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Africa’s Disengaged Youth

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While Africa is making progress on boosting political and socioeconomic engagement among young people, it is moving much too slowly. If the continent is to harness its youth bulge, rather than be engulfed by it, barriers to progress – from excessive dependence on commodities to weak civil liberties – must urgently be dismantled.

By George Lwanda
With almost 60% of its population under the age of 25, Africa is the world’s youngest region. Yet it is widely recognized that young people are often left behind. They frequently face inadequate economic opportunities and may also be socially or politically excluded. Unless youth socioeconomic and political engagement is addressed, achieving many of the United Nations Sustainable Development Goals (SDGs) will be impossible.
When young people are engaged in their societies, economies, and politics, they are not only more productive; they also contribute to stability and development in their communities and countries. This is all the more true on a continent where there will be more than 830 million young people by 2050.
And yet, as it stands, the median age of African leaders is 62, older than the OECD median. In South Africa’s latest general election, held this past May, 46% of the nine million eligible voters who did not register to vote were aged 20 to 29, according to the Independent Electoral Commission.
Moreover, young people account for 60% of Africa’s unemployed. In North Africa, the rate of youth unemployment averages 25%. And while the rate is lower in Sub-Saharan Africa, that is largely because it does not include the large number of young workers who are in vulnerable employment or are underemployed in informal sectors.
The United Nations Development Programme’s Africa Center wants to help change this, thereby enabling the world to advance the core SDG mission to leave no one behind. That is why we have been developing a youth socioeconomic and political disengagement index (SPDI), composed of ten equally weighted indicators, from education status and cash income to voting in elections or even participating in protests or demonstrations.
The index, which uses merged data from the Afrobarometer surveys, currently covers 12 countries: Botswana, Ghana, Lesotho, Malawi, Mali, Namibia, Nigeria, South Africa, Uganda, Tanzania, Zambia, and Zimbabwe. And, already, it offers at least three broad messages that should guide policymaking.
The first is that the expansion of economic, social, and political freedoms can be a boon for youth engagement. From 2001 to 2016, the proportion of disengaged youth across all 12 countries fell significantly – from 12% to 6%, on average – and the number of indicators on which they were disengaged fell from four to three. These gains are strongly correlated with improvements in freedom.
In Mali, for example, youth engagement spiked in 2001, 2005, and 2008 – during a 12-year period when Freedom House classified the country as “free,” in terms of political rights and civil liberties. In 2012, when Freedom House downgraded Mali to “not free,” engagement declined by 7%. The country recaptured that lost 7% in 2016, three years after it was categorized as “partly free.”
But lack of freedom is not the only impediment to political and socioeconomic engagement among young people. African countries’ enduring failure to build robust, diversified economies that are insulated against commodity-price volatility is also hampering progress. This is the second message of the SPDI.
After Malawi launched its first commercial mining operations, the proportion of disengaged youth fell from 68% in 2008 to 45% in 2012. But, in 2014, mining operations were suspended in response to declining global uranium prices. Youth disengagement skyrocketed, reaching 65% in 2016.
Overall – and this is the SPDI’s third message – while progress is being made in boosting political and socioeconomic engagement among young people, it is not happening nearly fast enough. The share of Africa’s young people who were not in employment, education, or training – so-called NEETs – fell by only 7% from 2005 to 2016, at which point nearly half (47%) remained idle. At this rate, it will take at least 40 years for the 12 SPDI countries merely to halve the proportion of NEETs.
This would effectively torpedo SDG8: “to promote sustained, inclusive, and sustainable economic growth, full and productive employment, and decent work for all.” That failure would hamper progress toward other goals, from SDG1 (“end poverty in all its forms everywhere”) to SDG16 (“promote peaceful and inclusive societies for sustainable development, provide access to justice for all, and build effective, accountable, and inclusive institutions at all levels”).
Moreover, a continued lack of youth engagement is likely to fuel social and political instability. According to the World Bank, 40% of people who join rebel movements are motivated by lack of economic opportunity.
For African governments – as well as their international partners – boosting political and socioeconomic engagement among young people is of the utmost importance. The SPDI can help to guide action, by showing who exactly is being left behind, and by enabling relevant actors to monitor progress and adjust their strategies accordingly.
So far, the SPDI’s message is stark. While Africa is headed in the right direction, it is moving much too slowly. If the continent is to harness its youth bulge, rather than be engulfed by it, barriers to progress on youth engagement – from excessive dependence on commodities to weak civil liberties – must urgently be dismantled.

George Lwanda, a regional program and policy adviser with the UNDP Africa Center, is a 2018 Asia Global Fellow at Hong Kong University’s Asia Global Institute and an alumnus of the Mo Ibrahim-SOAS University of London Governance for Development in Africa Initiative.

Strategic Planning 5

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Last week we looked at questions related to the products of the business and the employees. We did this in an effort to find out more about where the business stands today. If you have tried to work on the previous three sections as well, then the picture of your company is becoming clearer by now. You will have looked at your business and its context, its resources, the customers, the competition, its products and employees. You may have found out that your business is lacking focus, is not organised in an effective and efficient manner and that your workers lack some essential skills. You may also have discovered that you actually don’t know much about your clients at all and what market developments to expect in the near future. While you are aware that there are people in the same kind of business, you avoid them rather than trying to find out if and why they are successful, missing an opportunity to learn from their experiences. The location of your business is good, but you don’t make much of an effort to market your products. Looking at last week’s section on your products, you may have found out that you sell more or less the same as what others sell and that you don’t have a Unique Selling Point or USP. Looking at your workers you now realise that they are quite passive, just doing what they think is the right thing to do and that there has been a rather high turn over of staff. Morale is not very high, and the quality of their work is mediocre.

With all this information at hand, you are now in a position to make an analysis of where your business stands. Remember that when we started this series, your sales had been dropping and you didn’t really know why. You were working very hard alright, always attending to some crisis or the other popping up. You were busy, but the business was not doing so well anymore. What needed to be done was take some time and find out where your business is today, develop a vision about where you want your business to go in the next few years and develop a strategy how to get there. These are the basic steps of strategic planning without which the business will not grow. Remember: If you don’t know where you are going you will end up somewhere else.

So now you are ready to make an analysis of your strengths, weaknesses, opportunities and threats: a SWOT analysis. Such analysis will help identify the available resources and external threats facing the business. Each item of the analysis will have to be considered carefully to be able to make a beginning with identifying appropriate strategic options for the future. In the SWOT analysis, strengths & weaknesses are internal factors, while opportunities and threats are external.

                 Internal                

 

Strengths

 

Weaknesses
 

Opportunities

 

Threats

External

It is important to consider all internal and external factors and to ask yourself, whether you have any influence over them. If you have an influence over a factor, it means there is something you can do about it. If you don’t have an influence over it, there is nothing you can do about it, so you better don’t waste your time trying to. Instead try and find out how to deal with it. Most internal factors we can influence and do something about and quite a few external factors as well. Expanding your influence will increase your control and help you deal with your concerns.

It may be helpful to divide the overall SWOT analysis into functional areas. This will allow you to focus more on the implications for the business. I suggest the following headings are:

  • Strategic management – long term vision, strategies.
  • Product management – technology, hardware, software, planning, quality, quantity, service.
  • Human resources management – skills, motivation, rewards, performance assessment, training.
  • Financial & administrative management – accounts, audits, filing system, payments, records, ITC.
  • Marketing – advertising, PR, customer relations.

Having made the SWOT analysis, meaning having identified and classified important strengths, weaknesses, opportunities and threats, you now have to match these with the objectives of your business. Ask yourself, which issues are critical for the business to meat its objectives, to get the results that you want over time. Weaknesses and threats need to be dealt with, opportunities and strengths need to be capitalised on. Or in other words, try and find ways to turn weaknesses and threats into opportunities and strengths. Your SWOT analysis may look something like this:

                             Internal                   

Strengths

Location of the business

Pricing and profit margin

 

Weaknesses

No product focus or USP

Limited skills of workers

Little knowledge of customers

Little knowledge of competitors

No job descriptions

No performance appraisals

No training for workers

No insight in financial health

 Opportunities

Wide market and product

range to focus within

Threats

Many new competitors coming

Fast new developments and

market trends

                            External

Most of your problems may be internal management weaknesses, especially in the area of Human Resources Management, which could easily be dealt with. And if you don’t really know how to go about this, you could well get external support to do this. The market you are operating in seems to be quite fluid and trend sensitive. Apparently, it seems to be an attractive kind of business as many new competitors are entering the market. However, it is possible to make choices within the product range and find a real niche for yourself. To make such a strategic decision, you need to know more about your customers though and above all, you need to have a vision of where you want to take your business in the future. Next week we will look at what strategic options are available and how to put the strategy into action.

 

Ton Haverkort

Elizabeth Kidane

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Name: Elizabeth Kidane

Education: 10+4 (level 4)

Company name: Elsa candle

Title: Owner

Founded in: 2019

What it does: Make candles

HQ: Bishoftu

Number of employees: 1

Startup Capital: 5,000 birr

Current capital: Growing

Reasons for starting the business: To work on something new

Biggest perk of ownership: Giving opportunities for others

Biggest strength: Hard work

Biggest challenging: The market is not booming

Plan: Building a big company

First career: None

Most interested in meeting: Sheik Mohammed Hussein Al Amoudi

Most admired person: Jack Ma

Stress reducer: Listening music

Favorite book: ‘Fikir Eske Mekabir’ Hadis Alemayehu

Favorite destination: USA

Favorite automobile: every new car

Selemon Barega, Lemecha Girma, Lemlem Hailu for 2019 Rising Star Award

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With less than three weeks to go until the World Athletics Awards 2019, the IAAF is delighted to announce the five finalists for the 2019 Female and Male Rising Star Award to recognize this year’s best U20 athletes. The winner will be announced live on stage at the World Athletics Awards 2019 in Monaco on Saturday 23 November.
The nominees are: – World U20 lead at 1500m with 4:02.97, 1500m bronze medalist at African Games and semi-finalist at the IAAF World Athletics Championships Doha 2019 Lemlem Hailu is the only representative from continent Africa. Britany Anderson from Jamaica, Ukrainian Yaroslava Mahuchikh, Glenda Rogers from Ecuador and Sha’Carri Richardson from USA are the other contenders for the coveted award. The American sprinter who set two new records: World U20 100m and World U20 200m record Richardson is the hottest favorite to take home the award.
Silver medalist in the 5000m at the IAAF World Athletics Championships Doha 2019, World U20 lead at 5000m, World U20 lead at 10,000m and fifth in the senior race at the IAAF World Cross Country Championships Ethiopian Selemon Barega is the hottest favorite to win the accolade while his compatriot Lamecha Girma, Alison Dos Santo from Brazil, Jakob Ingebrigtsen of Norway and Mykhaylo Kokhan from Ukraine are the five athletes in the final short list.
The 19 year old Norwegian that set three records: world U20 lead and European U20 at 1500m with 3:30.16, world U20 lead and European U20 at the mile with 3:51.30 and European U20 at 5000m with 13:02.03 is the strong contender of Selemon Barega.