Business Development Services (BDS) Forum
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BDS-Forum News

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August 2007

 

 

 

  Contents:

     -  Monitoring and Evaluation (M+E) systems for international projects

     -  ... and local partner organisations

     -  Initiating Business Development Services (BDS) in Senegal

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

More documents on M+E and the M+E Checklist see on www.bds-forum.net/m+e.htm

 

 

Monitoring and Evaluation (M+E) of international Projects [top]

Everybody is speaking about Impact Evaluation - what about Activity Monitoring?  [top]
Another problem in the recent M+E discussion is that emphasis is made exclusively on "Impact evaluation". "Activity monitoring" is too boring for a "scientific-based" M+E discussion. But in our understanding activity monitoring is the basis of impact evaluation: How can one evaluate the performance and quality of a programme if one does not know what and how much has been done? Don't believe that activity monitoring is that simple - we have seen many national institutions and even international projects without any activity monitoring and systematic data collection.

Activity monitoring in business development service delivery should at least capture the following data: number and type of businesses involved (by business-sector, region and gender), number and type of services provided (by gender), number and type of trainings provided (by gender) and partner organisations involved. If we got these basic data, then we can proceed with impact monitoring. In most cases you have to engage a local M+E officer who assures systematic and permanent data collection. Projects without an M+E officer are regularly in mess!

Project Monitoring and Evaluation  [top]

Develop a system of permanent activity monitoring and data collection and engage a permanent M+E officer. Impact monitoring should be done periodically, ex. once per year, using an independent local consultant. Questionnaires focussing on impacts measured by parameters such as income generation, increased turnover and increased employment on the basis of initially defined indicators. All M+E data should be gathered in one single M+E folder organised by separators presenting the project indicators to be achieved.

In addition to that it should be assured that an indicator based M+E system defines right in the beginning the sources of verification and the responsible persons for data collection:

Indicator

Reference /
Source of verification

Timeframe

Responsible

Indicator 1

Indicator 2

...

Where can we find the data?

What kind of documents must be elaborated to compile the data?

When should we collect the data or organize evaluation?

Who will collect the data for this indicator?

       (Example from the SNV Value Chain Programme "Support to Business Associations and
       their Access to Markets - BOAM" www.business-ethiopia.com.

... but project managers often postpone filling the last three columns with the effect that nice initial planning documents are waiting for nothing to be checked.

 

M+E of local Partner Organisations  [top]

 

Extensive Monitoring and Evaluation Systems for local Institutions?

International experts and development projects often tend to put their high-quality M+E system on local partner organisations. Thus, in the past we have seen a growing culture of indicator-based planning and evaluation systems not only for international projects but also for local institutions. Often we can see a nice gallery of 47 indicators with detailed figures of expected results (in percentage and absolute figures) - for local institutions! And on top of that, most of the planning documents lack to indicate the sources of verification and the persons responsible for data collection.

But what problems do such monitoring and evaluation systems with these indicators encounter? International projects may have the necessary funds and staff for data collection and analysis, but not local institutions. They latter can only follow so long as they are pushed and assisted by international projects; but after project's end there will be no sustainability - the stipulated M+E system will immediately come to its end.

If indicator-based M+E systems are appropriate for international development projects with the necessary resources, we do not impose this project M+E systems on our partner organisations. Organize periodical meetings and discussions with the help of the below mentioned SWOT analysis and you will get the minimum necessary for impact evaluation with partner organisations. Convince them to open an office folder for data collection where all activities and services will be documented in a centralized manner: Initial planning documents, plan of operations, activity reports, evaluation reports, indicators and their related documents.

 

Strengths Weaknesses
What are the internal strengths of your project/ intervention/ institution? What are the internal weaknesses of your project/ intervention/ institution?
Opportunities Threats
What are the opportunities
of external conditions?		 What are the threats
of external conditions?

SWOT Analysis

(Strengths-Weaknesses-Opportunities-Threats)

One of the simplest but most efficient and participatory tools for impact evaluation with partners is the SWOT analysis.

 

In group discussion, put cards on the SWOT table. In the final report, cards are classified, discussed and comments made including recommendations.You can do one general SWOT exercise for your entire structure or/and sub-structure-specific SWOTs in sub-groups to go more into detail.  

 

More documents on M+E and the M+E Checklist see on www.bds-forum.net/m+e.htm

 

 

 


Training of BDS facilitators

 

Visits to enterprises

 

 


 

 

 

 

 

 

 

 

more details on

 

 www.senegal-entreprises.net/
strategies-dappui.htm#bds

 

 

Initiating Business Development Services (BDS) in Senegal  [top]

In June 2007 Business Development Services (BDS) called "Services d'Appui aux Entreprises" have been initiated with a first training workshop of BDS facilitateurs, called "conseillers aux entreprises". The BDS activities in Senegal have been started in collaboration with four national business associations:

     - Chambre de Métiers de Dakar (CMD)

     - Conseil National des Employeurs du Sénégal (CNES)

     - Mouvement des Entreprises du Sénégal (MEDS)

     - Union Nationale des Commerçants et Industriels du Sénégal (UNACOIS)

Contracts have been assigned for the employment of 4-5 BDS facilitators per organisation. Each facilitator will support 10-15 enterprises in a first 6-month BDS cycle starting in August for preparation (interviews with entrepreneurs, situation analysis overview an 5-month action plan) and September-January for the implementation of support activities.

 

During the training workshop, 10 enterprises habe been visited and situation analyses and action plans elaborated. 2 examples of problems identified, self-help and support activities agreed are the following:

 

 

1. Entreprise de commercialisation d'arachides et de cajoux

     Problèmes identifiés

        1. Absence de publicité dans les médias

        2. Capacité de production dépasse les ventes

        3. Equipements incomplets

        4. Sous-utilisation de l'ensacheuse

        5. Système informatique incomplet

        6. Marque non protégée

 

Initiative propre de l'entrepreneur

Appui supplémentaire du facilitateur/partenaires

1.1 Advertir les produits, commencer avec des annonces dans les journaux

1.2 Diffuser les affiches existantes à grande échelle

2.1 Embaucher des démarcheurs/prospecteurs pour augmenter le nombre de points de vente

2.2 Sous-traiter la vente directe à 1-3 groupes de vendeurs à la sauvete

2.3 Comparer la qualité chips avec chips importés

3. Préciser les besoins en équipement. Infos sur les fournisseurs et prix

4. Recherche de producteurs pour sous-traitance de l'ensacheuse

5. Perfectionnement en comptabilite informatisée

6. Engager procédure d'enregistrement de marque

 

1.1 Assistance pour le développement du site web en cours (Gagel)

1.2 Information sur des manifestations, expositions (Chambre de Commerce, CICES, BNTP)

2.1 Faire un plan de prospection avec le démarcheur (liste des points de vente existants et potentiels, échantillons, affiches)

2.2 Mettre en contact avec ONG d'appui aux jeunes pour créer des groupes de vente (ONG Entreprendre)

2.3 Assister pour une étude sur la concurrence (produits, prix, qualité, point de vente) (consultant)

3. Infos sur le fournisseurs et prix (facilitateur)

4. Assister pour la recherche de producteurs

5. Développer, à la base de l'existant, une comptabilité simple (conseller GTZ)

6. Identifier l'autorité concernée et procurer infos sur les procédures (facilitateur).

 
 

 

2. Société de construction métallique

      Problèmes identifiés

        1. Besoins en financement pour équipement de bureau, show room, ordinateurs

        2.1 Manque de personnel marketing

        2.2. Accès difficile aux marchés

        3. Manque de qualification dans les quatre ateliers

        4. Equipement des ateliers: cisaille guillotine, presse plieuse, rouleuse

        5. Problème d'organisation du travail et répartition des tâches entre les quatre ateliers.

 

Initiative propre de l'entrepreneur

Appui supplémentaire du facilitateur/partenaires

1.1 Préciser besoins en équipement de bureau, prix inclus et déterminer le montant nécessaire.

1.2 Générer des fonds propre

2.1 Recrutement d'un commercial

2.2 Renforcer soumissions aux appels d'offre

2.3 Developper le site web en cours

2.4 Spots radio et TV

2.5 Tenues de travail uniformisées des ouvriers

3. Contacter FONDEF pour formation technique des ateliers (75% FONDEF, 25% entreprise)

4.1Crédit d'investissement à long terme

4.2 Développer un partenariat stratégique avec des banques adaptées au crédit mobilier des PME telles que CBAO, BICIS et ouvrir un compte dans l'établissement respectif.

4.2 Créer des fonds propre, condition préalable pour demande de crédit.

5. Elaborer un plan d'organisation interne et initier le personnel à la concertation respective.

 

1.1 Inciter à utiliser les propre produits pour l'aménagement des bureaux

1.2 Inciter à accumuler des fonds propre pour des investissements moins importantes et le fonds de roulement.

2.1 Assister le commercial à engager dans la planification de ses tâches avec un plan marketing.

2.2 Assister pour la publication du site web (Gagel)

2.3 Inciter à placer une enseigne à l'entrée SODIDA

2.4 Voiture de distribution avec enseigne.

2.4 Proposer des uniformes pour les ouvriers

3. Mise en relation avec centre de formation technique (PDI Pôle de Développement Industriel et FONDEF)

4.1 Préciser les besoins de crédit d'investissement, étude de faisabilité (ADEPME)

4.2 Contacter les établissements financiers adaptés

4.3 Monter le dossier de crédit (BRS, WAFA etc.)

5. Assister pour un plan d'organisation interne.

 

The above mentioned services of the BDS facilitator and BDS providers have to be achieved within the next 5 months. Then, the next 6-month BDS cycle will start with new enterprises to be involved. The enterprises of the former cycle will be encouraged to join small business self-help networks.

 

The short summary with detailed situation analysis and action plan is available for
download on www.senegel-entreprises.net/strategies-dappui.htm#bds-senegal

 

During August we started the first 6-motnh BDS cycle doing  interviews with about 200 entrepreneurs and writing the situation analysis and action plan overviews. Support activities will not only be initiated on entreprise level but also on organisation level of the four national business associations involved, ex. initiating a simple Excel based accounting system for membership management, elaborating presentation brochures, improving web site presentations, initiating....

 

First experiences and achievements will be published in the next newsletter, early in October.

 

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