1 OPPORTUNITIES FOR YOUTH IN AFRICA: ACCELERATING JOBS CREATION IN AGRICULTURE AND AGRIBUSINESS Programme title: Opportunities for Youth in Africa (OYA): Accelerating Jobs Creation in Agriculture and Agribusiness Geographic focus: Continental / sub-regional levels and six prioritized countries (Tunisia, Cabo Verde, Ghana, Democratic Republic of the Congo, Kenya, and Zambia). Description: The Food and Agriculture Organization of the United Nations (FAO) and the United Nations Industrial Development Organization (UNIDO) developed this joint programme in response to a dedicated call for accelerating efforts in the area of job creation for African youth, especially through agribusiness and entrepreneurship development. This call was made during the 2018 Conference on Youth Employment in Agriculture co-organized by the African Union, the Government of Rwanda and FAO, which took place on 20-21 August 2018 in Kigali, Rwanda, with the theme: “Youth Employment in Agriculture as a Solid Solution to Ending Hunger and Poverty in Africa: Engaging through Information and Communication Technologies (ICTs) and Entrepreneurship”. This programme proposes an integrated approach for the creation of quality on- and off- farm employment and self-employment opportunities for African youth in agriculture and agribusiness. It highlights the central role of agriculture for Africa’s development, while emphasizing the need for continuous empowerment of African youth to be the engine of this growth. The multi-level approach (continental, sub-regional, national) reflects the need for a concerted effort between public institutions and the private sector on capacity development, access to resources, improved coordination and linkages, and knowledge generation and dissemination. This programme provides an opportunity to strengthen the collaboration between FAO and UNIDO, and to position both agencies jointly on decent rural employment creation, agribusiness and value chain development, and support to small- and medium-enterprises (SMEs) in agriculture. By coming together, FAO and UNIDO will leverage on their strengths as knowledge organizations as well as technical agencies with extensive experience on decent employment creation and entrepreneurship development. With support from the Government of Japan, FAO and UNIDO launched this joint programme at the side-event organized on 29 August 2019 at the Seventh Tokyo International Conference on African Development (TICAD7) in Yokohama, Japan. The collaborative modality proposed for this intervention will serve as virtuous example of UN inter-agency collaboration, which has been extensively advocated for by both Member countries and Donors alike. Thematic areas: Reduce poverty through decent employment and self-employment creation; Enhance shared prosperity and job creation through agribusiness and agro-industries; Promote sustainability through inclusive agricultural value chains and food systems; Increase the resilience of communities to shocks and crises; Foster economic competitiveness and SMEs development in agriculture. Expected duration: 5 years (January 2020 – December 2024)
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OPPORTUNITIES FOR YOUTH IN AFRICA: ACCELERATING JOBS CREATION IN AGRICULTURE AND AGRIBUSINESS
Adedicatedcall foracceleratingefforts intheareaof jobcreationforAfricanyouth,especiallythroughagribusinessandentrepreneurshipdevelopmentwasmadeduringthe2018ConferenceonYouthEmploymentinAgriculturewiththetheme“YouthEmploymentinAgricultureasaSolidSolutiontoEndingHungerandPovertyinAfrica:EngagingthroughInformationand Communication Technologies (ICTs) and Entrepreneurship”. This eventwas co-organized by the AfricanUnion, theGovernmentofRwandaandtheFoodandAgricultureOrganizationoftheUnitedNations(FAO).Ittookplaceon20August2018inKigali,Rwanda.
Thiseventallowedanexchangeofviewsontheinterfacebetweenagriculture,youthemployment,entrepreneurship,ruraldevelopment andmigration,with ICTs and innovation as critical enablers. Emphasiswas on enhancingplatforms andmechanisms for youth engagement in policies and employment opportunities, and,most importantly, on promotinginvestments in well targeted value chains with high potential for creating jobs for the youth. The importance ofgovernments / policy makers continuously ensuring enabling environments to stimulate such investments was alsohighlightedamongthekeyrecommendations.
FAO andUNIDOdeveloped this joint programme in response to the call for actionmade at the Kigali conference. Inaddition, with support from the Government of Japan, FAO and UNIDO launched the programme at the side-eventorganized on 29 August 2019 at the Seventh Tokyo International Conference on African Development (TICAD7) inYokohama, Japan. TICAD is a multilateral forum that was established in 1993 by the Government of Japan withparticipationofAfricancountriesandinstitutions,internationaldevelopmentorganizationsandpartnercountries,privatesector and civil society organizations. It is anchored on the twin principles of African ownership and internationalpartnership, bolsteredbymulti-stakeholder’s engagement and alignmentwithAfrica’s own agenda, anddrivenby itsemphasisonhumansecurityandpeople-centreddevelopment.
ThesideeventatTICAD7culminatedwiththeendorsementofthisjointprogrammebytheAfricanUnionandtheEuropeanUnion.BetweenAugustandOctober2019,theformulationprocessallowedtoholdconsultationswithallrelevantFAOandUNIDOdepartmentsanddivisions,includingdecentralizedofficesinAfrica.Also,theDepartmentofRuralEconomyandAgriculture(DREA)oftheAfricanUnionCommissionprovideditsendorsementoftheprogramme. Theprogrammeherein developed, including the prioritized countries outlook in Annex, integrates the information, data andrecommendations provided by FAO and UNIDO experts involved among others in rural development and povertyreduction,decentemploymentcreationandentrepreneurshipdevelopment,agribusinessandvaluechainsdevelopment,socialprotection,andwomen’seconomicempowerment.
A2. Background
TheAfricancontinenthastheyoungestpopulationintheworld.Over600millionpeopleareundertheageof24yearsandthisfigureincreasestoover750millionwhenconsideringyouthundertheageof35years.YouthareoneofAfrica’sgreatestassets. Ifproperlysupported,youngwomenandmenintheworkingagewilldriveinclusiveeconomicgrowthacrossthecontinent.Theshareofyouthinthelabourforceisthehighestworldwide:approximately35percentoftheworkforce in Sub-Saharan Africa and 40 percent in Northern Africa, of which about 40 percent are women. Theseburgeoningyouthnumbershavestrikingimplicationsforthecreationofqualityjobs.
TheagriculturalsectorinAfricacanplayakeyroleinsolvingtheyouthemploymentchallengethatthreatensstabilityandgrowthinmanycountriesacrosstheContinent.Nonetheless,forseveraldecadestheproposedinterventionsinsupporttoagriculturedevelopmenthaveyieldedmixedresults,andtheagriculturalsector(andagribusinessinparticular)hasyetto express its full potential in termsof contribution to theeconomic growthofAfrican countries and the creationofemploymentandself-employmentopportunitiesformillionsofyouthacrossthecontinent.
InmanyAfricancountries,demandforsafeandreliablefoodisincreasingduetogrowingpopulation,urbanizationandrisinghouseholdincome.Thisrapidlygrowingdemandcreatesnewmarketopportunitiesandprovidesemploymentandself-employment opportunities in rural as well as in peri-urban areas, where processing and distribution can reachminimumscaleforefficiency.However,opportunitiesinthesesectorsoftentimesgounnoticed,withambitionsforamoreprosperouslivelihoodspullingyouthtotheurbanareas.
Realizing opportunities in agro-industry throughmanufacturing value added and related services is critical for youthemployment.Manufacturingcurrentlygeneratesaround22.5percentofjobsworldwideandholdssignificantpotentialforthefutureiftechnologicalinnovations,includingIndustry4.0,andopportunitiesarisingfromashifttogreenindustriesarecapitalizedon.Theconceptofgreenbusinessmodelsisgainingincreasingattentionwiththerisinginterestintoeco-innovationandgreengrowth,whichhavethepotentialtocreatenewemploymentandself-employmentopportunities.Inthiscontext,youth-ledsmall-andmedium-enterprise(SME)development,entrepreneurshipandself-employmentaresignificantenginesforjobcreation.
Beyondthetraditionalareasoffocustowardsimprovingproductionandproductivityandcommercializationofagriculture,the rapid development and diffusion of digital technologies offers a new angle for creating decent on- and off-farmemployment and entrepreneurial opportunities. Digitalization plays an increasingly important role in optimizingproductiveprocessesandinamelioratingtheutilizationofresources.Digitaltechnologyandartificialintelligence(AI)aredeeplytransformingindustrialprocesseswhilstautomationandfragmentationofproductivityheraldnewformsofworkthroughexternalisationarrangementsandplatforms.TheFourthIndustrialRevolution(Industry4.0)bringsnewchallenges
Environmentalchangeisalsosignificantlyshapingthefutureofwork,especiallyforyouth.Thereareclearnet-gainsinemployment generation in shifting from conventional energy sources to renewable. Greening the economy willnecessitate significantchanges in theenergymix, consumptionandproductionpatterns, thereby impingingon futureemploymenttrends–intermsofbothshiftsinthesectoralcompositionofgrowth,andskillrequirements. Newindustrialdevelopmentswillappearincludinginclusiveandsustainableindustrieswithinthecirculareconomytoreducewaste,usecleanenergyandreducerawmaterialsextraction.
A3. Target Groups
Atthemicro-level,activitiesintheprioritizedcountrieswillbenefityoungwomenandmenenrolledinshort-andlong-termtechnicalandvocationaltrainingsrelatedtoagribusinessandtransversalskillsthatwillenhancetheiron-andoff-farmemployabilityandtheirabilitytoaccessproductiveresources.Also,itwillbenefitemployedandself-employedyouthalike, through specific on-the-job learning and enhancement of entrepreneurship, business, and digital skills andcompetencies.Youth-ledbusinessesandSMEswillbenefitaswell fromincubationandaccelerationservicesandfromimprovedsupportfrombusinessdevelopmentservicesandinterdisciplinaryplatforms(entrepreneurshipcentresattachedtoadvancedlearninginstitutions).Forthisprogramme,theAUdefinitionofyouth(15-35years)isused.Nevertheless,theagebracketbetween15-18yearswillbe targetedwithin thesupport toeducation institutionsandvocational trainingcentres.
Atthemeso-level,higherlearninginstitutionsintheprioritizedcountriessuchasTVETsandadvancedtraininginstituteswillbenefitfromactivitiesfocusedondesign,testinganddisseminationofskill-developmentcurricula.Otherpublicandprivateactorswill benefit fromactivities to strengthencooperationand interactionwithin their value chainand foodsystem towards a better enabling environment for agribusiness development and the overall backing of nationalagribusiness growth. Also, financial and non-financial service providers will benefit from business linkages and theimprovedagribusinesssystems.Keyactorswillbenefit fromcapacitydevelopmentactivities towardsreducingexistingbarriers for youth and young entrepreneurs on access to financial resources and demand-oriented services (inputs,logistics,finance,marketing,etc.),andfortheprovisionofdemand-orientedfinancialandadvisoryservices.Allactorswillbenefitfromenhancedsynergiesandfromexchangeofbestpracticesacrossbusinesses,systemsandregions.
At the macro-level, activities in the prioiritized countries will benefit national institutions that, in turn, will fosterrobustness,efficiencyandcompetitivenessofnationalagribusinesssystems.Furthermore,nationalpoliciesandstrategieswillbesupportedtofosterthecompetitivenessofthevaluechainsandfoodsystems.Also,sub-regionalandcontinentalinstitutionswillbestrengthenedto identifybottlenecks,designandharmonizeand implementpolicies, strategiesandinvestment programmes supporting youth employment and entrepreneurship development. These institutions willbenefitaswellfromsharingofknowledgeandgoodpracticesandinter-regionaldialogues.
WhileyouthisintegraltotheoverallglobalagendaandtheSustainableDevelopmentGoals(SDGs),youthemploymentisalsoanexplicitgoalontheglobaldevelopmentagenda.Goal8oftheSDGsonFullandproductiveemploymentanddecentworkforallsetsdedicatedtargetsonyouth.Moreover,FAOandUNIDOareactivelyengagedinglobalprocessesandforaonyouthemployment,suchastheInter-AgencyNetworkonYouthDevelopment(IANYD)anditsSystem-wideActionPlanon Youth (UN Youth-SWAP), as well as the Global Initiative on Decent Jobs for Youth (DJ4Y).1 Also, the proposedinterventiondirectlycontributestoSDG1onEndpovertyinallitsformseverywhere,SDG2onZeroHunger,andSDG9on
FAOamongotherssupportsmembercountrygovernmentsintheireffortstodevelopandimplementsoundagricultural,agro-industrial and value chain strategies to fight rural poverty, hunger andmalnutrition,while strengthening genderequality in rural settingsandboosting thecompetitivenessandefficiencyof theagricultural and food subsectors inasustainableway.FAOworkstowardsaddressingissuesrelatedtosustainablestructuraltransformationoffoodsystemsandtheassociatedagriculturalandagribusinesstransitioninacomprehensivemanner.
Main regional bodies and policy processes in Africa acknowledge that youth employment and self-employment is adauntingdevelopmentchallenge.Continentalframeworksexistthatmadecommitmentstocreatingenablingconditionsforthetransformationoftheagriculturalsectorandforempoweringtheyouthtoactivelyparticipateandbenefitfromemergingopportunities.
TheAgenda2063forAfricaaspirestoachieveequalprosperityofthecontinentbasedoninclusiveandsustainablegrowth,drivenbythepotentialofitspeoples,womenandyouth.Furthermore,integratingyouthinagricultureandagribusinessisakeypriority in the implementationof theSustainingComprehensiveAfricaAgricultureDevelopmentPlan (CAADP)MomentumResultsFramework(2014-24).
Likewise, theMalabo Declaration on Accelerated Agricultural Growth and Transformation for Shared Prosperity andImprovedLivelihoods,endorsedattheAfricanUnionsummit in2014, identifiesspecificyouth-relatedtargetsunderits“Commitment to Halving Poverty by the Year 2025, through Inclusive Agricultural Growth and Transformation”. Thespecific targets identifiedare:1.Create jobopportunities forat least30%of youth in theagricultural valuechains;2.Support and facilitate preferential entry and participation forwomenand youth in gainful and attractive agribusinessopportunities.Examplescanalsobe found insub-sectoralstrategies liketheAU-NEPADPolicyFrameworkandReformStrategyforfisheriesandaquaculture,endorsedatMinisteriallevelin2014,whichincludesspecificprioritiesongenderanddecentyouthemployment.
ThroughtheBusinessPlantoimplementtheCAADP-MalaboDeclaration,AfricanUnioninstitutions(AUC,NPCA,andRECs)havecometogethertoproposeajointandcollectivelydevelopedmulti-yearplanforoperations. Theplanhasafocusedprogrammatic and results-oriented approach. It presents a consolidated roadmapwhich outlines priority programmeareasforcatalysingstrategicresultsatcontinental,regionalandespeciallycountrylevels.
Relevantstrategicandprogrammaticdocuments
ThevisionoftheContinentalAgribusinessStrategyisa“dynamic,inclusiveagribusinesssectorthataddsvaluetoprimaryproduce,generatesemploymentandincome,contributestoeconomicgrowthandreductionoffooddependencyinAfrica.”Themissionis:“toenablethecreationofaconduciveenvironmentforincreasedprivatesectorinvestmentandbusinessinAfrica’sagriculture”. TheobjectiveoftheContinentalAgribusinessStrategyistomobilisetheAU,RECs,MemberStates,farmer organizations, private sector, development partners and other actors around a set of high priority strategiesdesignedtosupportthegrowthofamodern,robustandinclusiveprivatesector-ledAfricanagribusiness.
PriorityArea“Incomes,Jobsanddecentwork”andPriorityArea“STIdrivenManufacturing/IndustrializationandValueAddition” the FYPP aims at: i) Reducing unemployment rate by at least 25 percent; ii) Reduce Youth and Womenunemployment rate by 2 percent per annum; iii) Increase the share of labour-intensivemanufacturing output by 50percent;andiv)Increaseyouthandwomenparticipationinintegratedagriculturalvaluechainsbyatleast30percent.
The One Million by 2021 Initiative aims at providing one million African youth with opportunities in Education,Entrepreneurship,EmploymentandEngagementby2021.ThisinitiativewaslaunchedinApril2019toensurethatyoungpeopleareempowered,educatedandhaveopportunitiesfortheiradvancementbycreatingopportunitiesforyouthtoactivelyandmeaningfullydrivethefullrealizationofAgenda2063.It’sdrivenbytheideathatguidedinvestmentinAfrica’steemingyouthpopulationwilltransformtheContinent.
TheOffice of theAU Youth Envoy (OYE) is a Pan-African collaborativemovementwith committed young leaders andvolunteernetworksupportingtheofficemandateandspearheadingregionalengagement.TheOYEActionPlan2019/2020is shaped into four Models of Action (Innovation Model, Advocacy Model, Intergenerational & Policy Model,Communications Model) and Five thematic areas (Youth Refugee Voices, Ending Violence Against Young Women,Employment & Education Match, Youth Health & Wellbeing, Young Peacebuilders) to respond to the needs andexpectationsofAfricanyouthwithintheOYEtwo-yearsmandate.
Global partnerships / platforms
ThirdIndustrialDevelopmentDecadeforAfrica(IDDA3).Theafore-mentionedreflecttheobjectivesanchoredintheThirdIndustrialDevelopmentDecadeforAfrica2016-2025,adoptedbytheUNGAthroughresolutionA/70/L.49/Rev.1on25July2016.Theresolutionnotestheneedforthecontinenttotakeurgentactiontoadvancesustainableindustrializationasakeyelementoffurtheringeconomicdiversificationandvalueaddition,creatingjobsandthusreducingpovertyandcontributing to the implementation of the 2030 Agenda. The resolution specifically called on UNIDO to develop,operationalizeandleadtheimplementationoftheIDDA3.
Inthisregard,FAOandUNIDOhavebeenlong-standingpartnersfordevelopment inAfrica.Theydevelopedtoolsandsolutions toaddressmostcompellingchallengesposed toagriculturaldevelopmentbyurbanization,digitalizationandclimate change among other trends. Both organizations have awealth of expertise in supporting youth employmentcreationandentrepreneurshipdevelopment,andtheyarealsomotivatedbytheirrespectiveOrganizationalmandatestoworktogetherontheabove-mentionedtopics.
Additionalityisoneoftheprinciplesdrivingthe"DeliveringasOne"approachthathasbeenwidelypromotedwithintheUN system for years. This principle stipulates that interventions from one Agencymust not overlap with equivalentinterventionsbyanotherAgency.Inotherwords,itpromotescooperationandcreationofsynergiesbetweenUNentitiesforimprovedefficiencyandresult-orienteddelivery.ItiswiththisspiritthatFAOandUNIDOdevelopedandwillbejointlyimplementingthisprogramme.
By coming together, FAOandUNIDOwill leverageon their strengths as knowledgeorganizations aswell as technicalagencieswithextensivehands-onexperienceonproductive sectorsandactivities toprovidecomprehensive technicalassistance to regional / continental institutions as well as Member countries (prioritized countries). Ultimately, thecollaborativemodalityproposedwiththis interventionshouldserveasvirtuousexampleof inter-agencycollaboration,whichhasbeenextensivelyadvocatedforbybothMembercountriesandDonorsalike.
FAO’s expertise
Throughthe2030AgendaforSustainableDevelopment,countrieshavecommittedtoeradicatingextremepovertyandhunger. FAO’s mandate is to strengthen Member countries’ capacities to translate their political commitment intoconcreteactiontoeradicatehunger,foodinsecurityandmalnutritionworldwide.AchievementofSDG1andSDG2isatthe core of FAO’s intervention. FAO is addressing youth employment specifically through Strategic Objective 3 -OrganizationalObjective2onDecentRuralEmployment.
Throughpolicyassistanceandawareness-raising,FAOseekstodevelopastrongenablingenvironmentinwhichyouthcanthriveandseizedecentruralemploymentopportunities.Inparticular,FAOworksto:i)Developinnovativeandfield-testedapproachesthataddresstheconstraintsruralyouthfaceinaccessingdecentwork;ii)Supportgovernmentsinthedesignandimplementationofstrategiesthatmoreeffectivelytargetruralyouth,aswellastointegrateyouthissuesintoNationalAgricultural Investment Plans; iii) Generatemore country-specific research to advise stakeholders about employmentconditionsandopportunitiesintheirrespectivecountries;andiv)Advocateandfurtherruralyouthneedsatgloballevel.
o Providingpolicyadviceandfacilitatingpolicydialogueforyouth-inclusivefood-systemsdevelopment.Tothisend,FAOhasdevelopedaSpecialProgrammeonYouthEmployment“Enablingdecentagricultureandagri-businessjobs”,which hasthreecomponents:i)Mapping,knowledgegenerationandsharingforevidence-basedpolicyandprogrammedevelopment;ii)Capacitydevelopmentandinstitutionalstrengtheningtobuildsystemiccapacitiesforyouthemploymentinagricultureandagribusiness;andiii)Supporttotheupscalingofsuccessfulapproachesthroughprogrammeformulationandthefacilitationofmulti-stakeholderpartnerships.
o Fieldtestinganddevelopingmodelstosupportyouthengagementintheagriculturalsector,suchasthepublic-privatepartnership (PPP)model for youthemployment in agriculture implemented in Tanzaniamainland andZanzibar archipelago; agri-business support in Ethiopia and Senegal; the Youth Inspiring Youth in AgricultureInitiative to attract youth to agriculture in Uganda; and the youth-centred value chain assessment piloted inUganda.
o Facilitatingthedevelopmentofdedicatedstrategiestosupportyouthengagementinagricultureortheintegrationofruralyouthissuesintobroaderpoliciesandstrategies,suchastheNationalYouthinAgribusinessStrategyinKenyaandtheNationalStrategyforYouthEmploymentinAgricultureinUganda.
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o Promotingpolicycoherencebetweenyouthemploymentandmigration, includingbymainstreamingmigrationintoagricultureandruraldevelopmentstrategies.
o Addressingthespecificneedsofyouthunder18toprepareforandaccessdecentworkinagriculture,forexamplethrough improving safety and health at work (that prevents hazardous child labour), financial literacy, andassessingandaddressingskillsneedsandlegalbarriers.
o AddressingtheneedsofruralyouthintermsofaccesstodecentemploymentandfoodsystemsopportunitiesisalsoatthecoreofFAO’scontributiontoglobalinitiatives.Forexample,theparticipationandmembershiptotheInter-AgencyNetworkonYouthDevelopment(IANYD),andthelead,jointlywithILO,ofthethematicareaonYouthintheRuralEconomieswithintheGlobalInitiativeonDecentJobsforYouth.Tothisextent,FAO,isintheprocessofdevelopinganinclusiveYouthActionPlan.
UNIDO’s expertise
AttainingSDG9isatthecoreofUNIDO’sinterventions:achievingInclusiveandSustainableIndustrialDevelopment(ISID),aspromotedbyUNIDO,seekstorealizetheopportunitiesgeneratedthroughindustrialization,giventhemomentumitgeneratesformodernizationthroughinnovationandimprovementoflivelihoodsbyincreasingincomegeneration.Alignedwith the SustainableDevelopmentGoals, youth is at the centre of ISID,which seeks to create sharedprosperity andenhanceeconomiccompetitivenesswhilesafeguardingtheenvironment.
Also,SMEdevelopmentandentrepreneurship,particularlyledbyyoungwomenandmen,inthemanufacturingindustriesandtheirrelatedservicessectorshaveproventobekeydriversofjobcreation,innovationandincreasedsocio-economicprosperity.RealizingISIDimpliespayingcloseattentiontoyoungwomenandmenwhofaceseriousandspecificchallengesin realizing their social andeconomicpotential, includingchallenges in findingdecentemployment. Failing toprovideadequateproductiveopportunitiesforyoungwomenandmenhasfarreachingconsequences,especiallyconsideringthattoday’syoungwomenandmenwillbethedrivingforceofthefutureeconomyandmostoftheworkingagepopulation.
ThisisconfirmedinUNIDO’sMediumTermProgrammeFramework(2018-2021),whichamongstotherthings,highlightthe importance of reducing poverty by promoting more inclusive patterns of industrial development, including byremovingobstaclesthatimpedelocalentrepreneurship,particularlyforyoungwomenandmen.UNIDOhasaportfoliooftechnicalassistancetargetingyouthinmorethan15countriesinSub-SaharanAfrica.Inparticular:
o Ithasdevelopedsignificantexperienceinsupportingthecreationofenablingbusinessecosystemsforqualityjobsinstrategicindustries,includingagro-industries.Onsuchbasis,UNIDOprovidesyouth-responsiveand–sensitiveaction-orientedpolicysupporttolocalandnationalgovernmentsonyouth-ledentrepreneurshipdevelopment. UNIDO’s Programme for Country Partnership (PCP) model is an innovative example of multi-stakeholderpartnershipsledbythehostgovernmentforacceleratingInclusiveandSustainableIndustrialDevelopment.
o Inalignmentwithnationaldevelopmentstrategies,UNIDOprovidestechnicalassistancetolocalstakeholdersintheidentificationofstrategicsectorsthatharbourpotentialforgrowthandjobcreation.Inthiscontext,UNIDO’sservicesforthedevelopmentofagro-industriesfocusonaddingvaluetoagriculturalproductionbystrengtheninglinkagesbetweenagriculture, industryandmarkets.UNIDOsupportsyouthtotap intostrategic industriesandfacilitatesmarketaccessforagro-commoditiesthroughage-sensitivesectoranalysesandvaluechainassessmentanddevelopmentto improvepossibilities forqualityandproductiveworkandemploymentforyouth,therebyleveraging on employment opportunities in farm and non-farm activities. Sustainable livelihoods are therebygenerated,resiliencetoinstabilitiesandshocks(social,economic,political,andenvironmental)isimproved,andpressurescausedbylackofeconomicopportunities,includingmigrationarealleviated(urban-ruralmigration,aswellasmigrationacrossbordersinsearchforemploymentopportunities).InSub-SaharanAfrica,UNIDOisattheforefront of agribusiness and agro-industrial development initiatives such as Integrated Agro-Industrial Parks(Ethiopia),StapleCropsProcessingZones(Nigeria)andAgro-poles(Senegal).
o UNIDOprovidestechnicalassistancetobuildthecapacitiesofnationalandinstitutionalcapacities,andoffinancialand non-financial business development service providers, for these to better serve youth entrepreneurs,particularlyintheareasofskillsdevelopment,accesstoinformation,networks,andmarkets,andaccesstofinance(includingfinancialliteracythroughUNIDO’sCOMFARtraining).TheComputerModelforFeasibilityAnalysisandReporting(COMFAR)facilitatesthefastcomputationoffinancialandeconomicappraisalofinvestmentprojects.It can be used for small- to large- scale projects, expansion, rehabilitation and modernization of existingenterprisesandjointventures.Itfacilitatesshort-andlong-termanalysisoffinancialandeconomicconsequencesforindustrialandnon-industrialprojects.
o UNIDO’sapproachisinformedbyevidencethatimprovingaccesstofinancewillonlybesuccessfulwhencombined
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withskillsdevelopmentofyouth(industrial,entrepreneurialandsoftskills).Tothisend,UNIDOimplementstheEntrepreneurshipCurriculumProgram(ECP),acost-effectiveinvestmentinthedevelopmentofentrepreneurialcapacityofyoungpeoplethatlaysthegroundforprivatesectordevelopment.ItalsoutilizestheentrepreneurshiptrainingtoolkitStartandGrow,designedtosupportyoungpeopleinbuildingtheskillstodeveloptheirbusinessideas and run their start-ups successfully. Furthermore, and has established the Learning and KnowledgeDevelopmentFacility (LKDF) for industrialskillsdevelopmentthroughpublicprivatedevelopmentpartnerships(PPDPs).Workingwiththeprivatesector,theLKDFsupportstheestablishmentandupgradingoflocalindustrialtrainingacademiestohelpmeetthelabourmarket’sincreasingdemandforskilledemployees.Italsoequipsyouthwiththeskillsneededtoproducequalityandsafeagro-foodproducts,andtousethetechnologiesappliedtoacceleratetheprocessofruraltransformation.
o Youthentrepreneurshipdevelopmentandself-employmenthasalsobeenatthecoreofUNIDO’scontributioninglobal initiatives. These include the Inter-Agency Network on Youth Development (IANYD), including itscommitmenttotheUNYouthStrategy,particularlyunderthethirdpriorityonEconomicEmpowermentthroughDecentWorkon,anditscommitmentasoneoftheleadagenciesinthethematicareaofYouthEntrepreneurshipandSelf-employmentwithintheGlobalInitiativeonDecentJobsforYouth.Tothisextent,UNIDOhasdevelopedaYouthStrategyto integrateyouthemploymentatthecentreof itsactionstowards InclusiveandSustainableIndustrialDevelopment.
C. THE PROGRAMME
C1. Objective
Thedevelopmentobjectiveofthisprogrammeistoincreasedecentemploymentandself-employmentopportunitiesinagriculture(on-andoff-farm)andagribusinessforyoungwomenandmeninrural,peri-urban,andurbanareasthroughimproved individual skills and competencies, strengthenedagricultural value chainsand food systems, and reinforcedinstitutionssupportingyouthemploymentcreationandentrepreneurshipdevelopment.
i. Increase employability of prospect employees and capabilities of self-employed youth through improvedtransversalcompetenciesandtechnical,entrepreneurial,business,anddigitalskillsrelatedtoon-andoff-farmbusinessdevelopmentandtobetteraccesstoproductiveresources(especiallyfinance);
ii. Strengthen the competitiveness of targeted agricultural value chains and agri-food systems, meaning therobustness (viability), the efficiency, and the level of innovation (i.e. new technologies introduced, productsdeveloped, partnerships established), towards the creation of decent employment and self-employmentopportunitiesandtheestablishmentandupgradingofyouth-ledagribusinessesandSMEsinagriculture;and
iii. Support more conducive policy, institutional and programmatic frameworks at national, sub-regional andcontinentallevelsthroughenhancedcapacityandknowledgeofinstitutionstosupportdecentyouthemploymentcreationandentrepreneurshipdevelopmentinagricultureandagribusiness.
The integratednatureoftheapproachrefersto itsmultilevelscope(regional,nationaland local),butalsotothecorefunctions of FAO and UNIDO. These functionsmainly include knowledge generation, policy assistance, technical andfinancial support, and capacity development in work areas such as employment creation and entrepreneurship,sustainable agriculture and agribusiness development. Gender mainstreaming is considered as a cross-cutting topicthroughoutallproposedactivities.
FollowingeachAgency’smandate,theinterventionwillbenefitfromFAO’sexpertiseindecentruralemploymentcreationin agriculture and agribusiness, and from UNIDO’s key role on enterprise and entrepreneurship development andinvestmentpromotion.Eachagencywill createsynergieswithon-going interventions (ifany), therebycomplementingexistinginvestmentscarriedouttowardsaddressingyouthemploymentandentrepreneurshipdevelopmentchallenges.ThiswillensuremainstreamingofyouthemploymentandentrepreneurshipdevelopmentintheworkofbothFAOandUNIDO, at the same time avoiding duplication of efforts and maximizing the expected impact of both agencies’interventions.
At national level, collaborationswill be set-upwith training institutes (including TVET, advanced entrepreneurial andbusiness institutions, etc.) for enhancement of technical, entrepreneurial and digital skills. Also, the programmewillestablish contacts with value chain supporting actors (physical inputs and non-financial service providers) and withfacilities(e.g.IFAD’sAgri-BusinessCapitalFund,etc.)andfinancialinstitutionstoenhanceaccesstocapitalandproductiveresourcesforyouth.Meso-levelorganizations(e.g.businessassociations,labourunions,tradeoffices,etc.)willbeinvolvedaswellintheprogrammeactivities.Relevantgovernmentinstitutionswillprovideindicationsontargetingofbeneficiariesandcommunitiesaswellasstrategicdirectionsforimplementationofactivities.
Thedifferentcomponentsoftheinterventionprovidespaceforotherdevelopmentpartnerstojoinintheimplementationof one ormore activities, through direct contribution or by creating synergieswith existing programs / projects. Forexample, IFAD isactivelyengaged inseveralprojectsandactivitieshelpingyoungpeopleaccess resources,assetsandservicesneededtobeproductiveandhaveapositiveimpactontheircommunities.LeveragingonitsRuralYouthActionPlan2019-2021,IFADcouldplayacentralrolewithlong-termcountryengagements.
FAOandUNIDOwillcontributetotheproposeddevelopmentobjectiveandtospecificOutcomes/Outputsbasedontheirdistinct comparative advantages. The twoagencieswillworkunder a joint agreement thatwill outlineeachAgency’scommitmentstowardsyouthemploymentcreationandentrepreneurshipdevelopmentinagricultureandagribusinessinAfrica.Atcountrylevel,jointCountryActionPlanswillbepreparedduringtheinceptionphaseoftheprogramme.InlinewithUNDG’sGuidelinesonUNjointprogramming,2bothFAOandUNIDOwillhaveprogrammatic,financial,andreportingresponsibilitiesfortheirpartoftheproposedprogramme.
Within UNIDO, the implementation of the programmewill be led by the Department of Agri-Business Development(PTC/AGR)anddirectlycoordinatedby theRuralEntrepreneurship, JobCreationandHumanSecurityDivision (RJH) inVienna,inlinewithitsmandatetosupportruralentrepreneurshipandjobcreation,includingofyouth.TechnicalinputsandsupportwillbesoughtfromtheAgro-IndustriesTechnologyDivision(AIT)andtheFoodSystemsandNutritionDivision(FSN)toensureaconcertedefforttowardstheoptimalimplementationofproposedactivities.Theproposedprogrammewillprovideanopportunitytofast-trackandoperationalizetherecently-formulatedYouthStrategy,whichseekstoscaleupUNIDO’seffortsinintegratingyouthintoinclusiveandsustainableindustrialdevelopment.OtherUNIDODepartmentsinViennamaybeinvolvedintheproposedintervention,dependingontheneedsidentifiedineachprioritizedcountry.TheRegionalOfficesinEgypt,Ethiopia,Nigeria,SouthAfricamightplayabackstoppingandliaisonrolewithcountryofficesandRECs.
strategic guidance to the implementation of the programme, in collaboration with FAO’s Agricultural DevelopmentEconomicsDivision(ESA).OtherFAODivisionsinRomemaybeinvolvedintheproposedintervention,dependingontheneedsidentifiedineachprioritizedcountry.
ThegovernanceoftheprogrammewillbesecuredbyaProgrammeSteeringCommittee(PSC)andbyNationalSteeringCommittees(NSC).ThePSCwillbecomposedofFAO,UNIDOandrelevantresourcepartners.Itwilladviseontheoverallimplementationoftheproposedprogrammeandwillensureliaisonwithresourcepartnersandinternationalorganizationsfor thealignmentofpriorities and interventions. If needed, thePSCwill invite relevant counterparts to contribute tostrategicdiscussions.
TheNSCsintheprioritizedcountrieswillbecomposedofFAO,UNIDOandtheirrespectivelineMinistries,aswellasotherrelevantcounterpartsatnationallevel.Additionaldevelopmentpartnersmaybeinvolvedatcountrylevelandatregional/continentallevelstoensuretheeffectiveimplementationofactivitiesundertheproposedprogramme.NSCswillconvenein each country to endorse the Country Action Plan, to review progress implementation, to address intersectionalitybetweenthetwoAgencies’mandates,andtobuildsynergieswithnationalpartnersandotherinitiativesatcountrylevel.
An inceptionworkshopat country levelwillbeorganized topresent theprogrammeobjectives, keyexpected results,implementationmodalities and final schedule of events. The inceptionworkshopwill also raise awareness and buildpartnerships for the programme at national and local government level andmark the launch of the programme. AnInceptionReport(IR)willbepreparedattheendoftheinceptionperiod.
2) Themeso-level, by supporting the role of value chain supporting actors, business associations and businessdevelopmentservicestostrengtheningtheinteractionsamongbusinessactors;and
Theprogrammewillbestructuredaroundthreemethodologicalelements:i)Mapping,knowledgegenerationandsharingof experiences for evidence-based policy and program development; ii) Capacity development and institutionalstrengtheningtocreatedecentyouthemploymentandself-employmentopportunities inagricultureandagribusiness;and iii) Up-scaling of successful practices and piloting of innovative approaches regarding the introduction of newtechnologies,thedevelopmentofproductsandtheaccesstonewmarkets,andtheestablishmentofmulti-stakeholderpartnershipswiththeprivatesector.Furthermore,itwillsupportsystematicdatacollectionaswellasexchangeofbestpracticesbyidentifyingcountry/regionalexperiencessuitableforreplicationandup-scaling.Finally,theprogrammewillcontributetostrengtheningFAOandUNIDOcapacitiesforthedesign,fundingandimplementationofjointinitiativesandofyouthemploymentandentrepreneurshipdevelopmentprograms.
Joint implementation arrangements
Followingaspecificrequestforjointaction,thisprogrammeintegratescorefunctionsofUNIDOandFAOtowardsyouthemployment creation and entrepreneurship development, sustainable value chains and agribusiness, and socialprotection.AmodularapproachtoimplementationofactivitieswillensurecomplementaritybetweenFAOandUNIDO.
EachAgencywillleadspecificOutcomes/Outputs(seebelow),withthePSCasthestrategicalbodythatoverlooksanddecideonimplementationofactivities. It isexpectedthattheLeadAgencywillcoordinatethepreparationofdetailedannualworkplansandbudgetperOutcome,basedonthejointresultsframework.AtOutputlevel,theprogrammewillleverageonbothFAO’sandUNIDO’sexpertisefortechnicalinputs.Also,eachLeadAgencyshouldguidethejointresourcemobilizationefforts,accordingtothejointcommunicationstrategyandthejointresourcemobilizationstrategy.
UNIDO’sworkbringstogetherexpertiseontechnicalskillsenhancement,market-drivenvaluechaindevelopment,andyouthemployment. Ithasextensiveexperienceonyouth-ledentrepreneurshipdevelopmentandindustrialization(e.g.throughtheestablishmentofAgro-industrialParks,StapleCropsProcessingZones,andAgro-poles),includingthroughthePCPs.Forthisreason,UNIDOisbestplacedasLeadAgencyforOutcome1“Employability (on-andoff-farm)andself-employmentcapabilitiesofyouthsinagricultureandagribusinessareenhanced”aswellasLeadAgencyforOutcome2”Existingandemergingyouth-ledagribusinessesandSMEsinagriculturehaveincreasedaccesstofinanceandarebetterintegrated into local, regional and international markets”. For example, UNIDO’s Innovation Development andEntrepreneurship forAll (IDEA) provides an indicationof theproposed approach: i) identifying value chains and foodsystems,withintheprioritizedcountries;ii)developskillsandtrainingbasedondemand-orientedbusinessneeds-e.g.management, entrepreneurship, business creation, financial literacy, cleaner production, standards, quality control
Nevertheless,thisbeingajointprogramme,itisparamounttolookatthecomparativeadvantageofbothorganizations.DespiteUNIDObeingthedesignatedLeadAgency,technicalsupportonimplementationofthesetwoOutcomeswillbeprovidedbybothagencies,accordingtoon-farm(FAO)andoff-farm(UNIDO)relatedactivities.Forexample,FAOhasbeenchampioningFieldSchoolasanapproachbasedonpeople-centredlearning.Thisapproachisbasedonaparticipatorymethod to create an environment conducive to learning in rural areas. It can be adaptedwithin the context of theproposedprogramme,toaddressthecapacitydevelopmentandlearningneedsofyouthandwomeninagricultureandagribusiness.Inaddition,withintheimplementationofactivitiesunderStrategicProgramme4(SP4),FAO’sAgriculturalDevelopment Economics Division (ESA) accumulated valuable experience on agribusiness skills development andcompetenciesneededtoaccessproductiveresourcesthatwillbeleveragedon.
FAOhassignificantexperienceintheareasofsustainablevaluechainsandfoodsystemsdevelopment,supporttovaluechain actors and capacity developmentof national institutions.Also, FAOhas expertise andexperience in supportingevidence-basedpolicy and strategy formulation, facilitationof dialogue and knowledge generationwill be utilized forenhancing capacity and knowledge of sub-regional and continental institutions towards streamlining decent youthemploymentandentrepreneurshipdevelopmentinagricultureandagribusiness.Forthesereasons,FAOisbestplacedasLeadAgencyforOutcome3“Agriculturalvaluechainsandagri-foodsystemsthatcreatedecentemploymentandself-employmentopportunitiesforyouthsarestrengthened”aswellasLeadAgencyforOutcome4“Policy,institutionalandprogrammatic frameworks are strengthened at national, sub-regional and continental levels to support decent youthemploymentcreationandentrepreneurshipdevelopmentinagricultureandagribusiness”.
This is based on FAO’s expertise and on-going work in facilitating dialogue, developing capacities and generatingknowledge at national (under its Integrated Country Approach), sub-regional and continental levels on decent youthemployment in agriculture / agribusiness andwithin different contexts (development, humanitarian,migration, etc.).Nonetheless,asforthepreviousOutcomes,UNIDO’sexpertisewillbealsocrucialforthesuccessfulimplementationofactivities.Particularly,UNIDOwillberesponsiblefortheinceptionphase,duringwhichthein-depthbaselinestudiesonthe potential for decent youth employment creation and entrepreneurship development in agri-food systemswill beconductedtoprepareCountryActionPlans.
Selection of prioritized countries
The African Union is formed by 55 sovereign member states and it would be impossible to address the needs andchallengesofallthecountriesinthisheterogeneousgroup.Inviewofthenumberofeligiblecountriesandofthebudget,itwasproposedtotargetaninitialnumberofsixcountries,forthefive-yearimplementationperiod.
The programme will target countries that require different sets of interventions regarding youth employment andentrepreneurship development in agriculture and agribusiness. Also, countries are grouped according to the fivegeographicalregionsoftheAfricanUnion-Northern,Western,Central,Eastern,Southern.
STEP1:ThepresenceofanexistingoperationalstructureforbothFAOandUNIDOisapre-conditionforimplementationof theprogramme.Therefore, the first selectionwasdonebasedon thepresenceofFAOandUNIDOofficesand thestrategicinterestofbothagencies.Forthisreason,thegroupofpossiblecountrieswasnarroweddownfrom55to22,comprising: Algeria, Cameroon, Cabo Verde, Chad, Cote d’Ivoire, Democratic Republic of the Congo, Egypt, Ethiopia,Ghana,Kenya,Madagascar,Morocco,Mozambique,Nigeria,Rwanda,Senegal,Somalia,Sudan,Tanzania,Tunisia,Uganda,Zambia.
STEP3:Thisstepwasnecessaryinordertovalidateand/orbalancetheresultsobtainedfromtheCountrySelectionMatrix(seeAnnex)withqualitativeconsiderationsthatcannotbeeasilyquantifiedinamatrix,butthatplayakeyroleinthefinalselection.CountriesthatscoredhighestintheirrespectiveregionontheweightedMatrixwerethestartingpointforthequalitative discussion. These countries were: Tunisia, Ghana, Cameroun, Kenya, Zambia. Afterwards, a series ofconsultationswas heldwithinUNIDO and FAO for the finalization of the selection of six prioritized countries.The sixproposedcountriesare:
ShortcountryprofilesareprovidedinAnnex.Besidethesesixcountries,4thereisagroupofothersixhigh-scoringcountriesthatcouldbeconsideredaspossiblealternatives (incasethenumberofcountriesremains thesame)orasadditionalcountries (in case thenumberof countries increases). Thesealternative countriesare:Egypt,Morocco,Coted’Ivoire,Senegal,Rwanda,Tanzania.Incaseofanincreaseinthenumberofselectedcountries,preferenceshouldbeforRwandathatalsoscoredveryhighontheMatrix.Secondly,SenegalorCoted’Ivoirecouldbeconsideredasadditions,inviewofthesizeofandnumberofcountriesintheWesternAfricaregion.
ThereareseveraladvantagesforUNIDOandFAOinjointlymobilizingtheresourcesneededtoimplementtheproposedprogramme.Firstly,byhavingajointresourcemobilizationstrategythetwoagencieswillrequireasharedimplementationframework, avoiding fragmentation of the proposed intervention due to imbalances in availability and allocation ofmobilized resources. Secondly, joint resource mobilization will reduce competition (as currently perceived by bothgovernmentsanddonors)betweenthetwoagencies,whileimprovingcooperationbasedonthecomparativeadvantagesof each Agency. Finally, joint resourcemobilization will favour a better alignment of FAO and UNIDOwith resourcepartners’prioritiesandagendas.
Followingaspecific request for jointaction,andbecauseofcostefficiency,cohesion in implementation,andreducedcompetition,FAOandUNIDOcouldset-upamulti-partnertrustfund(MPTF). Inthismodality,UNIDOandFAOshouldadvocate for earmarking of funds to be channelled into the MPTF for youth employment and entrepreneurshipdevelopment in agriculture and agribusiness in Africa. Management and accountability would be assigned to anAdministrativeAgent,whichcouldbeeitheroneofthetwoagenciesortheMPTFSecretariat(UNDP).
This pooled fundingmechanism should lower transaction costs for resource partners due to fewer agreementswithagenciesandaunique reportingsystem. In thismechanism, it is commontouse thepass-through fundmanagementmodality,inwhichagencieswillreceivefundsfromtheAdministrativeAgentandwillapplyastandard7percentrecovery
In addition to the set-up of an MPTF, UNIDO and FAO should allow resource partners to utilize parallel fundingmechanisms,suchasbilateraltrustfundsandjointprograms,especiallyatcountrylevel.ThisreflectstheneedofUNIDOand FAO tomake use of available initial resources as a catalyst to influencemuch larger financial flows towards theimplementationoftheprogramme.Alimitedcontributioncouldbeutilizedfortheimplementationofmulti-dimensionalactivitieswithcontinentalandregionalinstitutions,andtoprovideseedfundingforcatalyticactivitiesintheprioritizedcountries.Atcountrylevel,theresourcemobilizationeffortwillbecoordinatedbythedesignatedLeadAgency.
Parallel resourcemobilizationwillenable thetwoagencies toaddressstrategicareasof interestof resourcepartners,whichmightbewilling to focusonlyonspecificareasof interestand/orcountries.Asa result,UNIDOandFAOmightimplement stand-alone projects (yet under the commonwork plan of the programme) funded by different resourcepartnersand/orjointUNIDO-FAOprojectsfundedbythesameresourcepartner.TransferoffundingfromoneAgencytothe other should be regulated by standardUN toUNAgreements. Thismodality presents the risk of disjunction andimbalancesbetweenthetwoagenciesandthisshouldbeaddressedbypreparingacommonworkplanandbycoordinatingcloselyimplementationofactivities.Ultimately,allactivitiesoftheproposedprogrammeshallbeimplementedwithinthecommonworkplan.
Once theywillhavebetterdefined the fundingmechanism inconsultationwithpotential resourcepartners, FAOandUNIDOwilldetail:(i)resourcerequirementsandfundinggapforeachOutcomeandOutput;(ii)resourcepartnersandpreferredmechanismsatcontinental,sub-regionalandcountrylevels;(iii)resourcemobilizationapproachestobeusedforeachpartner;(iv)governancestructureforthemanagementoffunds;(v)howthejointresourcemobilizationstrategywillbe implementedandwho is responsible fordoingwhat,whenandwhere; (vi)amonitoring frameworkwithcleartargets,baselines,indicators,andmeansofverification,aswellasascheduleforreviewingandupdatingthestrategyifneeded;and(vii)risksandrewardsofthejointresourcemobilizationstrategy.
Joint communication
The purpose of the joint communication strategy is to strengthen inter-agency cooperation, ensure consistency ofmessaging, and increase the profile and transparency of FAO’s and UNIDO’s activities at country level. The jointcommunicationstrategystrivestopositionthetwoagenciesasefficient,effectiveandresults-oriented.Ajointstrategydoesnot replaceorovershadow thecommunicationeffortsof individualagencies.On thecontrary it aims toamplifyindividual voices, to develop and convey coherentmessages to help rally stakeholders, tomaximize the value of thecommunication function,and tooptimize investments incommunication.UNIDO’sandFAO’sCommunication teams/unitswillrefinethejointstrategyduringtheinceptionphase.
C4. Thematic areas
Reducepovertythroughdecentemploymentandself-employmentcreation.Povertyremainsoneofthebiggestobstaclestohumandevelopmentandeconomicgrowth.Althoughprogresshasbeenmadeinreducingpovertyglobally,about736millionpeoplecontinueto live inextremepovertyandinequalitiesarestillpervasive.About80percentoftheworld’spoorest live inruralareas,dependonagriculturefortheir livelihoodsandarealsoamongstthemost likelytobefoodinsecureandmalnourished.Yet,withoutaccesstoresources,services,technologies,marketsandeconomicopportunities,theirproductivityandincomeremainlow.
Thismulti-sectoralapproachaimstoaddressthesocial,economic,politicalanddailychallengesthatpoorruralpeoplefaceby:i)Increasingaccesstonaturalresourcesandotherassets;ensuringsupportiveextensionandinformationsystemstoimprovetheirincomeandcapacitytomanagerisks;andlinkingsmall-scaleagriculturetomarketsandfoodsystems,while also ensuring food security; ii) Mobilizing investments to create decent employment and entrepreneurial
Enhancesharedprosperityandjobcreationthroughagribusinessandagro-industries.Inthefaceofarapidlychangingglobal economic landscape and increasing inequalities, a strategy for sustained growth must ensure a form ofindustrializationthatmakesopportunitiesaccessibletoallpeopleandbroadlydistributesincomeandnon-incomegainsacrosssociety.Theinabilityofcountriestofullyintegratesolutionstosocialissuesintotargetedindustrialandeconomicpoliciesunderminesthedevelopmentalpotentialofindustry,thuswideningincomeinequalitygaps.
Many developing countries and economies in transition, particularly thosewith large rural communities, suffer frominadequateaccesstofoodandlackofemployment.Theproblemiscompoundedbythedependenceonoutdatedandinefficient technologies leading topoorproductivity and sloweconomicgrowth.Agriculture-based industrialproductsaccountforhalfofallexportsfromdevelopingcountries,yetonly30percentofthoseexportsinvolveprocessedgoodscomparedtoafigureof98percentinthedevelopedworld.
Also, globalization has brought revolutionary changes to agricultural and food systems, while rapid urbanization hastransformedsupplychains.Today’sglobalagriculturalmarketsaremoreintegrated,butpotentiallyriskierasopportunitiesfor trade in developing countries increase alongside the need to intensify food production to feed a growing planet.Countriesrequireassistanceandcapacitybuildinginaccessinginternationalmarketsandmeetinginternationalstandardsforfoodsafety.Increasedinvestmentsarekeytoproducebetterqualityproductsthatensurenutritionalneedsaremetandhigherpricesattainedbyproducers.
There is compelling evidence to suggest that buildingmore efficient and equitable agriculture and food systems andinvesting in ruraldevelopmentcanaccelerateachievementofgoalsand targetsacross the2030Agenda.Aneffectivetransition towards more integrated, sustainable agricultural production systems requires changing how sectors aregoverned.Itentailsbetterdialogueandpolicycoherencewithallstakeholders,includingtheprivatesector,civilsociety,academiaandresearchinstitutionsanddevelopingpartnershipsandaccountabilityatdifferentlevels. AchievingtheSDGsmakesitnecessarytoalignandenhanceinvestmentsinagricultureandtoprioritizethoseactionsthatachievemeasurableresultsontheground.
Theambitionof the2030Agenda is to shift societies andeconomiesonto a sustainabledevelopmentpathwaywhile“leavingnoonebehind”.Suchasignificanttransformationcanonlybeachievedthroughintegratedandcoherentactions,decisions and initiatives that target poverty, inequality, food insecurity andmalnutrition, the degradation of naturalresourcesandinclusivegrowth.Thistransitionisbeingmainstreamedthroughsupportingcountriestoadoptacommonvision for sustainable food and agriculture and translating it into actions through the following five interconnectedprinciples: i) Increase productivity, employment and value addition in food systems; ii) Protect and enhance naturalresources;iii)Improvelivelihoodsandfosterinclusiveeconomicgrowth;iv)Enhancetheresilienceofpeople,communitiesandsystems;andv)Adaptgovernancetonewchallenges.
Increase the resilience of communities to shocks and crises. The increasing frequency, intensity and scale of naturalhazards and related disasters, food chain crises, and conflicts – compounded by underlying vulnerabilities – causewidespreadhumansufferingandhugeeconomiclossesandthreatenprogressmadeinendinghungerandmalnutrition.The combinationof acute shocks and chronic stressors creates a vicious downward spiral, pushing poor families intodestitutionand,ultimately,dependencyoncostlyhumanitarianaid.
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Buildingtheresilienceofagriculturallivelihoodstothreatsandcrisesandpromotingagriculture'sroleinreducingconflictandsustainingpeacearekeytomakingsustainabledevelopmentarealityandofferapowerfulleverforreachingtheSDGs’pledgeofleavingnoonebehind.Agricultureandfoodsystemsmustberesilientandrisksensitiveinordertofeedpresentandfuturegenerations.Increasingtheresilienceofcommunitiesincludesimprovingtheiraccesstojobsalsoduringcrises,whileenhancingtheirknowledgeonhowtomitigatetheimpactofshocksandenablingtheiraccesstosocialprotectionmechanisms.Socialprotection isacritical strategy to reducepoverty,build resilienceandenabledevelopment.Socialprotectionprogrammessimultaneouslyhelpimproveaccesstofood,mitigaterisksandincentivizeinvestmentsinfoodsystemdevelopmentinlow-incomeandcrisiscontexts.
Foster economic competitiveness and SMEs development in agriculture. Industry is a seedbed for entrepreneurship,business investment, technologicalprogress, theupgradingof skills,and thecreationofdecent jobs.All these factorscontributetosustainedproductivityimprovementsthatcanensurepro-pooroutcomesandcontributetoincreasedlivingstandards,particularlyindevelopingcountries.Inaddition,betteraccesstodomesticandinternationalmarketscanmakeanenormouscontributiontodevelopingcountries’fightagainstpoverty.
People in developing countries, particularly in the Least Developed Countries, live in an agrarian, often subsistenceeconomy.Manyyoungpeoplegrowupwithoutopportunitiestolearnentrepreneurialandindustrialattitudesandskills,resulting in poverty with persistent unemployment or underemployment. Entrepreneurship is therefore an inclusiveprocessthatenablesthebottombillion–womenandmen–inruralaswellasurbanareas,toachievesocialmobility.Entrepreneurship also transforms economies and enhances industrial development, inclusively and sustainably, fromindividualandgrass-rootlevels.
C5. Expected Outcomes
The overall goal is to contribute to poverty reduction by promoting decent employment and self-employmentopportunitiesforAfricanyouththroughagribusinessdevelopment.
Althoughthisisnotagenderspecificintervention,itwillmainstreamgenderthroughoutallactivities.Theessenceoftheforeseen interventionprovidesanavenuetoensuregenderparityandpromote the inclusionofothervulnerableandsociallymarginalisedgroups.Theprogrammerecognizesthedifferentrealitiesthatwomenandyounggirlsfaceintermsofaccesstoeducationandskillsdevelopmentopportunities,supportforentrepreneurshipdevelopment,includingaccesstofinance,marketsandotherservices.Thiswillbetakenintodueconsiderationinthedevelopmentofthecountry-specificactionplans.Therefore,thisprogrammeisexpectedtocontributetoFAO’sandUNIDO’sgendermainstreamingobjectivesofensuringequalopportunitiesforwomenandmen.
Itwillpromoteinclusionofgender-sensitivemarkerswiththecollectionofsex-disaggregateddatainallrelevantregulatoryframeworks at country, regional and continental levels. A gender-sensitive analysis will be conducted by nationallyrecruitedgenderexpertsduringtheinceptionphaseineachoftheprioritizedcountriestoinformthedevelopmentoftheCountryActionPlans.Thiswillincludefact-findingactivitiesandthecollectionofsex-disaggregateddataatsectoriallevelandthevaluechainlevel,aswellasthedefinitionofbaselinesandoftargets.GendermainstreamingatregionallevelwillalsobemonitoredfromHQorthelevelofregionaloffices,bytherecruitmentofaninternationalgenderexpertorbyprojectstaffwithgenderexpertise.
Theprogrammewillmainstreammigrationconsiderations,bothinpolicysupportanddirectsupportforyoungmigrants.Theprogrammewillintegratebroadruraldevelopmentandagricultureandagribusinessconsiderationstoaddressandpromote positive impacts of migration especially in terms of ensuring food security, poverty reduction, enhancedresilienceandeconomicinclusion.Stimulatinglocalyouth’spotentialwillallowtodeterthemfromthedangersofirregularmigration.
• Ensuring national and regional leadership and ownership: guaranteeing through close collaboration with thegovernmentandcoordinatingagenciesthat initiatives, lessons learned,andbestpracticeseasilybecomefocalareasforgovernmenttobuildonintheirplansandprogrammes;
• Ensuring multi-stakeholder participation and consultation: fostering a high degree of participation andengagementofbothpublicandprivatesectorstakeholderstosecurehigh-levelsupportandstrongownership;
The programme has a strong capacity development focus. The long-term sustainability of the programme will beguaranteedthroughthestronginvolvementofstakeholdersatalllevels,buildingthesupportfromastrongcoalitionofstakeholders,includinglocal,nationalandregionalpartners.Stakeholderengagementwillbedoneatmultiplelevels(local,nationalandregional),includingthehighestinstitutionallevelinAfricawiththeAfricanUnionCommission.Government,youthgroups,producerorganizations,privatesector,academiaandeducational/traininginstitutions,etc.willbeincludedto ensure participatory and sustainablemechanisms aimed at unlocking further growth opportunities for agriculture,agribusinessandruraldevelopment. Inaddition,capacitydevelopmentactivitieswillspecificallyaddressgender-basedconstraints.
Atcountrylevel,FAO,UNIDOandLineMinistries’staffwillbetrainedonhowtodevelopandmanageyouthemploymentinitiatives,whereasotherstakeholderswillbetrainedonhowtointegrateyouthemploymentandentrepreneurship inpolicy and programmatic frameworks and interventions. The nature ofmost of the activities will be procurement ofservicesandotherintangibles,withpossiblesmall-scalegoodsorequipmentwhicharenotanticipatedtohaveanymajorirreversibleenvironmentalimpacts.Finally,intheframeworkoftheproposedintervention,indigenouscommunitieswillnotbetargetedspecifically,thusitisnotforeseenthattheywillbeaffected.
Environmental and social impact
Theprogrammehasastrongsocioeconomicdimensionanditwillplacestrongemphasisonthepromotionofsustainablesocial, environmental, and economic practices.With respect to the environmental issues, all prioritized countries arevulnerabletotheimpactsofclimatechange,whichthreatensthesustainabilityofagriculturalproductionandpotentiallyaffectsthelivelihoodsoffarmersandotheractorsinvolvedinthedevelopmentofthevaluechains.Deforestation,soilerosion and pollution are also issues affecting agriculture production. Industrialisation can also have a negativeenvironmentalfootprint.Theprogrammewillpromote,forexample,climate-smart interventionsandgoodagriculturalandagribusinesspracticesonenvironmentalresourcemanagement.Also,itwillpromotegreenjobsandtheintroductionofgoodpracticesoncirculareconomy(circularity)acrosstheagro-foodsector.
The overall objective of this programme is to increase decent employment and self-employment opportunities inagriculture and agribusiness for young women and men through improved individual skills and competencies,strengthened agricultural value chains and food systems, and reinforced institutions supporting youth employmentcreationandentrepreneurshipdevelopment.AsperUNIDOESSPP,theEnvironmentalandSocialscreeningtemplatehasbeenfilledoutandtheprojecthasbeencategorizedas‘’C’’,basedonthefactthatUNIDOwillnotdirectlydevelopbusinessmodelsbutwill onlyprovideadviceandcapacitybuilding serviceswith theaim to facilitate the creationof youth-ledbusinessesandpartnerships.Furthermore,notransferoftechnologyisforeseenwithinthescopeoftheactivitiesthatUNIDOisleading.Similarly,theprogrammefallswithinthe“Lowcategory”withinFAOframeworkforenvironmentalandsocial screening. Therefore, no further environmental and social impact assessment is required. Nevertheless,environmentalandsocialrisksaretobecloselymonitoredandtheprojectmayneedtobere-categorized,dependingontheexacttypeofservicesthatwillbeprovided.
Outcome1targetstheneedtofosterdifferentskill-setsandcompetenciesforyouth(un-employed,employed,andself-employedalike) to increase their employability and self-employment capabilities: i) Technical skills,which refer to thesectorspecificskillsneededtoproduceanddeliveragricultureandagribusiness(includingprocessingtechnologiesandfoodsafety)relevantproductsorservices;ii)Entrepreneurialskills,whichrefertoknowledge,attitude,skillsandhabitstoovercomestrategicandoperationalchallengesofstartingacompany;iii)Businessskillsarethesetofskillsrequiredtomanageand leadabusiness.As such, itencompassesall areas related tobasicbusinessadministration (e.g. strategy,marketing,accounting,financialmanagement,operations,etc.)aswellasleadershipskills;andiv)Digitalskills,relatedtotechnologies that are drastically speeding up innovation cycles across all sectors, allowing efficiency gains and costreductions,increasesinqualityandexplorationsofnewproductsorbusinessmodels.
Digital inclusion should be considered as a cross-cutting subject to the other above-mentioned areas. Transversalcompetencies are those typically considered as not specifically related to a job, task, academic discipline or area ofknowledgebutasskillsthatcanbeusedinawidevarietyofsituationsandworksettings.
The teachingand transferof these skills andcompetencies isenvisaged tohappen throughdemand-orientedcoursesdeliveredbynationaltraininginstitutions.Thesecoursesshallbedesignedinclosecollaborationwiththeprivatesector(i.e.employers),toensuretheirsuitabilityforthelabourmarket.Thetransferoftheseskillsisenvisagedtobeorganizedby interdisciplinary platforms (i.e. entrepreneurship centres) managed in close collaboration by higher educationinstitutionsandbusinessschools.
o Output1.1–Workskillsandtransversalcompetencies(softskills)developedtosupportpersonalgrowth,improveaccesstoresources,andfacilitatelabourmarkettransitionforyouths(Responsible:UNIDO).
Targeted youths will be providedwith transversal competencies (i.e. those skills not specifically related to aparticularjobthatcanbeusedinawidevarietyofsituationsandworksettings)anddigitalskillsthatwillenablethemtosuccessfullymanagelabourmarkettransitionandtoaccessproductiveresourcestoleadproductivelives,and(forsome)toestablishagribusinessesandSMEs.Teachers’/trainers’capacitywillbedevelopedaswell.
o Output1.2–Specializedcompetenciesandprofessionalskillsdevelopedtoenhanceemployability(on-andoff-farm)ofyouthsinagricultureandagribusiness(Responsible:FAO).
o Output 1.3 – Entrepreneurial mind-set and business skills developed to promote the growth of youth-ledagribusinessesandSMEsinagriculture(Responsible:UNIDO).
Outcome2intendstoincreaselinkagesamongstakeholderstofacilitateyouth-ledagribusinessandSMEs’accesstolocal,regionalandinternationalmarkets,whilestrengtheningtheroleofdedicatedinstitutions/organisationsatcountrylevel.Hence,thisOutcomewillenhancethecapacityofyouth-ledbusinessesandSMEstoaccessmarketopportunities;andimprove business support services6 to match the changing and growing needs of youth-led businesses and SMEs inagriculture.
AcombinationofserviceswillbeproposedaccordingtothedevelopmentstageoftheagribusinessesandSMEs,andtothe experience and skills of entrepreneurs (e.g. start-ups, experienced micro- entrepreneurs, established small- andmedium-sized enterprises). Also, technical assistance will strengthen service providers’ capacity to support youngentrepreneursonhow to identifymarketopportunities (i.e.market intelligence)andhow to seize them (e.g.productdevelopment, compliancewith standards, quality, information on sale channels, including ecommerce platforms andreferencing,etc.)aswellaspromotinginnovationandkeytechnologies.
o Output 2.1 – Business development services improved to foster competitiveness (innovation) and to ensureviabilityandefficiencyofyouth-ledagribusinessesandSMEs(Responsible:UNIDO)
ThisOutputwillenhancetheabilityofbusinessserviceproviders,includingbusinessassociations(e.g.chambersofcommerceandindustry),tradeoffices,businessincubatorsandaccelerators,co-workings,andinterdisciplinaryplatforms (possibly attached to advanced learning institutions) to support youth-led agribusinesses and SMEswithinthetargetedagriculturalvaluechainsandagri-foodsystems.
o Output 2.2 – Capacity of youth-led agribusinesses and SMEs strengthened to identify and access marketopportunities(physicalandvirtual)andtointegrateintonational,regionalandinternationalmarkets(Responsible:UNIDO)
ThisOutputwillfocusoninnovativeapproaches(i.e.newproducts,technologies,partnerships)tostrengthenthecapacityofyouth-ledbusinessesandSMEsonproductdevelopment,marketing,customer-orientation,andaccessto new markets (including virtual markets). Also, links with meso-level institution (service providers) will befacilitatedthroughthisOutput,withspecificattentiontoyouth’seconomicempowermenttargets.
o Output 2.3 – Business opportunities promoted to facilitate youth-oriented development partnerships andtechnologytransferacrossregionalandglobalvaluechains(Responsible:UNIDO)
This Output will support youth-led businesses to access information on existing and new markets andopportunities for enterprise development and growth. Youth case-specific examples on public-privatedevelopmentpartnershipsandonuniversity-industrycollaborationwillbecollectedanddisseminatedaswell.
Outcome3putsemphasisonagriculturalvaluechainsandagri-foodsystemswithhighpotentialforcreationofdecenton-andoff-farmjobsandself-employmentopportunities,includingagribusinessesandSMEsinagriculture.Agri-foodsystems(i.e. business ecosystems) are defined by the physical or virtual coexistence and interaction of stakeholders, like: a)Agriculturalsuppliers-backwardchainofprovidersofservices/equipment-andbuyers,b)Supportserviceproviders;c)Researchandtraininginstitutions,andd)Associationsandplatformsthatfacilitateadvocacyandlearningamongstsystemactors.Thesestakeholderscompete,butmoreimportantly,cooperatetowardsacommongoal:economicdevelopment.
Muchofthesuccessofabusinessisdefinedbythestakeholderenvironmentandrespectiverelationshipsratherthanbythe capacitieswithin the organization. This is because businesses in such systems benefit from the concentration ofstakeholders with buyer knowledge and relationships, the juxtaposition of companies in related industries, theconcentrationofspecializedinformation-generatingentities,andbuyersophistication.
Inparticular,theprogrammewillfostersystemiccapacitytosupportformalizationandagri-foodsystems’growth.Throughformalization, itwill support integrationof youth-led agribusiness and SMEs in agriculturewith service providers and
26
meso-level organizations (e.g. business associations and platforms). Also, it will strengthen match-making platformsbetweensupplyanddemandsupportservices,enhancingcapacitiesofbusinesses,researchandtraininginstitutions,andothervaluechainactors.Ultimately,itwilltakeintoconsiderationthekeyroleoftheDiasporaintheprioritizedcountries,tomobilizecapacitiesandresourcestowardsagricultureandagribusinessdevelopment.
o Output3.1–Linkagesbetweenvaluechainactorsstrengthenedtoincreasedemand-orientedsupportservices(inputs,logistics,marketing,etc.)andaccesstoknowledgeandproductiveresources (Responsible:FAO).
o Output3.2–CapacityofnationalGovernmentinstitutionsstrengthenedtoidentifyandaddressstructuralcausesof systemic underperformance, to produce evidence-based youth responsive policies, and to achieve activecoordinationwithbusinessesandnon-stateactors(Responsible:FAO).
This Output will strengthen national capacity to identify bottlenecks, design and harmonize evidence-basedpoliciesandstrategiesandtacklestructuralcausesoffoodsystemsunderperformance.Also,itwillimprovepublicinstitutions’ ability to coordinate with the private sector and other non-state actors, building on the 3ADI+approach,jointlydevelopedandpilotedbyFAOandUNIDO.
o Output 3.3 – National multi-stakeholder platforms on youth in agriculture and agribusiness established /strengthenedtoenhancepublic-privatecollaborationandsynergiesbetweenbusinesses,valuechains,agri-foodsystemsandsectors(Responsible:FAO).
o Output3.4–Improvedrobustness,efficiencyandcompetitivenessoftargetedagriculturalvaluechainsandagri-foodsystems(Responsible:UNIDO).
ThisOutputwillsupporttheestablishmentofpartnershipsbetweenGovernmentinstitutions,researchcentresand universities (including community colleges), start-ups and agribusinesses and SMEs, in order to improverobustness, efficiency and competitiveness (basic requirements and infrastructure improvements)of targetedvalue chains and agri-food systems and regional value chains. Furthermore, national policies, strategies, andinvestmentprogramswillbesupportedtofosterthecompetitivenessofthevaluechainsandagri-foodsystems,buildingonthe3ADI+approachjointlydevelopedandpilotedbyFAOandUNIDO.
Because of its sub-regional / continental dimension, Outcome 4 focuses on strengthening policy, institutional andprogrammatic frameworks that support decent youth employment creation and entrepreneurship development inagricultureandagribusiness.Forbusinessestoprosperandaccessnewmarkets,theroleofnational,sub-regionalandcontinentalinstitutionsistoprovideaneconomicframework,improvethemicroeconomiccapacityoftheeconomyanddevelopandimplementeconomicactionprograms.
o Output 4.1 - In-depth baseline studies on the potential for decent youth employment creation andentrepreneurshipdevelopment inagri-food systemsconducted toprepareCountryActionPlans (Responsible:UNIDO).
o Output 4.2 - Capacity of national institutions strengthened on systematic collection and analysis of data tomeasuretheperformancesandassessopportunitiesandconstraintsforyouthsinagri-foodsystems(Responsible:FAO).
Through this Output, the programme will put data within reach to support the development of targetedagricultural value chains and sustainable food systems. Systematic collection and analysis of data that coversvariousareasoftheentirefoodsystemwillenableinstitutionsassessingtheperformancefoodsystems,andtoinformdecision-makingatnational,sub-regionalandcontinental levels;buildingonthe3ADI+approachjointlydevelopedandpilotedbyFAOandUNIDO.Datacollectionandanalysiswillensuregenderandagedisaggregationandbeparticularlyattentivetothespecificneeds,challengesandaspirationsofyouthandtheirengagementinvaluechainsandfoodsystems.
o Output 4.3 - National, regional and continental youth networks (and young entrepreneurs’ associations)strengthenedtostreamlineyouthprioritiesintopolicyandprogrammaticframeworksaroundagri-foodsystems(Responsible:UNIDO)
ThisOutputwillprovideaplatformtoempoweryouthnetworks,toshareknowledgeandgoodpractices,andtostreamline youth employment creation and entrepreneurship development in agriculture and agribusiness.National and regional youth networkswill be supported and linked to other international networks to boostdialogue,knowledgetransferandentrepreneurshipdevelopmentatnational,sub-regionalandcontinentallevels.
o Output4.4–Capacityofselectedsub-regionalandcontinentalinstitutionsstrengthenedtodesignandanalyseyouth-centredpolicies,strategiesand investmentprogramsandtopromotecooperationandpolicyalignmentaroundagri-foodsystems(Responsible:FAO).
ThisOutputwillstrengthentheinstitutionalcapacitiesatsub-regionalandcontinentallevelsneededtoidentifypolicies, strategies and investment programs that ensure cooperation and policy alignment towards youth
o Output4.5–Opportunitiesgeneratedfordialogue,knowledge-buildingandsharingofgoodpracticesbetweenstakeholdersandacrossagri-foodsystemsatsub-regionalandcontinentallevels(Responsible:FAO).
Outcome5referstotheestablishmentofaProgrammeManagementUnit(PMU)ensuringimplementationofactivities,coordination, and liaisonwith stakeholders and resource partners. Also, it coversMonitoring & Evaluation (M&E) ofactivities,outputsandoutcomesandself-evaluationatnational,sub-regional,andcontinentallevelsconducted.Finally,itincludestheforeseenindependentmid-termandterminalevaluations.
International Consultants/Staff o OneSeniorProgrammeCoordinator(Outcome5)o OneInternationalProgrammeOfficer(Outcome5)o FourOutcomeCoordinators (Outcome1,Outcome2,Outcome3, andOutcome4) at FAORAF / FAORNEand
Travel (Local Travel and Staff Travel) o Internationalanddomesticflightso DSAandothertravelexpenses
National Consultants/Staff o Nationalexpertsforin-depthbaselinestudiesatcountrylevelo FocalPersons(nationalstaff)foreachOutcomewillbedefinedaccordingtoresourceso SixNationalexpertsfacilitatingaccesstoproductiveandfinancialresources(Output2.4)o SixNationalexpertsforaccesstomarkets(Output2.2andOutput2.3)o SixNationalexpertsforvaluechainandfoodsystemsmapping(Output3.1)o SixNationaleconomicpolicyexperts(Output3.4)o SixNationalgenderexperts(outcome5)o TwonationalAdminAssistantsandOneDriver(Outcome5)
Contractual Services (following modality of open competitive bidding) o MatchinggrantsforTVETsandhigherlearninginstitutionsandLoAswithothernational/internationaltraining
providers(Output1.1,Output1.2andOutput1.3)o International service providers for capacity building of entrepreneurship centres, academia / industry
collaborationandidentificationandpromotionofdigitaltechnologies(Output2.1)o International serviceprovider forbuildingdigital collaborationplatforms for collective researchandclustering
Trainings/Fellowships/Studies (following modality of open competitive bidding) & International Meetings o Nationalworkshopsonthereviewoftechnicalandvocationalcurricula(Output1.1andOutput1.2)o Business,entrepreneurshipanddigitalskillsdevelopmenttrainings(Output1.3)o Nationaldialogueplatforms (conferences,workshops, fairs, etc.)onyouthemploymentandentrepreneurship
development(Output3.3)o Nationalworkshopsoneconomicpolicyandcompetitivenessofagribusinesssystems(Output3.4)o Knowledge sharing and international events /meetings for dissemination for good practices (Output 4.4 and
Output4.5)
Equipment & supplies (following modality of open competitive bidding) o Vehicle(s),computers,printers,officesupplies,etc.
AcomprehensiveMonitoringFrameworkwillbedevelopedbyFAOandUNIDOasan integralpartof theprogramme,highlightingtheperformanceindicators,datasources,collectionmethodsandfrequency,responsibleactorsandbaselinesand targets for each result (objective, outcomes and outputs), including age- and sex-disaggregated data. It will bedevelopedincollaborationwithpartnersandwithtechnicalsupportfromthemonitoringandevaluationsectionsofthethreeentities.Monitoringactivitieswillinvolveboththeoutcomeandoutputlevels:monitoringatoutputlevelistobeconductedatleastquarterly,whileitwilltakeplacesemi-annuallyatoutcomelevel.Financialmonitoringwillbeconductedonaregularbasisforeffectivefinancialmanagementsandmonitoringofdeliverytargets.
An independent (external)mid-termevaluation and a final evaluation of the programmeare planned: themid- termevaluationwilltakeplaceduringthethirdyearofimplementation,whilethefinalexternalevaluationwillbeconductedattheendoftheprogramme.Resultsoftheseevaluationswillbesharedwithkeystakeholders(i.e.AUCandRECs)forscaling-uptheprogramme’sapproachbeyondthesixprioritizedcountries.TheircompliancewiththenormsofevaluationintheUNSystemwillbeensuredwithsupportfromtheEvaluationUnitsofFAOandUNIDO.TheM&Einformationwillbeshared
“ItisexpectedthateachsetofactivitiestobeimplementedinthetargetcountrieswillbegovernedbytheprovisionsoftheStandardBasicCooperationAgreementconcludedbetweentheGovernmentoftherecipientcountryconcernedandUNIDOor–intheabsenceofsuchanagreement–byoneofthefollowing:(i)theStandardBasicAssistanceAgreementconcludedbetween the recipientcountryandUNDP, (ii) theTechnicalAssistanceAgreementsconcludedbetween therecipientcountryandtheUnitedNationsandspecializedagencies,or(iii)theBasicTermsandConditionsGoverningUNIDOProjects.”9
o YouthUnemployment:Thelevelofyouthunemployment(%oftotallabourforce)relatestheurgencyforinterveningineachcountryonyouthemploymentcreationandentrepreneurshipdevelopment.The
o MVA:TheManufacturingValueAdded(%ofcountryGDP)points to the levelofmaturityof themanufacturingsector (which includesagro-processing) ineachcountry.Thedatasetused isFAOSTAT,2017
o Entrepreneurship:Thelevelofentrepreneurshipindicatesthehealthofbusinesssystemsineachcountry.DataiselaboratedfromtheGlobalEntrepreneurshipandDevelopmentInstitute(GEDI)2018Global
EntrepreneurshipIndex(https://thegedi.org).
o Competitiveness:Thelevelofcompetitivenessreferstothemicro-andmacro-economicfoundationsofnationalcompetitiveness–definedassetofinstitutions,policies,andfactorsthatdeterminethelevelof
business associations and service providers (e.g. financial service providers, etc.). Data is elaborated from the 2018 World Economic Forum (WEF) Global Competitiveness Index 4.0
o CountryStability:Politicalstabilityisimportantforassessingthestrengthandthereliabilityofnationalinstitutionsascounterpartandfacilitatorsineachcountry.DataiselaboratedfromTheGlobalEconomy's
o RuralDevelopment:Ruralyouthmakeuparoundhalfofallyouthindevelopingcountries.Theextentandqualityofexistingpro-poorruraldevelopmentandruraltransformationpoliciesandinstitutionsisof
o YouthEmploymentFramework:Thepresenceofadedicatedstrategyforyouthemploymentinagricultureandengagementinagribusiness,agro-industrialdevelopment,privatesectorgrowth,etc.reflectseach
o CAADP/NAIPs: The levelofdevelopmentand implementationofNationalAgricultural InvestmentPlans reflect the commitmentofeachcountry to theCAADPprocess,which is fundamental for increasing
o RECsMembership:RegionalEconomicCommunitycanbecomparedonoverallintegrationscoresbasedonfiveDimensions(tradeintegration,regionalinfrastructure,productiveintegration,freemovementof
integration. Nevertheless, multiple-memberships can result in the ‘spaghetti bowl effect’ that slows down trade relationships. Data is elaborated from the AFRICA Regional Integration Index
o AfCFTA:TheAfricanContinentalFreeTradeAgreementwaslaunchedagainstthebackdropofunsuccessfulcontinentaleconomicintegrationattempts,includingfailedtarget-deadlines,multiplicationofRegional
Trade Agreements, and political and governance issues. Countries that have ratified the AfCFTA are more likely to avoid failure in regional integration. Data is compiled from the African Union
o Unrests/Conflicts:Thefragilityofeachcountryismeasuredbythepresenceofsecuritywarnings,alerts(e.g.upcomingelections)orconflictandpost-conflictsituations,whichcanbelocalizedinanareaofthe
enabling conditions for rehabilitation and development, and delivering peace dividends. Data is elaborated from the Fund For Peace (FFP) 2019 Fragile States Index (https://fragilestatesindex.org),which
o Migration:Migrationbridgescountriesandregionsaroundtheworldthathavebecomeincreasinglyinterconnectedasglobalizationhasexpanded.Dataavailablecanprovideastartingpointforreflectingonthe
o OneUN:TheUNpromotestheDeliveringasOnemodelforenhancingjointoperationsandachievinggreaterimpactatcountrylevel.DeliveringasOnehelpstheUNtobetteralignwithcountrydevelopment
needs and priorities. Data is compiled from the UN Development Group (https://undg.org/standard-operating-procedures-for-delivering-as-one/delivering-as-one-countries). In 2006, Albania, Cabo Verde,
o FAOandUNIDO:UNIDOhaspermanentfieldofficesin25countriesinAfrica.Additionally,UNIDOProgrammeforCountryPartnership(PCP)focuscountriesinAfricaareEthiopia,Morocco,andSenegal;up-
o GeographicPosition:Ideally,thereshouldbeatleastoneprioritizedcountryforeachofthefivegeographicregionsoftheAfricanUnion.Also,prioritizedcountriesshouldhaveexpressedaclearcommitmenton
o LDCs:LeastDevelopedCountriesaredevelopingcountriesthat,accordingtotheUnitedNations,exhibitthelowestindicatorsofsocioeconomicdevelopment,withthelowestHumanDevelopmentIndex(HDI)
o LLDCs:Land-lockeddevelopingcountriesaredevelopingcountriesthatarelandlocked.Iftheyrelyontransoceanictrade,LLDCsusuallysufferacostoftradethatisdoublethatoftheirmaritimeneighbours.Also,
o SIDS:SmallIslandDevelopingStatesaredevelopingcountriesthattendtosharesimilarsustainabledevelopmentchallenges,includingsmallbutgrowingpopulations,limitedresources,remoteness,susceptibility
The country has a healthy business ecosystem and solid micro- and macro-economic foundations that favourcompetitivenessofbusinesses.Nevertheless,theTunisianeconomystagnatedin2016,affectedbysecurityrequirementsandbyanuneasysocialclimate.Aswasthecaseinpreviousyears,growthin2016wasdrivenchieflybytheservicessector,with internalpublicandprivateconsumptionsustainedbypayrises in thepublicsectorstillbeing themainengineofgrowthinthenationaleconomy.
In2016,Tunisiashowedallthehallmarksofa“dualeconomy”,withamodernindustrialbasecomposedofapproximately5600businesseswithmorethantenemployeesandaspreadofunder-capitalisedsmallenterprises,mostofthemwithasingle person, and 80 percent concentrated in the services sector, particularly in commerce, transport and storage. AccordingtoILOestimates(2019),26percentofwomenand16percentofmenareemployedintheagriculturesector(whichprovides15percentofthetotalemployment).Also,69percentofthepopulationlivedinurbanareasin2018.
Tunisia has a strong framework for rural development and rural poverty alleviation. In the medium term, the mainchallengewillbetoreduceunemploymentandregionaldisparities. YouthinactivityisamassiveprobleminTunisia.Onethirdofruralyouthisunemployed,whileonequarterofthetotalyouthareNotinEducation,Employment,orTraining(NEET).
Reducingsocialandregionaldisparitieswillrequireupdatingtheexistingdevelopmentmodelandacceleratingstructuralreforms. Theroleandscopeofthegovernment’sinterventionintheeconomyneedtobere-evaluated,withanemphasisonimprovingpublicspendingefficiencybyprioritizingexpenditureslikelytobenefitthebroadereconomyandtheprivatesector.Ontheotherhand,Tunisiahasseveralstrengthsthatcanbeexploited.InadditiontoitsgeographicproximitytoEurope, Tunisia also possesses agricultural and agro-food potential,which could spur growth and generate jobs. Theimprovingsecuritysituationisreopeningpossibilitiesfornewinvestmentintourism.
Youth-relevant framework
Accordingtoayouthpolicystudy(2009)theTunisianstatedefinesyouthasthoseaged15-29.Anotherreportonyouthwork in Tunisia (2013) says the government traditionally focuses on the age bracket 15-25. Over 28 per cent of thepopulationisbetweentheagesof15-29,andfully51percentofthepopulationisunder30.
The Arab Spring uprising in late 2010 has become known as a “youth uprising” and the post-revolutionary state hasadoptedthislanguageinwhatitseesasadefenceoftherevolution.Theroleofyouthintherevolutionwasfundamental.Nowadays,thereisacollectivesenseofdiscontentwiththeperformanceofthepoliticaleliteonthepartofyouthandthishasbeenbuildingupoverthepastyear.Tunisianyouthareoverallfeelingexcludedfromthispoliticalprocess.Theybelievethatpoliticalparticipationinthecountryisunrepresentative.
The Tunisian government offers a wide range of services to young people to facilitate civic life through a variety ofinstitutions.Theseservicesincludeemployment,trainingopportunities(including:vocationaltraining,skillstraining,andself-employment),civicparticipation,andrecreationalactivities.TheseformthebasisofTunisia’scomprehensiveyouthprogram. However, there are difficulties in coordinating these services across the agencies, leading to fragmentedcoverage,ambiguityandoverlapinroles.
The Ministry of Youth, Sports, Women and Families is responsible for the implementation of youth policies. Other
Thetotallabourforcein2019isapproximately4.1millionpeople,ofwhichonly26.4percentarewomen.AccordingtoILOestimates,72.4of the totalworkforces is composedofwageand salariedworkers. Employeesarepredominantlywomen(wageemploymentconstitutes81.6percentoffemaleemploymentbutonly69.4percentofmaleemployment).
In2016,Tunisiascored110thoutof183countriesontheYouthDevelopmentIndex(YDIoverallscore:0.597-Medium)thatisacompositeindexof15keyindicatorswhichcollectivelymeasureyouthdevelopment. TheOECD’sreportInvestingin Youth: Tunisia reviewed labour market policies and the most promising social measures for removing barriers toemployment.Itmakesfourkeyrecommendations:
2. Increasetheattractivenessofhiringyoungpeople.Thisrequiresaconstructivesocialdialoguethatconsidersthesituationofyoungpeople;reducingthegapbetweenpublicandprivatesectorwagesandbenefits;moretargeteduse of salary subsidies to encourage recruitment and more precise targeting of these subsidies at theunderprivileged,underqualifiedandlong-termunemployed.
3. Increase theeffectivenessofvocationaleducationandtraining tosupport the transition fromschool towork.Vocational education and training, for example, should bemademore attractive to prospective students, byfacilitatingtransfersbetweengeneralandvocationalcoursesandbyimprovingthequalityofoptionsinthefinalyearsofsecondaryeducation.
Past and ongoing initiatives for lessons learnt and synergies
In Tunisia, UNIDO focuses on the three thematic priorities: 1) creating shared prosperity; 2) advancing economiccompetitiveness;and3)safeguardingtheenvironment.
• Youth employment through entrepreneurship and enterprise development. The public-private partnershipproject isexpectedtogenerateconcreteandsustainableemploymentopportunities forTunisianyouthatthiscritical juncture in theirhistory.Specifically, theprojectaims tocreateat least6,000 jobs foryoungmenandwomeninfourteenvulnerableregionsofTunisiawithinfiveyears.
• Support handicrafts and design value chains in Tunisia. The project supports the development andcompetitivenessof6handicraftsvaluechains.Itenhancesnetworkingandclustering,introduceinnovationandcreativity,improveaccesstonewmarketsandfacilitateentrepreneurialandassociativeinitiativeswithhighsocio-economicpotential.
FAO'sassistanceinTunisiaisdefinedbythe2016-2020CountryProgrammingFramework(CPF),whichiscentredonfivepriorityareas:1)Promotionofagriculturalproductionsystems,strengtheningoftheircompetitivenessandsustainability;2)Promotionofsmallholderfarmingandstrengtheningofitsroleinruraldevelopment;3)Sustainablemanagementofnatural resources and mitigation of climate change impacts; 4) Promotion and dissemination of knowledge in theagriculturalsector;and5)Bettergovernanceintheagricultureandfisherysectors.
• Promote economic diversification in rural areas. The intervention addresses one of the national priorities byimprovingtheemploymentopportunitiesandmobilityofruralyouth.Atotalof50agriculturalprojectproposalsfromunemployedyoungwomenandmenhavebeenselected.Halfofthem(morethantwentyproposals)havereceived financial support from the Diaspora, and 140 youth benefited directly from these employmentopportunities(atleast200morebenefittedfromindirectjobs).
TheRepublicofCaboVerde isan islandcountry spanninganarchipelagoof10volcanic islands in thecentralAtlanticOcean.ItisoneofthesixSmallIslandDevelopingStates(SIDS)inAfrica.Theislandscoveracombinedareaofslightlyover4,000squarekilometres.Itspopulationisaround540000individualsandtheannualpopulationgrowthrateis1.3percent.
CaboVerde is generally a very stable country,witha strongand reliableGovernment. It has solidmicro- andmacro-economicfoundationsthatfavourcompetitivenessofbusinesses.Itisclassifiedaslower-middleincomecountryandisamemberofECOWAS,oneofthebestperformingRECs.AccordingtotheAfricanDevelopmentBank,economicgrowthwasanestimated3.9percentin2018,downmarginallyfrom4.0percentin2017.Thisperformancewassupportedbystronggrowth in the electricity and water sectors (22.8 percent), manufacturing (14.2 percent), tourism and hotels (14.9percent),fisheries(9.4percent),retailtrade(8.1percent),andfinancialintermediation(8.1percent).
Apart from tourism, the country’s main exports are fisheries andmanufactured goods (clothing and footwear). TheeconomyisexpectedtomaintainrealGDPgrowth,projectedat4.8percentin2020.Growthisexpectedtobedrivenbyremittance inflows,manufacturing,continuedgrowth intourism,and increasedpublic infrastructurespending.Privateinvestmentsupportedbyfavourabledomesticcreditconditionswillalsocontributetoeconomicgrowth.
CaboVerde’seconomicdevelopmentmodeldependsonremittances,external transfers,anddevelopmentaid,sothecountryisvulnerabletoexternalshocks.Also,asanarchipelagostate,CaboVerdeishighlyfragileandvulnerabletoclimatechange, thus requiring additional resources to build resilience. The government has adopted a Strategic Plan forSustainableDevelopment (2017–2021),which identifies priority sectors for economic diversification, such as tourism,agriculture,infrastructure,andlightindustry.
Incomeinequalityandsocialexclusionremaincritical.Youthinactivityisakeyissue:aboutonethirdoftheyouthisNotinEducation,Employment,orTraining(NEET).Toincreaseproductivityandaddresshighyouthandfemaleunemployment,the government is currently supportingmicro, small, andmediumenterprises throughbusiness incubator grants andemployabilitypilotprojects.
CaboVerdehasaMinistryofYouth(MJUV)andaDirectorateofYouth(DGJ),aspartoftheMinistryforYouth,Employmentand Human Resource Development (MJEDRH). TheMJUV is responsible for the coordination and implementation ofpoliciesthatconcernyouth. Itsmission isto improvetheconditionsthatenableyoungcitizenstoparticipate insocial,political,economic,sportandculturallife.TheDGJistheinstitutionresponsibleforpreparingnationalstrategiesforyouth,andparticularlypromotingyouthassociations.
CaboVerde’snationalyouthpolicy(2009)describesaseriesofprogrammesandpoliciesthathaveyouthasatargetgroup,rather thandefiningaunifiedapproachorpolicyonyouth. Thepolicygivesdetails about youth spaces suchas sportcentres, youth programmes (ex. national volunteer programme) and initiatives to support youth associations. It alsodescribesnation-widepoliciesandhowtheyaffectyouth,suchashealth&housing.
The policies outlined by the Government considers the transversal impact on youth groups, from education toentrepreneurship, vocational training of sport, access to new technology training for entry into the labour market,associationsofvolunteers,housingtobankcredit.Withthisunderstanding,thepoliciesforyouthshouldbeseenasamulti-sectoraloffensive-thevariouspillarsthattogetherensuretherobustnessoftheeffectsthatglobalpoliticsproduces.
Astrategicyouthplan(PEJ)wasintendedfor2012-2016,withthefollowingpriorities:i)Health,environment&sport;ii)Family&community;iii)Justice,and;iv)Culture&citizenship.TheplanisnotavailableontheMinistry’swebsite,norarethereanyupdatesonitsprogress,butitwasproposedthattheplanbeextendeduntil2020.AccordingtotheUNESCOInstitute for Statistics, CaboVerde spent on educationprovision16.4percent of its government expenditure and5.2
70
percentofitsGDPin2017.
Youth employment and entrepreneurship
The total labour force in2019 is approximately273000people,ofwhich47.3percent arewomen.According to ILOestimates,66.6ofthetotalworkforcesiscomposedofwageandsalariedworkers.Employeesareequallywomenandmen(wageemploymentconstitutes66.1percentoffemaleemploymentand67percentofmaleemployment).
Founded in 2005, the Youth Federation of Cabo Verde (FCJ) is an umbrella organisation for 22 youth leagues, eachrepresentingacounty.Itsmissionistopromotethecontributionsofyoungpeopleintheircommunitiesanditaimstobethe legitimate representative and interlocutor of youth to decision-makers. Its objectives include ensuring youth areconsultedonmattersrelatingtothem,exchangingwithyouthgroupsabroadandpromotingthedevelopmentofyouthassociations.
According to theUNESCO Institute forStatistics, theGenderParity Index forCaboVerde in2018was1.007,meaningequalityinthenumberofmalesandfemalesenrolledinprimaryandsecondaryschools.Literacyrateofpeopleaged15andabovewas86.8 in2015(91.7percentofallmen,and82percentofallwomen).Foryouth (15-24yearsold), thepercentageofliteratepeopleincreasesto98percent(similarforbothsexes).
The Government strategy for agribusiness development focuses on those products that have high potential fortransformation and commercialization, having an impact on export competitiveness and job creation and povertyreduction in rural communities. These products include coffee for specialmarket niches, wine and grapes (includingraisins),fruits(jamsandjellies)andsomevegetables(e.g.tomatopulp).
Akeypriorityisthegreatercommercialexploitationofthelivestocksectorwithaspecificfocusonshort-cyclelivestocksuch as poultry, rabbits, pigs and small ruminants, and creating added value through the production cheeses, eggs,broilers,porkandcoldcuts.
FAO'sassistancetoCaboVerdeisshapedbythe2018-2022CountryProgrammingFramework(CPF)whichiscentredonthefollowingmedium-termpriorityareas:1)Strengtheningthegovernanceoffoodandnutritionsecurity,ensuringthatthemost vulnerable groups benefit from protection and social inclusion policies; 2) Increasing working population’sincomethroughtransformationandgrowth inkeyeconomicsectors, includingtheGreenandBlueEconomies;and3)Developingandimplementingintegratedandinnovativeapproachesforsustainableandparticipatorynaturalresourcemanagement.
• Agriculturalandforestrysustainability.Thisprojectencouragedurbanandperi-urbanagriculturetoimprovefoodand nutrition security, reduce poverty, create jobs, especially for young people, and contribute to economicgrowth. Likewise,anurbanandperi-urban forestprojectwascarriedout to improve thequalityof lifeof thecommunities through the creation and self-management of green spaces, and the strengthened institutionalcapacitiesforplanningandmanagingtheseareas.
• Viticultureandcoffeevaluechains.FAOhasdevelopedstudiesonviticultureandcoffeevaluechains,andthemarket for theagricultural products thatderive from them,with theaimof analysing thepotential for theseproducts.Also,FAOiscurrentlyworkingonajointprogrammewithILO,UNIDO,andUN-WomentoadvancetheimplementationofrecommendationsforvaluechaindevelopmentinCaboVerde.
• Fostering blue growth. Cabo Verde is currently conducting a “Blue Growth Diagnostic”, to improveimplementationofprogrammesandpoliciesrelatedtothefourpillarsoffoodsecurity.Withtechnicalassistanceby FAO, the project also seeks to strengthen theNational Strategy for SustainableDevelopment and PovertyReductionbyeffectivelyintegratingBlueGrowth-relatedconceptsandcreatinganenablingenvironment.
o FormulationoftheNationalLawoftheHumanRighttoAdequateFood.o DevelopmentoftheNationalAgriculturalInvestmentProgrammeforimplementationoftheECOWASand
NEPADCommonAgriculturalPolicy.o Elaboration and implementation of the National Census of Agriculture, presented in 2017, and the
StrategicPlanfortheDevelopmentofAgrarianandRuralStatistics(2015-2021).o DevelopmentoftheStrategicPlanfortheNationalSystemofAgriculturalResearch(2017-2024).o Establishment of the National Blue Economy Investment Plan (PNIEB) and the Programme for the
Despiteapositiveoutlook,Ghanafacespotentialdomesticandglobalheadwinds.Onthedomesticfront,thegovernmentfaces a challenge in bridging its financing needs. On the external front, dependence on primary commodity exportscontinues toexpose theeconomyto internationalcommoditypriceshocks,whichcouldweakenGDPgrowthandthecurrentaccountbalance. Thepotentialweaknessinoilpricescouldlowerexportsreceiptsandhencerevenues.
Continuedstrengtheningofexternaldemandforoilandcocoawillsupportmedium-termgrowth.Butyearsofgrowthbasedon theextractive industryhavenot addressedwidening inequality and the creationof decent jobs.Agricultureremainsthemainemployeroflabour.Lowproductivityinagriculturehastriggeredalargemovementoflabourfromthesectorintomostlyinformalservicesinurbanareas.13Thisphenomenonexplainsthecountry’shighemploymentratebutlow-quality jobs. Ghana is undertaking proactive measures to increase productivity through a phase approach toindustrialization,asdefinedinthecountry’s10-pointindustrializationagenda.
Ghanaisgraduallybuildingindustrialcapacity,andgrowthinindustryisprojectedat9.8percentin2019and5.9percentin 2020. Public capital expenditure has been on the decline since 2016, implying greater private participation inindustrialization,whichisconsistentwiththeGovernment’sprivatesector–ledagendaforeconomictransformation.
Youth-relevant framework
Ghana is generally a very stable country, with a strong and reliable Government. There is a specific framework forpromotingyouthemploymentinthecountry.AccordingtoGhana’snationalyouthpolicy(2010),youthisdefinedasthosebetween15-35years.ThethemeoftheNationalYouthPolicyofGhana(2010)is“towardsanempoweredyouth,impactingpositivelyonnationaldevelopment”.Thepolicycovers19areas,including:Education&SkillsTraining;YouthinModernAgriculture;GenderMainstreaming;andYouthinConflictPrevention&Peace-Building.
Key stakeholders in Ghana include the Ministry of Youth and Sports, the National Youth Authority (NYA), youthassociations,andinternationaldevelopmentpartners.TheNYAisanagencywithintheMinistryofYouthandSportsthatisresponsibleforcoordinatingandfacilitatingyouthdevelopmentactivities.Establishedin1974,itsmandateisto“ensuretheempowermentoftheGhanaianyouth”.AsamemberoftheCommonwealthofNations,GhanaisasignatoryofTheCommonwealthPlanofActionforYouthEmpowerment(PAYE)2006-2015.
For decades, the population ofGhana has been relatively young. Successive governments inGhana have focused oneconomicempowermentasthekeytoyouthdevelopment;duetothealarmingunemploymentrates.AccordingtotheUNESCOInstituteforStatistics,Ghanaspentoneducationprovision20.1percentofitsgovernmentexpenditureand3.6percentofitsGDPin2017.
Invieworthepoorincomesandemploymentprospectsformostyouthsandruraldwellers,thecountryhasbeenworkingtoenhanceopportunitiesforproductiveemploymentthroughprogrammessuchas“PlantingforFoodandJobs”and“OneDistrict on factory”. Despite the numerous youth development initiatives by government and its agencies, non- 13AWorldBanksurveyin2011showedthatabout40percentofthosewhojoinedrebelmovementssaidtheyweremotivatedbylackofjobs.
The total labour force in 2019 is approximately 12.8million people, ofwhich 46.7 percent arewomen. According tonational estimates (ILOSTAT), theaverage rateofunemployment in2017was4.2percentof theworkingpopulation.Unemploymentwasslightlyhigherforwomen(4.4percent)thanformen(4.1percent).
ThegovernmentofGhana through itsFoodandAgricultureSectorDevelopmentPolicy (FASDEP II)hasprioritized thedevelopmentofagri-foodvaluechains.Ghana’sfarmingsystemsvarywithagro-ecologicalzones.Intheforestzone,treecropsaresignificantwithcocoa,oilpalm,coffeeandrubberbeingofimportance.Thefoodcropsinthisareaaremainlyinter-croppedmixturesofmaize,plantain,yamandcassava.Themiddlebeltischaracterizedbymixedorsolecroppingofmaize,legumes(soybean),yam,withtobaccoandcottonbeingthepredominantcashcrops.
Cottonandtobaccoarealsoimportantinthenorthernsector,wherethefoodcropsaremainlysorghum,maize,millet,cowpeas, groundnutsandyam.Rice is important in all the zones.Althoughmost ruralhouseholds keep some sortoflivestock, livestock farming is adjunct to crop farming. Poultry predominates in the south, while cattle production isconcentratedintheSavannahzones.Sheepandgoatproductionisgenerallywidespreadthroughoutthecountry.
FAOworksontacklingfoodandnutritionsecurityissuesrangingfromfoodinsecurityprevention,tostrengtheningfoodsystems, to food safety training. FAO assistance in Ghana is shaped by the 2018-2022 FAO Country ProgrammingFramework(CPF),whichhasthreepriorityareas:1)Sustainableagriculturetodriveagro-industrializationandeconomicgrowth;2) Sustainablenatural resourcemanagement fora safe, secureandproductiveenvironment; and3)Resilientlivelihoodsforreducedvulnerabilityandruralpoverty.
The FAO-managedAfrica Solidarity Trust Fund (ASTF),which supports agribusiness employment opportunities foryouth through the development of sustainable aquaculture systems and cassava value chains, is one of theprogrammesbeingusedtocatalyseeconomicgrowth.
Accordingtothenationalyouthpolicy(2009)ofDRCongo,youthisdefinedasbetween15-35years.Thevisionofthenational youthpolicy (2009) is to developpatriotic, responsible, competitive andeducated young citizens. Thepolicycoversfifteendomains, includingeducation,HIV/AIDS,employment,sports,ruraldevelopmentandgender.Thepolicyemphasisesitstransversalanddecentralisedframework,wheretheresponsibilityforitsimplementationlieswithvariousministriesbutiscoordinatedbytheMinistryofYouthandSports.
Asdescribedinthe2009nationalyouthpolicy,theMinistryofYouthandSportsisthemaingovernmentalbodyresponsibleforthecoordinationofyouthactivitiesandthe implementationofyouthpolicy inDRCongo.Othermainstakeholdersinclude an inter-ministerial steering committee, which is a high-level political structure responsible formonitoring &evaluation,andatechnicalcommitteemadeupofrepresentativesfromministries,developmentpartnersandNGOsthatareinvolvedinoperationsandservice-deliverytoyouth.
The total labour force in 2019 is approximately 29.7million people, ofwhich 48.3 percent arewomen. According tonational estimates (ILOSTAT), theaverage rateofunemployment in2012was4.5percentof theworkingpopulation.Unemploymentwaslowerforwomen(3.6percent)thanformen(5.3percent).Morerecentfiguresareneeded.
AccordingtoILOestimates,only18.5ofthetotalworkforcesiscomposedofwageandsalariedworkers.Employeesarepredominantlymen (wageemploymentconstitutes27.8percentofmaleemploymentbutonly8.7percentof femaleemployment). Also, ILO estimates (2019) that 76.6 percent ofwomen and60.7 percent ofmen are employed in theagriculturesector in2019(whichprovides68.5percentofthetotalemployment).Lessthanhalf (44.5percent)ofthepopulationlivedinurbanareasin2018.Mostoftheactivepopulationisengagedininformaljobs.
According to theWorldBank, thenumberofnewbusinesses registered inDRCongo tripledbetween2013and2016(approximately1560newbusinesseswereregisteredin2016).Also,in2013only15.1percentofCongolesefirmshadfemaleparticipationinownership,butonly10.8percenthadfemaletopmanagers.Mostrecentdataareneeded.
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Witharankingof184outof190countriesontheWorldBank’sDoingBusiness2019report,greatereffortsmustbemadetoimprovethebusinessclimate.TheaveragetimerequiredtoregisterapropertyinDRCongois38days(comparedto17daysinMauritiusand7daysinRwanda,whicharetheonlytwoAfricancountriesintheTop50rankingonEaseofdoingbusiness).Also,theaveragetimerequiredtostartabusinessis7days(comparedto5daysinMauritiusand4daysinRwanda). Regarding taxation, about half (50.7 percent) of the total profit of a Congolese business goes to taxes andcontributions.
According to theUNESCO Institute for Statistics, the Gender Parity Index for DR Congo in 2015was 0.889,meaningsubstantialimbalanceofmalesoverfemalesenrolledinprimaryandsecondaryschools.Literacyrateofpeopleaged15andabovewas77in2016(88.5percentofallmen,andonly66.5percentofallwomen).Foryouth(15-24yearsold),thepercentageofliteratepeopleincreasesto85percent(91percentofallmalesbutonly80percentofallfemales).
ThepopulationofDRCongoisveryyoungandalmost70percentofpeopleareagedlessthan25years(themajorityofwhom live in rural areas). The inception report of UNCDF’s YouthStart Global programme provides an overview andmapping of the current youth intervention landscape and the supply of financial services inDRCongo, aswell as anassessmentofkeygapsforeachofthehigh-potentialopportunitiesforyouth.Thekeyfindingspresentedinthereportare:
4. Four sectors have been identified as offering significant employment and entrepreneurship opportunities foryouthtoengagein,giventheircurrentandprojectedgrowth;and
Past and ongoing initiatives for lessons learnt and synergies
In DR Congo, UNIDO focuses on two thematic priorities: 1) creating shared prosperity; and 2) safeguarding the
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environment.
• Growthpoleprogramme (PDPC). This projectprovides technical assistance in theoverallmanagementof thegrowth poles,which aim at strengthening the relevant agro-sectors. The initiativewill stablish amultiserviceplatform–i.e.acentreoftechnicalandcommercialdevelopment–thatwillallowfarmersandentrepreneurs/processorsaccesstoinfrastructure,servicesandtechnologiestodeveloptheirskills,enhancetheirproductsandtherebyincreasetheirincomeandgeneratingjobs.
FAOassistanceinDRCongoisshapedbythe2013-2017FAOCountryProgrammingFramework(CPF),comprisingthreepriority areas:: 1) Improving governance of agriculture, rural development, renewable natural resources and theenvironment, and improving humanitarian aid and crisis management; 2) Developing the agriculture, livestock andfisheries subsectors by adopting a value chain and agribusiness approach, including provision and support to theproductionofhigh-yieldingseedsandmarketingsupporttofarmers'organizations;and3)Environmentalprotectionandresilience to climate change, including the adoption of participatory management and biodiversity conservationmechanisms.
• Protecting household food security. By providingquality seed, tools and technical training, FAO isworking torestorethecountry’sruraleconomybyhelpingreturnees,refugeesandhostfamiliestoproduceandsellmorefood,andformersoldierstorebuildproductivelives.Togetherwithpartners,in2014FAOdistributed12000tools,130kgofseedforvegetables,andaboutthreemillionsweetpotatovinesaswellasimprovedcassavabreeds.Around3000householdsbenefitedfromthesevitalinputs,including2545internallydisplacedpeople,455hostfamiliesand24seedmultipliergroups.
AccordingtotheAfricanDevelopmentBank,Kenya’srealGDPgrewanestimated5.9percentin2018,from4.9percentin2017, supported by good weather, eased political uncertainties, improved business confidence, and strong privateconsumption.Onthesupplyside,servicesaccountedfor52percentofthegrowth,agricultureandindustryfor24percenteach.Onthedemandside,privateconsumptionwasthekeydriverofgrowth. AnOctober2018IMFdebtsustainabilityanalysiselevatedthecountry’sriskofdebtstresstomoderate.
RealGDPisprojectedtogrowby6percentin2019and2020.Domestically,improvedbusinessconfidenceandcontinuedmacroeconomic stability will contribute to growth. Externally, tourism and the strengthening global economy willcontribute. Kenyaalsobenefits fromrenewedpoliticalmomentum(includingthe2010constitutionanddevolution),astrategicgeographiclocationwithseaaccess,opportunitiesforprivateinvestors,andthediscoveryofoil,gas,andcoalalongwithcontinuedexplorationforotherminerals.Also,thereisastrongframeworkforruraldevelopmentandruralpovertyalleviation.
Kenya’s Big Four economic plan, introduced in 2017, focuses onmanufacturing, affordable housing, universal healthcoverage,andfoodandnutritionsecurity.Itenvisagesenhancingstructuraltransformation,addressingdeep-seatedsocialandeconomicchallenges,andacceleratingeconomicgrowthtoatleast7percentayear.ByimplementingtheBigFourstrategy,Kenyahopestoreducepovertyrapidlyandcreatedecentjobs.
Youth-relevant framework
Thenationalyouthpolicy(2006),“visualizesasocietywhereyouthhaveanequalopportunityasothercitizenstorealizetheir fullestpotential,productivelyparticipating ineconomic,social,political,culturalandreligious lifewithoutfearorfavour.”Thestrategicplan(2007-2012)providedadetailedactionplanfortheimplementationoftheeightstrategicareas:i) Employment; ii) Empowerment and Participation; iii) Education and Training; iv) Information CommunicationTechnology;v)Health;vi)CrimeandDrugs;vii)Environment;andviii)Leisure,RecreationandCommunityService.
The strategic plan (2007-2012) hadmandated the Department of Youth Development to develop youth policies andprogrammes.Then,theMinistryofYouthAffairsassumedresponsibilitybut,asreportedinAfricaReviewinApril2013,wasdisbandedafterthe2013elections.Inthe2014budgetpolicystatement,“YouthDevelopmentandEmpowermentServices”werelistedundertheMinistryofDevolutionandPlanning,whichsitsundertheOfficeofthePresident,howeveritisunclearifthisministryhastakenoverthedutiesofthenow-defunctMinistryofYouthAffairs.
Asamemberof theCommonwealthofNations,Kenya is a signatoryof TheCommonwealthPlanofAction for YouthEmpowerment(PAYE)2006-2015.AccordingtotheUNESCOInstituteforStatistics,Kenyaspentoneducationprovision17.9percentofitsgovernmentexpenditureand5.2percentofitsGDPin2017.
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The Government of Kenya, in partnership with theWorld Bank, is implementing the Kenya Youth Employment andOpportunitiesProject(KYEOP)2016–2021.TheprojectdevelopmentobjectiveofKYEOPistoincreaseemploymentandearningopportunitiesamongtargetedyoungpeopleacrossKenya.Theprojectaimstoreachover280,000youthduringtheprojectperiod.Themainbeneficiariesoftheproposedprojectareyouthbetween18-29yearsofagewhoarejoblessandhaveexperiencedextendedspellsofunemploymentorwhoarecurrentlyworkinginvulnerablejobs.
Youth employment and entrepreneurship
Thetotallabourforcein2019isapproximately21.2millionpeople,ofwhich48.7percentarewomen.Nationalestimates(ILOSTAT) report that the average rate of unemployment in 2016 was 2.6 percent of the working population.Unemploymentwasslightlyhigherforwomen(2.9percent)thanformen(2.6percent).Youthunemploymentisamajorissue, and the country has a specific framework for promoting youth employment. Seventy-five percent of Kenya’spopulationisunder30yearsofageand,duetohighlevelsofunemployment,mostofthemhavenotbeenabsorbedinthejobmarket;histhatdrivesyoungpeopleintocrimeanddrugs.
According to ILO estimates, 38.9 of the total workforces is composed of wage and salaried workers. Employees arepredominantlymen(wageemploymentconstitutes53.8percentofmaleemploymentbutonly23.4percentoffemaleemployment). Also, ILO estimates (2019) that 63.38 percent ofwomen and 51 percent ofmen are employed in theagriculturesectorin2019(whichprovides57percentofthetotalemployment).Only27percentofthepopulationlivedinurbanareasin2018.
The level of competitiveness of Kenyan businesses is high due to strong micro- and macro-economic foundations.AccordingtotheWorldBank,in2018almosthalf(47.5percent)ofKenyanfirmshadfemaleparticipationinownership,butonly18.1percenthadfemaletopmanagers.
TheformulationoftheNationalYouthPolicyandtheestablishmentoftheNationalYouthCouncilareimportantadvancestowardsenhancingyouthdevelopmentinKenya.Nevertheless,existingstructureswithinpublicandprivatesectorsandtheprevailingattitudes thatdonotprovideanenablingenvironment for the youth toparticipate indecision-making,planningandimplementationprocesses.
AccordingtotheUNESCO Institute forStatistics, theGenderParity Index forKenya in2009was0.951,meaningmoremalesthanfemalesenrolledinprimaryandsecondaryschools.However, morerecentfiguresareneeded.Literacyrateofpeopleaged15andabovewas81.5in2018(85percentofallmen,and78.2percentofallwomen).Foryouth(15-24yearsold),thepercentageofliteratepeopleincreasesto88percent(similarforbothsexes).
Challenges and Opportunities
In2016,Kenyascored125thoutof183countries(YDIoverallscore:0.563-Medium)ontheYouthDevelopmentIndexthatisacompositeindexof15keyindicatorswhichcollectivelymeasureyouthdevelopment. Thehighunemploymentisrelatedtotheoverallinvestmentclimateinthecountryandtheeconomy’slowcapacitytocreatenewjobs.Kenyanyouthfinditparticularlydifficulttoenterthelabourmarketbecauseofseveralreasonsrangingfromdeficitsineducationandskills to lack of work experience, difficulties to obtain information about career options and job chances, irrationalrecruitmentpracticesofemployers,andthelackofnecessaryassetsandattitudestobecomeself-employed.
Lookingatopportunities,ICTisthefastestgrowingbusinesssectorinKenyawithyouthfillingmostpositions.Accesstotechnology is spreading rapidly and has proven to be an effective tool for development through its ability to fosterinformationexchangeandallowyouththeopportunitytoexpresstheirideasandopinions.
Past and ongoing initiatives for lessons learnt and synergies
In Kenya, UNIDO focuses on the three thematic priorities: 1) creating shared prosperity; 2) advancing economiccompetitiveness;and3)safeguardingtheenvironment.
• Minimizing risk for youth radicalization and violent extremism. This project supports the development of thecoconutindustryinthecoastalregionofKenyawhereyouthsare particularlyreceptivetojihadistideologyandradicalization. Foroptimalresults,apublicprivatepartnershipapproachisenvisaged.Theprivatesectorshouldbepositionedasananchortoaddvalueandcreateasustainablemarketforthesmallholdercoconutproducers.
• Strengthening inclusive value chains.With a view to achieving sustainable and efficient agricultural and foodsystemsthroughinclusiveagribusinessandvaluechaindevelopment,around56600farmershavebeentrainedinsustainableandmarket-orientedagriculturethroughpartnershipswithvariousCountyGovernments.FAOhasenabledproducerstoaccesscreditvaluedatUSD160000,whilecontractsvaluedatmorethanUSD1.5millionhavebeensignedbetweenproducersandbuyers. Also,youthinitiativeshavecontributedtostrengtheningthecapacityof7450youthstodevelopagriculture-basedenterprisesearningthemoverUSD476000.
Zambiaisclassifiedaslower-middleincomecountry,aswellasLeastDevelopedCountry(LDC).ItisanactivememberofSADC, one of the best performing RECs. According to the African Development Bank, Zambia’s real GDP growth hascontinuedatanestimated4percentin2018.Agricultureoutputcontractedbymorethan35percentduetoarainshortageinearly2018,whilecopperproductioncontinuedtoincreasebyanestimated4–4.5percent.Constructionalsocontributedtogrowth,thankstopublicinfrastructureprojectsandinvestmentincommercialbuildingsandresidentialhousing.
Thedebt-to-GDPratioincreasedfrom25percentofGDPto61percentbetween2012and2016,raisingconcern.Highpublic andpublicly guaranteeddebt led to Zambiabeing classifiedasbeingathigh riskofdebtdistress in2017. Themedium-termoutlookremainspositive,withgrowthprojectedat4.3in2020.Agriculturalproductiondeclinedin2018duetopoorraindistributionbutisexpectedtoreboundin2019.
Improving debt sustainability should remain a key priority over themedium term. To improve investor confidence inZambia, the government announced measures aimed at improving debt sustainability and returning to a rating ofmoderateriskofdebtdistress.Themeasuresincludeanindefinitepostponementofnewinfrastructureprojectsandthecancellationofsomecontractedloansthatareyettodisburse.
Youth-relevant framework
TheNationalYouthPolicy(2006)definesyouthinZambiaas18-25years.Youthunemploymentisamajorissue,andthecountryhasaspecificframeworkforpromotingyouthemployment.TheNationalYouthPolicy(2006)hasacoreprincipleof“aholisticintegratedapproachthatensurescoverageofthemostcriticalelementsinyouthdevelopment[...]throughcomprehensive and multi-sectoral plans for integrating youth and working with them as partners in nationaldevelopment.”ObjectivesofthepolicyincludemitigatingtheimpactsofHIV/AIDS,participationinpolicydevelopment&implementation,accesstoICTs,respectofcultural&customaryvalues,education,offenderrehabilitationandachievingtheMDGs.
AsamemberoftheCommonwealthofNations,Zambia isasignatoryofTheCommonwealthPlanofActionforYouthEmpowerment (PAYE) 2006-2015. Zambia has signed and ratified the African Youth Charter (2006). According to theUNESCOInstituteforStatistics,Zambiaspentoneducationprovision5.7percentofitsgovernmentexpenditureand1.1percentofitsGDPin2008.Morerecentfiguresareneeded.
Youth employment and entrepreneurship
Thetotallabourforcein2019isapproximately7.5millionpeople,ofwhich48.3percentarewomen.Accordingtonationalestimates (ILOSTAT), the average rate of unemployment in 2017 was 11.6 percent of the working population.Unemploymentwashigherforwomen(12.7percent)thanformen(10.9percent).
AccordingtoILOestimates,only22.2ofthetotalworkforcesiscomposedofwageandsalariedworkers.Employeesarepredominantlymen(wageemploymentconstitutes31.5percentofmaleemploymentbutonly12.2percentoffemaleemployment). Also, ILO estimates (2019) that 61.8 percent of women and 46 percent of men are employed in theagriculturesector in2019(whichprovides53.6percentofthetotalemployment).Lessthanhalf (43.5percent)ofthepopulationlivedinurbanareasin2018.
AgricultureremainsthekeydriverinaddressingthecriticalchallengeofyouthunemploymentinZambia.Therearehugeopportunities in primary production, mainly in crops (soya beans, cotton, beans, cassava, maize), horticulture,aquaculture,andlivestock(cattle,goats,sheep,pigs,poultry,andbeekeeping),whichcanbeproducedinalmostallpartsof the country. Agro-processing (milling, soya bean oil, meat, and milk products), trading, and retailing are keyopportunitiesforyouthemploymentalongtheagriculturevaluechains.
Thecommercializationof small-scaleagriculture is an importantelement inZambia’s strategy forequitableeconomicgrowth.Mostsmallholderproducersworkascontractfarmersinthecotton,tobacco,andsugarcanevaluechains.TheSupport to Farmers andAgribusiness Enterprises (SFAE) Component of theAgriculturalDevelopment Support Project(ADSP) aims to increase the degree of smallholder commercialization in Zambia by promoting the development of anetworkofwell-functioningandcompetitivevaluechains.Thecomponenthasthreesub-components;namely,SupplyChainCreditFacility,MarketImprovementandInnovationFacility,andRuralRoadsImprovementFacility.
• Support infant foodmanufacturing. This project partners with the private sector to establish an infant foodprocessingfacilitythatutilizeslocallyproducedrawmaterials.Thisprocessingprovidesmarketopportunitiesforsmallholderproducers.
FAO'scooperationwithZambiaisshapedbythe2017-2021FAOCountryProgrammingFramework(CPF)thatfocusesonfour priority areas: 1) Improve production and productivity of crops, livestock, fisheries and forestry; 2) SustainablemanagementofthenaturalresourcebaseandincreasingresilienceanduptakeofClimateSmartAgriculture;3)Enhancefoodsecurityandnutritionstatus;and4)Improvedmarketaccessandsanitarymeasures.
Budget Lines Description Year 1 Year 2 Year 3 Year 4 Year 5 Total
Outcome 1: Employability (on- and off-farm) and self-employment capabilities of youths in agriculture and agribusiness are enhanced
Output 1.1: Work skills and transversal competencies (soft skills) developed to support personal growth, improve access to resources, and facilitate labour market transition for youths
Outcome 2: Existing and emerging youth-led agribusinesses and SMEs in agriculture have increased access to finance and are better integrated into local, regional and international markets
Output 2.1: Business development services improved to foster competitiveness (innovation) and to ensure viability and efficiency of youth-led agribusinesses and SMEs
5100 Other Direct Costs 35,000 35,000 35,000 35,000 29,000 169,000 7100 Contingencies
Sub-Total Output 2.1 460,000
510,000
500,000
440,000
409,000 2,319,000
Output 2.2: Capacity of youth-led agribusinesses and SMEs strengthened to identify and access market opportunities (physical and virtual) and to integrate into national, regional and international markets
Output 2.3: Business opportunities promoted to facilitate youth-oriented development partnerships and technology transfer across regional and global value chains
Sub-Total Outcome 2 for UNIDO 1,420,000 1,570,000 1,540,000 1,360,000 1,267,000 7,157,000 Ouctome 3: Agricultural value chains and agri-food systems that create decent employment and self-employment opportunities for youths are strengthened Output 3.4: Improved robustness, efficiency and competitiveness of targeted agricultural value chains and agri-food systems 1100 International experts 50,000 50,000 50,000 50,000 50,000 250,000 1500 Local travel 0 0 0 0 0 - 1600 Staff Travel 20,000 20,000 20,000 20,000 20,000 100,000 1700 Nat.Consult./Staff 120,000 120,000 120,000 120,000 120,000 600,000 2100 Contractual Services 100,000 100,000 100,000 100,000 100,000 500,000 3000 Train/Fellowship/Study 50,000 50,000 50,000 40,000 40,000 230,000 3500 International Meetings 25,000 25,000 15,000 15,000 15,000 95,000 4300 Premises - 4500 Equipment 75,000 50,000 50,000 50,000 25,000 250,000 5100 Other Direct Costs 35,000 40,000 40,000 40,000 32,000 187,000 Sub-Total Output 3.4 475,000 455,000 445,000 435,000 402,000 2,212,000 Sub-Total Outcome 3 for UNIDO 475,000 455,000 445,000 435,000 402,000 2,212,000
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Outcome 4: Policy, institutional and programmatic frameworks are strengthened at national, sub-regional and continental levels to support decent youth employment creation and entrepreneurship development in agriculture and agribusiness
Output 4.1: In-depth baseline studies on the potential for youth employment creation and entrepreneurship development conducted to prepare Country Action Plans
Output 4.3: National, regional and continental youth networks (and young entrepreneurs’ associations) strengthened to streamline youth priorities into policy and programmatic frameworks
