Action Plan for Youth Empowerment and Employment

2.1. The Unemployment Challenge ..................................................................................... 1

2.2. National Youth Employment and Job Creation Strategy ............................................... 3 3. MAIN PRIORITY POLICIES ................................................................................................. 7

3.1. Problem Identification ............................................................................................ 7

3.2. Policy Priorities (Intervention Areas) ...................................................................... 7 3.2.1. Macroeconomic, Sectoral and Decentralization Policies .................................... 7

3.2.2. Education, Training and Youth Policies ............................................................... 7

3.2.3. Labour Market, Financial Inclusion and MSME Policies ............................................ 7 ACTION PLANNING ........................................................................................................... 8 3.3. Goal: Boosting employment opportunities for young women and men ......................... 8 3.4. Focus Areas, Themes, Specific Objectives and Recommended Strategies ................. 8

3.5. Financing Mechanisms and Resources Mobilisation .................................................... 11

3.6. Implementation and Coordination Mechanisms ............................................................ 12

3.6.1. Implementation and Coordination Framework .................................................... 12 3.6.2. Institutionalizing Joint Programming and Coordinated Delivery .......................... 12 3.6.3. Effective Engagement of Youth in the Implementation of the Action Plan ........... 13

3.6.4. Youth Employment Forum ................................................................................... 13 3.6.5. Development of Local Action Plans (LAP) for Youth Employment ...................... 13

3.6.6. Strategic Partnerships for Youth Employment ..................................................... 13 3.6.7. Enhanced Youth Employment Promotion at District Level ................................... 14 3.6.8. Building Institutional Capacity to Implement the Action Plan at all Levels ........... 14

3.6.9. Communication Strategy ..................................................................................... 14 3.7.Monitoring and Evaluation .............................................................................................. 14

3.7.1. Monitoring and Evaluation Framework ................................................................ 14

4.0 Annexes ......................................................................................................................... 15 Annex 1: Implementation Matrix.................................................................................... 15 iii List of Acronyms AfDB African Development Bank BDS Business Development Services CEEC Citizens Economic Empowerment Commission DDCC District Development Coordination Committees FDI Foreign Direct Investment GDP Gross Domestic Product HR Human Resource ICT Information Communication and Technology ILO International Labour Office LAP Local Action Plans LED Local Economic Development LMIS Labour Market Information System MSME Micro, Small and Medium Enterprises NCC National Construction Council NER Net Enrolment Ratio NYDC National Youth Development Council PPP Public Private Partnership R-SNDP Revised Sixth National Development Plan SNDP Sixth National Development Plan TEVET Technical Education and Vocational Entrepreneurship and Training TREE Training for Rural Economic Empowerment TVET Technical Vocational Education and Training UN United Nations YDF Youth Development Fund YEO Youth Employment Observatory ZCF Zambia Cooperative Federation ZDA Zambia Development Agency iv 1. INTRODUCTION In the 2012 March Youth Day Celebrations Speech, His Excellency, President Michael Chilufya Sata requested the Ministry of Youth and Sport to formulate an Action Plan on Youth Empowerment and Employment. The Ministry, in collaboration with the Ministry of Finance with the assistance of the African Development Bank (AfDB) and the International Labour Organization (ILO), commissioned an Ex-Ante Study on youth Empowerment and Employment. The study generated two reports covering the following four components: Legislative and Policy Environment; Macroeconomic Developments; Labour Market; and Skills Development. This Action Plan is based on the findings from that study and was guided by the policy pronouncement made in the above mentioned speech and President Sata's address to the International Labour Conference in Geneva, in June 2012 under the theme: “Promoting Decent Work for Young People”. The strategy underlying the Action Plan is also reflective of the recommendations from the 2006 National Youth Policy, the orientation of the strategy for growth and job creation initially stated in the 2013 Budget Speech. This is further elaborated in the Revised Sixth National Development Plan (R- SNDP), the operationalization of the Rural Industrialization Strategy, and other pertinent materials, such as the International Labour Office, The Youth Employment Crisis: A Call for Action. Resolution and Conclusions of the 101st Session of the International Labour Conference, Geneva, 2012. . 2. SITUATION ANALYSIS

2.1. The Unemployment Challenge (I) Zambia faces a critical challenge of low employment, particularly with high unemployment levels amongst young women and men. Contributing factors are both on the demand and supply sides. On the demand side, the challenges facing the country have concisely been captured in the Revised Sixth National Development Plan (R-SNDP). They include: (ii) Low manufacturing and industrial base; Weak forward and backward linkages within the economy; (iii) Low levels of economic diversification and productivity; and (iv) Inadequate investments in areas of high potential for employment generation. The ensuing consequence has been a slow growth in labour intensive economic sectors and a deficiency in overall employment creation. While the economy has been registering relative growth, job creation has not been commensurate with the gains registered from economic growth. According to the R-SNDP, real GDP grew from 6.8 percent in 2011 to 7.3 percent in 2012 supporting the Government's projections of strong economic growth in the coming years. The number of young people entering the labour market between 2008 and 2012 was estimated at 210,334 annually. This is a challenge for the country which is only able to generate about 194,818 formal jobs per annum. The 2008 Labour Force Survey and the R-SNDP indicates that youth participation in formal sector employment has been very limited as illustrated in table (1) below: Table 1. Youth Participation in the Labour Market Description 2008 2012 Formal sector employment 10% 16.6% Informal sector employment 90% 83.4% 15-19 years old 99% 30-34 years old Unemployment 15-19 years old 25% 5.9% 30-34 years old 13% 5.0% Underemployment 15-19 years old 81% 30-34 years old 63% Source: R-SNDP, Labour Force Survey 2008 1 On the supply side, the challenges include the following: (i) Inadequate infrastructure and facilities that constrain access and affects the quality of the programmes; (ii) Limited delivery systems that rely on face to face methods, therefore, limit access especially for out of school youths; (iii) Low transition rates between primary and secondary education, even lower between secondary and tertiary education; (iv) Low survival rates; v) Low pass rates at both primary and secondary education levels, meaning that a substantial number of youths leave the school system inadequately prepared for opportunities for further education and training, and employment opportunities existing on the job market; (vi) Limited programme and curriculum options that constrain career opportunities for the students; (vii) Absence of a national human resources development strategy around which national skills development programmes can be centred; (viii) Inflexible entry requirements, especially for those in the informal sector whose needs are best met through short and localised courses that address changing skill needs; (ix) Inadequate funding for both programmes and students and; x) Weak management structures in the skills development institutions at the TEVET level. Overall, the situation is one of mismatch between the skill needs of industry and what is supplied from tertiary and vocational training institutions in terms of quantity and quality; inadequate post primary education opportunities that can support practical work related skills development; and inadequate curriculum that integrates both academic and practical subjects. This has resulted in low capacity of the unemployed and under-employed youths to benefit from economic growth due to their low level of employability and a weak entrepreneurial culture. While primary education enrolment is high, the national education statistics points to the high gender disparity in the transition of young females and males from lower to higher levels of education. As indicated in table 2 below, young women fall even further behind their male counterparts in university enrolments with female enrolments being slightly over half than that of male enrolments. Table2. Education Sector Participation LEVEL/INDICATOR Male Female Total Basic School (Grade 1-9) 1,764,947 1,745,341 3,510,288 High School Enrolments (10-12) 156,509 127,422 283.931 Net Enrolment ratio (Grade 1-9) 83.7% 84.0% 84.0% Net Enrolment ratio (Grade 10-12) 33.5% 25.6% 29.5% Survival rate (Grades 1-12) 13.0% 10.0% 11.0% Transition rate (Grade 7-8) 62.1% 53.9% 54.9% Transition rates Grade 9-10) 45.3% 44.8% 45.0% Pass rate (Grade 9) 55.6% 47.9% 52.0% Pass rate (Grade 12) 62.9% 57.5% 60.6% TEVET Enrolments (2012) 18,633 14,936 33,569 University enrolment public universities 12,568 7,936 20,313 Source: Education statistics 2010 2 Youth unemployment is intrinsically structural and is linked to the difficulties the country faces in reducing overall unemployment, which in turn, is linked to the fact that overall economic growth has not translated into substantive gains in employment creation. The situation is compounded by low skill levels, which exclude the majority of the youth particularly young women, from participating in the formal labour market. Further, efforts to respond to high levels of youth unemployment are hindered by the lack of coherence between the policy regimes guiding economic investments, growth and employment generation; the underperformance of the intermediation systems, ranging from weak labour market information systems to poor provision of employment services and; the inadequacy of the financial inclusion/intermediation and business development and other support services. Against this background, a National Action Plan (NAP) has been developed. Through the strategies put forward, it has taken into account a number of cross cutting issues, among them, gender, the needs of people with disabilities and vulnerable youths from low income households as well as young people living with HIV and AIDS. Gender is being mainstreamed throughout the NAP and targets will relay disaggregated data to capture the impact of the strategies employed on both young women and men. Considering that youths are not a homogenous group, and that the Government has poverty reduction as a high priority, the NAP has also paid special attention to young women and men from vulnerable and low income households in both rural and urban areas of the country.

2.2. National Youth Employment and Job Creation Strategy Within such a context, an effective youth Empowerment and Employment Strategy is expected to address the identified challenges in a more systemic and coherent approach. This will be achieved by simultaneously expanding the growth of the formal sector, creating a youth employment-friendly policy environment, enhancing youth participation in the formal labour market through acquisition of employable skills and enhancing the performance of intermediation mechanisms. Over the years, the strategies for youth employment focused on the expansion of direct and micro- initiatives to promote self-employment, skills training, access to micro-credit, among others, even though carried out in an uncoordinated effort to tackle youth unemployment. These have been primarily supply-driven and short term interventions, barely dealing with the structural nature of unemployment in general and that of young women and men in particular, and have been predominantly donor driven. Although some employment related interventions have been successful at different times, these have benefited only a small segment of the population with youths benefiting even less. These initiatives have not been replicated on a large scale since the policy environment has not been in place and investment funds have been inadequate and not strategically oriented. Furthermore, young women are at a greater disadvantage due to the negative effects of gender discrimination that is embedded in the social and cultural norms and values, which emphasize the reproductive role of women at the expense of economic productive roles. One of the objectives of the NAP is, therefore, to reduce the gender disparities between young women and men in accessing employment. These predominantly donor-driven, micro and direct interventions have operated parallel to the mainstream economic growth strategies and frameworks. For instance, there have been observations about the lack of backward and forward linkages in the economy, while large sums have been spent to promote Micro, Small and Medium Enterprises (MSMEs) with limited attention to strengthening the weak linkages. Such disconnection explains to a large extent why so many of these direct interventions are unlikely to make a significant impact on youth unemployment. This reflects the incoherency of investment, growth and employment interventions. 3 The employment and job creation strategy anchored in the 2013 Budget Speech and in the R- SNDP marks a major Government shift from expected employment trickledown approach and over-reliance on direct micro-interventions (“programme generated employment”) to purposefully growing the jobs out of the economic growth process (“growth mediated employment”). The primary source of new employment is therefore the growth envisioned in the R-SNDP itself, policy changes to augment the growth mediated employment. In this regard, the Government has taken major steps towards creating an employment-friendly policy regime by addressing the issue of inadequate aggregate demand and finding ways to stimulate employment-intensive growth through: (I) Recognition of the importance of economic growth in the employment and job creation strategy framework; (ii) Integration of employment concerns into macroeconomic and sectoral policies: employment is now an objective of the development plan and employment outcomes are integrated into the development strategy. The 2013 Budget has set a global target of one million new jobs to be created over a five-year period; (iii) Promotion of the growth of sectors and economic activities that are employment generating: the employment and job creation strategy is embedded in the growth of six sectors with the greatest job creation potential (agriculture, livestock and fisheries; tourism; construction; manufacturing; energy and; mining); (iv) Raising the levels of investment in the targeted labour intensive sectors; (v) Pursuing investment policies that can help in realizing the employment potential in the targeted sectors, for example adoption of labour-based infrastructural development (Pave Zambia 2000); (vi) Reforming the labour market to create the appropriate environment for employment generation, that is: enhancement of skills development and of an effective apprenticeship system; increasing employment formalization. Furthermore, the Government has taken an important operational step by formulating and implementing framework for growth and employment expansion through the rural industrialization strategy. This is carried out in part through Citizens Economic Empowerment Commission (CEEC) Value Chain Cluster Development Programme. Under this scheme, five priority industries will be developed in each province, based on their comparative advantages and using the value chain cluster development approach. Each fiscal year, the Government will pick up three districts per province to develop the value chain clusters. The approach is private sector driven, meaning that resources and support services are made available for MSME development through engaging financial and non-financial service providers as well as business development service providers. The strategy promotes an integrated package of support services including mentorship, entrepreneurship skills training, business development services and marketing support services. Employment generation is one of the key objectives of the industrialization strategy, and targets are set to match the demographic proportionality for each group with 40 percent for youth, 30 percent for women and 30 percent for other disadvantaged groups. There is further consideration for consolidating into one fund, the programmatic resources earmarked for economic empowerment and that were previously channelled through various institutions in order to facilitate the scaling up of the value chain cluster development process. Through the rural industrialization strategy, Zambia has put in place an operational employment promotion framework based on a mainstreaming approach (including youth mainstreaming). One of the key features of this approach is the Government's drive to align its investment, growth and employment policies. In the emerging “youth employment model”, youth unemployment is addressed in a mainstream economic growth strategy (Rural Industrialization Strategy) rather than as a separate package of scattered micro interventions delinked from the growth dynamic process. The model has a territorial approach (district value chain cluster), a youth employment target (40 percent of generated employment), and promotes an integrated and innovatively delivered package of support services. 4 However, even with high rates of economic growth and employment expansion, high rates of youth unemployment will still persist if the gender and age-specific difficulties in the labour market (difficulties in school-to-work transition, institutional barriers, lack of voice and representation, among others) are not adequately addressed. The Rural Industrialization Strategy suggests addressing “skills deficiency” and “poor work culture” as “a necessary pre-condition for any industrialization process to take-off”. Therefore, there is still need to align the Government's investment to spur growth (industrialization) and with its investment in building human capital (education and training). Such alignment means improving the return on investment in education and training and correcting the current mismatch between labour demand and supply. It also requires that current deficiencies in labour market information systems and employment services be effectively addressed. In addition to the shift to employment and job creation strategy, and the beginning of its operationalization through strategic innovation such as the promotion of value chain clusters, the articulation of an employment strategy targeting the young women and men is also guided by the 2013 review of the National Youth Policy and the Presidential policy pronouncement of 2012, the MSME Development Policy and the National Strategy on Financial Inclusion among others. The National Youth Policy review process has generated a broad spectrum of interventions needed to boost youth development including employment for young people. The recommendations on employment and entrepreneurship, as well as on education, although not yet articulated into a coherent youth employment and job creation strategy, highlight areas for action and can be regrouped into four major interventions: (i) shift in the approach, (ii) addressing the demand and supply side constraints, (iii) improving the governance of the labour market, and (iv) enhancing the policy/programme implementation process. Two recommendations from the Youth Policy Review are of particular interest since they call for a different approach to the way youth employment is promoted. The experts consulted during the review recommended to “mainstream youth employment related policies into all national development policies and legislation.” The young people consulted in provinces recommended “a comprehensive labour market information system starting from the district”, thus implying the need to rejuvenate local youth labour markets. This would be a major step toward the decentralization of youth employment planning. The rural industrialization approach to employment generation and its mainstreaming of youth employment through the value chain cluster is reflective of the approach advocated in the recommendations. In 2012, His Excellency, President Michael Chilufya Sata delivered two major speeches on youth Empowerment and Employment. They are important government policy pronouncement on addressing the youth unemployment challenge. In his Youth Day address, of 12th March 2012, President Sata, requested the Ministry of Youth and Sport to prepare a youth employment action plan and to set its vision and orientation as captured in the following quotes: 1. “It is time for a paradigm shift and repositioning oneself in an effort to contribute positively to national development.” 2. “It is my desire that the Patriotic Front Government shall achieve the following in the next five years: (i) Design and include youth employment strategies in national development frameworks; (ii) Improve the livelihoods and employability for youth; (iii) Establish sustainable political will, leadership and technical capacity for achieving results on youth employment creation.” 3. “In the past two decades, the youths were not at the centre regarding their participation in the national development. This has been due to inadequate resources targeted at youth development and as such, the majority of the youths in Zambia have remained unemployed, 5 ill-educated and without formal skills to enable them earn a living. It is therefore time we optimally invested in the youth and ensure that they participate in the socio-economic development of the country.” The President's pronouncements were a call for a shift in approach with clearly stated emphasis on: youth-centred job-rich economic growth, mainstreaming youth employment in development frameworks, youth participation, and adequate resources targeted at youth development. A paradigm shift, including gender equity, is needed to instil a new vision, dynamism and in channelling efforts and resources into systemically addressing a challenging structural problem of youth unemployment that is growing bigger and bigger, thus threatening the social fabric and overall economic productivity. It is a shift from over-reliance on uncoordinated micro interventions to mainstreaming youth employment objectives and targets in the drivers of the economic growth process as well as embedding them in the decentralization framework. It is a shift towards linking investment to aggregate demand and employment (industrialization) and to investments required to improve the outcome of the education and skills training systems (youth employability). There is need for gender responsive national skills development and local economic development strategies to go with the Rural Industrialization Strategy. These two approaches must be implemented jointly, and be informed and supported by improved and boosted labour market information systems and employment services. It is a shift towards making youth empowerment and employment a collective responsibility and aiming for collective impact. This Action Plan for Youth Empowerment and Employment aims at “providing a framework for an informed and effective support in the design, monitoring and evaluation of policies and programmes that will promote productive and job-rich growth for the Zambian Youth.” 6 3. MAIN PRIORITY POLICIES

3.1. Problem Identification The key issues to be addressed through the Action Plan are: (i) Expanding employment in the formal sector, mainstreaming and prioritising young women and men employment in the development frameworks at both national and local levels; (ii) Strengthening the capacity of the youth to benefit from economic growth and employment expansion; and (iii) Enhancing the performance of employment and financial intermediation mechanisms including their ability to deliver gender responsive services. The Action Plan articulates: (i) A process of migrating from scattered micro interventions to coherently mainstreamed multi- sectoral and local economic development approaches; (ii) A human capital building process targeting youth readiness to fully participate in and benefit from economic growth and employment expansion; and (iii) An institutional capacity enhancement process to improve the provision of critical intermediation and support services that are gender sensitive.

3.2. Policy Priorities (Intervention Areas)

3.2.1. Macroeconomic, Sectoral and Decentralization Policies. (i) Mainstreaming youth employment in all sectors (including sports and culture among others,) beyond the six priority sectors covered under the Industrialization and Job Creation Strategy. (ii) Planning and implementing locally-driven (districts) and youth-centred employment and job creation initiatives by expanding the portfolio of development initiatives that have a local base. External impulses (technical, financial or political) should be the key to enabling a full mobilization of resources, boosting local initiatives that previously lacked key elements. For youth employment and jobs created to be sustainable, local stakeholders at district levels should assume a primary role in the economic development and job creation process.

3.2.2. Education, Training and Youth Policies (i) More youths, especially young women, should exit the education and training system with appropriate knowledge, skills and attitude needed for absorption in the labour market, thus contributing to the growth of priority sectors, and beyond; (ii) Young women and men should be fully involved in decisions or initiatives pertaining to their participation in the labour market and contribute to the expansion of growth and employment opportunities; and (iii) Attitudinal change among youths, especially young women, to different career options, professions and occupations, and adoption of a youth-friendly approach to growth and job creation.

3.2.3. Labour Market, Financial Inclusion and MSME Policies (i) Strengthened labour market information system to monitor developments in the labour market and enhanced performance of labour market intermediaries (both public and private employment services providers). (ii) Sustainable and innovative financial products and services targeting the needs of young women and men. (iii) Innovative and integrated delivery of cost effective business development services aligned with growth and youth-centred employment and gender sensitive job creation strategies 7 ACTION PLANNING

3.3. Goal: Boosting employment opportunities for young women and men.

3.4. Focus Areas, Themes, Specific Objectives and Recommended Strategies Focus Area 1: Youth-Centred Job-Rich Growth Theme 1: Expanding employment and mainstreaming youth employment in priority sectors Objective 1: To promote and expand sub-sectors that have relatively high employment multipliers. Strategies: (I) Work closely with responsible ministries for the priority sectors to determine sub-sectors that are likely to create employment opportunities and attract young women and men Through: promotion of renewable energy sources; promotion of creative industries for the youth (e.g. cultural performance, cross border trading, hospitality industry, curios and handcrafts); mainstreaming of ICT usage in growth sector areas; promotion of the growth of village industries and promotion of local tourism. This process has been initiated with the selection of five priority industries for each province. (ii) Adopt measures and incentives to enhance MSMEs and cooperatives development in the targeted sub-sectors, Through: making use of Zambia's position in the region to explore and increase trade with the neighbouring countries in areas of competitive advantages; providing access to capital equipment; promoting value addition to raw materials through value chain clusters development; reviewing existing local content policy and legislation; promoting both local and Foreign Direct Investment (FDI); increasing access to financial and material resources to promote start-up of MSMEs. This process has been initiated with the promotion of value chain cluster development by CEEC. Objective 2: To integrate global employment and youth employment goals and targets in macroeconomic and sectoral policies. Strategies: (i) Adopt youth employment budgeting by: evaluating the impacts of investments on job creation in the priority sectors; integrating global employment and youth employment objectives-targets in priority sectors' policies from the planning stage, including in the budget programming stage (e.g. allocating a proportion of the National Budget to youth Empowerment and Employment programmes in priority sectors' budgets); (ii) Promote youth employment creation initiatives by enacting deliberate policies and measures targeting young women and men Through: providing tax and non-tax incentives to corporations working with youth and youth based firms and to contractors who employ a certain number of youths in their contracts; providing preferential treatment of youth and youth-based firms in public and private work contracts; facilitating youth access to land acquisition and finances; reviewing the policy on National Council for Construction (NCC) (e.g. reduction of affiliation fees to enhance membership from youth-based enterprises); reviewing the Cooperative Act to make it youth friendly so as to promote youth cooperatives in all priority sectors; providing targeted tax and non-tax incentives and services to youth based agricultural activities (e.g. crops, livestock and poultry, fish farming, bee-keeping, horticulture and agribusiness), promoting youth involvement in the production and distribution of renewable energy and establishment of small scale based construction companies; providing 8 incentives and support for young innovators (for example, mentoring programmes in priority sectors, introduction of innovation and research in education curriculum), promoting youth participation in innovation, research and development to support local value addition. Theme 2: Expanding Employment and Mainstreaming Youth Employment in Districts (local) Economic Development Objective 1: To expand economic activities (production of goods and services) and employment opportunities in the districts. Strategies: (i) In the short term increasing access to employment opportunities for both young women and men through accelerating the implementation of employment intensive and labour based public works focusing on public infrastructure, as outlined in the 2013 Budget. (ii) Promote youth-led MSME and cooperative activities to be supported in an integrated manner through cost effective business development services (skills training, enterprise training and technical support) and financial support to provide start-up capital. (iii) Adopt pro-employment and youth-centred local economic development growth strategies (such as value chain clusters initiated by CEEC), driven by the private sector and communities; and responsive to local comparative advantages and priority growth sectors. Objective 2: To make youth employment a strategic objective and target of the local economic development growth strategies Strategy: (i) Promote sustainable and community-driven youth employment creation initiatives by enacting deliberate measures targeting youths. Through: providing incentives to corporations, such as mining companies to work with youth- based firms, and contractors to employ a certain number of youths in their contracts; providing preferential treatment of youths and youth-based MSMEs in public and private works contracts; facilitating youths access to land acquisition and finances; promoting youth cooperatives in priority sectors; providing targeted incentives and services to youths to establish companies in local priority sectors and maintenance of public infrastructures; targeting and promoting youth participation in local value addition such as CEEC's value chain clusters; adopting a scheme such as the Benin's Songhai model of integrating youth in agribusiness and integrated community based training programme such as the ILO Training for Rural Economic Empowerment (TREE). Objective 3: To enhance the governance of the Local Economic Development (LED) process. Strategies: (i) Empower local communities through decentralisation to enhance decision making (in districts) for the implementation of activities, while allowing for external financial and technical support in achieving goals. (ii) Encourage local authorities, the private sector, the youth and the main stakeholders, to establish a dialogue around the socio-economic development of the districts and integration of youths in that process. (iii) Formulation of districts' youth employment and job creation action plans taking into consideration local needs, opportunities and priorities. (iv) Build the capacity of all stakeholders' in LED approach. 9 Objective 4: To rejuvenate the dynamism of the local labour markets(I Strategies: (i) Develop and enhance systems to collect, analyze and utilize local labour market information. (ii) Develop and improve the delivery of comprehensive employment services. (iii) Institutionalize local education, training and employment networks and partnerships (e.g. integrating local schools and training institutions in value chain clusters; mining companies supporting local training institutions materially and technically to enhance the quality of their programmes and skills of their graduates). Focus Area 2: Capacitating Youth Theme 1: Skills Development and Employability Objective 1: To expand equitable access at all levels of education in order to improve transition between the different levels. Strategies: (i) Expand the education and training system to ensure that more youths exit with appropriate knowledge, skills and attitude needed for absorption on the labour market. (ii) Enhance the training capacity in TEVET system through the development of infrastructure to cater for those who fail to progress to formal tertiary education. (iii) Establish a student financing scheme that has a combination of scholarships, grants, bursaries and loans to address skill shortages and improve youth employment. (iv) Reduce the cost of acquiring skills in selected areas (including the creative arts). (v) Improve the attractiveness of training programmes that are under-enrolled but have proven employability potential Objective 2: To promote and enhance the employability of the youths and youth entrepreneurship in an equitable manner Strategies: (i) Develop a National Skills Development Plan on which the development and review of the curriculum that provides demand driven skills including skills that are responsive to the needs of MSMEs in growth sectors should be anchored (ii) Design and implement programmes that improve employability of youth (iii) Expand and integrate entrepreneurship and financial management training in the education system in order to develop a business and entrepreneurial culture among the youths Through: promoting apprenticeships, internships, attachments and mentorship through the provision of targeted incentives and subsidies; providing vocational guidance and counselling and career guidance early in the education system; promoting the recognition of informal learning acquired through apprenticeships; and decentralizing trade training institutions to district levels in order to address local curriculum needs. Objective 3: To enhance availability of quality and relevant skills training for the agriculture sector Strategies: (I) Review curriculum to integrate agriculture skills development and take into account the gender dimension in the agricultural sector at all levels of education (ii) Restructure agriculture skills development into a Competence Based Modular Training 10 System. (iii) Advocate a societal paradigm shift through transformation of cultural and ethical values for agriculture oriented employment Theme 2: Empowerment Objective 1: To ensure full participation of young women and men in the design, planning, implementation, monitoring and supervision of practical youth centred interventions. Strategies: (i) Prioritize the involvement of the young women and men at all stages of the Action Plan implementation through youth associations and youth serving organizations. (ii) Strengthen organizational capacities of youth and their representative associations to effectively advocate for the needs of their members at every level through the decentralized structures. (iii) Develop well-resourced National Volunteer Service Corps, in which youths are well integrated to prepare them for the world of work and to raise the capacity of the youths to improve their livelihoods and contribution to societal well-being. (iv) Integration of vulnerable and marginalised youths, including youths with disabilities, in local development activities. (v) Strengthen equal opportunity and treatment for all in the promotion of job creation. Theme 3: Attitude Change and Social Capital Development Objective 1: To promote attitude change especially among the young women towards certain professions or occupations and the need to become responsible citizens contributing positively to the development of the country. Strategies: (i) Promote agribusiness amongst young women and men including those in rural areas; (ii) Create awareness of the employment opportunities in often neglected sectors such as the creative industries and sports; and (iii) Promote social entrepreneurship to reorient attitudes towards community initiatives. Objective 2: To expand production of goods and services through appreciation of Zambian made products. Strategies: (i) Promote local investment in tourism and encourage consumption of local tourism products; and (ii) Change of attitude towards locally manufactured products. Focus Area 3: Improve Support Services Provision Theme 1: Labour Market Intermediation Objective 1: To correct the mismatch between labour demand and supply and facilitate the transition of youth from school to work Strategies: (i) Institutionalize the School-to-Work Transition Survey to supplement information not currently available from the national statistical programmes by focusing on the specific issue 11 of entry into the labour market of young people as they exit the education system. (ii) Enhance performance of labour market intermediaries for better provision of comprehensive services Through: information provision on available employment opportunities and jobs, and skills requirements (careers guidance/development/job preparation, professional assessment, job search techniques, job clubs, job fairs, performance measures and employers contact services among others) to facilitate youth understanding of and integration into the labour market; improve employment services outreach by increasingly relying on new and inexpensive technology for the delivery of labour market information such as mobile and text messaging services; embedding services in youth culture and by taking appropriate account of peer networks and social networking media, and; by innovatively relying on the use of expanded networks and mobilization capability of faith-based organizations and other Community Based Organizations (CBOs) to develop new dissemination mechanisms and access channels to labour market information. (iii) Set up a Youth Employment Observatory (YEO) to enhance understanding of the youth labour market functioning and capture youth employment trends in the growth sectors. The observatory should be the key monitoring and evaluation mechanism for this Action Plan. Theme 2: Facilitating Access to Credit and Financial Services Objective: To create an environment where young women and men are able to access financial support and capital for engaging in education, training and setting or expanding their businesses. Strategies: (i) Encourage financial institutions to develop products that respond to diverse financial needs of young women and men for education, training, business start-up and expansion. (ii) Linking youth based firms to financial institutions dealing with youth related programmes; (iii) Assist youths in packaging their ideas for funding. (iv) Provide training bursaries for youth (particularly from disadvantaged backgrounds) to improve their employability. (v) Providing credit and micro finance Theme 3: Business Development Services Objective: To promote integrated delivery of cost effective business development services. Strategies: (i) Repackage the Youth Development Fund (YDF) into a fund that provides targeted financial and entrepreneurship development support. (ii) Provide business development services to youth established enterprises and selected MSMEs that take in students on attachment and engage in apprenticeships. (iii) Create out-sourcing linkages between large firms and youth led MSMEs. (iv) Align Business Development Services (BDS) provision with growth and youth-centred employment and job creation strategies by: scaling youth entrepreneurship; matching skills to the job market demands; enhancing TEVET and making TEVET more market oriented; technology and innovation support, and a range of key complementary inputs that have been absent in previous interventions on youth employment.

3.5. Financing Mechanisms and Resources Mobilisation A shift in employment promotion strategies, with the advent of mainstreaming approaches, requires new ways of resources mobilization. Since youth employment will be integrated in sectoral and districts strategies and programmes, the primary source of funding should be central 12 budgetary allocations, hence the need for pro-employment budgeting. However, the effective delivery of the Action Plan will require more resources than what can be mobilized through Government funding. The formulation of a viable and effective resource mobilization strategy through among other things public private partnership framework, foundations, banks, bilateral and multilateral donors, national budgetary support to employment and job creation towards mobilizing private investment. There will also be need to take advantage of the global compact framework, explore opportunities offered by emerging South-South cooperation (China, India, Brazil), and tap into increased investment by development banks (including the African Development Banks). The development of strategic partnerships as outlined under the implementation modalities is a critical part of the resource mobilization strategy. The communication strategy will also be critical to that process as it would facilitate the mobilization of partners for the Action Plan.

3.6. Implementation and Coordination Mechanisms

3.6.1. Implementation and Coordination Framework New ways of addressing implementation and coordination modalities will be required due to the shift in employment promotion strategy, which emphasizes mainstreaming approaches, requires. The focus will be on sectoral and districts strategies and programmes implementation modalities. The development of an effective implementation and coordination mechanisms must build on the following elements: (i) The relevant line ministries, government institutions, various stakeholders including organizations representing the interests of young people, should be responsible for the implementation of the policies and measures set forth in the Action Plan. Detailed work plans will be developed to ease implementation and promote accountability. (ii) The coordinating Ministry will be tasked to coordinate overall implementation and to present regular progress reports to central Government. The coordinating Ministry will also work closely with the mechanism that coordinates donors' and technical assistance programmes. It will also liaise with other ministries involved in the implementation of the Action Plan, and with social partners, stakeholders and organizations representing the interests of young people. (iii) The group of experts of the various line ministries, stakeholders institutions and representatives of youth organizations involved in the implementation of the Action Plan will form a Steering Committee whose tasks will include: monitoring the implementation process; take stock of emerging concerns in the area of youth employment that need to be addressed in the frame of the Action Plan; reformulate, on the basis of the findings of the evaluation reports, the specific objectives, targets and policy outcomes of the Action Plan, as necessary.

3.6.2. Institutionalizing Joint Programming and Coordinated Delivery Youth employment promotion is a multi-sectoral and multi-actor undertaking. While setting it as a strategic objective of development policies and formulating an action plan are major steps in improving the process of delivering effective interventions, there is still need to facilitate inter-institutional cooperation aimed at effective implementation and higher impact of the Action Plan. Institutionalizing a joint programming approach to the implementation of the action plan is thus critical to improving its delivery rate. This will be anchored by the following mechanisms: (i) Each implementing entity involved in delivering the action plan should be mandated to prepare a work plan. (ii) Adopting a joint programming framework would be a major step in enhancing and 13 deepening a collective implementation process in order to align and coordinate work plans, fragmented systems, programmes, and services that touch youth employment promotion; (iii) Provide a programming platform that will facilitate the convergence, aggregation, prioritization and sequencing of support around needs and priorities. This entails that the youth employment work plans derived from the action plan should be aligned with and/or integrated in those platforms; (iv) Provide a knowledge management platform to capture, synthesize and synchronize youth employment objectives and interventions across sectors and levels (national, regional and local)) so as to explore spaces for synergy, cooperation and mutually reinforcing support. This could also facilitate the setting up of communities of practice to improve the exchange of information, experience and knowledge among practitioners. Districts Development Coordinating Committees for instance, could form a community of practice around youth employment: a network that will identify available expertise, best practices, tools and methodologies that could be shared. This could be also the case for all involved in financing, training, mentoring, among others.

3.6.3. Effective Engagement of Youth in the Implementation of the Action Plan The youth should not be passive beneficiaries of the intended results of the Action Plan. The adoption of this framework will be an opportunity to ensure that the youth assume a central role in the design, implementation, monitoring and evaluation of initiatives designed to address their concerns, expectations and needs. The implementation of the Action Plan is an opportunity and a process for increasing a sense of youth ownership and inclusion, shared responsibility, recognized leadership and belonging. It is imperative that the Action Plan: (i) Clearly define structure supported roles and responsibilities to the youth; (ii) Adopt gender responsive, youth-centred and youth-driven communication approaches which ensures that youths are fully informed; (iii) Enlist youth support and continuously gather youth inputs to improve the responsiveness of the action plan to youth needs and expectations; (iv) Strengthens youth networks around the various mechanisms for integration in the labour market such as youth in tourism, youth in agriculture, youth involvement in value chain clusters, youth participation in multi-facility economic zones; and (v) Builds leadership and technical capacity among youth to effectively engage in constructive dialogue with various implementing institutions.

3.6.4. Youth Employment Forum It is recommended that annual Youth Employment Forums be organized at all levels, to showcase successful youth employment initiatives, and set up a platform for dialogue among the various stakeholders on the progress and achievements of the Government strategy in connecting youth to job and employment opportunities in the growth sectors.

3.6.5. Development of Local Action Plans (LAP) for Youth Employment Local Action Plans should be developed for planning and implementing locally-driven youth employment initiatives. This is to encompass the promotion of new employment opportunities that purposefully target and allow talented and enterprising young people to remain in local communities to revitalize local economies and contribute to their prosperity.

3.6.6. Strategic Partnerships for Youth Employment Raising needed funds through Public Private Partnership (PPP) framework, foundations, banks, bilateral and multilateral donors, will be a major component of the overall implementation strategy for this Action Plan. The development of strategic partnerships should involve government, 14 business houses, think tanks, academic institutions, civil society organizations, and multilateral and bilateral institutions and should raise the youth employment profile and generate the needed support for youth employment mainstreaming in the selected sectors. Within the PPP framework, a consultative or technical group should be set up to deepen consultations and explore the development of a trust fund for joint undertakings to effectively mainstream youth employment in the private sector investments.

3.6.7. Enhanced Youth Employment Promotion at District Level Educators and trainers should be encouraged to work collaboratively with local communities and industry stakeholders to constructively address youth employment.

3.6.8. Building Institutional Capacity to Implement the Action Plan at all Levels Steps should be taken to strengthen the technical capacity of the Government and relevant local institutions that will be responsible for the implementation of the Action Plan at the national and local levels. The following actions are recommended: (I) Undertake an institutional capacity assessment in critical areas related to the effective implementation of the Action Plan, i.e. work planning, joint programming, youth targeting, reporting, among others; (ii) Improve the personnel and technical resources at the local level, enabling it to anchor the decentralized implementation of the Action Plan; (iii) Organize training for staff members of the relevant institutions, including youths, in order to improve both their knowledge on technical and methodological issues (e.g. “delivering as one”, employment impact analysis, school to work transition survey, auditing of employment friendliness of policies and programmes, among others) related to the implementation of the Action Plan; (iv) Organize youth employment knowledge networks (communities of good practice) for better dissemination of the information and experience gained during the implementation of the Action Plan; (v) Create a variety of interventions that are replicable, scalable and sustainable.

3.6.9. Communication Strategy There is need to create a nationwide awareness of the youth employment Action Plan in order to generate broad support and launch a platform for cooperation and resource mobilization for its effective implementation. It is therefore, imperative that an Information, Education and Communication (IEC) strategy for the Action Plan be developed which should use print, mass and electronic media to disseminate the Action Plan. The IEC Strategy should give a prominent role to the youth and should ideally be translated in all the different languages.

3.7. Monitoring and Evaluation

3.7.1. Monitoring and Evaluation Framework The shift in youth employment promotion towards a mainstreaming approach requires new ways of addressing monitoring and evaluation and calls for the adoption of key employment indicators including on gender and employment analysis trends. In this regard: (i) The monitoring of the Action Plan will be based on a system of information gathering and analysis of performance indicators set in the implementation matrix, to be reviewed and expanded once there is agreement on which key employment indicators should be retained to assess the Action Plan performance. (ii) At the central level, the coordinating institution will have the responsibility to consolidate the monitoring information generated by line ministries and partner agencies for presentation to the Government. At the local level, the District's Development Coordinating Committee will 15 assume that responsibility. (iii) Each agency involved will produce annual work plans that translate the Action Plan into operational activities. These will detail outputs, inputs, the activities to be conducted and the expected results as well as indicate schedules and persons and/or institutions responsible. (iv) The evaluation system will be integrated into the Government budget cycle. Two evaluation exercises will be conducted: (1) an interim evaluation in mid-2017 and (2) a summative evaluation in mid-2019. The coordinating institution shall be responsible for coordinating both mid-term and final evaluations. (v) The mid-term evaluation in mid-2017 will analyse the outputs and results of interventions, financial management, and the quality of the monitoring and of its implementation. By comparing with the baseline situation (2014), the midterm evaluation will highlight changes in the general context and judge whether the objectives remain relevant. This evaluation will also examine whether the evolution of national priorities and policies poses a problem of coherence. The mid-term evaluation will rely on information drawn from the monitoring system and from the overall context and its evolution into feedback into the management of action planning. (vi) The summative evaluation, to be carried out in mid-2019, will judge the entire Action Plan performance. It will account for the use of resources and will report on the effectiveness and efficiency of interventions and the extent to which expected outcomes were achieved.

3.7.2. Knowledge, information sharing and consultative platform Besides the traditional functions of a monitoring and evaluation system, the Action Plan aims at building a youth employment learning and knowledge management framework whose main objective is to address the need for continuously generating and sharing knowledge and data to update the understanding of youth unemployment and under-employment and its drivers, and to assess progress in designing and implementing an effective pro-youth growth-oriented approach. The knowledge and information sharing and consultative platform will enable youth, policymakers and stakeholders to draw information and knowledge (ideas, experiences and best practices) on the dynamic of growth sectors and related employment opportunities. The portal will be supported by a network of internet access points throughout the country to allow the youth to easily access it in a more interactive way. The information could also be relayed to youth and the general public through the use of mobile phones. The platform will substantively contribute to the quality of the M&E outcomes. Enhancing understanding of the labour market functioning in the growth sectors is critical to the successful connection of youth to employment opportunities in those sectors. This will entail: (I) Producing and disseminating relevant information and quality analysis on gender and research, on the dynamic and complexity of youth labour markets in the growth sectors and, how to overcome systemic barriers related to how young women's and men's access employment opportunities; (ii) Promoting and exchanging information on good practices related to job creation and to brokering connections to employment opportunities for young people in the growth sectors; (iii) Organizing youth employment knowledge networks (communities of good practice) for better dissemination and exchange of information, knowledge and experience gained during the implementation of the Action Plan; (iv) Setting up a Youth Employment Portal; (v) Creating a selection of interventions that are replicable, scalable and sustainable; (vi) Publishing the Zambia Youth Employment Trends. The annual publication will present the state of the nation related to trends in job and employment creation, growth and progress toward achieving effective connection of youth to job and employment opportunities and; (vii) Managing the institutionalization of the School-to-Work Transition Survey. The effective management of the above functions and tasks will require the setting up of a Youth Employment Observatory (YEO). 16 Annexes

Annex 1: Implementation Matrix Intervention Area: Youth Centred Employment and Job Creation: ent in Priority Sectors Theme 1: Expanding Employment and Mainstreaming Youth Employm Objective 1: To promote and expand sub - sectors that have high employment multipliers. Strategy 1: Work closely with responsible ministries for the priority sectors to determine sub-sectors that with potential to create employment opportunities and attract youth. Estimated Responsible Indicators and Targets Time Frame Resources Cost Outcomes I nst itu tio n (ZMW) Immediate Medium Long Indicators Targets term term term 1.Youth employment 1. Number of 1. 200,000 decent 1. Financing 1.Ministry of Youth mainstreamed in the new jobs Jobs created resources and Sport growth sectors created for the annually of which 2.Ministry of Labour (Agriculture, Mining youth in the 40% of jobs 2. Expertise and Social Security & Energy, growth sectors should be for 3.Ministry of Finance 17 785,000.00 manufacturing, the youth 3. Information 4.DDCC construction, and 5.PDCC tourism 6.Ministry of Commerce, Trade 2. Sub-sectors that and Industry 1. Number of 2. 5% annual have high 7.ZDA sub-sectors growth recorded 8.CEEC employment recording in the sub-sectors elasticity expanded. positive growth 1. Employment 4. Number of 6. 3 industrial opportunities village industries clusters created increased in the created. annually per identified 5. Number of jobs province sub-sectors created in the 7. 40% of the formal sector. jobs created in the formal sector for the youth Strategy2: Adopt measures and incentives to enhance MSMEs and cooperatives development in the targeted sub -sectors. Estimated Responsible Indicators and Targets Time Frame Resources Cost Institution Outcomes (ZMW) Immediate Medium Long term Indicators Targets term term 1. Number of 1. Increased new MSMEs 1. 150 new 1. Financial 1. Ministry of growth and created. MSMEs resources Finance sustainability created annually 2. Research and 2. Ministry of 104,520.00 of MSMEs 2. Number of development Industry 2. At least 50 % and MSEs Legal and of MSMEs Commerce lasting technical last beyond expertise 3. ZDA beyond three (3) three (3) years years 3. At least 60% of jobs created are in MSMEs 3. Number of 4. 600 MSMEs MSMEs accessing 18 accessing financial financial and material and material support resources annually 4. Number of new products 10 New locally products manufactured factured annually 5. Level of local and 10% investment international in FDI investment (FDI) 1. 60 % of the 2. Increased 6. Number of 200,000 jobs employment jobs created created opportunities in MSMEs annually are in in MSMEs MSMEs Objective 2: To integrate global employment and youth employment goals and targets in macroeconomic and sectoral policies. Strategy 1:Adopt youth employment budgeting Estimated Responsible Indicators and Targets Time Frame Resources Cost Institution Outcomes (ZMW) Immediate Medium Long Indicators Targets term 19 term term 1. Increased 1. Percentage of 1. At least 40 % 1. Evaluation 1. Ministry of global and budget employment reports Finance youth allocated budget 2. Financial 2. Ministry of employment to youth allocated to resources employment Labour 82,500.00 opportunities creation and youth 3. Expertise 3. Ministry of in key sectors promotion employment Youth and Sport 4. Private sector Strategy 2: Promote youth employment creation initiatives by enacting deliberate policies and measures targeting youth Responsible Indicators and Targets Time Frame Resources Institution Outcomes Immediate Medium Long term Indicators Targets term term 1.Improved 1. Percentage 1. 20% of public 1. Incentives 1. Ministry of supportive of young procurement regime Finance environment entrepreneurs allocated to the 2. Financial 2. Ministry of for youth participating youth resources Youth and employment in public 3. Information Sport procurement 3. Ministry of 1,030,000 Commerce Number of and Industry 40% of youth Private sector companies and companies individuals benefitting benefitting from from govern- Government ment incentives 20 incentives for offering preferential procurement to the youth Number of One (1) piece of legislation legislation reviewed and enacted Number of Increased Three (3) innovations number of innovations supporting innovations employment to support growth employment annually growth Number of Five (5) innovation innovation centres centres established established annually Theme 2: Expanding Employment and Mainstreaming Youth Employment in Districts (Local) Economic Development Objective 1: To expand economic activities and employment opportunities at the districts level. Responsible Estimated Indicators and Targets Time Frame Resources Cost Outcomes Institution Indicators Targets Immediate Long Medium term term term 1. Growth of 1. Number of 1. At least 5 1. Financial 1. Ministry of business public works public works resources Finance 21 activities in programmes programmes 2. Expertise 2. District rural areas initiated initiated in 3. Information Planning 121,000.00 2. Increased each district Unit employment annually 3. DDCC opportunities 4. PDCC created at 2. Number of At least the local and jobs created at district levels 500 jobs the local and created district levels district levels Strategy 2: Promote youth-led MSME and cooperative activities to be supported in an integrated manner through cost effective business development services Estimated Responsible Indicators and Targets Time Frame Resources Cost Institution Outcomes (ZMW) Immediate Medium term Long Indicators Targets term term 1. Financial 1. Ministry of 1. Increased 1. Number of new 1000 new youth- resources Commerce cooperative business start-up led 2. Expertise and Industry. activities cooperatives 2. ZCF 3. MSMEs Associations 500,000.00 4. Chamber of 22 Commerce 1. Increased 2. Number of new 1. 60 % of employment jobs created in jobs created for youth in the MSMEs through MSMEs and and Cooperatives MSMEs cooperatives should be for youth 2. Number of 75 Youth youth focused cooperatives cooperatives formed being established annually Strategy 3: Adopt pro -employment and youth-centred local economic development growth strategies driven by the private sector and communities, and responsive to local comparative advantages and priority growth sectors Responsible Estimated Indicators and Targets Time Frame Resources Outcomes Institution Cost Indicators Targets Immediate Medium term Long 1. Increased 1.Number of Four (4) 1. Financial 1. Private sector private sector programmes and programmes resources 2. District led youth projects initiated 2. Expertise Planning Unit 202,000.00 employment by the private 3. Information 3. DDCC initiatives sector in the 4. PDCC districts 5. CEEC 2. Increased 2. Number of Four (4) 6. ZDA community programmes programmes 7. Sector led youth and projects associations 23 employment initiated by the initiatives communities in the districts Objective 2: To make youth employment a strategic objective and target the local economic development growth strategies Strategy 1: Promote sustainable and community-driven youth employment creation initiatives by enacting deliberate measures targeting youth Indicators and Targets Time Frame Outcomes Estimated Immediate Medium Long Indicators Targets Resources Responsible Cost term term term 1. Local 1. Ministry of Number of youth One (1) 1. Financial commerce planning model per employment resources and industry initiatives creation models District Expertise 2. Ministry of 850,250.00 addressing developed and Information Lands local needs. implemented 3. MSME Associations 4. Training Institutions Objective 3: To enhance the governance of the local economic development process. Strategy 1: Empower local communities (districts), giving them responsibility for decision making and for the implementation of the activities ties, while allowing for external financial and technical support in achieving goals. Indicators and Targets Time Frame Outcomes Immediate Medium term Long Resources Responsible Estimated Indicators Targets term term Institution Cost (ZMW) Local planning Number of 70% of 1. Expertise 1. Ministry of 348,620 capacity and districts with Districts Local Employment local 2. Capacity Government opportunities building development for youth at plans 2. Provincial the local level 3. Financial administration 24 resources enhanced 3. District Planning Unit 1. Number of 85% of 4. DDCC districts with Districts 5. PDCC local development plans 1. Number of 300 jobs youth jobs per created by local District development plans Strategy: 3: Provide training in LED approach as a way to strengthen all stakeholders’ capacity to support local development plans Indicators and Targets Time Frame Outcomes Estimated Immediate Medium term Long Resources Responsible Indicators Targets Cost term term Institution (ZMW) 1. Financial 1. Increased 1. Number of 1.Training 1. Ministry of resources economic training programme Youth and 2. Expertise Sport 25 activities at programmes developed the local and developed and delivered 2. Ministry of district levels and annually Labour and implemented . Social 513,480 Security 3. ILO 4. DDCC 5. UNESCO Objective 4: To rejuvenate the dynamism of the Local Labour Market Strategy 1: Develop and enhance systems to collect, analyse and utilize local labour market information. Indicators and Targets Time Frame Outcomes Immediate Medium term Long Resources Responsible Estimat- Indicators Targets term term Institution ed Cost (ZMW) 1. Financial 1. Ministry of 1. Information 1. Functional 1. One (1) resources Finance on employment routine LMIS Functional 2. Ministry of opportunities data collection routine 2. Expertise Commerce readily available developed LMIS data and Indus- collection try 722,300 developed 3. Ministry of Labour and social 26 security. 4. DDCC 5. PDCC Strategy 2: Develop and improve the delivery of comprehensive employment services. Indicators and Targets Time Frame Outcomes Immediate Medium term Long Resources Responsible Estimat- Indicators Targets term term Institution ed Cost (ZMW) 1. Ministry of Improved 1. Number of Ten (10) 1. Financial resources Labour transition of employment employment 2. Ministry of 135,000 youth from services service centres Youth and established 2. Expertise skills training established Sport into the labour 3. Hardware and 3. Private sector market software 4. NYDC 5. Training institutions Strategy 3: Institutionalize local education, training and employment networks and partnerships Indicators and Targets Time Frame Outcomes Responsible Estimated Immediate Medium term Long Resources Indicators Targets Institution Cost term term (ZMW) 1. Improved job Number of Three (3) new 1. Financial 1. Ministry of creation networks created networks resources Education, capacity at the annually 2. Expertise Science, local level Vocational 2. Increased Number of PPPs Two (2) Training number of established. PPPs per and Early PPPs initiatives annum Education 407,215 established 2. Ministry of 27 Youth and Sport 3. Reduction in 3. Number of 80 % of 3. Skills skills mismatch. youth transiting graduates Training to the transition institutions appropriate to appropriate 4. Ministry of field of work. field of work Finance Intervention Sub Total: 4,049,585.00 Intervention Area: Capacitating Youth Theme 1: Skills Development and Employability Objective 1: To provide adequate academic knowledge, skills and personal attributes to all youth to enable them to meet the changing needs of the labour market, the economy and society. Strategy 1: Expanding the education and training system to ensure that more youth exit it with appropriate knowledge, skills and attitude needed for absorption on the labour market. Estimate Responsible Indicators and Targets Time Frame Resources d Cost Institution Outcomes Immediate Medium term Long Indicators Targets term term 1. Increased 1. Ministry of 1. Net Enrolment 100 NER 28 number of 1. Financial Education, ratio (NER) at for primary youth Science, all levels of and graduates 2. Expertise Technology education and secondary equipped 108,680 training. by 2023 with Vocational relevant Training skills and and Early attitude for Education employability 2. TEVETA and 3. Universities entrepreneur 2. A reduction of Pass rates at end 80% Pass the number of cycle rate at of out- of- Grade 9 by school 2017 youth. 80% Pass A reduction of Pass rates at end rate at the number of cycle Grade 9 by of out- of- 2017 school 90% youth. Transition rate Transition rate across educa- from Grade tion levels 9 to 10 by 2017 40 percent Number of annual youth reduction in dropping out the number of the education of out-of- system school youth Strategy 2: Enhance the training capacity in TEVET sector through the development of infrastructure to cater for those who fail to progre ss to 29 tertiary education. Indicators and Targets Time Frame Outcomes Immediate Medium term Long Resources Responsible Estimated Indicators Targets term term Institution Cost 1. Ministry of Youth leaving 2. Number of At least 500 1. Expertise Finance the mainstream youth access- youths 2. Financial 2. Ministry of education ing TEVET resources Youth and system are programmes Sport 220,106 adequately 3. Ministry of equipped Education, relevant skills Science, and attitude for Vocational the labour market Training and Early Education 4. TEVETA Strategy 3: Establishing a student financing scheme that has a combination of scholarships, grants, bursaries and loans. Estimated Indicators and Targets Time Frame Cost Outcomes (ZMW) Immediate Medium Long Responsible Indicators Targets term term Resources term Institution 1. Increased 2. Number of 80% youth 1. Resources for 1. Ministry of number of students from from student financial Finance youth disadvantaged disadvantaged support packages 2. Ministry of accessing backgrounds backgrounds Youth and bursaries, receiving access bursaries. Sport 2,250,000 scholarships, financial 3. Ministry of grants support under Education, and loans. TEVET Science, 30 Vocational Training and Early Education 4. Ministry of Agriculture and Livestock 5. Ministry of Community Development, Mother and 2. Resources 80 percent of Child health allocated to the university student students access financing loans. scheme Strategy 4: Facilitate the change of attitudes towards non-traditional sectors such as the creative industry and improve access to training for these sectors Estimated Indicators and Targets Time Frame Cost Outcomes (ZMW) Immediate Medium Long Responsible Indicators Targets term term Resources term Institution 1. Increased Number of youths 20% of school number of accessing skills 1. Ministry of Finance drop outs youths development 2. Ministry of Youth and accessing skills accessing programmes Sport development and completing in non-traditional 3. Ministry of Education, 31 their education sectors Science, Vocational 142,820 and training in Training and Early non-traditional Education sectors 4. Ministry of Agriculture and Livestock 5. Ministry of Tourism and Arts 2. Increased Number of youth 10% of youths 6. Ministry of Chief and number of employed in Traditional Affairs youths gaining non- traditional employment in sectors the non- traditional sectors Objective 2: To promote and enhance the employability of the youth in the labour market through provision of relevant skills which include entrepreneurship. Strategy 1: Develop a National Skills Development Plan on which the development and review of the curriculum that provides demand driven skills including the skills need of MSMEs in the growth sectors is based Indicators and Targets Time Frame Outcomes Immediate Medium term Long Responsible Estimated Resources Indicators Targets term term Institution Cost (ZMW) 1. Improved Number of One (1) 1. Financial 1. Ministry of relevance of skills surveys skills resources Youth and Sport skills offered undertaken survey 2. Ministry of 2. Expertise Education, undertaken Science, annually Vocational 32 Training and Improved Curriculum re- Curriculum Early Education match be- viewed to im- reviewed by 3. Ministry of tween skills prove relevance 2019 Agriculture and 172,530 demand and of skills Livestock skills train- 4. Ministry of ing and sup- Transport, ply Works, Supply Integration of and Communication entrepre- 5. MSME neurship Entrepre- Associations and finan- neurship Training cial educa- integrated institutions tion in the by 2017 education system Strategy 2: Design and implement programmes that improve employability of youth Indicators and Targets Time Frame Outcomes Long Estimated Immediate Medium term Resources Responsible Indicators Targets term Cost term Institution (ZMW) 40% 1. Improved 1. Number of Financial 1. Ministry of employment youth employed resources Youth and Sport of youth in in formal and 2. Ministry of informal sector Education, formal and Science, informal Vocational sector Training and Early Education 89,500 3. Ministry of 33 Agriculture 2. Increased 2. Number of At least 4.Training number of young people 80% of institutions youth participating students enter 5. Private sector accessing in internships into apprenticeship, and internships internship and attachments and attachments attachments 3. Increased 3. Number of 20% number of youth-run youth-run enterprises informal migrating enterprises from the migrating to informal to the formal formal sector sector Objective 3. To enhance availability of quality and relevant skills training in the agriculture sector. Strategy 1: Reviewing curriculum to integrate agriculture skills development at all levels of education and restructure it into a Compete nce Based Modular Training System. Indicators and Targets Time Frame Outcomes Immediate Medium Long Responsible Estimat- Resources Indicators Targets term term term Institution ed Cost (ZMW) 1. Increased 1. Number of 1. At least 1. Money in the Bursary 1. Ministry of number of youth 10% of scheme. Education 34 youth undertaking youths 2. Incentives for (standards and agriculture enterprises Curriculum) undertaking agriculture enrolled in to take up 2. TEVETA, 315,285 agricultural skills training colleges apprenticeships, 3. Ministry of skills undertake mentorships Youth, training agricultural 3. Training 4. Ministry of related infrastructure, Finance, training equipment and HR 5. Ministry of programmes Agriculture, Theme 2: Empowerment Objective 1: To mainstream youth in the design, planning, implementation, monitoring and supervision of youth employment programmes Strategy 1: Prioritize the involvement of the youth at all stages of programme planning and implementation Indicators and Targets Time Frame Outcomes Indicators Targets Immediate Medium Long Responsible Resources Estimate term term term institution 1. Youth needs 1. Expertise 1. Ministry of Youth and 1. Number of 50% of adequately 3. Capacity Sport development plans 2. NYDC 35 addressed Building 68,750 plans that have 3. Youth associations through sector 3. Financial plans and mainstreamed and clubs Resources programmes youth 1. Enhanced 2. Number of 20% of participation youth youths of youth in participating development in development, programmes implementation - Strategy 2: Strengthen organizational capacities of youth and their representative associations to effectively advocate for the needs of their members at every level through the decentralized structure Indicators and Targets Time Frame Outcomes Immediate Medium term Long Resources Responsible Estimated Indicators Targets term term Institution Cost Decentralisation Number of 50% 1. Financial 1. Ministry of 36 of youth Youth resources Youth and Sport organisations Organisations 2. Expertise 2. NYDC enhanced decentralised 3. Youth 140,630 Associations Youth Number of 50% Organisations’ Youth Associations capacity built participating in capacity building initiatives Strategy 3: Develop well-resourced National Volunteer Service Corps, in which youth are well integrated to prepare them for the world of work and to raise the capacity of the youth to improve their livelihoods and contribution to societal wellbeing. Indicators and Targets Time Frame Outcomes Long Estimated Immediate Medium Resources Responsible Indicators Targets term term Cost term Institution 1. Improved life Number of 200,000 1. Financial 1. Ministry of Youth skills for youth participating youth resources and Sport youth for in the participating in 2. Expertise 2. Ministry of Defence 343,112 improved National Volunteer the National 37 3. Ministry of employability Service Corps Volunteer Service Community Corps annually Development, Mother and Child Health 2. Youth Number of 200,000 4.Cabinet Office integrated into youth integrated youth integrated 5. Ministry of the labour into the labour into the Finance force and force labour force society Strategy 4: Integration of vulnerable and marginalised youth including youth with disabilities in local development activities. Indicators and Targets Time Frame Outcomes Immediate Long Responsible Estimated Medium term Resources Indicators Targets term Institution Cost term (ZMW) 1. Financial 1. Ministry of Education and 1. Number of 40% Resources Youth and employment disabled youths 2. Expertise Sport needs of and other 2. NYDC 113,200 diverse youth disadvantage Youth associations addressed groups integrate and clubs 38 in development 3. Ministry of programmes. Finance 4. Ministry of Labour and Social Security Theme 3: Attitudinal Change and Social Capital Development Objective 1: To promote attitudinal change among the youth towards certain professions/occupations and to become responsible citizens contributing positively to the development of the country. Strategy 1: Creating awareness that Agriculture should not be viewed merely as a subsistence activity but a key income earner (agribusiness). Indicators and Targets Time Frame Outcomes Indicators Targets Immediate Medium term Long Resources Responsible Estimate 1. Increased 1. Ministry of 1. Number of 100 agri- 1. Financial Youth and employment agribusinesses businesses resources opportunities in Sport established established 2. Expertise agriculture and 2. NYDC 98,240 annually other agro 3. Youth industries associations 39 and clubs, 4. Ministry of 2. Increase in the 2. Number of 50 youth-led Education, number of youth-led agri- Science, youth-led agribusinesses businesses Vocational agribusinesses established training and early education 5. Ministry of Agriculture and Live Stock, 6. Training institutions Intervention Sub Total : 3,734,062 Intervention Area: Improve Support Services Provision Theme 1: Labour Market Intermediation Objective 1:To correct the mismatch between labour demand and supply and facilitate the transition of youth from school to work Indicators and Targets Time Frame Outcomes Indicators Targets Immediate Medium term Long Resources Responsible Estimate 1. Improved 1. Number of 60% 1. Financial 1. Ministry of transition youths resources Labour from school entering the 2. Expertise 2. Ministry of to work for labour Youth and 401,200 youths market for Sport the first time 3. Ministry of 2. Increased 2. Number of 90% Education, 40 access to stakeholders Science, information accessing the Vocational on LMIS Training employment and Early Education. 4. Training institutions 3. Improved 3. Number of At most one absorption months/years year before of youth in taken before finding a the labour finding a decent decent job market job Strategy 2: Enhance performance of labour market intermediaries for better provision of comprehensive youth employment services Indicators and Targets Time Frame Outcomes Estimated Immediate Medium Long Responsible Indicators Targets term Resources Cost term term Institution (ZMW) 1. Financial 1. Ministry of 1. One (1) job 2. Improved 1. Number of job resources Youth and Sport club/peer access to clubs/peer net-works 2. Expertise 2. Ministry of 41 employment networks, establishes in each Labour services 109,240 Job Fairs district 3. Civil society created and organizations operational 2. One (1) Job fair held annually 4. Youth groups 2. Number of and associations youth getting in each district 5. DDCC decent work through employment services Strategy 3: Set up a Youth Employment Observatory (YEO) to enhance understanding of the youth labour market functioning and capture youth employment trends in the growth sectors. Indicators and Targets Time Frame Outcomes Immediate Medium term Long Resources Responsible Estimated Indicators Targets term term Institution Cost (ZMW) 1. Improved 1. One (1) 1. Financial 1. Ministry of 1. YEO mechanism for YEO resources Youth and established understanding established 2. Hardware and Sport software 2. Ministry of youth Labour and 406,300 employment 2. Number of One (1) Expertise Social reports from the report trends Security produced by established 3. Central Observatory YEO Statistics quarterly 42 Office 4. NYDC 2. Improved 3. Availability of By 2017 vocational Labour guidance market and counsel- information on ling services youth employment trends 4. Number of 80% youth accessing vocational guidance and counselling services Theme 2: Facilitating Access to Credit and Financial Services Objective 1: To create an environment where youth are able to access financial support and capital for engaging in education, training and setting and/or expanding their businesses. Strategy 1: Encourage financial institutions to develop products that respond to diverse capital needs of the youth for business start-up and expansion. Indicators and Targets Time Frame Outcomes Indicators Targets Immediate Medium term Long Resources Responsible Estimate 1. Increased 1. Number of 1. At least 1. Financial 1. Ministry of number of youth 60% of resources youth and institutions friendly financial 2. Expertise Sport providing financial institutions 2. NYDC youth friendly products develop 3. Bank of 43 financial developed financial Zambia services products 72,360 for the youth 2. Increased 2. Number of 60% numbers of youth accessing youth financial accessing services financial 3. Number of youth assisted in services packaging their business ideas. Strategy 2: Linking youth led firms to financial and non-financial institutions supporting youth related programmes; Indicators and Targets Time Frame Outcomes Immediate Medium Estimat- Long Responsible Indicators Targets term term Resources ed Cost term Institution (ZMW) 1. Growth of 1. Number of 70% of 1. Financial 1. NYDC 44 youth led youth led youth led resources 2. Youth Organisations firms firms farms 2. Expertise and associations 96,432 leading to operating for 3. Brokers 3. Banks and Micro- Increased more than three financing institutions youth years employment Theme 3: Business Development Services Objective: To promote integrated delivery of cost effective business development services. Strategy 1: Reform the YDF into a programme that provides comprehensive enterprise development services Indicators and Targets Time Frame Outcomes Responsible Estimated Immediate Medium Long Indicators Targets Resources Institution Cost term term term (ZMW) 1.Comprehensive 1. Number of 1. 60% of 1. Financial 1. Ministry of enterprise enterprise youth resources for Youth and development development YDF the YDF Sport services support applicants 2. Ministry of offered by the services are Finance 43,500 YDF offered by awarded 3. Ministry of 45 the YDF funding. Commerce Trade and At least 500 Industry 2. Number of youth accessing per annum 4. ZDA YDF funds 3. Number of 2. 80% youth repaying recover their loans rate Number of youth established business surviving beyond three (3) years Strategy 2: Provide business development services to youth established enterprises and MSMEs Indicators and Targets Time Frame Outcomes Immediate Medium term Long Resources Responsible Estimated Indicators Targets term term Institution Cost (ZMW) 1. Improved 1. Number of 80% 1. Financial 1. NYDC sustainability youth resources 2. Zambia of youth enterprises and 2. Expertise Chamber established MSMEs of 816,385 enterprises receiving Commerce and MSMEs business and Industry development 3. Zambia services Federation of Employers Strategy 3: Create out-sourcing linkages between large firms and MSMEs. 46 Indicators and Targets Time Frame Outcomes Immediate Long Responsible Estimated Medium term Resources Indicators Targets term term Institution Cost (ZMW) 10% 1. Linkages Number of 1. Expertise 1. NYDC increase of between out-sourcing 2. Financial 2. Ministry of MSMEs MSMEs and contracts signed resources Commerce signing large firms and Industry contracts 171,248 strengthened with large 3. MSME firms Associations annually 4. Individual 2. Increased Number of 6,000 MSMEs employment employment opportunities opportunities in MSMEs created by MSMEs Strategy 4: Align BDS provision with growth and youth -centred employment and job creation strategies Indicators and Targets Time Frame Outcomes Immediate Estimated Medium Long Responsible Indicators Targets term Resources Cost term term Institution (ZMW) 1. NYDC 1. Increased 1. Number of 50% 1. Financial number of enterprises resources 2. Training institutions youth accessing youth 2. BDS expertise 3. Banks and Micro- established friendly BDS 3. Technical lending institutions 47 business expertise 4. Research and enterprises technology centres 103,000 2. Increased 2. % increase in productivity profitability 40% in MSMEs of MSMEs Intervention Sub Total: 2,219,450 GRAND TOTAL : 10,003,132 Republic of Zambia Ministry of Youth and Sport AN ACTION PLAN FOR YOUTH EMPOWERMENT AND EMPLOYMENT International Labour Organization “Boosting Opportunities for Young People”