Case Study Kenya, Kenya Youth Empowerment …siteresources.worldbank.org/EXTSOCIALPROTECTION/Resources/2826… · Objectives and outcome indicators 10 Objectives of the program Provide
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Session Name: Employment Services and Intermediation
Case Study: Kenya, Kenya Youth Empowerment Project(KYEP)
Presenter: Ehud Gachugu, Project Director, Training and Internship Component
Context and Background:
2
Age group 15-35 years accounts for 40% of Kenya population.
Poverty and unemployment have become a huge challenge in
Kenya, especially for the youth.
6 million youth unemployed (61% of all unemployed people)
By 2030, 24 million unemployed youth.
Labour Market Challenges
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Economy not creating enough jobs/ economic growth not
equal to job creation
Mismatch between education and training and Job Market
requirement
Large number of young people entering labour markets
every year with no experience
Network and experience required in the labour market
Market failures that require interventions
4
• Generally, Labor supply exceeds labor demand, but youth
unemployment remains a challenge:
• Non-conducive investment climate
• Lack of experience & information
• Skills mismatches
Specific youth labour market failures that require
interventions include;
Training and education
Skills demanded by the employers
Attitudes of the youth
Integrating policy and programs
Why its Important to address this challenges
5
Increase the number of youth with skills required in the job
market
Employers participation in designing education and training
policies and programmes reduces the likely mismatch of skills
and employability
This is of interest to National Government to foster economic
and social growth and reduction of social costs associated with
unemployment
Role private sector in youth
empowerment
6
• Private sector offers right tools and employment
opportunities
• Interest private sector: youth are major share of
consumers
• Private sector is main driver of growth and job creation
• Entrepreneurship initiates business ideas, unleashes
youth’s potential
• Private sector has recently started participating in youth
schemes as part of their social responsibility
Kenya Private Sector Alliance
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• National Apex Business Association in Kenya
• Forums for high level advocacy, dialogue with government
and Private Sector Development
• More than 80 BMOs and 200 corporate as member
• Representing over 40% of the private sector in Kenya
• KEPSA is implementing the Private Sector Training and
Internship Component of Kenya Youth Empowerment
Project
Overview of the Program
9
KYEP is a Government of Kenya Project whose overall goal is
to improve Youth Employability in Kenya
The project has two components
Private Sector Training and Internship - KEPSA
Capacity Building and Institutional Strengthening - MOYAS
It is a four years project ending in 2014
The project has three main stakeholders, GOK, World Bank and
Kenya Private Sector Alliance
It’s a National project but focusing particularly in 3 major city:
Nairobi, Mombasa and Kisumu
The total project financing is $20 Million.
Objectives and outcome indicators
10
Objectives of the program
Provide Training and Internship to the youth in the Private Sector
Develop the Capacity of Ministry of Youth to develop and strengthen
evidence based youth employment policies and carry out analytical
work on youth employment issues
Outcome Indicators
Youth being retained in the companies they were attached
Youth starting their own business
Youth getting motivated to further their education or skills development
Satisfaction of Interns and employers with the internship experience
Alignment between objectives and indicators
11
The intervention was developed to support Government implement it
Development Blue Print Vision 2030 and the need to improve youth
employment in the country
TNA that was carried out to the employers – employer driven
Two Critical project elements were identified by employers:
employability skills and work experience
From the youth perspective the challenge was attitude and experience
Multi-stakeholders approach – GOK, Private Sector and Development
Agency
Program activities
12
o The project is divided into 8cycles of 6 months each .
o The main concept is to have training followed by workplace experience
o Cycle 1, a sandwich model was applied but this has since changed.
o The four main project activities are: 1. Creation of internships in the private, non-agricultural sector(formal and informal
sectors of employment).
2. Provision of internship training: This activity provides interns with access to training
closely related to the employment experience. All interns selected have to undergo three months trainings.
3. Training of Master Craftsmen(Informal Sector): Enhancement of skills for mentors
4. Monitoring and evaluation to capture lessons from the pilot for possible scale up
Trainings offered by the Project
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These are grouped into 4;
Life Skills training: Experiential training focusing on Self Awareness, Self esteem, decision-
making, communication, leadership and interpersonal skills, personal management & coping
skills, occupational health & first-aid, interviewing and CV writing skills, work ethics etc
Core business Skills training: ICT, customer care, communication, office practice &
etiquette, marketing, human resource management and finance
Entrepreneurship Skills training: For those in MSE. This includes an element of business
plan development, competition and mentorship
Sector specific training: Appreciative skills in Finance, ICT, Manufacturing, Tourism,
Energy and MSE
Target Population
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The project aims to train around 16,000 youth and create
11,000 internships by 2014.
The eligibility criteria is as follows; 1. In the 15- 29 years age bracket;
2. Out of school for at least one year;
3. With a minimum of eight years of public schooling; Primary, secondary, tertiary and university graduates (Cap of 40%)
4. Not currently working.
5. Kenyan Nationals
6. Not selected in Previous cycles.
…continued
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Main players and partners, and their roles
Private Sector Employers – Formal and informal – Provide
Workplace experience
Consultants – Provide Training on competency areas identified
by the TNA, Beneficiary Assessments and Impact Evaluation
Government: Coordination and Policy support
World Bank: Financial and technical support
Implementation Process
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Call For youth targeting – 1950 youth in all the locations
Generating a list of eligible applicants and keying the information in the system
Random Selection – One of the Top Audit firms
Orientation of all eligible youth
Life skills training – offered to all randomly selected youth
Placement – Interviews by the employers and the number is reduced to 1,300
Other Trainings (Core Business, Entrepreneurship and Sector specific Trainings)
Workplace experience – 3 Months
Beneficiary assessment
Linkages and Mentorship
Tracer survey after 6 months
Benefit Package
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All interns receive a monthly stipend of USD 75 per month
The Employers (both formal and informal) receive employers
fee of USD 37 USD per intern/month during which the inters
are in workplace
However, the project synchronizes with the employers HR
policies regarding payment of stipends
Monitoring and Evaluation
18
The overall implementation of the program is guided by an Operations manual containing an elaborate Monitoring and evaluation Framework that is updated regularly
• Specifically, the following systems are embedded in the program
• Full time Monitoring and Evaluation officer
• Due diligence of employers
• Daily diary
• Spot checks
• Monthly Workplace Reports
• Beneficiary Assessment
• Impact Evaluation
MIS is in place to manage the project data and generate reports
KYEP Management and Information System
19
The MIS has six main Modules
Internship Management
Training Management
Monitoring and Evaluation
Finance Management
Messaging
Complaint Handling
Main Challenges
24
The main challenges encountered in implementing the program are
Procurement of Trainers – Volume and length of the process
Conflict between conventional understanding and the Project Offering
Managing expectations of the Youth and employers
Managing project data and information
Delay in starting the implementation
How the challenges have been addressed
Phased implementation e.g Sector specific Trainings not offered in Cycle 1
Clear communication plans eg – face book, Tweeter, website , meetings DYOs Media
Management information System
Overlapping the Cycles to ensure we meet the targets
Communication
25
The Project has a communication strategy which is
coordinated by MOYAS
Each component has a specific communication plan derived
from the communication strategy.
KEPSA uses a variety of communication medias to reach its
publics – Youth, Employers, General public
Social Media
Youth networks
Website
Print and electronic Media
Results and Findings
30
The project is in its 3rd Cycle with the Call for youth targeting 1950 youth in Nairobi Mombasa and Kisumu being release on Friday 19th Oct
Second Cycle 2014 youth trained in life skills and 1300 being placed in Nairobi and Mombasa and currently doing Core business skills training
Cycle one had a 1054 youth trained in life skills and a total of total of 775 interns completing
Follow up survey for cycle 1indicated that 53% were working three months after completion and another 19% were furthering education and training
Beneficiary assessment 80% interns satisfied and 64% employers satisfied
Currently the project is carrying out Impact Evaluation with baseline data collected for 2190 youth. The evaluation has two treatment arms and a control
Overall, there seems to be some evidence that there is a correlation between type of skills and the employers employment requirements.
Lessons and future priorities
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• Adopt integrated approaches that consider both sides of the
labor market effectively and involve all stakeholders in
decision-making
• Project success hinges on alignment with national
development plan
• Private-public cooperation leads to wide outreach
• Standardization of programme elements and processes
• Understanding expectations of youth & private sector
…Lessons and Future Priorities
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• Youth employment policies must be embraced by broader
context of employment and growth policy
• Targets a specific group of the population that is unemployed
• Engage employers and the private sector in defining skill
competencies
• Introduce life skills with business, vocational and technical
skills
• Incorporate solid governance elements to ensure transparent
and corruption-free operation
Future priorities
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Private Sector to dialogue on the role it can continue to play to deepen intervention – Mentorship component, Linkage with funding agencies and financing institutions
Input in the youth employment policies - Internship, Industrial Attachment, PPP
Pilot the project in other sectors and Geographical locations not currently covered by the current intervention
Foster strategic partnership with other development agencies to; Deepen the current intervention by additional program features
Scale up the project to other regions and in different sectors
Increase the number of youth participating in the project
Knowledge sharing and advocacy work on youth employment policies
Advice to Other Countries in designing youth
employment programs
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Need to Involve private sector in youth employment
interventions
Programs design should be evidence based
Allow adequate time for Pre-project activities
Lead time in between project Phases
Need for robust Monitoring systems for Capturing project
information
Elaborate and focused communication strategy and plans
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