YOUTH AGENDA TRUST YAT Strategic Road Ma

Demanding a
Voice in Our
Own Destiny
YOUTH AGENDA TRUST (YAT)

Strategic Road Map 2016-2020
“Building Capacities for Informed Youth

Participation, Responsive Advocacy and
Deliberate Policy Engagement”
Our Theory of Change
This theory of change is informed by our context and the wealth of experience and knowledge built
over 7 years of youth programming, poverty and related injustices. Our theory anchors Youth as the
strategic community in our programmes which are geared at addressing and reversing structural causes
of poverty and their manifestations.
This requires that our interventions be responsive to Youth challenges and needs and to go beyond
economic and material deprivation to include a change in attitudes, behaviours, practices and processes
that form the bases of exclusion from political, social and economic opportunities and resources.
At YAT we believe that poverty and injustice can be eradicated when young people are supported
economically, socially and culturally as well as provided with information, relevant tools and spaces to
effectively engage with service providers as rights holders and duty bearers to discover and use their
power and knowledge individually and collectively to confront abuses by people in power, which
perpetuates violence, conflict and vulnerability; build resilience to man-made shocks; and expand spaces
for civic engagement in decisions that affect them.
Mobilising and connecting the agency of young people living in poverty across areas where YAT has
membership and presence through capacity building and information sharing for action and decision
making is critical in creating rights awareness, and generating pressure on all people in the private and
public spheres to be duty-bound, shift attitudes and behaviours and become more inclusive, open
minded and committed to promoting gender equality and respect for human rights.
On this premise, Our Theory of Change notes that;
“The limited representation of Youth in governance

structures constraints their participation in policy and
development decision making processes at all levels of
government. Aware that they constitute the majority
(60%1) of the population; mobilizing, conscientizing and
retooling young people to take up strategic leadership
positions and spaces within their society will eventually
lead to participatory decision making processes and
youth-aware policies for sustainable growth and
development”
1
77% of Youth and Children below the age of 35 years, Ages 15-24 make up 20% while ages 15-34 make up 36%
of the national population. (Source: ADEANET 2014)
YOUTH AGENDA TRUST: STRATEGIC PLAN 2016-2020 1

Table of Contents
Our Theory of Change ................................................................................................................................................ 1
Acknowledgement ........................................................................................................................................ 5
Contextual Analysis: Poverty and Rights ...................................................................................................... 6
1.0 Operational Background to the Strategic Plan ................................................................................. 6
1.1 Research and Policy Analysis ............................................................................................................ 6
1.2 Governance & Youth Affairs ............................................................................................................. 7
1.2.1 Youth Engagement ............................................................................................................................ 7
1.2.2 Budget Tracking and Governance..................................................................................................... 7
2.0 Organizational Identity ...................................................................................................................... 8
2.1.1 Target Beneficiaries........................................................................................................................... 8
2.1.2 YAT’s geographical coverage ............................................................................................................ 8
3.0 Strategy Development Process ......................................................................................................... 9
3.1 Internal Analysis ............................................................................................................................................... 9
3.2 External Analysis .............................................................................................................................................. 9
3.3 Strategic organizations in YAT programming ............................................................................. 10
4.0 Organizational Mandate .................................................................................................................. 12
4.1.1 Our Vision....................................................................................................................................................... 12
4.1.2 Our Mission .................................................................................................................................................... 12
4.1.3 Strategic Objectives around which we work ......................................................................................... 12
4.2 Our Core Values and Guiding Principles................................................................................................. 12
4.2.1 Accountability & Integrity ............................................................................................................................ 12
4.2.2 Commitment to Popular Participation ..................................................................................................... 12
4.2.3 Openness to Mutual and Continuous Learning ..................................................................................... 12
4.2.4 Building Strategic Partnerships and Relationships ................................................................................. 12
4.2.5 Respect to Gender, Rights and Diversity ................................................................................................ 12
4.2.6 Professionalism and Competence ............................................................................................................. 13
5.0 Our Programming Approach ...................................................................................................................... 13
5.1 The Human Rights Based Approach to Programming (HRBA) .......................................................... 13
5.2 Establishing New and Deepening Existing Partnerships ....................................................................... 13
5.3 Engaging Youth as Partners NOT as Beneficiaries ................................................................................ 13
5.4 Use of Participatory Methodologies ......................................................................................................... 13
6.0 Organizational Assessment and Capacity Audit .................................................................................... 14
6.1 Past Achievements ........................................................................................................................................ 14
6.2 Strategic Partners .......................................................................................................................................... 14
7.0 SWOT Review and Analysis ....................................................................................................................... 15
7.1 Strengths and Capacities.............................................................................................................................. 15
7.1.1 Institutional ..................................................................................................................................................... 15
7.1.2 Programmatic ................................................................................................................................................. 15
7.2 Weaknesses, Threats and Limitations ...................................................................................................... 16
7.2.1 Institutional ..................................................................................................................................................... 16
7.2.2 Programmatic ................................................................................................................................................. 16
7.2.3 Social-Political ................................................................................................................................................. 16
7.3 Opportunities and New Sites ..................................................................................................................... 16
7.3.1 Institutional ..................................................................................................................................................... 16
7.3.2 Programmatic ................................................................................................................................................. 16
7.3.3 Social-Political ................................................................................................................................................. 17
8.0 Future Direction and Core Initiatives ...................................................................................................... 17
8.1 Leadership and electoral processes participation.................................................................................. 17

8.2 Budgetary and public policy analysis ......................................................................................................... 17
8.3 Civic resource and information centres establishment........................................................................ 17
8.4 Public expenditure monitoring and social sector reviews ................................................................... 17
8.5 SRHR access, practice and enjoyment ..................................................................................................... 17
8.6 Access to alternative source of income................................................................................................... 18
8.7 Development through arts.......................................................................................................................... 18
9.0 Institutional and Resource Implications ................................................................................................... 18
9.1 Membership to other Organizations and Coalitions ............................................................................ 18
9.2 Leadership and Management ...................................................................................................................... 18
9.3 Vehicles, Equipment and Facilities ............................................................................................................. 18
9.4 Human Resource Requirements ................................................................................................................ 19
10.0 Broad Strategies and Approaches to realize this Road Map ............................................................... 19
10.1 Resource Mobilization and Fundraising .................................................................................................... 19
10.2 Networking and Partnerships..................................................................................................................... 19
10.3 Publicity and Marketing ................................................................................................................................ 19
10.4 Capacity Building ........................................................................................................................................... 19
10.5 Campaigns and Policy Influencing .............................................................................................................. 20
10.6 Research and Documentation .................................................................................................................... 20
10.7 Social Accountability ..................................................................................................................................... 20
11.0 YAT’s Road Map Focus Areas ........................................................................................................ 20
11.1 Democracy, Human Rights and Governance.................................................................................. 20
11.2 Sexual Reproductive Health Rights................................................................................................. 21
11.3 Social Entrepreneurship .................................................................................................................. 23
11.4 Organizational Development .......................................................................................................... 23
12.0 Sector Log frame ........................................................................................................................................... 25
13.0 Feedback, Accountability and Planning System ...................................................................................... 27
13.1 Justification ...................................................................................................................................................... 27
14.0 Operational Context and Changing Dynamics....................................................................................... 27
14.1 Core Strategies, Tools and Approaches in FAPS .................................................................................. 27
15.0 Our Organogram .......................................................................................................................................... 29

Acronyms and Abbreviations
AAIZ ActionAid International Zimbabwe
CBM Community Based Monitoring
CDF Constituency Development Fund
CfP Call for Proposals
CIO Central Intelligence Organization
CSOs Civil Society Organizations
FAPS Feedback Accountability and Planning System
GIZ German International Cooperation
HIV/AIDS Human Immuno-Virus / Acquired Immune Deficiency Syndrome
M&E Monitoring and Evaluation
NGOs Non-Governmental Organization
PAC Parliamentary Accounts Committees
PAR Participatory Annual Reflections
PC Program Coordinator
PRA Period Reviews and Analysis
QRM Quarterly Review Meetings
RIG Routine Information Gathering
SDGs Sustainable Development Goals
NC National Coordinator
UN United Nations
YAT Youth Agenda Trust
ZIMASSET Zimbabwe Agenda for Sustainable Social-Economic
Transformation
Terminologies
ZimAsset The National plan geared at achieving a new trajectory of
accelerated economic growth and wealth creation in Zimbabwe;
Sustainable Development Goals These are inter-governmentally agreed set of targets relating to
aimed at achieving holistic development;
Constituency Development Fund This is a constituency based kitty that is managed by MPs
designed to support/compliment constituency-level, grass-root
development projects;
Theory of Change This is a specific form of methodology that defines NGOs long-
term goals and then maps them backward to identify necessary
preconditions;
Management Board This is the governing body of the Organization. It has a
supervisory role with general responsibility for budgetary and
planning matters;
Trust This is an Organization registered under the Deed of Trustees
Youth According to the Constitution of Zimbabwe, this refers to
every person between the ages of 15 and 35 years of age;
Members This refers to Individuals and Institutions that are part and
parcel of an Organization through registration or payment as a
Member;
REFELECT/STAR These are innovative approaches to adult learning and social
change. Where community members use readily available
resources to identify their problems and propose solutions.

Acknowledgement
I would like to thank the strategic planning members for their commitment to this planning process, for
their patience and good humor, their positive critique and evaluation of the institution and its processes
and for their fortitude in seeing it through to the end. This plan will keep YAT on track over time, and
allow the organization to respond to change, be dynamic, innovative and all the while remaining faithful
to its mission and vision. The process of formulation of this strategic plan will have as much value to the
organization as its actual implementation over the next five years, since so much can be learned from
surveying both the position of the organization and the state of the environment in which the
organization operates and the state of the communities we work with so tirelessly to help them
transform for the better.
The opportunity to step back and scrutinize, evaluate, consider and question our activities is crucial, and
not afforded by the daily pace of the organization. As an organization that represents the interests of
youth, it relies heavily on the voluntary participation of its members and rarely has the luxury of time for
reflection. Having made that time during this process proved to be invaluable to the life of the
organization.
After a long period of reflection, visioning, self-review, programming and financial audit and identity
building, Youth Agenda Trust (YAT) through the secretariat with the guidance and support of the Board
of Management and some external advisors embarked on the process of developing this five year plan to
provide a strategic road map for the period 2016-2020 christened, “Building Capacities for
Informed Youth Participation, Responsive Advocacy and Deliberate Policy Engagement”.
Over the past decade, YAT’s focus and activities have been on youth programming and more
particularly on human rights, civic education, good governance, leadership and entrepreneurship. In
partnership with various key stakeholders, a lot of milestones have been accomplished in these five
broad areas. Within the same period, YAT has steadily but surely grown from a loose youth
organization with limited focus on the aforementioned themes to a premier national youth organization
with a much broader policy and programming mandate.
This tremendous detailing and enviable growth is owed to collective institutional and individual efforts
and investments of partners, associates, staff and members of the board. Beyond giving invaluable
support to the growth and expansion of YAT, they have also contributed immensely to the
conceptualization, design and development of this plan. For all their contribution we are most indebted
and grateful. For Management, I wish to thank all the other members for taking time off their schedules
to review this plan and offer their professional perceptions – this has helped shape further and ground
this plan. For the technical team, I acknowledge the passion and commitment of the current YAT
secretariat team composed of: Francis Rwodzi, Trust Nhubu, Flora Muzondo and Sandra Dzvete. YAT
also appreciates the support of GIZ and ActionAid International Zimbabwe as its strategic partners for
making this process a reality. Special mention goes to Ivan Atuyambe and Felix Odock both from AAIZ
and Steffanie Pollender from GIZ.
Kudzai Kwangwari
Executive Board Chairperson
Youth Agenda Trust (YAT)
Signature: Date:

Contextual Analysis: Poverty and Rights
Depending on the situation, there are many debatable definitions of poverty and no uniform
international standard exists. Two major approaches exist: that of income poverty, which focuses on
income and the approach of consumption and capability poverty, which focuses on deprivation of
capabilities. In recent years, the latter view that incorporates the multidimensionality of poverty has
become more mainstream.
Poverty is a human rights violation since every person has a right to a standard of living adequate for
health and well-being, to food, clothing, housing, medi-care, quality education and other social
services. These fundamental human rights are defined in the Universal Declaration of Human Rights
and the International Covenants and other widely adhered to international human rights treaties and
declarations. The right to be free from poverty includes: the right to an adequate standard of living,
work and fair wages, a healthy and safe environment, adequate housing, freedom from hunger, safe
drinking water, primary health care, access to basic social services, education, be free of gender or
racial discrimination, participate in shaping decisions that affect oneself and the community at large.
Poverty is multidimensional and results in deprivation of people’s rights, low economic growth,
inequality and exclusion of various minority groups. Exclusion from social, political and economic
institutions and processes is part of a vicious cycle in which exclusion leads to lower capabilities,
which in turn reduces the prospects of escaping poverty and people’s ability to assert their rights. In
addition, the country suffers greatly from the impact of limited access to quality basic education,
prioritised public expenditure, inadequate primary healthcare facilities, HIV /AIDS, unemployment;
among other issues which require adequate attention in policy formulation.
The poor performance in the growth of the economy, bad governance and mismanagement of
resources is caused by deficiencies in policies and lack of implementation of well-intended policies
and legal frameworks. The other (seldom talked about) but major cause of poverty in Zimbabwe is
the macroeconomic policy framework. Outstanding here are such issues to do with inflation targets
and low levels of fiscal deficits as eschewed in the policy support instruments and poverty reduction
growth facilities.
It is against this backdrop that YAT notes with concern that the government has not targeted the
youth in development and as such, has missed out on this large constituency sustainably. Youth
synergy in mobilization is another vital and missing component in the link to combat poverty from
the lowest levels. More often than not, youth are brought on board to participate in programmes
that do not necessarily anchor them strategically to alleviate poverty due to their incapacities in
skills and exposure to engage meaningfully to effect equitable and informed participation that is
youth responsive and centred this has overtime affected the youth as individuals and generally.
1.0 Operational Background to the Strategic Plan

1.1 Research and Policy Analysis
To effectively engage in policy debate and advocacy on development issues, involvement in research,
evaluation and policy analysis of government plans and public policies is paramount so as to inform
our advocacy efforts and to influence social change. Strengthening policy influencing techniques in
order for stakeholders to play an effective role in jointly deciding priorities, designing interventions
and monitoring the implementation of social sector-policy frameworks is equally key to poverty
alleviation and social development.

1.2 Governance & Youth Affairs
Governance issues revolve around strengthening of existing systems and empowering the citizenry
to participate in leadership and governance processes and in areas of socio economic policy
development. The background of governance and civic affairs in Zimbabwe has been characterized
by many challenges including but not limited to:
• Absence of broad-based and inclusive political parties, cutting across economic divides and
anchored on truly nationalistic agendas;
• Lack of confidence and trust in public institutions coupled with pervasive corruption despite the
substantive legal and institutional frameworks instituted to curtail it;
• High incidence of poverty and pervasive unemployment, especially for youth;
• Under-representation of youth in key positions of leadership at all tiers of government;
• Weak implementation of government policies and programmes;
• Limitations of the Parliamentary Oversight Committees; and
• Low probability of meeting key SDGs relevant to Zimbabwe’s growth e.g.; 12,23,34 & 165
1.2.1 Youth Engagement

Education for civic engagement and responsive governance are founding principles of
democracy. Civic education equips the citizens and accords them the ability to cope with the
social, economic and political challenges in the country and enhances their participation in
governance, democratization, general transformation in open minded and critical citizenry. In
order to make the most appropriate and correct electoral decisions, the citizenry must have an
informed mind and a complimenting conscience. Civic education is therefore a necessity and
should be sought after by any Zimbabwean in view of developing democratic ethics as the role
of civic education to educate and not to manipulate.
A critical mass of the Zimbabwean citizenry have found themselves being carried along in the
wake of change without the wherewithal, strategic competencies and civic capacities to engage
effectively in the realities and processes of their political and socio-economic transition. To
empower them to influence policy processes and decision-making regimes, they have to possess
considerable knowledge, skills, attitudes and values in governance, public administration and
other civic areas of life. They have to understand the institutions, through which they can have a
share in making of their society.
1.2.2 Budget Tracking and Governance

The power of the state to shape poor people’s lives for good or for worse is nowhere more
immediate and far-reaching than in basic education, local governance and primary health care
since these are some of the most visible and important social sectors. Spending in these sectors
has for a long time been inequitable and inefficient and medical centres have not been
responsive to community needs and social sector management has been inept, centralized and in
most cases corrupt. Lacking the capacity, information and wherewithal to demand anything
better, the poor often simply withdraw from public services – while well-to-do households
2
End Poverty in all its forms everywhere
3
End hunger, achieve food security and improved nutrition and promote sustainable agriculture
4
Ensure healthy lives and promote well-being for all at all ages
5
Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and
inclusive institutions at all levels

abandon the public health systems in favour of private services. This way, the quality of basic
services deteriorates further and gaps in access, quality, and efficiency get entrenched.
The scarcity and unavailability of budgetary information in terms of processes, structures,

institutional mechanisms, functions and opportunities for participation by key stakeholders
undermines youth capacity to engage effectively in planning, budgeting and management of their
localities. In effect, poor public spending and policy implementation has resulted into wastage of
tax-payers money, where government has ventured into economically unviable and financially
unsound projects, resulting in massive poverty among the masses denying households and
communities crucial resources that would improve their well-being.
2.0 Organizational Identity

YAT was formed in 2007 when young people drawn from the country’s tertiary institutions as well
as those from the grassroots communities of converged to find solutions to the deterioration socio-
political and economic climate whose roots date back to the 90s. The breakdown of the rule of law,
diminishing confidence in the government by citizens, corruption and an increase in state sponsored
atrocities against its people. The youths were also reacting to the upsurge in state sponsored
violence against its people as well as the manipulation of young people as perpetrators and victims of
violence. The youths agreed that the best way to pluck the country out of the quagmire was to
engage, empower and promote young people to take centre stage in providing alternative
leadership, generate wealth and resuscitate the country’s social services.
To achieve this, there was supposed to be a process of training to build the capacity of the youths
to take up leadership positions and bring about innovative solutions to generate wealth and
stimulate economic development as well as fight against diseases such as the HIV/AIDS pandemic. .
Since then, Youth Agenda has evolved into a leading youth organization which has tirelessly engaged
young people in marginalized communities to ensure that they directly engage with policy makers,
institutions and take up leadership positions to influence change.. To date YAT has managed to work
with close to 17 000 members led by district leadership structures elected every 2 years who have
participated in various development, lobby and advocacy initiatives as well as taking the lead in
various leadership spaces.
2.1.1 Target Beneficiaries

YAT targets to work with young people between the ages of 15-35 years as enshrined in the
Constitution of Zimbabwe of 2013 and the African Youth Charter of 2006. These youths are
drawn from marginalised communities particularly the peri-urban, rural and mining areas.
2.1.2 YAT’s geographical coverage

YAT has working and membership presence in fifteen (15) selected Districts within five (5)
Provinces of Harare, Midlands, Masvingo, Mashonaland West and Mashonaland East as illustrated
in the table below.
Province Target District Estimated
Membership
Harare Epworth and Chitungwiza 38000
Mashonaland East Goromonzi, Wedza, Marondera and Murewa 34000
Mashonaland West Chegutu, Chinhoyi and Makonde 35000
Midlands Kwekwe, Silobela and Gokwe 37000
Masvingo Masvingo, Zaka and Chiredzi 29000

3.0 Strategy Development Process
The current strategic objectives are derived from a participatory and inclusive two-day process, in
which the staff, board, and other YAT stakeholders were included.
3.1 Internal Analysis

Looking at the management processes, the staff is well chosen, has the opportunity to take on
responsibilities and carry out their duties in an independent and flexible way, and that meetings,
including the strategy review process, are held on a timely basis. However, it came out that the
organogram, as well as the roles and responsibilities between the different departments need to
be re-defined. The process and procedures files need to be resurrected and weekly staff meetings
with minutes are conducted on a regular basis. Also staff appraisals should be improved and it
should be ensured that the outcomes from the board and management meetings are shared with
the staff and implemented.
In regards to financial management, audits are handled well, the staff has the necessary report
writing and fundraising skills, records are well kept, and the staff is in a position to handle the
different donor demands in regards to reporting. What could be improved is the sustainability of
the organization in terms of more strategic fundraising, better networking with donors, and more
collaboration between the different departments when it comes to proposal writing. It should also
be invested into staff’s capacity in regards to budget tracking and M&E.
When it comes to internal communication, the mobilization and planning of community

outreaches works very well, the outreach through social media is well established and the
allocation of duties and the communication within the departments runs smoothly. The major
improvement that has to happen is the communication between the different departments and to
have regular meetings so that the team has a platform for exchange and keeping each other in the
loop.
Last but not least, the operations within YAT were considered. The well-coordinated
community structures and the activities that are implemented efficiently and timely with a large
number of participants were stated as the major strengths under operations. Furthermore,
feedback platforms are needed to monitor whether YAT is achieving its goals with its activities
and rights bearers should be included in the proposal writing process to operate more needs
driven. A baseline study has just been carried out against which the successes of YAT’s activities
can now be measured.
3.2 External Analysis

To complete the picture and better understand the environment YAT operates in, an external
analysis was conducted that was split up into two parts: the PESTLE analysis that focused on the
environment itself and a stakeholder analysis that looked at the different relationships YAT has
established and needs to establish in order to better carry out its programs. The analysis gave
YAT an opportunity to take a close look at the environment they are working in with the idea to
identify positive and negative environmental influences on their work.

Poverty – ppl.
are not
accessible
Increased Unemployment YAT is well
interest by – ppl expect connected in
youth to hand outs coalitions
participate Reputation
Low economy could be
Improved Accessibility jeopardized
leaves Socially
media of through these
organizations with acceptable
access parliament coalitions
less public funds program
Politicization Politicization But low female
of civic of state participation
Trivializing and leaders
gatherings institutions
youth issues dominate
Creation of
YAT
Availability of Internet as an
constitutional opportunity
free legal Reputational
court New constitution for publicity
counsel for New damage is easy
HRD’s includes in social
constitutions that environment and
provides for networks Platforms
POSA, need gives backbone
broadened rights for
for clearance Increased
NGO bill – all participation
with police stakeholder
trusts to be interest in Availability of
Section 121 – dissolved Bad
environ. issues computers
opposition of infrastructure
bail for HRD’s makes it difficult Issues of water shortage, makes work
S.1.4/2013 – to reach food insecurity, and easy
forced subs beneficiaries inadequate energy sources
for ZYC makes it difficult to access
Increased interest in
youth since they are trying
service delivery
to meet their basic needs
makes it a priority
rather than attending
issue
activities of YAT
The white circles show the opportunities and the positive influences, whereas the red circles
represent the challenges and negative influences on YAT’s work.
The environmental and legal environments have the biggest impact on YAT’s work. Due to the high
unemployment rate, people are forced to take up informal jobs, which do not have a clear start and
end time. Therefore, youth are not easily accessible to participate in YAT’s programs since they are
pursuing their income generating activities until late in the evenings at times. The legal environment
also poses a challenge to YAT’s work since there are quite a few laws that threaten the
practicability of YAT’s programs as well as its pure existence.
The new developments in the technical environment provide great opportunities for YAT to reach
out to its membership and to mobilize its members even faster. Also the political developments
entail opportunities for YAT. The new constitution – when eventually fully implemented – provides
for more rights and serves as the backbone for YAT’s work.
3.3 Strategic organizations in YAT programming

YAT does not work in isolation its work compliments the work of other civic players and
recognises their role towards achieving our vision. There are other civic players whom YAT seeks
to strengthen its relationship with to ensure the attainment of this strategic plan’s objectives
indicated in the table below.

Organisations How could the relationship come about?
 Firming up the existing contacts
International Human
 Keeping up with their schedules;
Rights Organizations
 Introducing YAT and sharing relevant programming and
organizational documents;
 Seeking membership and participation in UN agencies as a youth
UN Bodies focused organization;
 Keeping up with UN’s youth programmes in Zimbabwe;
Residents Associations  Collaborations, partnerships, and joint programs/initiatives
 Establishing contacts with the specific departments in Zimbabwean
Universities and their Universities – Public and Private;
Research Institutions  Putting into force the provisions of the HR policy that allows for
secondment of Volunteers and Interns from Universities;
 Zimbabwe Youth Council (as an Intermediary)

 Establishing contacts with specific departments within the Ministry
of Youth, Indigenisation and Economic Empowerment at National
Government
and District Levels;
Departments
 Sharing relevant programming documents with the Ministry;
 Establishing contacts with specific departments within the Ministry
at National and District Levels;
 Sharing relevant programming documents with the Ministry;
 By participating in donor conferences;
 Establishing rapport with respective embassies;
Embassies  Keeping updated with their CfP schedules; and
 Mapping out existing embassies that can support or partner with
YAT in delivering its Strategic Plan
 By participating in donor conferences;
 By Mapping out existing donors, their focus areas and
implementation locations;
Donors
 By acquiring updated donor agency contacts from the respective
Embassies;
 Keeping updated with their CfP periods; and
 Sharing organizational strategic plan and annual reports.
Organisations that could have a negative influence on YAT’s work

Name of
How could the relationship be improved?
Organisation
 By complying to their rules
State Security, i.e. CIO,
 By approaching the court for relief
Police
 By acquiring permission to conduct meeting
 Pro-active engagement with the media
 Putting into effective use the social media outlet to communicate
State Media
its work
 Establishing strategic contacts within the state media
 By participating / joining strategic coalitions and consortiums
Competing within the
 By employing dynamic approaches in its programming
CSOs sector
 Identifying unique and clear niches in its programming

4.0 Organizational Mandate
4.1.1 Our Vision
Empowered young people who fully realize their human rights by freely and actively participating in
governance and development issues in a democratic Zimbabwe.
4.1.2 Our Mission

We are a youth driven organisation that aims to create platforms for dialogue, debate and
participation in governance, development, and human rights issues amongst the youth. We do this
through lobby and advocacy work, capacity development and information dissemination.
4.1.3 Strategic Objectives around which we work

i. To advocate for, facilitate and influence policy reforms and program shift geared at achieving
SDG 16 and 167 both with a critical focus on youth in selected Districts;
ii. To promote civic education, good governance and other emerging social development issues
across Zimbabwe;
iii. To develop skills and build capacity of communities, civil societies and public officials to provide
civic space for effective engagement in promoting good governance; and
iv. To conduct research, evaluation and analysis of social sectors & conduct policy reviews
towards facilitating sectoral debates and dialogue on the issues by Youth.
4.2 Our Core Values and Guiding Principles

4.2.1 Accountability & Integrity
The level of internal accountability is given high priority by evolving transparent and
accountable structures of leadership and management of resources.
4.2.2 Commitment to Popular Participation

YAT values community engagement and people’s participation in policy processes. For this
reason all YAT led initiatives will always remain participatory, consultative and people-driven.
4.2.3 Openness to Mutual and Continuous Learning

YAT is open and ready to give information to and learn from its members, partners, state
agencies, public authorities and community groups through development of a very open and
effective communication and information sharing strategy that encourages easy flow and
exchange at all levels.
4.2.4 Building Strategic Partnerships and Relationships
YAT believes in working through partnerships, networks and coalitions. This involves building
local capacity, mobilising youth and community based organization and other community
structures/groups to play watchdog and oversight roles and joining hands with others to engage
in policy influencing work.
4.2.5 Respect to Gender, Rights and Diversity

Promotion of cultural diversity, gender mainstreaming and rights based approach to planning,
policy formulation and facilitation takes centre stage within the YAT through its programming.
6End poverty in all its forms everywhere

7Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective,
accountable and inclusive institutions at all levels

4.2.6 Professionalism and Competence
YAT believes in conducting and implementing her work in a professional way utilizing a
qualified and experienced staff team.
5.0 Our Programming Approach

Our approach will be guided by our theory of change that puts youth at the centre of development by
advancing youth centred alternatives, strengthening their voices and civic actions to tackle root causes
of poverty and injustice and building their resilience and capacity to respond to vulnerabilities. Our
programming model will be defined by:
5.1 The Human Rights Based Approach to Programming (HRBA)

We will build on the progress made within the past seven years of operation and focus on building
and deepening understanding among staff, partners, supporters, and rights holders that eradication
of poverty and injustice can only happen if the rights of the youth as poor and excluded
communities are promoted, protected, and fulfilled. We will invest more in changing attitudes and
behaviours across gender, geography, ethnicity, religion, class or political affiliation to work
towards addressing structural issues of power and patriarchy that create obstacles to the
realisation and enjoyment of human rights.
Our role will be to retool the youth as rights holders, build solidarity between them and potential
allies at local and national levels and support campaigns to hold local councils and the district
accountable to the poor and excluded people. We will guide them to organise and mobilise for
action, build their capacity, develop their rights awareness to become conscious of their position
and the reasons catalysing this. Where we directly support youth to meet basic needs, we will
only use this to empower them to organise themselves, build scenarios, pilot alternatives but not
as the end point of our work.
5.2 Establishing New and Deepening Existing Partnerships

Aware of the complexities of challenging unequal power and injustice and the limitations that
might be encountered in the fight for a just and fairer world for the young, YAT will focus on
building and mobilising a critical mass of youth activists, supporters to work in solidarity with
organisations and all other stakeholders through movements, coalitions, networks and alliances to
magnify the voices and experiences of the youth. We will also strengthen the capacity of youth
organizations to promote learning across the country and respecting their autonomy and link
these organisations into networks, platforms, alliances and movements as a way of supporting the
growth of a broad and powerful movement for change.
5.3 Engaging Youth as Partners NOT as Beneficiaries

We will invest in youth as the next generation of active citizens through empowering and
supporting them to identify and engage with allies to ensure that rights as cited by the
Constitution of Zimbabwe are ensured, preserved and protected.
5.4 Use of Participatory Methodologies

We will apply participatory vulnerability analysis in all our programme areas of work promoting
the use of methodologies like REFLECT and STAR to mobilise the youth to understand their
conditions and help them build solidarity networks, so as to take action to change their condition.

6.0 Organizational Assessment and Capacity Audit
6.1 Past Achievements
Since its formation YAT has managed to create a widespread membership of over two hundred
thousand from whom its mandate and programmes are derived. This saw YAT managing to attract
funding of one million two hundred and fifty thousand United States Of America dollars (US$ 1,
250, 0000.00) from nine funding partners over the less than ten year of its existence. During this
period, YAT has developed well-established relations and linkages with the relevant stakeholders
within the different target communities due to its issue focused programming that appeals to the
youth and are perceived as non-threatening and non-political by the relevant stakeholders.
Furthermore, YAT is amongst the leading youth organization in the country on youth
programming and has built strong relationships and linkages with other organizations working in
the same field. Since its formation, over 21 YAT members have been elected into leadership
positions in Chitungwiza, Redcliff, and Chegutu as councillors as a result of the skills and capacity
they acquired by participating in YAT’s programs.
Youth Agenda Trust has established Sustained Dialogue Team Clubs in the Districts of Chegutu,
Makonde, Chinhoyi, Redcliff, Silobela and Gokwe which are platforms for constructive engagement
and dialogue on issues that affect young people. Furthermore, through YAT’s activities youth have
gained a better understanding and awareness for their roles and responsibilities and they have
started to actively demand for their rights. This becomes visible by them attending council
meetings and engaging with their local leaders.
6.2 Strategic Partners

Resource
Partnership
Donor / Partner Partnership Project Focus Districts Value
Period
(US$)
Tsholotsho, Luane,
National Promoting Youth
Nkayi, Chinhoyi,
Endowment for Participation in Building 2008 - 2011 151,000.00
Chegutu, Makonde,
Democracy (NED) Democratic Governance
Redcliff, Silobela, Gokwe
Lupane, Tsholotsho,
Youth participation in
Nkayi, Redcliff, Silobela, 2008
democratic governance
Gokwe
Promoting constitutional Redcliff, Silobela and
British Embassy 2011 221,000.00
awareness Gokwe
Mobilising youth for Zaka, Masvingo,
positive electoral Bulawayo, Tsholotsho, 2012 - 2013
participation Harare
European Promoting sustained Redcliff, Gokwe,
2010 - 2012 120,000.00
Commission (EC) Dialogue amongst youth Silobela.
Tsholotsho, Luane,
European Nkayi, Chinhoyi,
Constitutional
Partnership for Chegutu, Makonde, 2010 - 2014 200,000.00
Awareness
Democracy (EPD) Redcliff, Silobela,
Gokwe, Masvingo, Zaka.
Swedish Redcliff, Silobela,
Promoting Sustained
International Gokwe, Makonde, 2010 - 2012 140,000.00
Dialogue amongst youth
Development Chinhoyi, Chegutu

Agency (SIDA)
YETT Youth Fund
Breaking the Culture of Epworth and
ActionAid 2012 - 2015 300,000.00
Silence Chitungwiza
International
Promoting youth public Epworth and
Zimbabwe (AAIZ) 2015 - 2018 45,000.00
oversight Chitungwiza
USAID (CASSALS Information
Zimbabwe 2011 - 2013 50,000.00
& Associates) dissemination
Danish Youth
Council (DUF) in Promoting unity of
partnership with purpose amongst youth Epworth and
2015 - 2017 23,000.00
the Social Liberal for community and Goromonzi
Youth Party national development
(SLYP)
7.0 SWOT Review and Analysis

7.1 Strengths and Capacities
7.1.1 Institutional
 YAT believes in rights based and people centred approaches to development processes.
Use of participatory and interactive methods has led to effective buy-in, goodwill and
support from our partners, targets and collaborators.
 YAT is well-networked with different stakeholders and state institutions and is a
member of civil society coalitions and networks.
 YAT has sustainable youth programmes as well as community responsive activities
(football tournaments, music, creative arts, and road shows).
 Youth are a powerful and large group in society, so working with them gives YAT
strategic placing in development work.
 YAT is in the process of establishing a communications and information management
system to support internal and external sharing, linkages and exchange through is web
portal and social media platforms.
 The institutional environment at YAT is a learning and development hub where interns
and actual staff get groomed as leaders in the process of working.
 YAT has a young and vibrant staffing that has potential to bring a lot of change if
energies are channelled properly and prioritised.
7.1.2 Programmatic
 YAT has had a long experience working with youth and other community categories,
civil society groups on capacity building, advocacy, social entrepreneurship and civic
engagement. The organization has been able to capitalise on this niche, in which it has
built a good name.
 YAT has been very strategic in community and district level mobilization, campaigning
and policy influencing experience with strong linkages to national level efforts or
initiatives.
 YAT’s programmes are target focused, synergetic and therefore easy to implement,
monitor and upscale. The core programmes links well and are easily supportive and
facilitative of each other.
 YAT boasts of a distinguished pool of mobilisers, activists and campaigners who double
up as members at district and national levels.

7.2 Weaknesses, Threats and Limitations
7.2.1 Institutional
 YAT has a lean staff which cannot cover all the programme areas. Understaffing (only
three full time staff) has led YAT to operate below capacity.
 YAT lacks some important office equipment, facilities and infrastructure. Coupled with
limited programmatic organizational guiding documents this presents a big challenge to
the successful implementation of this road map.
7.2.2 Programmatic
 YAT has low resource base as a result of limited funding levels - over reliance on a few
main partner agencies. There has been very inconsistent resource flows to YAT from its
partners with exception of AAIZ which has been consistent.
 YAT has not documented its work as such; there is a big gap in showcasing the rich
information generated from our experience, interventions and processes.
 YAT has over reliance on a few projects (e.g. Promoting Youth Public Oversight)
limiting coverage, constituency, growth and impact. This in most cases leads to loss of
morale among project teams, low interest from target communities and inconsistent
delivery of projects mandates.
7.2.3 Social-Political
 Commitment of members is not always certain as they don’t pay any fees/dues. YAT’s
membership base has also not expanded over the past years due to non-implementation
of recruitment drives.
 Lack of support, operational space and political goodwill from the state towards CSO
sector programming has over the past few years lead to stringent regulation of CSOs’
programming. This has in turn made YAT programming take a long time in building
blocks towards realizing its Theory of Change.
7.3 Opportunities and New Sites

7.3.1 Institutional
 YAT has dual registration; as a TRUST and as an NGO under the Zimbabwe Youth Act.
 As a fundraising option, YAT will enhance its membership drive to increase its members.
YAT proposes two Membership categories:
(i) Corporate Membership: Open to civil society organizations which share YAT’s
vision/ideals and which work in the areas of Education, Governance & Civic Affairs,
Research and Policy Review & Analysis.
(ii) Associate Membership: Open to individuals who are doing governance and civic
affairs, research and advocacy & campaigns among others.
7.3.2 Programmatic
 YAT is in the process of developing its Monitoring and Evaluation Framework for impact
assessment and shared learning of its programs.
 YAT is in the process of institutionalizing Social Accountability as a programming
approach.
 YAT is in the processes of developing its Institutional Annual Report that will be shared
with partners and stakeholders. Moving forward, YAT will be doing this on a yearly
basis.
 YAT is setting up a vault for its documentation to ensure that all its work is safely
secured and communicated as required.

7.3.3 Social-Political
 The new constitutional dispensation if understood well, appreciated and put into
working practise will empower the youth and open up opportunities for YAT to engage
more effectively and consistently on constitutional matters, including actualization and
monitoring of its implementation.
8.0 Future Direction and Core Initiatives

8.1 Leadership and electoral processes participation
YAT will endeavour to stimulate their active participation of youth as drivers of change at district
and ward levels of government in matters that affect them. Sensitization of the youth as citizens on
their rights, including the right to a dignified life, their civic obligations and rights to vie for political
positions and duties and guide their fellow youth on their role in planning, budgeting and
monitoring the implementation of developmental projects will be key anchoring features. In effect,
this intervention will contribute towards youth taking up elective spaces, influencing development
processes and unlocking youth-focused leadership for sustainable growth and development.
8.2 Budgetary and public policy analysis

A nation’s efforts towards eradication of persistently increasing burden of poverty must be by
choice and policy, based on addressing the structural causes of poverty through changes in
economic structures, creation of people driven institutions, ensuring equal access for all especially
youth (as vital change agents), to productive resources, means of production, opportunities and
public services. Of particular interest will be to look at existing and inbuilt participatory
mechanisms that seek to bring on broad voices/concerns of the youth.
8.3 Civic resource and information centres establishment

YAT will establish and maintain a one stop resource centre for information and civic resources by
mapping out, collecting and stocking all relevant materials produced by government departments,
universities/colleges, YAT and its partners or associates as well as other social agencies.
8.4 Public expenditure monitoring and social sector reviews

YAT will carry out social audits of service delivery in various sectors such as health, education and
local government and track/monitor devolved funds in selected districts or areas e.g. CDF.
State-led development frameworks such as CDF, ZIMASSET and the 10 Point Plan will require
understanding, close monitoring and participation of all citizens in order to reduce incidences of
rights violations through poverty entrenchment and exclusion and corruption.
8.5 SRHR access, practice and enjoyment

Lack of access to Sexual and Reproductive Health information and services at household level
coupled with having limited control over their own bodies and movements often affect young girls’
and women’s well-being and ability to plan the future according to their liking. Household gender
roles are also key determinants for the health seeking behaviour for young girls and women. The
labour intensive domestic chores consequently deprive young girls and women to seek for
medical attention and attend community sensitisation meetings on HIV/AIDS and SRH and if they
do, SRHR guidance and related services are unavailable within government run health facilities and
at private health centres, services are too costly. Therefore, YAT will focus on making SRHR
information available to the youth – especially young women – and encourage and support them in
demanding for appropriate services within their communities.

8.6 Access to alternative source of income
Youth will be mobilized and supported to start group income generating activities as a source of
alternative income and livelihood as well as mechanism of militating against the unemployment
associated ills among young people. Youth groups will be supported to focus on enterprising,
scaling up their production, profitability and savings so that village savings increase and loans
become accessible. YAT will support the youth through these strategic groups to practice and
enjoy their rights with broad emphasis on supporting them to access and engage in leadership
spaces and effective communication and self-expression which are pertinent to self- realization.
8.7 Development through arts

The basic idea in forum theatre (as developed by Gustav Boal and Paolo Freire) is to craft plays
about a problem, which is well known to the audience. The situation is depicted in a scene – it
may be short or long – and then interludes are made to involve and engage the audience in finding
solutions. The basic belief is that the spectators are the ones who know, and the idea is to train
the people, the audience, to speak up and to try out new ways and new solutions to their
problems. In this way, YAT will use arts to empower the disempowered, and thereby change
society.
9.0 Institutional and Resource Implications

9.1 Membership to other Organizations and Coalitions
To implement this plan, YAT will continue to be an active player and member of the following
networks, coalitions and initiatives;
 World Youth Movement for Democracy
 National Association of Non-Governmental Organisations (NANGO)
 Zimbabwe Coalition of Debt and Development (ZIMCODD)
 Zimbabwe Election Support Network (ZESN)
 Crisis in Zimbabwe Coalition (CiZC)
 Youth Empowerment and Transformation Trust (YETT)
 Zimbabwe Lawyers for Human Rights (ZLHR)
 Zimbabwe Youth Council
9.2 Leadership and Management

YAT is led and coordinated by a Management Board made of seven professional individuals (two
females and five males) and is headed by a Chairperson. The Board is YAT’s policy-making body,
exercising the ultimate authority in the administration and management of the organization. The
Board has the task of providing direction and is closely informed about all YAT programmes and
activities as implemented by the Secretariat which is headed by a National Coordinator (NC). The
NC reports directly to the Board Secretary. The other functions of the Board revolve around
policy and programmes development, political leadership and on select instances, fundraising.
9.3 Vehicles, Equipment and Facilities

YAT currently has the following equipments as its assets: One vehicle (non-runner) three laptops,
five desk top computers, two printers, one Apple Macintosh, one generator, one digital safe, one
photocopier, one round table desk, one board room table, two file cabinets and three desks, one
camera, one scanner. At least two lockable cabinets, two laptops and one heavy duty printer, one
camera, one video recorder and one scanner will be procured for effective implementation of this
plan. For effective field travel and eased logistics and mobilization of project activities, one vehicle
will also be procured during this period.

9.4 Human Resource Requirements
YAT will continue to maintain the position of NC as head of secretariat and team leader for
coordinating the implementation of all initiatives and activities spelt out in this plan. The NC is
currently supported by a Program Officer and Finance and Admin Officer in charge of finance and
administration. For this full plan to take effect, the Board will mobilise resources in order to
recruit the following new positions; - Accounts Assistant and four Programme Officers for specific
Focus Areas. Four Programme Assistants will be recruited as growth will demand and according
to arising opportunities. The Trust will however continue to work with interns, graduate trainees,
associates and external resource persons where appropriate.
10.0 Broad Strategies and Approaches to realize this Road Map

10.1 Resource Mobilization and Fundraising
The overall objectives of YAT’s resource mobilization strategy will be: - to secure adequate
funding and support for the activities; to obtain timely and predictable grant funding allowing for
appropriate planning of programs; to obtain both flexible, broadly earmarked funding and
funding for specific projects (tied funds).
Towards this, YAT will:
 Establish close (and build on existing ones) professional working relations with donors
based on credibility, transparency and professionalism;
 Formulate proposals, annual reports, success stories, documentaries, research, plans and
budgets on which donors can base partnership and funding decisions on; and
 Establish systems for reporting on program implementation which respond to the needs
and expectations of the community, organization and donors in terms of structure,
content, timing and relevance.
10.2 Networking and Partnerships

YAT’s networks and partners will grow to include strategic individuals and
institutions/organizations from government, regulatory institutions, policy formulation and
executing institutions, research and academia, the youth community, private sector, the fourth
estate and the civil society sector practitioners and institutions. YAT will engage these networks
and partners either at the informal or formal level.
10.3 Publicity and Marketing

YAT will endeavour to establish and share out knowledge and information of itself, its activities
and the communities it works with (youth) to its existing and potential partners and stakeholders.
YAT will build a corporate and social image that will aide in building deliberate alliances with the
media and social media platforms of practitioners to ensure that its activities and intentions are
known to the intended recipients and beneficiaries.
10.4 Capacity Building

Supporting our local partners, community groups and leaders in building necessary skills,
developing own strategies and strengthening knowledge base will be one of our core approaches.
Our main interest during this road map period will be to build engagement, awareness and
advocacy capacity of youth and community based organizations and related actors for them to
engage effectively with public authorities and to influence service delivery, resource use and policy
processes. Sharpening skills and building strategic competencies of actors will form a big
component of this approach.

10.5 Campaigns and Policy Influencing
YAT will use a series of advocacy strategies to mobilize public action in support of the changes
being sought in our programming. Such efforts will go beyond awareness creation as they are
meant to raise public concerns, demand actions and hold those in authority to account. The main
strategies may include; - social mobilization, petitions, policy dialogues, negotiations, partnerships,
analysis & case studies/innovations. Others may extend to leveraging change through resources by
supporting processes, information packaging and policy drafting, education, training and persuasion
as well as working with allies e.g. donors to leverage change.
10.6 Research and Documentation

Our studies will mainly serve the purpose of showing feasibility, providing factual data; portray
exciting scenarios, supporting/backing-up cases and helping in defining policy
objectives/priorities/options. Documentation in all our programme and research efforts will be
given priority; these could take the form of reports, publications, and audio-visuals
10.7 Social Accountability

Traditionally, efforts to tackle the challenge of accountability have proved to concentrate more on
improving the “supply-side” of governance using political checks and balances (e.g. Parliamentary
Accounts Committees-PACs) and formal law enforcement agencies like courts and the police but
these have overtime proved to be off the “reach” of the common Zimbabwean.
More recently, increased attention has been paid to the “demand side” of governance aimed at
strengthening the voice and capacity of citizens (especially poor citizens) to directly demand
greater accountability and responsiveness from public officials and service providers by enhancing
the ability of citizens to effectively engage from an informed position with public servants and
politicians in a more structured, direct and constructive manner.
11.0 YAT’s Road Map Focus Areas

Given the internal as well as external analysis and the input from stakeholders and beneficiaries, the
strategy process lead to the identification of four strategic focus areas that shall be tackled over the
coming five years
11.1 Democracy, Human Rights and Governance
The rationale behind this focus area is to foster development by influencing access to basic social
services, and empowering youth communities to be involved in determining the way they are
governed i.e. in decision making; identifying their own problems; setting priorities; planning their
implementation and monitoring; ensuring better utilization of resources both human and financial;
and ensuring value for money through sensitization, participation, transparency and accountability.
However there is inadequate engagement of the populace in public affairs due to lack of people-
responsive civic education. Limited spaces for youth participation in local government planning
processes has inhibited planning and budgeting for youth specific issues that would address their
practical and strategic needs.
Strategic Objective 1:
To enhance the informed participation of 1000 youth per district and 2 CBOs per district in
governance, development and social service delivery processes.
Our focus will be on: Improving participatory leadership and governance through monitoring of
service provision to ensure the enactment and implementation of policies that guarantee youth
participation in governance, development and social service delivery processes.

Key Actions
 Mobilise and build the capacity of CBOs and youth groups and engage governance structures,
to challenge human rights injustices, develop resilience mechanisms and monitor local and
governments’ performance on their commitments and mandates;
 Facilitate and support CBOs and youth councils to influence and meaningfully engage in
decision making processes through participatory public dialogues and hearings;
 Establish and strengthen existing girls’ groups through REFLECT and STAR to participate in
leadership, build their capacities in making informed decision and confidence building to
influence governance;
 Strengthen solidarity and action among youth through Social Accountability groups for
common action;
 Build evidence and strengthen our knowledge and information base for advocacy through
action research and documentation;
 Strengthen local, District and National linkages using existing youth platforms like International
Youth Day, Day of the African Child, International Human Rights and16 Days of Activism
against gender based violence to articulate issues of policies, awareness, processes and
mandated practice; so as to contribute to openness, need-based reviews and amendments for
improved governance and service delivery across different sectors.
Anticipated Outcomes
 Youth vie for leadership positions in the district and participate in influencing the decisions
made on issues affecting the youth and their communities.
 Youth in participate in planning process of development programmes and projects
implemented by both local government and civil society organisations.
 Youth councils, youth groups and CBOs are actively monitoring and holding local
governments in basic service delivery management and governance structures accountable and
raising issues to inform policy advocacy.
 Youth and the larger communities are enjoying access to improved and timely services as a
result of Social Accountability group engaging duty bearers on education, health, infrastructure
and water provision, resource tracking and participating in developing and monitoring local
and central government plans and budgets.
 Amicable relationship between rights holders and service providers leading to improved
qualitative and quantitative development due to open accountability and efficacy in public
resource management.
11.2 Sexual Reproductive Health Rights

Youth, especially the female youth, have special health needs that are insufficiently provided for by
government services. Female youth are therefore exposed to many development challenges,
including lack of health education, violence, exploitation and sexual abuse. The practices and
traditional norms have also contributed a lot to holding back female youths’ social status in this
community. There is limited gender awareness among communities and they seem to think some
other persons should help them have their rights protected.
Against this, there needs to be in place frameworks to protect and fulfil their rights through
massive sensitizations on their rights specifically Sexual and Reproductive rights, GBV and
Property Rights. YAT will form a team of district level volunteers equipped with knowledge and
skills on SRHR, GBV and Property Rights who in turn take the lead to sensitize male and female
youth, identify policy relevant issues and spear head campaigns against rights violations;

To support 1000 youth per district, especially girls to claim and defend their right to sexual and
reproductive health; their right to a life free of violence; and to a gain control over their lives and
productive resources.
Our Focus will be: empowering and promoting self-awareness amongst female youth on their
sexuality and reproductive health to able to tackle gender related violence at community level by
promoting access to a full range of information on impact of family size on poverty eradication,
advocating for access to readily available and affordable family planning methods, HIV/AIDS care
and treatment, combating of gender based violence (battering, sexual harassment, rape,
defilement, discrimination) in private and public spaces and promotion of women ownership and
control over seed, land, and proceeds from their efforts.
Key Actions
 Formulate a comprehensive, coherent and harmonized policy paper on SRHR and advocate
for its adoption and legislation to guide female youths’ rights across our target areas and
Zimbabwe at large.
 Advocate for girls’ rights through REFLECT/STAR and girls’ rights fora for skills/knowledge
building, human rights training, to influence positive change in attitudes, behaviours and
practices in formal and informal institutions.
 Establish REFLECT and STAR groups at district and ward levels as platforms for women and
girls to claim, defend and enjoy their rights.
 Build evidence on girls’ rights violations through action research, and alternative models to
inform our advocacy and campaigns agendas.
 Advocate for the design of gender responsive ordinances and by-laws including change in
cultural norms and implementation of the ordinances and by-laws that criminalize gender
based violence such as Domestic Violence Act through campaigns and budget advocacy at
National level.
 Participate in coalition and network efforts to support and monitor governments’
performance on policies, action plans, and compliance to national instruments
(Constitutions, Gender Policies, Health Policies, and HIV/AIDS Policies) that promote,
respect and secure women/girls rights.
 Men/male youth are taking lead in protecting women/female youth against reproductive
health and sexual rights violations at household & community levels and advocating for
spaces for them to enjoy their rights.
 Policy makers and other duty bearers respond to the challenges that boys and girls face in
accessing reproductive health services.
 Youth friendly corners as spaces for male and female youth to converge and discuss the
challenges they face as pertains to their rights.
 Reduced cases of GBV and other sexual violations as a result of laws that protect the girl
child as they are aware of laws and mechanisms of justice and are actively engaging and
challenging practices that promote injustices.
 Reduced cases of violence meted on women/female youth as a result of increased awareness
and appreciation of sexual reproductive and health rights by men/male youth.
 Female youth are aware of their Rights to access family planning and HIV/AIDS services and
are claiming and defending them without fear of being stigmatized.

11.3 Social Entrepreneurship
Youth in Zimbabwe suffer unemployment as a result of limited opportunities in both the public
and private sector. This is aggravated further by the high numbers of school dropouts leaving both
the trained and school dropout youth with self-employment as the most available alternative. To
remedy this situation, Youth need to mobilise themselves into groups and start income generating
activities as a source of alternative income and livelihood. These groups will focus on one part -
enterprising; the production, productivity and profitability and savings; village savings and loans.
To support and promote 2 youth groups of 10 youth (5 female and 5 males) per district to initiate
and manage IGAs as alternative sources of income to realize and secure the right to dignified and
quality and sustainable livelihood for youth living in vulnerability.
Our focus will be on: empowering youth to mobilise and engage in entrepreneurship by
providing graduated response to their economic needs through functional literacy, business
management, capacity building and mentoring.
Key Actions
 Mobilize youth in groups and raise their awareness on social entrepreneurship, access to
markets through REFLECT CIRLCES, STAR groups and youth friendly corners;
 Build and strengthen the capacity of youth through their economic venture groups in product
and produce marketing, resource mobilization, diversifying livelihoods;
 Build evidence on social entrepreneurship for sustainable livelihoods through action research
and small scale production boosting models to influence support;
 Build platforms for youth groups to increase their voices in alternative sources of income-for
youth responsive and relevant policy formulation, monitoring to measure and document their
efforts and linking their ventures to networks, alliances and coalitions;
 Mobilise and support youth as rights holders to campaign on issues affecting their direct
livelihoods.
 Youth are fully engaged in well planned and thought out joint viable enterprises further
nurturing a culture of hard work, partnerships, savings and investments.
 Relevant policy and legal framework established and being implemented to guide social
entrepreneurship as a facet in economic development and sustainable livelihood;
11.4 Organizational Development

Organisational development is a collection of change methodological strategies that try to improve
organisational effectiveness and employee well-being. It focuses on interventions that alter features
of the work setting causing changes in individuals’ behaviors and performance, which in turn lead
to individual and organizational improvements. Participation in organization development is not
restricted to management; it is extended broadly throughout the organization.
To enhance YAT’s institutional and programming capacity to achieve its mandate by establishing a
sound resource base, a professional human resource, firm governance systems and processes that
will drive the realization of this plan. This strategy will further focus on participation and
continuous internal bonding, empowerment and incentives as guiding pillars and fundamental
values of organization development. This will enhance and improve capacities which will in turn
augment and compliments staff morale and performance.

Key Actions
 Enhance organization capacity to raise required funds to support all programming and
administration processes within the strategy period;
 Institutionalize practice to improve financial expediency across all YAT units in line with
internal and external financial accounting and reporting practices;
 Recruit and induct (and retool periodically) skilled and motivated human resource to deliver
on the aspirations of this plan;
 Establish visibility of our work by improving our relations with the media, engaging more
with/on digital platforms, integrating documentation processes in our programing for shared
learning and visibility.
 Increased staff retention, morale, and professionalism and programming output due to an
increased responsive and participatory space.
 New programs and expanded programming scope due to new partnerships and donor
support.
 Increased financial resource base as a result of partnerships, donor support and sustained
membership drives across the country.
 Improved legitimacy through proper financial accounting and narrative reporting processes;
Since gender inequality is still a challenge in Zimbabwe, YAT respect gender equality in all its operations.
First and foremost, the team at the secretariat is made up of equal numbers of female and male
employees. Also in its programmes, YAT promotes the participation of young women. By conducting a
gender analysis at the beginning of the activities on the ground, YAT is able to better schedule its
activities around the availability of both women and men in the communities. Furthermore, YAT
carefully chooses its sites for project activities in order to not discourage young women from attending.
In the future YAT aims to also offer child care during project activities so that the young women can
leave their children in the care of someone else while they are attending the activities. This will ensure
that the young women are better able to focus on the content of the activities and will be more
motivated to come and participate.

12.0 Sector Log frame
Program Resource
Strategic objectives Indicators Core Initiatives
Areas implications
Democracy, To enhance the informed Indicator 1: # of young people  Mobilization, dissemination
Human participation of 1000 youth per who actively participate and/or and public education,
Rights and district and 2 CBOs per district assume leadership roles at local  Tracking Social Sector
Governance in governance, development and government, legislature, central Budgets Social
social service delivery processes. government and other decision Accountability through
making structures.  Research, policy analysis
Indicator 2: # of young people and community campaigns
who influence change in policies at  Capacity building for
local government, legislature, promotion of good
central government and other governance and proper use
decision making structures. of resources.
 Stakeholder Engagements
 Constitutional Awareness
Sessions
Sexual and To support 1000 youth per Indicator 1: # of Male and  SRHR awareness raising
Reproductive district, especially girls to claim Female youth who are aware and through mobilization,
Health Rights and defend their right to sexual protecting their reproductive dissemination and public
(SRHR) and reproductive health; their rights education,
right to a life free of violence; and Indicator 2: # of cases reported  Community gatherings for
to a gain control over their lives to authorities by youth on gender SRH education
and productive resources. based violence  Zero tolerance on SRH
infections and GBV
campaigns
Social To support and promote 2 youth Indicator 1: # of youth managing  Organising mentorship
Entrepreneur groups of 10 youth (5 female and social enterprises programs with established
ship 5 males) per district to initiate Indicator 2: # of youth driven businesses)
and manage IGAs as alternative enterprises that are making profits  Business trainings
sources of income to realize and  Monthly Project support
secure the right to dignified and visits to project areas
quality and sustainable livelihood  Project exhibitions and
for youth living in vulnerability. networking conference

Org. To enhance YAT’s institutional Sound resource base, effective and  Capacity building of board
Development and programming capacity to fully adhered to governance and secretariat (clarifying
achieve its mandate by systems, motivated, competent roles and responsibilities,
establishing a sound resource and capable staff corporate governance,
base, a professional human policy review)
resource, firm governance  Training on fundraising
systems and processes that will  Training on M&E
drive the realization of this plan.  Quarterly review meetings
 Performance reviews and
appraisals

13.0 Feedback, Accountability and Planning System
FAPS forms the framework through which this plan will be monitored and evaluated. Each focus
area, programme or project generated from this broad road map will be expected to have an
inbuilt mechanism which deals with key components of M&E such as:
(i) Indicators – mapped out from five year project designs or proposals, annual
implementation plans. These will need to be precisely and clearly stated so they can be
used to assess the occurrence of envisaged change;
(ii) Timeframe – when data/information will be gathered or collected and regularity of this
process must be spelt out;
(iii) Location – from where will the required data/information be gathered has to be
clarified;
(iv) Responsibility – any M&E action developed for each programme/project must indicate
who is responsible for collection, analysis and reporting of information; what kind of
reports expected and how these reports will be shared is equally crucial;
(v) Methodology – the approaches through which information will be generated, gathered
and process should outline.
The other areas of interest or focus which FAPS will look into have to do with coverage or
scope, performance, stakeholder perspectives, efficiency & effectiveness of budgets, challenges,
lessons and recommendations to inform new plans. All these must by necessity be related to
review of inputs, activities, outputs, outcomes, results and finally impact.
13.1 Justification
FAPS is aimed at encouraging processes of continuous learning, mutual accountability and
feedback throughout the organization as well as between YAT and its partners/constituencies.
This framework is based on the premise that M&E processes are about tracking, discussing and
reporting change and results as well as obstacles and processes leading to such. It is therefore
seen as the primary vehicle for helping management and staff address core issues and questions
not only around accomplishments and performance but also of relevance/effectiveness or
otherwise of our approaches, strategies and interventions.
A proper M&E can dramatically increase our effectiveness, visibility and profile by allowing three
important things to happen:
(i) Giving us space to continuously learn from ground experience and reflect on our efforts
in order to take corrective action;
(ii) Providing management with adequate information for timely decision making
(iii) Ensure accountability by demonstrating key results to our partners and constituencies.
It is significant to note that M&E information will be useful for decision making, performance
appraisal, and accountability feedback and budget allocation.
14.0 Operational Context and Changing Dynamics

Many of the key monitoring issues should be determined upfront and monitoring plans put in
place before any project implementation starts. Specific monitoring activities should be
scheduled on the annual operational (action) plan, allowing room for annual revisions as learning
improves and confidence grows. Monitoring plans should be revised every year, with new
monitoring issues being factored in as problems arise and project contexts change.
14.1 Core Strategies, Tools and Approaches in FAPS

Community Based Monitoring (CBM): undertaken at the community level, this
technique will focus largely on review of inputs, activities and outputs using two distinct
but mutually re-enforcing tools;

 Routine information gathering (RIG); - this involves the regular collection of project
information for day today management decision making and review of interventions.
 Monthly activity reports; should be able to produce brief progress and technical
updates every month. Such reports should be subjected to staff review and
validation before they are shared and documented. The focus here will also be on
activities, processes and outputs, and it begins upon start of the project and
continues regularly throughout the life of the project.
Quarterly Review Meetings (QRM): stakeholders review sessions more specific to

particular projects will be held with representatives of key actors every three months.
This is meant to keep project activities and outputs on track during project
implementation, and enable primary stakeholders improve implementation by identifying
and taking action to address emerging challenges or issues. This is envisaged to give local
people and partner groups/communities a chance to interrogate what we are doing by
looking at design, management, participation, accountability, challenges and lessons of
affected projects. In terms of participation it should bring together project staff, partner
representatives community leaders, local authorities.
Participatory Annual Reflections (PAR): held once a year for every focus area of
the organization, this should be a forum which enables YAT to give feedback to
communities and other actors on all its projects in the year. On the other hand, all
stakeholders will be invited to reflect on strategies, choices, and performance of all
projects undertaken, having sufficient room to assess achievements and challenges. After
reviews and analysis, they would be expected to suggest ways forward and provide
insights into the coming year’s operational plan. It should further focus on progress we
are making towards set objectives, relevance of projects, activities and roles or
performance of partners and staff.
Periodic Reviews and Analysis (PRA): this connotes a formative evaluation done at
the end of the plan cycle. A team of external reviewers or analysts will be hired to
assess the extent to which the objectives set in the ending plan have been achieved and
the way expected results or outcomes are being or have been realized. This process
should pay attention to information needs, roles and responsibilities, timing, methods,
tools for collection, analysis and use of information and mechanism for follow up actions
and feedback.

15.0 Our Organogram

16.0 YAT Board of Management (Brief Professional Profiles)
Name Position Background and Functions
A media practitioner and community radio proponent, he is
the current programs manager at Zimbabwe Association of
Community Radio Stations (ZACRAS). He holds university
Kudzai
Chairperson degrees in media studies. He chairs all board meetings and is in
Kwangwari
charge of all the organisation’s business including fundraising.
He brings in a wealth of experience having been in the
development sector for over 10 years.
He is a lawyer by training and is the current director of the
Students Solidarity Trust and also chairs the Combined Harare
Residents Association. He is responsible for generating and
Simbarashe
Board Secretary keeping confidential company documents such as minutes of
Moyo
board meetings. He provides the organisation with legal advice
as well as political guidance. He has vast experience working
with youths and students for almost a decade.
He is a medical doctor by profession and is the current
director of Youth Agenda Trust. He is also the president of
Dr. Fortune
Board Member the Zimbabwe Hospital Doctors Association. He is a board
Nyamande
member as well as a trustee. He also provides technical advice
in programming areas particularly on the right to health.
She is a youth and gender activist who represents the interests
of the rights holders in the board. She is mandated by
Tarisai Chikukwa Board Member members of the organisation to articulate issues through the
board and works with secretariat in designing and crafting
implementation strategies of YAT’s activities.
A political scientist by profession, Pasirayi has vast experience
working in the Zimbabwean civil society. He is currently the
director of Centre for Community Development Zimbabwe.
Philip Pasirayi Board Member
He has more than 10 years working in the development sector
and brings in invaluable experience and technical guidance to
the board as well as the secretariat.
A women’s rights activist and gender campaigner, she has vast
experience working with young women and girls. She is a
former student activist and a passionate human rights
Matsiliso Moyo Board Member
campaigner. She works with secretariat in designing gender
responsive programmes and networks it with other likeminded
organisations.
A seasoned human rights activist and pro-democracy
campaigner with vast local and international links whose
Lawrence experience spans over a decade. He is a former student leader
Board Member
Mashungu and board member to the Zimbabwe Youth Council. He brings
in years of programming and research in youth issues and is
also a trustee of the organisation.


YOUTH AGENDA TRUST YAT Strategic Road Ma

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

YOUTH AGENDA TRUST YAT Strategic Road Ma

Uploaded by

Copyright:

Available Formats

Demanding a

YOUTH AGENDA TRUST (YAT)

“Building Capacities for Informed Youth

On this premise, Our Theory of Change notes that;

“The limited representation of Youth in governance

YOUTH AGENDA TRUST: STRATEGIC PLAN 2016-2020 1

YOUTH AGENDA TRUST: STRATEGIC PLAN 2016-2020 2

YOUTH AGENDA TRUST: STRATEGIC PLAN 2016-2020 3

YOUTH AGENDA TRUST: STRATEGIC PLAN 2016-2020 4

YOUTH AGENDA TRUST: STRATEGIC PLAN 2016-2020 5

1.0 Operational Background to the Strategic Plan

YOUTH AGENDA TRUST: STRATEGIC PLAN 2016-2020 6

1.2.1 Youth Engagement

1.2.2 Budget Tracking and Governance

YOUTH AGENDA TRUST: STRATEGIC PLAN 2016-2020 7

The scarcity and unavailability of budgetary information in terms of processes, structures,

2.0 Organizational Identity

2.1.1 Target Beneficiaries

2.1.2 YAT’s geographical coverage

YOUTH AGENDA TRUST: STRATEGIC PLAN 2016-2020 8

3.1 Internal Analysis

When it comes to internal communication, the mobilization and planning of community

3.2 External Analysis

YOUTH AGENDA TRUST: STRATEGIC PLAN 2016-2020 9

3.3 Strategic organizations in YAT programming

YOUTH AGENDA TRUST: STRATEGIC PLAN 2016-2020 10

 Zimbabwe Youth Council (as an Intermediary)

Organisations that could have a negative influence on YAT’s work

YOUTH AGENDA TRUST: STRATEGIC PLAN 2016-2020 11

4.1.2 Our Mission

4.1.3 Strategic Objectives around which we work

4.2 Our Core Values and Guiding Principles

4.2.2 Commitment to Popular Participation

4.2.3 Openness to Mutual and Continuous Learning

4.2.5 Respect to Gender, Rights and Diversity

6End poverty in all its forms everywhere

YOUTH AGENDA TRUST: STRATEGIC PLAN 2016-2020 12

5.0 Our Programming Approach

5.1 The Human Rights Based Approach to Programming (HRBA)

5.2 Establishing New and Deepening Existing Partnerships

5.3 Engaging Youth as Partners NOT as Beneficiaries

5.4 Use of Participatory Methodologies

YOUTH AGENDA TRUST: STRATEGIC PLAN 2016-2020 13

6.2 Strategic Partners

YOUTH AGENDA TRUST: STRATEGIC PLAN 2016-2020 14

7.0 SWOT Review and Analysis

YOUTH AGENDA TRUST: STRATEGIC PLAN 2016-2020 15

7.3 Opportunities and New Sites

YOUTH AGENDA TRUST: STRATEGIC PLAN 2016-2020 16

8.0 Future Direction and Core Initiatives

8.2 Budgetary and public policy analysis

8.3 Civic resource and information centres establishment

8.4 Public expenditure monitoring and social sector reviews

8.5 SRHR access, practice and enjoyment

YOUTH AGENDA TRUST: STRATEGIC PLAN 2016-2020 17

8.7 Development through arts

9.0 Institutional and Resource Implications

9.2 Leadership and Management

9.3 Vehicles, Equipment and Facilities

YOUTH AGENDA TRUST: STRATEGIC PLAN 2016-2020 18

10.0 Broad Strategies and Approaches to realize this Road Map

10.2 Networking and Partnerships