Plan in place- to address relevant waste stream

Observation and inspection

Daily/Weekly/Monthly depending on the nature of waste stream

Good.

Waste from public functions

Waste management plan Mobile sanitation facility provided (outsourced)

Observation and inspection

As required October 2017- September 2018

Most participants in public events are less conscious of environmental hygiene. External cleaning services outsourced

Good. No waste impacts and inconveniences reported/observed during and following K-YES functions

Practice to be applied to events organized by other partners in meetings they organize with support K-YES project.

Food safety measures at farm level

Number of training and sensitization done for youth Number of youth/youth groups practicing food safety including post-harvest handling measures

Food safety and post-harvest losses records

Regularly, as required but usually daily (e.g for milk) and seasonally (e.g sweet potatoes) produced on-farm

October 2017 – September 2018

Some aspects of food commodity handling border on behavior change e.g personal hygiene practices – hence results were not instant. Continuous sensitization and follow-ups adopted

Fairly good. Reduced contamination in cereals e.g aflatoxin that could potentially endanger public life and spoilage in fresh milk produce

Continuous farmer-off taker engagement for a to be organized



Particulars



Dates Monitored



Business Planning

Environmental guidelines developed Integrated agribusiness-environment training session held

Training records

Quarterly October 2017 – September 2018

None Good Activity to continue with greater analysis of environmental aspects of different agribusinesses- both on-farm and off-farm

Soil conservation technologies e.g. terracing, stone lines etc.

Number and type of soil conservation technologies adopted by youth Number of youth adopting new soil conservation technologies

Field observation

Quarterly Can also be monitored seasonally during land preparation


Slow uptake of conservation measures since some are labor intensive. Pool labor by the youth encouraged

Good. Soil loss from farms due to erosion controlled

Farm specific conservation measures to be emphasized. Government extension services delivery to be strengthened



Particulars



Dates Monitored



Water conservation technologies e.g. farm ponds

Number and type of water conservation technologies adopted by youth Number of youth adopting new water conservation technologies

Field observation


Slow uptake of water conservation technologies such as farm ponds due to cost constraints

Good. Water loss from farms controlled, thereby also protecting soil losses that reduce soil productivity

Several technology options to be promoted to allow for flexibility on choices being adopted by the youth

Invasive species control in agricultural plants

Crop profile developed

Enterprise commodity records Field observation

Quarterly Seasonally at planting


None Good Use of certified seeds encouraged



Particulars



Dates Monitored



Green energy use in the farm- reducing greenhouse gas emissions at the farm

Number and type of renewable energy technologies in use e.g. solar Number of youth/youth groups using green energy

Farm inventory records Field observation Enterprise utility bills


Slow uptake of green energy technologies such as solar-powered irrigation due to cost constraints

Good Need to enhance access to finance to enable more youth access green technologies


VI. PROGRESS ON GENDER STRATEGY K-YES continued to implement its gender strategy in all counties by addressing identified gender issues, including time poverty among young mothers, women’s lack of collateral to access loans, and gender division of labor along traditional norms for men’s and women’s work, to produce better outcomes. K-YES also continued to develop and review drafts of strategic plans developed by VTCs and supported them to incorporate gender issues in their training classes to ensure the rollout of programs that will positively influence gender equality.

Gender was integrated into the VSLA, business, and life skills ToTs for community trainers and the trainings rolled out to youth. Several discussions about gender in business were held at the two training levels. The IRC L2E and VSLA curricula all now integrate gender and highlight the gender issues that affect both genders when operating businesses. Gender issues were integrated in all business skills and VSLA trainings during the reporting period, and the program reached 55% female and 45% male beneficiaries against a target of 50% women. Furthermore, gender gaps identified during a short-term technical assistance visit by the consortium partner IRC were addressed through a staff training in Q4, which was attended by all K-YES staff.

K-YES continued its efforts in creating awareness and championing gender equity in VTCs by integrating gender discussions during employer engagement meetings. Employers were made aware of ways in which they may intentionally or unintentionally introduce gender bias during the recruitment of youth for attachments. In some cases, the gender bias is the result of cultural beliefs, which were brought to the fore; solutions for this issue were deliberated upon. Some of the gender gaps identified during the year were addressed through an in-house staff training session held during the 2018 work planning meeting, which incorporated all K-YES and partner staff and facilitated by a gender expert drawn from our consortium partner IRC.

Finally, K-YES is brokering a national-level strategic partnership with Groots Kenya, an organization that focuses on gender, with the view of applying a gender lens to key activities being undertaken by K-YES. K-YES is fast-tracking this partnership for onboarding in the coming implementation period.


VII. PROGRESS ON LINKS TO OTHER USAID PROGRAMS The program continued to identify and seek partnerships with USAID-funded programs in all the counties of implementation. K-YES has made effective links and partnerships within each county and, sometimes, at a national level with organizations and USAID projects with similar or complementary missions.

K-YES worked closely with KCDMSD, conducting monthly coordination meetings between the two programs. This partnership has identified key areas of engagement in select K-YES counties (Bungoma, Kisii, and Migori) where K-YES groups will be linked with KCDMSD trainings and B2B forums connecting producers and markets to potential funding opportunities for the groups within KCDMSD. This partnership is still in its infancy; hence, the development of an implementation work plan is underway.

The USG integration model applied in Kwale and Bungoma was expanded to Garissa County through the Partnership for Resilience and Economic Growth (PREG) initiative, which K-YES continues to engage with at the national and county levels. In this model, all USG implementing partners were encouraged to join YECs and build on these activities and support offered through other USAID programs to accelerate access to youth-friendly services. Representatives from different projects were encouraged to invite others to their events and to attend the events of others. When attending such events, the representatives made short announcements about their programs and youth services. The main benefit of this engagement is that it helps cultivate youth’s voice and ownership of development, and youth become more aware of the different services available to them.

Following the initial meetings held with Generation Kenya, a USAID/Kenya youth employability program implemented through the McKinsey Social Initiative, K-YES formalized an agreement that led to TVETA and CDACC validating and certifying the masonry, plumbing, housekeeping, and poultry curricula. Additionally, K-YES and Generations Kenya submitted a joint application request to the CDACC to co-develop certificate Level 3 sales and distribution CBET curricula.

The program continued to strengthen linkages with other USAID programs: the Nilinde orphans and vulnerable children program in Kwale and Nairobi; the Feed the Future program on livestock marketing in Garissa and its Accelerated Value Chain Development program in Bungoma; the health program Afya Pwani in Kwale; the Academic Model Providing Access to Healthcare (AMPATH) in Bungoma and West Pokot; the Determined, Resilient, Empowered, AIDS-free, Mentored, and Safe (DREAMS) program in Nairobi; the NiWajibu Wetu CVE programs in Garissa and Nairobi; and SCORE in Kwale. All these programs are part of the compacts, offer referral mechanisms for linkages, and support regular consultation, the sharing of trainers, the integration of business skills, and outreach relating to National Identity Cards.

In Garissa, through USAID’s PREG, K-YES is working with PREG members to explore areas of collaboration with some organizations whose work includes components of youth and youth economic development. The partners K-YES is looking into collaborating with include the Feed the Future Livestock Market Systems (LMS) Project and the World Food Program.

In Kwale County, K-YES participated in the CVE stakeholder’s forum organized by the Kenya Red Cross Society and Human Rights Agenda. The main purpose of this forum was to operationalize the Kwale County plan for CVE, including stakeholder mapping, plan dissemination, and the formation of a CVE taskforce committee to coordinate plan implementation.


Other linkages that K-YES continued to work with include the USAID health projects Afya Pwani and the Nilinde orphans and vulnerable children programs in Kwale and Nairobi Counties, Mwendo OVC program in Migori and Kisii,Afya Timiza in Kericho, AMPATH in Bungoma and West Pokot, and Livestock marketing project, Resilient Arid Lands Partnership for Integrated Development (RAPID) and the World Food programs under PREG in Garissa


VIII. PROGRESS ON LINKS WITH GOVERNMENT CGs are key pillars of the program and the compacts, and obtaining buy-in from the government 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 achieve buy-in from their leadership. The K-YES team continued to engage senior CG officials to help them understand the program and obtain 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 will leverage this engagement to support work through K-YES components that provides links to these key government institutions.

The program continued to receive abundant support from the Directorate of Vocational Education and Training at the county level for the M&E of VECs’ progress and weekly monitoring of the CBET pilot and rollout.

Regarding financial access, government officers were invited to youth activities conducted to train youth on affirmative funds and AGPO. Youth groups in Kwale, Kericho, and Bungoma Counties benefited from such trainings by receiving UWEZO funds to support group projects. To support CYBSs to abide by the Cooperative Act, cooperative officers were invited to attend county-level activities with the SACCOs to build the capacity of Central Management Committee members and ensure that cooperatives embrace better practices.

The National Registration Bureau continued to support and ensure the success of ID registration. Meetings were conducted with the District Register of Persons in West Pokot, Kisii, Migori, Kericho, and Garissa Counties. The government, through District Registration Officers, offered its support through providing expertise in ID registration and adequate security when conducting mobile outreaches. In contrast, CBFs mobilized through the Provincial Administration.

K-YES continued to work closely with the Directorate of Youth Affairs in the Ministry of Public Service, Youth and Gender Affairs and the National Gender and Equality Commission, which is hosting a new working group on youth issues, in addition to the gender-based violence working group. The effectiveness of the outreach to youth with disabilities was increased through collaboration with the commission. K-YES will continue to build more links with relevant Government of Kenya agencies and departments.

K-YES continued working closely with CDACC to train assessors and verifiers from the nine K-YES counties. Involving County Directors of Vocational Education in capacity building sessions, such as competency-based assessment, ILO training, and employer engagement meetings, further enhanced K-YES’s work with CGs. K-YES also continued to work closely with CDACC to validate three curricula, develop assessment tools, and identify assessment centers and instructors. This collaboration was extended to encompass other institutions within the MOE, such as the Kenya National Qualification Framework Authority and TVETA, after approval of the three CBET curricula.

Finally, K-YES continued to work with the Ministry of Enterprise Development and the Ministry of Public Service, Youth and Gender Affairs to support K-YES youth by linking them to CG and national government affirmative funds. These youth were given trainings on AGPO and


sensitized on the fact that they can access government contracts though the 30% provision of contracts preserved for youth and people living with disabilities.

K-YES also supported KYEOP, which is implemented by the Ministry of Public Service, Youth and Gender Affairs and NITA in Nairobi, Kwale, and Migori, in youth mobilization through K-YES networks.


IX. PROGRESS ON USAID FORWARD K-YES continued to establish partnerships with local implementing partners and programs with USAID support. K-YES worked with the nine CBFs and nine SACCOs through GUC mechanisms. The CBFs are the main mobilizing avenue for all K-YES activities. The CBF grant also covers ID registration as a major deliverable for this partnership. In addition, the CYBSs that exist in all nine target counties were engaged by K-YES and received funding to support financial access for the youth in the K-YES cohort.

Activities related to strengthening the capacities of CBFs and CYBSs continued during the reporting period. Fourteen the Phase 1 VTCs supported by K-YES in the five Phase 1 counties participated in grant inception meetings that covered compliance requirements, USAID regulations, procurement guidelines, and data capture skills and tools. KUSCCO continued 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. The SACCOs will also be supported by the provision of a SACCO software system in October–December 2018.


X. SUSTAINABILITY AND EXIT STRATEGY The key to the sustainability of the CYECs is the alignment of CYEC activities with county development frameworks and policies; achieving this alignment relies on CG leadership and the county executives in charge of youth and sports, social services, education, agriculture, and trade and cooperatives. CYEC sustainability is also strengthened by increasing the institutional capacities of the CGs and country executives, increasing the capacity of CYEC members to structure high-value partnerships, and enhancing the technical capacity of K-YES SCCs to support the CYECs during the transition phase.

K-YES will continue to broker and structure partnerships with both the CGs and strategic private sector partners to develop and strengthen institutional and skills development and, thereby, support the sustainability of the CYECs in both Phase 1 and 2 counties. The rollout of key national-level strategic partnerships, including the IBM East Africa-DNA initiative, Coca-Cola/KK, and SST/Xaba, is expected to provide impetus for the ongoing county-based partnerships.

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

• VSLAs as a platform for community-level support: K-YES’s support model ensures that all youth can access employment and financial services in their own village. Business skill and work readiness training and financial services are delivered through a cadre of community resource persons at the village level. Once established, the VSLA groups will be a platform for continued training on money management and serve as a stepping stone toward access to youth SACCOs and the formal financial sector. K-YES will support VSLAs’ long-term sustainability by linking mature VSLAs to formal FIs in support of youth enterprises/agribusinesses. This approach is proving to be effective, is 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 achieves appropriate capacity building levels and that CGs offer appropriate incentives as part of their contributions.

• CYECs: The CYECs are critical to the K-YES sustainability plan as an enduring multi-sectoral collaboration to sustain and drive system-level changes. In Year 2, K-YES supported the formation of five CYECs, which are working at the county level to facilitate collaboration, reduce information breakdowns, leverage meaningful commitments, and prepare young people to be equal stakeholders; eventually, the CYECs will be granted local ownership of program initiatives. K-YES continued to support CYECs to develop action plans to spur leadership and collective action and mobilize resources to drive YWD in their respective counties. Ultimately, the CYEC action plans will guide the program’s transition from being donor driven to a locally owned model that is financially and operationally sustainable.

• Transform Kenya’s TVET System: K-YES’s strategy includes system-level changes that will result in improvements that endure beyond the program’s period of performance. One example is the program’s work to modernize Kenya’s VTC network to deliver CBET curricula and wrap-around youth employment services through institutions that are operationally and financially sustainable. To ensure buy-in for and the sustainability of K-YES’s VTC interventions, the program will continue to work in close partnership with the directorates of vocational trainings in all nine counties. In addition, K-YES has supported the VTCs to conduct participatory capacity assessments, develop and actualize institutional strengthening, 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 project.


XI. FINANCIAL INFORMATION Table 27: Financial information 1

Quarter

Quarterly Outflows

(USD) Cumulative

Outflows (USD) Obligated Funding Net Cash

Flow Q1 FY18 [REDACTED] [REDACTED] [REDACTED] [REDACTED]

Q2 FY18 [REDACTED] [REDACTED] [REDACTED] [REDACTED]



Table 28: Financial information 2

[TABLE REDACTED]


XII. ACTIVITY ADMINISTRATION In the period of FY17/18, the program undertook various tasks. Table 29 provides information on consultants, Table 30 lists new hires, and Table 31 presents staff separations.

Table 29: Summary of the consultants and their assignments

Consultant Name

Position Assignment Duration

1 [REDACTED] Consultant K-YES Ecosystem Assessment

20 days (November 30, 2017–January 12, 2018)







Table 30: New hires during the year

# First Name Last Name Position Location Start Date 1 [REDACTED] [REDACTED] County Coordinator West Pokot October 2,

2017 2 [REDACTED] [REDACTED] Driver Bungoma October 18,

2017 3 [REDACTED] [REDACTED] PPP Specialist (SSG

Advisors) Nairobi February 12,

2018 4 [REDACTED] [REDACTED] Driver Garissa February 19,

2018 5 [REDACTED] [REDACTED] Administrative

Assistant Nairobi April 5, 2018

6 [REDACTED] [REDACTED] Driver Kwale May 9, 2018 7 [REDACTED] [REDACTED] M&E Assistant Garissa June 13, 2018


Table 31: Staff separations during the year

# First Name Last Name Position Location End Date 1 [REDACTED] [REDACTED] M&E Coordinator Nairobi October 31,

2017 2 [REDACTED] [REDACTED] Program Officer Kericho October 31,

2017 3 [REDACTED] [REDACTED] Operations

Coordinator Nairobi February 28,

2018 4 [REDACTED] [REDACTED] Driver Garissa January 5,

2018 5 [REDACTED] [REDACTED] M&E Assistant Garissa March 5, 2018 6 [REDACTED] [REDACTED] Driver Kale March 30, 2018 7 [REDACTED] [REDACTED] IT Specialist Nairobi August 29,

2018

XIII. GLOBAL POSITIONING SYSTEM (GPS) INFORMATION During FY18, K-YES collected GPS information for all program implementation sites. All GPS data are attached in Annex 6.


XIV. SUCCESS STORY 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.”

– [REDACTED] (pictured)

[PHOTO REDACTED] Photo credit: K-YES/RTI staff

MANY COULD not believe in [REDACTED] 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, [REDACTED] 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, [REDACTED] 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 Sheila 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, Sheila’s 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.


Changing Perceptions is Unlocking Opportunities for Youth in Kenya

“Using savings made from my earnings; I intend to open my own garage one day.” -[REDACTED] (pictured).

[PHOTO REDACTED]

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 [REDACTED] 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.”

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 behavior change communications strategy that seeks to demystify negative perceptions about vocational training and blue-collar jobs. Indeed, the program empowered Rose to take advantage of her new found 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 [REDACTED], 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,” [REDACTED] 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.

[PHOTO REDACTED] Photo credit: K-YES/RTI staff


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.” -[REDACTED] (pictured)

[PHOTO REDACTED] Ading’o founding member [REDACTED] during a group meeting in Migori County.


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 International Rescue Committee, 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. [REDACTED] 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 [REDACTED] 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 [REDACTED] 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.

[REDACTED] 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 [REDACTED].

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.


Girl Defies Odds to Realize Dream in Construction Sector The clang and clatter of construction work welcomes one to a construction site in Nairobi. More than 100 workers go about their business: drilling, jackhammering, and mixing cement.

[REDACTED] is among them. She is in charge of a dye stock machine that creates uniform threads on construction pipes. The only female plumber at the site, she radiates passion and confidence as she goes about her duties.

“I always dreamt of being an engineer–I could stare at imposing buildings in town and imagine they were part of my projects,” she noted.

Her dream has come true, albeit in a different sense, and she attributes her development to efforts initiated by the United States Agency for International Development (USAID)-funded Kenya Youth Employment and Skills (K-YES) Program.

Hailing from a needy family and having dropped out of secondary school, she clung to her dream, which helped her resist the temptation to indulge in risky behavior, like many youth of her age.

She also had to withstand the stigma associated with school drop-outs, something that inspired her travel to the city to stay with relatives.

It was a blessing in disguise: a training opportunity presented itself, and she tried it out. It seemed unreal until she attended her first lesson in plumbing at a Nairobi-based vocational training institution.

It was early this year when she benefited from a K-YES-sponsored competency-based training targeting youth who had dropped out of school and aiming to equip them with vocational skills.

“Though I aspired to be an engineer, I realized that sometimes when you do get not what you wish for in life; you make the most from what is at hand,” she observed.

[REDACTED] is part of a growing number of youth benefiting from program interventions. She is not a mere statistic but a source of inspiration to others, who esteem her highly and have expressed interest in her profession.

“I may not have accomplished my dream of being an engineer, but I am glad to be a source of motivation to others,” she said.

The country is experiencing a shortage of skilled artisans, which has led to high building costs according to the Institute of Quantity Surveyors of Kenya.

The K-YES Program has invested in initiatives that include the development of competency-based training curricula that focus on industry demands, building the capacity of instructors, and supporting trainees to achieve the desired objectives.

Since 2015, the program has equipped more than 7,600 individuals with technical skills and 50,000 with soft skills and created 32,000 jobs, mainly in the informal sector.

[PHOTO REDACTED]

[REDACTED] at a construction site in Nairobi County.



ANNEX I: PERFORMANCE DATA TABLE (Submitted under a separate attachment)


ANNEX 2: SCHEDULE OF UPCOMING EVENTS Date Location Activity

October 2–3, 2018 West Pokot Conduct mentor capacity building, industrial liaison officer (ILO), training and employer engagement meetings

October 9–10, 2018 Bungoma Conduct mentor capacity building, ILO training, and employer engagement meetings

October 6–17, 2018 Kericho Conduct mentor capacity building, ILO training, and employer engagement meetings

October 31, 2018 Nairobi Review and submit Phase 2 vocational training center (VTC) grant proposals

October 30–31, 2018 Migori Conduct mentor capacity building, ILO training, and employer engagement meetings

October 2018 Garissa and Kericho

Conduct member trainings for youth Bunge savings and credit cooperative organizations (SACCOs) (YBSs)

October–December 2018

Phase 1 and 2 counties

Conduct mentor forums in Phase 1 and 2 counties



Conduct refresher trainings for trainers of trainers



Conduct master training for Phase 1 counties as an exit strategy



Commence agribusiness trainings for Year 4

October 15, 2018 Phase 1 and 2 counties

Hold grant sign-off and kick-off meetings for the eight County Bunge Forum (CBF) Grant 1 extension grants (Nairobi, Kwale, Nairobi, Kisii, Migori, West Pokot, Garissa, and Bungoma Counties)


Conduct quarterly grant monitoring visit for the Kenya Union of Savings and Credit Co-operatives (KUSCCO) capitalization grant


Conduct quarterly grant monitoring visit for the Kenya Commercial Bank (KCB) Foundation (KCBF) Milestone 1 activity

October 2018 Garissa and Kericho

Conduct member trainings for YBSs

October 2018 Central Location Implement public-private partnership (PPP) training of trainers (ToT)


Nairobi Launch the Nairobi County Youth Employment Compact (CYEC)



Conduct county-level PPP training


Date Location Activity October–December 2018


Hold post-launch CYEC follow-up meeting


Phase 2 counties Hold CYEC planning meetings

November–December 2018


Roll out IBM and Seven Seas Technologies (SST) partnerships

November–December 2018

Nyeri and Kericho Coca-Cola Kuza Kazi (KK) launch

November 6–7, 2018 Kisii Conduct mentor capacity building, ILO training, and employer engagement meetings

November 13–14, 2018 Nyeri Conduct mentor capacity building, ILO training, and employer engagement meetings

November 20, 2018 Nairobi Conduct ILO training and employer engagement meetings

November 5–15, 2018 Phase 1 counties Conduct quarterly grant monitoring visits for the 14 Phase 1 VTCs

November 5–16, 2018 Phase 1 and 2 counties

Conduct technical review and the preparation of grant packages for the Partnership for Regional East Africa Counterterrorism (PREACT) (three applications) and Phase 2 VTCs (13 applications)

November 23, 2018 Phase 1 and 2 counties

Submit grant packages (PREACT and Phase 2 VTCs) for United States Agency for International Development (USAID) approval


ANNEX 3: LIST OF DELIVERABLES The deliverables that USAID approved for the K-YES program during the reporting period are listed below.

Submitted and Approved

# DELIVERABLE PERIOD COVERED

DUE DATE

1 Quarter 1 Program Progress Report

October - December 1/31/2017

2 Monthly Report October 2017 11/10/2017 3 Quarterly Financial Report Year 3 - Q1 10/31/2017 4 M&E (or PMEP) Plan Year 3 10/31/2017 7 Monthly Report November 2017 11/10/2017 8 Monthly Report December 2017 1/10/2017 10 Monthly Report January 2018 2/10/2018 11 Monthly Report February 2018 3/10/2018 12 Monthly Report March 2018 4/10/2018

13 Quarterly Program Progress Report Year 3 - Q2 4/30/2018

14 Quarterly Financial Reports Year 3 - Q2 4/30/2018 15 Monthly Report April 2018 5/10/2018 16 Monthly Report May 2018 6/10/2018 17 Monthly Report June 2018 7/10/2018

18 Quarterly Program Progress Report Year 3 - Q3 7/31/2018

19 Quarterly Financial Reports Year 3 - Q3 7/31/2018 20 Monthly Report July 2018 8/10/2018 21 Annual Work Plan Year 3 8/31/2018 22 Monthly Report August 2018 9/10/2018 23 Monthly Report September 2018 10/10/2018 24 Annual report Year 2 31/10/2017

Submitted and Pending Approval

# DELIVERABLE PERIOD COVERED

DUE DATE

Annual Work Plan Year 3 10/26/2018 M&E Plan Year 3 10/26/2018 Annual Report Year 3 10/31/2018


ANNEX 4: COUNTY YOUTH EMPLOYMENT COMPACT BRIEF County Youth Employment Compacts (CYECs) in Kenya support cross-system collaboration among stakeholders in the public, private, and non-profit sectors to align youth skills training and workforce development with county economic growth strategies. CYECs also lead strategy development around the implementation of national and county skills training reforms and steers the portion of the Integrated County Development Plan that speaks to workforce development and youth employment.

United States Agency for International Development (USAID)/Kenya and East Africa funds the Kenya Youth Employment and Skills (K-YES) Program, which supports youth who have not completed high

school in gaining employment through skills development in nine counties: Bungoma, Garissa, Kericho, Kisii, Kwale, Migori, Nairobi, Nyeri, and West Pokot. The formation of CYECs is a critical part of K-YES’s support for county-level workforce development and youth employment system reform efforts in line with the national policy. CYECs seek to meet each sector’s self-interests related to youth workforce development by engaging stakeholders to work toward shared objectives.

Compacts include representatives from county and national governments and a strong presence of county government ministries with interests in promoting youth employment opportunities, such as those in charge of vocational education, agriculture, trade and investments in micro and small enterprise development, and others. Other key compact members include private sector companies, youth-serving organizations, and youth-friendly financial institutions, such as youth-owned and led Savings and Credit Cooperative Organizations (SACCOs).

K-YES has formed nine CYECs to pilot the approach. Each of the nine CYECs is at a different level of development. The CYECs in Kericho and Kwale, for example, have achieved full operational status with broad-based membership, strong leadership, and policy and strategy outcomes directly attributable to their work.

To date, the CYECs have learned the following lessons and developed policies and practices including the following: delivering strong leadership and support for CYECs through County Governors, ensuring there is a focus on improving the quality and governance of training institutions, implementing strategies that shorten vocational training center courses and provide competency-based skills training and certification, increasing access to training opportunities through bursaries, providing youth pathways from vocational training to microenterprise and small business start-up, and developing businesses within training centers to creatively finance training costs and improvements while giving youth real-life work experience as they learn.

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Kwale County Governor [REDACTED] (R) and County Youth Coordinator [REDACTED] (L) exchange signed copies of the

Kwale Youth Employment Compact at Ukunda Youth Polytechnic.

Photo credit: K-YES/RTI International


Kericho County has taken the compact platform to the highest level, integrating youth skills training into the county’s economic growth strategies and plans. This county has mobilized resources not only from the government but also from the

private sector to support youth employment outcomes. Nyeri County is seeking to formalize its CYEC through local legislation to ensure continuity during political leadership changes.

The CYEC model represents an innovation that has the potential to both catalyze increased youth employment outcomes across the country through improved skills training that is better aligned with employer needs and enhance the systemic connections between national skills training reform efforts and county-level youth employment strategies.

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Kericho County Governor [REDACTED] (L) and his deputy [REDACTED] (C) sample fresh juice prepared by catering

trainees during the launch of the Kericho CYEC at Kipsamumgut Vocational Training Center.

Photo credit: K-YES/RTI International


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.

KENYA YOUTH EMPLOYMENT AND SKILLS PROGRAM

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Transcript of KENYA YOUTH EMPLOYMENT AND SKILLS PROGRAM