EMPRETEC Terminal Evaluation

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Evaluation Plan:
2017-2021, Gambia
Evaluation Type:
Project
Planned End Date:
06/2017
Completion Date:
08/2017
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
15,000

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Title EMPRETEC Terminal Evaluation
Atlas Project Number: 00066971
Evaluation Plan: 2017-2021, Gambia
Evaluation Type: Project
Status: Completed
Completion Date: 08/2017
Planned End Date: 06/2017
Management Response: Yes
Focus Area:
  • 1. Poverty and MDG
  • 2. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 1.3. Solutions developed at national and sub-national levels for sustainable management of natural resources, ecosystem services, chemicals and waste
  • 2. Output 2.1. Parliaments, constitution making bodies and electoral institutions enabled to perform core functions for improved accountability, participation and representation, including for peaceful transitions
  • 3. Output 3.1. Core functions of government enabled (in post conflict situations) to ensure national ownership of recovery and development processes
  • 4. Output 7.1. Global consensus on completion of MDGs and the post 2015 agenda informed by contributions from UNDP
  • 5. Output 7.2. Global and national data collection, measurement and analytical systems in place to monitor progress on the post 2015 agenda and sustainable development goals
  • 6. Output 1.2. Options enabled and facilitated for inclusive and sustainable social protection
SDG Goal
  • Goal 1. End poverty in all its forms everywhere
SDG Target
  • 1.3 Implement nationally appropriate social protection systems and measures for all, including floors, and by 2030 achieve substantial coverage of the poor and the vulnerable
Evaluation Budget(US $): 15,000
Source of Funding: UNDP
Evaluation Expenditure(US $): 12,435
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Burama Keba Sagnia Consultant buramasagnia@yahoo.co.uk
GEF Evaluation: No
Key Stakeholders:
Countries: GAMBIA
Lessons
1.

A clear performance framework with baselines, milestones and targets would enable regular results-based reporting and efficient monitoring while at the same time providing valuable data for evaluations.


Findings
1.

II.1. Relevance

This section analyses a variety of dimensions of the relevance of the EMPRETEC model such as the policy relevance for the Government of The Gambia on skill and enterprise development, to the United Nations Development Assistance Framework for The Gambia (UNDAF-The Gambia), the United Nations Development Programme (UNDP) Country Programme (2012-2016), the Country Programme Action Plan (CPAP)(2012-2016) on support to private sector development and its contribution to poverty reduction and sustainable human development.

 


Tag: Relevance Bilateral partners Country Government UN Agencies UNDP Regional Bureaux Institutional Strengthening Private Sector

2.

II.1.1. Policy Relevance

Relevance to government’sdevelopment policies and priorities

EMPRETEC project is in line with government’s economic and social sector policies and development priorities as the project’s activities in entrepreneurship and enterprise development make it relevant to the government’s national priorities and support for skills and business development for micro, small and medium-scale enterprises as evidenced from the broad objectives of Vision 2020 and the medium-term development blueprints such as Programme for Accelerated Growth and Employment(PAGE)(2012-2015 and extended to 2016) and its successor National Development Plan(2018-2021).It is important to note that since the launch of PAGE in 2012, the government’s development objectives have given higher priority in the national policy and planning process for poverty reduction and inclusive growth through employment creation and wealth generation with encouragement to investments in skills and business development.

Vision 2020 (1996) for instance recognizes that the creative spirit of private individuals is the main drive towards sustainable economic development and therefore places entrepreneurship at the centre of a long-term strategy toward inclusive and sustainable private sector led growth. While its main thrust is on improving the fundamentals of economic growth, the document identifies poverty reduction as a major national policy objective and thereforeprovides the broad vision and longer-term framework for sustainable growth and poverty reduction in The Gambia.


Tag: Relevance Strategic Positioning Sustainability Country Government Jobs and Livelihoods Poverty Reduction Capacity Building Private Sector

3.

The National Micro, Small and Medium-scale Enterprise (MSME) Policy (2014-2018) on the other hand aims to establish an enabling environment for MSME development and promotion as the main vehicle for poverty reduction for the poor and vulnerable and in so doing, enable increased access to microfinance by entrepreneurs, establish an entrepreneurship culture and build local capacities to provide Business Development Services (BDS) and training opportunities.


Tag: Challenges Relevance Sustainability Jobs and Livelihoods Poverty Reduction Capacity Building Private Sector

4.

Relevance to UNDP’s mandate and strategy

The objectives of the project as outlined above indicate that in principle, the EMPRETEC- Gambia project is relevant to UNDP’s mandate and commitment to Sustainable Human Development (SHD) and more specifically to the generation of employment for men and women for poverty reduction to promote inclusive growth.


Tag: Relevance Sustainability Country Government UN Agencies Capacity Building Institutional Strengthening Private Sector

5.

II.1.2. Relevance for skills, businesses development and linkage needs in The Gambia

With limited employment available in the public sector, coupled with weather-related shocks in agriculture, the mainstay of the economy, a growing number of Gambians are turning to the Micro, Small and Medium Enterprises (MSMEs) sub-sector for employment and livelihood opportunities. As a result, the Gambian economy currently thrives on the MSME sub-sector, contributing an estimated 20% to GDP and employing the largest share (60%) of the active labour force (15 to 64 years) of which 70% are selfemployed ((Emanic, 2014)


Tag: Effectiveness Relevance Jobs and Livelihoods Trade and Development Capacity Building Private Sector

6.

The study also noted that in spite of the predominantly youthful and middle-aged segments of population actively engaged in entrepreneurial activity, only 34.4% of enterprise owners had some formal business training and 93% of the enterprisessurveyed do not belong to any business association. This situation also constrains for them the opportunity for learning through participation in business networks (Emanic, 2014)

 


Tag: Effectiveness Country Government Jobs and Livelihoods Capacity Building Coordination Institutional Strengthening Private Sector Youth

7.

II.1.3. Complementarities with the mandate of other organisations and similar initiatives

In The Gambia, a wide range of organisations work in skills and business development ranging from the University of The Gambia, MDI, GTTI, NEDI, PIA, NYSS, some private sector organisations and training institutions, NGOs and a variety of government-related projects such as NEMA, FASDEP and GCAV. Very strong complementarities exist between EMPRETEC and some of these skills development initiatives such as FASDEP and My Farm whereby the latter would send their trainees to participate in the EMPRETEC Training Workshop (ETWs) to acquire skills in entrepreneurship and enterprise development according to the EMPRETEC model, while the EMPREREC project would also send its trainees to My Farm to acquire “hard” skills in trades of their interest such as soap making.


Tag: Effectiveness Relevance Programme/Project Design Institutional Strengthening Civil Societies and NGOs National Institutions

8.

II.1.4. Relevance for gender-specific needs

The National Gender Policy (2010-2020) notes that the patriarchal system prevalent in the Gambian society engendered by male hegemony and other socio-cultural factors have in some cases resulted in the exclusion of women, girls, Persons with Disabilities (PWDs) and other vulnerable groups from actively participating in certain sectors and at certain levels of the development process


Tag: Relevance Gender Equality Sustainability Capacity Building Women and gilrs

9.

II.2. Efficiency

To evaluate the efficiency or performance of partners in implementing the EMPRETEC project in The Gambia, the evaluation questionnaire was designed “to assessthe adequacy of UNDP and GIEPA’s organizational (administrative and managerial) arrangements in supporting the project”based on the following six-point sub-criteria:

  • i. Administration of the Project
  • ii. Technical backstopping;
  • iii. Monitoring and Evaluation;
  • iv. Financing/funding;
  • v. Communication; and
  • vi. Speed of project implementation

Tag: Efficiency Monitoring and Evaluation Project and Programme management Technical Support

10.

Administration of the Project

An assessment was made of the adequacy of administrative support provided by UNDP and GIEPAto determine the extent to which it influenced the efficient administration of the project. Some of the key outputs that bolstered the administrative efficiency and competenceof project implementation include:

  • - Conclusion of a Memorandum of Understanding (MOU) between MOTIE/GIEPA, EMPRETEC Ghana Foundation (EGF) and the UNDP to clearly define the framework and modalities of project implementation as well as the roles and responsibilities of key partners in the process;
  • - Establishment of the Project Steering Committee (PSC) and the Technical Advisory Committee (TAC) during the first quarter of the commencement of the project (July-September 2014) was necessary for ensuring that the supervisory organs of the project are in place before project implementation starts in earnest. In this respect 10 PSC meetings and 9 TAC meetings were convened to facilitate their supervisory and monitoring responsibilities to the project;
  • - Recruitment of additional staff to enhance the efficient management of the project and these include: a Public Relations and Communications Manager, Project Accountant, Web and Data base Administrator and 2 Drivers for the two project vehicles procured from the UNDP funding;

Tag: Efficiency Implementation Modality Programme/Project Design Country Government Capacity Building Institutional Strengthening Technical Support

11.

Technical Backstopping

Key strengths in the project’s efficiency include the Enterprise Support Department’s quarterly field monitoring visits to the Empretecos. In preparation of these visits the BDS Advisers prepare and submit to EMPRETC Center monthly Activity Reports as per the engagement with existing or potential MSMEs. The ideal sequence was that based on the findings of the Enterprise Support Department’s BDS monitoring and evaluation visits, a high-level

Technical Backstopping mission is undertaken composing mainly of the members of the Project Steering Committee (PSC) and the Technical Advisory Committee (TAC) to follow-up on the issues identified in the ESD/BDS monitoring visit reports as well as to enable them to obtain first-hand information and knowledge of what obtains on the ground


Tag: Efficiency Oversight Private Sector

12.

Monitoring and Evaluation

A three-man BDS M&E team conducts quarterly visits to the 6 regions of the country to assess the impact of the ETWs and BDS services on the Empretecos and submit M&E reports. The team only comprises the Business Development Support Manager, the Enterprise Support Officer and a Driver.Without the participation of an independent M&E officer, the professional integrity of the mission is compromised as the BDS Manager of the ESD who also doubles as the M&E Officer of the Project, cannot on his own ensure professional objectivity and independence.


Tag: Effectiveness Monitoring and Evaluation Project and Programme management Private Sector

13.

Financing

UNDP as the principal contributor to the funding of the project has its contribution delivered on a quarterly basis. This source of intervention provides some element of certainty and security for the implementation of the project.

The efficiency of annual contributions with certain volatility in its actual amount has nonetheless affected the efficiency of project implementation. With a total resource requirement of US$2,374,718.00, UNDP is committed to US$2,000,000.00, whilst The Gambia Government expected to commit the US$ 374,718.00 as its counterpart funding. For this it provides an annual counterpart funding to the tune of GMD4, 000,000.00 (Four Million Gambia Dalasis) (equivalent to approximately US$88,888.89) to cater for the participation of GIEPA in the project.


Tag: Efficiency Resource mobilization Human and Financial resources Operational Efficiency Sustainability Country Government

14.

Communication

One of the key strategies of the project is for the centre to play a leading role in promoting stakeholder dialogue for the establishment and growth of MSMEs. In addition, to ensure understanding and acceptability of the project among existing and potential beneficiaries, it is prudent for the project to put in place a clearly-defined and well-articulated communications and advocacy strategy.

In this respect, the project carried out series of communication and advocacy activities that have enhanced the efficiency of its implementation and these included:

  • - Tour of all the administrative regions of the country to hold dialogue with the regional Governors with a view to soliciting their support for the organisation of the regional EMPRETEC Training Workshops (ETWs);
  • - Creation and regular updating of social websites such as Face book, Twitter and LinkedIn with current information on the project;
  • - Construction of a website for the project to enhance the Centre’s visibility (www.empretec.gm);

Tag: Effectiveness Relevance Communication Strategic Positioning Advocacy Capacity Building Institutional Strengthening

15.

Speed of project implementation

The overall speed of project implementationhas affected the efficiency of project implementation due to some of the following factors:

  • - Initial project implementation schedules were found to be highly-pitched and overoptimistic and had to be revised from time to time to respond to certain challenges the project encountered periodically such as problems relating to delays in disbursement or the timely availability of trainers, leading to delays in undertaking the trainings;
  • - The over dependency on international trainers from the EMPRETEC Ghana Foundation (EGF) for longer than envisaged has affected the speed of project implementation, as some training activities had to be closely tied to their availability;
  • - This situation was complicated by the cumbersome certification process of UNCTAD to become Master Trainers, that discouraged some of them from continuing to offer their services; and
  • - EMPRETEC Center and other Project implementation partners’ lack of required capacities at the commencement of the project made it necessary to rely on international trainers for a much longer period than was necessary

Tag: Effectiveness Project and Programme management Capacity Building Institutional Strengthening

16.

II.3. Effectiveness

This section outlines the results of EMPRETEC training and business and business advisory services on the Empretecos. The section is further broken down into two sub-sections to: (1) measure the project’s effectiveness against predefined targets and indicators as provided for in the Project Document “establishing the EMPRETEC model of enterprise support programme in The Gambia” agreed to between The Gambia Government and the UNDP; and (2) document beneficiaries’ perceptions to how the project’s design and implementation affected their way of doing business and their likes/ dislikes about the project


Tag: Effectiveness Programme/Project Design Bilateral partners Country Government UNDP Management

17.

II.3.1. Measuring project effectiveness against set targets and indicators

The project set a number of quantitative targets as specific benchmarks against which the success of the project can be assessed upon its completion. During the three-year period the project was expected to:

  •  Conduct 50 entrepreneurship training sessions for 1070 entrepreneurs and 270 farmers;
  •  Train some 15 local trainers who will eventually take over from the foreign trainers and conduct the training workshops;
  •  Train 70 Business Advisers to assist in providing consultancy and advisory services in various areas to some 700 SMEs;
  •  Enhance the job creation capacity of 1070 MSMEs; and
  •  Through these activities contribute to generating at least 3,210 new jobs locally

Tag: Effectiveness Monitoring and Evaluation Results-Based Management Jobs and Livelihoods Trade and Development Capacity Building Technical Support Private Sector

18.

The project adopts an Annual Work Plan approach and as such it is only prudent that it consolidates the quarterly progress reports and annual monitoring and evaluation reports into an Annual Report, which can make it easy to follow the reporting trend. In the absence of that the Evaluator found it difficult sometimes to reconcile the figures which tend to contradict each other in related reports.

There are other factors that have affected the effectiveness of project implementation. The strenuous nature of the road to certification of Trainers by UNCTAD, the huge work load of the training, limited number of people prepared and available to undertake the challenge to become a Trainer, the number of trainers dropping from the program before completion and the time and resources required to prepare an individual to become an Empretec Master Trainer challenged the project’s effectiveness.


Tag: Effectiveness Relevance Project and Programme management Results-Based Management Capacity Building Private Sector

19.

II.3.1.1. Effective supervision and monitoring of the Project by the Project Steering Committee (PSC) and the Technical Advisory Committee (TAC)

The implementation of the EMPRETEC project during the 36 month period has benefited from the expertise and networking of the Project Steering Committee (PSC) and the Technical Advisory Committee(TAC) both of which have drawn together very highly qualified, competent and experienced individuals in entrepreneurship and enterprise development and related fields.


Tag: Effectiveness Monitoring and Evaluation Oversight Project and Programme management

20.

II.3.1.2. Implementation of the project in a cost-effective and efficient manner

According to key stakeholders whose views were obtained from an on-line evaluation questionnaire, the EMPRETEC Centre was operating in an extremely financially efficient manner. The Center, it is claimed has madetremendous cost savings and achievements in order to ensure the successful implementation of the EMPRETEC Model and program activities in The Gambia. This was done in a cost efficient manner within a limited time frame and budget and with a vastly different target group i.e. Micro and Small Enterprises. For instances Cost efficient processes were applied to payment of training consultants

Notwithstanding the fact that the Centres current budget portrays high overhead and administrative costs, it is important to recognise that the quality of staff atthe EMPRETEC Gambia Centre has been critical to the success of the project. The project is endowed with a Coordinator who was found to have the necessary qualification and relevant experience to drive the Centre to success. His passion for the job and his high level of commitment to the project has without doubt contributed in no small measure to the successful performance of the EMPRETEC Project.


Tag: Effectiveness Efficiency Operational Efficiency Project and Programme management

21.

II.3.1.3. Public declaration of support to the project from high levels of government

According to stakeholders interviewed, a high-ranking official at the Ministry of Trade, Industry, Regional Integration and Employment (MOTRIE) publicly stated at the EMPRETECs award winning gala dinner that the EMPRETEC project had made an impact and government was committed to supporting it and ensuring its success, particularly in the monetisation of its assets to encourage private sector participation in its future operations, through Public-Private Partnership (PPP).

Notwithstanding the drawbacks with certain project inefficiencies described in the previous section, the EMPRETEC project activities were very effectively carried out. Should continuous support be guaranteed, it has the potential to achieve much more in terms of positively influencing entrepreneurial attitudes and behaviour and thereby contributing positive results outcomes and impacts in the MSME sub-sector in The Gambia.


Tag: Effectiveness Impact Relevance Country Government Jobs and Livelihoods

22.

II.3.2. Beneficiaries perception of the EMPRETEC project design, implementation and benefits

To evaluate the response of the beneficiaries of the Empretec Training Workshops (ETWs) and the Business Development Services (BDSs) otherwise known as the “Empretecos” to the EMPRERTEC project design and implementation, three evaluation tools were utilized These were the Focus Group Discussion (FGD) sessions, Impact Assessment Guidelines on the businesses performance of the Empretecos and semi-structured evaluation questionnaires administered on-line for policy-makers, program managers and implementers.

In this respect, evaluation questionnaires were distributed to 35 policy makers, program managers and program implementers for on-line completion. A total of 12 Focus Group Discussion (FGD) sessions were organised in all the six regions that the EMPRETEC project focuses on (meaning 2 FGDs per region, of which one targets the members of the Regional Chapters and the other targets the Business Advisers). .


Tag: Effectiveness Relevance Monitoring and Evaluation Capacity Building Institutional Strengthening Women and gilrs Youth

23.

Participants displayed changed attitudes and reported changes in business behaviours which in the view of the Evaluation Team provide an indication of successful delivery of the EMPRETEC model and services and achievement of the expected behavioural change results of the project.

‘From now onwards it can never be business as usual, as i have adopted a completely different approach to managing my business, I have now become more proactive in identifying market opportunities - in designing clothes and sewing for suppliers, resulting in business growth and increased income”


Tag: Effectiveness Jobs and Livelihoods Capacity Building Technical Support Private Sector

24.

II.4. Impact

II.4.1. Impact of Training Workshops and Business Development Services on the Empretecos

In the absence of a Monitoring and Evaluation System to guide the regular and systematic monitoring and evaluation of the performance of the EMPRETEC project implementation, which could also provide the baseline data for conducting project and impact assessment of the project, for the purpose of this evaluation, impact is indirectly measured through periodic evaluation visits to enterprises by EMPRETEC Business Development Services (BDS) staff:

 


Tag: Impact Monitoring and Evaluation Capacity Building

25.

II.4.2. Empretec Center’s capacity to deliver improved training workshops

Improvements in the EMPRETEC Centre’s capacity to deliver quality services through the Centre’s training workshops were measured using the following impact indicators

As could be seen from Table 3 the project has trained a substantial amount of target beneficiaries during the implementation period. The Centre has gradually increased its turn out from 310 trainees in 2014 to a maximum of 592 in 2016 and dropping to 426 for the six month period in 2017.

The data presented onTable 2shows that the Centre has demonstrated its capacity to deliver improved training services to target beneficiaries and this was partly made possible due to the 12 Trainers who were able to pass through the UNCTAD rigorous certification process.

In terms of gender targeting for the project, it could be noted that with the project target for women participation in the project pegged at 40%, the project was able to surpass this target by recording 48% during the implementation period.


Tag: Impact Capacity Building Vulnerable

26.

II.5.1. Choice of supporting and participating partners in the operations of the Centre

The proper choice of supporting and participating partners seems to be key to the sustainability of the Centre. In this respect, It is crucial to obtain sufficient support, which can be financially, but also in terms of in-kind contributions, knowledge or guidance, from suitable partners. In this context, private sector partners might play an important role in providing guidance, e.g. on the development of demand-led services, which government might not necessarily be in a position to provide. Moreover, a higher government involvement in the implementation might reflect government support for services which are not necessarily market based.

At the same time, the type and efficiency of the support provided also matters and is directly linked to the partners’ capacity and experiences. A larger share of private implementation partners is associated with higher financial sustainability as private partners might encourage the centre to offer more demandled services, which ultimately increases its financial base.

Should the Centre be created as an independent organisation, a special arrangement will have to be worked out with GIEPA for ensuring a cordial collaborative partnership between them. GIEPA is mandated by its enabling legislation (GIEPA Act, 2015) to establish an Enterprise Support Department and even with the creation of the Centre, GIEPA’s ESD unit will continue to operate and provide services similar to those to be provided by the Centre. Thus an MOU to be concluded between the Centre and GIEPA could ensure coordination of their services to the extent that GIEPA could even be contracting the Center for certain assignments. In this respect, GIEPA could be expected to provide a very useful supporting role to the Centre particularly in its relations with the Government.


Tag: Efficiency Sustainability Country Government Capacity Building Technical Support

27.

II.5.2. Diversifying product portfolio for ensuring financial sustainability

Achieving financial sustainability is a key objective and challenge for the EMPRETEC centre. A range of factors seem to promote financial sustainability. In addition to the type and overall support received, the centre’s product portfolio is crucial for achieving financial sustainability. Although training services such as the ETW represent the core services, there still seems to be great potential for the development of financial and other business services. Moreover, tailor-made services seem to have the potential to generate sufficient income to cover other, loss-making, but nonetheless crucial services.

The recommendation here is to tailor-make additional services in such a way that they can easily be replicated. The guiding principle for product diversification should be the existing market-demand and private sector needs, which should be monitored and assessed closely on an ongoing basis. This requires, above all, capacity building in income generating activities. Given scarce resources, a proper balance between management and income-generating activities should be maintained to keep overhead costs low and sustainable.

Moreover, the product portfolio should dynamically respond to changing market demands and trends. In this context, the centre has the potential to become a market leader, if it is able to identify and respond to market needs.


Tag: Sustainability Capacity Building

28.

II.5.3. Sustainability of learning outcomes

Ensuring sustainability of learning outcomes is essential for promoting the competiveness of the Centre. This can be achieved through consideration of the following six factors:

  •  Target Group for training

The training approach of the EMPRETEC programme focuses on entrepreneurs with a high business growth potential, which is due to the underlying motivational concept of strengthening entrepreneurial competencies. In order to fully benefit from the training, it is assumed that participants would need minimum capabilities in some of the ten competencies.

Evidence from the terminal evaluation seems to suggest that the motivational training is most effective if participants already have minimum capabilities and experience. A second reason for targeting entrepreneurs with a high growth potential is because the training could be quite expensive, so that usually only larger or established businesses are likely to afford the training.


Tag: Sustainability Capacity Building Private Sector

29.
  •  Promoting mutually-beneficial business linkages

The idea of promoting mutually beneficial business linkages was at the core of the original EMPRETEC programme based on the underlying assumption that business linkages facilitate business development through, for example, technology and knowledge transfers, outsourcing and new business opportunities. This is likely to positively influence businesses performance as businesses that engage in beneficial business linkages are likely to benefit from technology upgrading or new contracts, which in turn could stimulate more demand for EMPRETEC training and business development services, thereby contributing to its sustainability and survival.

  •  Capacity-building aspect of the EMPRETEC Centre and its financial sustainability

The underlying assumption here is that sustainability could be achieved through the establishment of the EMPRETEC Centre as an independent organisation that offers various training and business development services (BDS) to businesses and sustains itself from the resulting revenues. If effectively pursued, there could be a positive correlation between the number of services that the centre offers and its financial sustainability.


Tag: Sustainability Capacity Building Private Sector

30.

II.5.4. Composition of the Centre’s Governance Structures

Another observation is that if established as an independent organisation, with a higher percentage share of private sector representatives on its governing body, it would be in a better position to meet more implementation objectives in a sustainable manner. This could be related to the fact that private sector representatives are more likely to support the development of services for which a real demand exists as opposed to a more demand-led approach if government partners dominate the governing body


Tag: Challenges Sustainability Private Sector

31.

II.5.5. Size and Composition of the Centre’s Work Force

The employment size and composition of the EMPRETEC Centre’s work force is also directly related to the Centers’ sustainability. The number of staff working in income generating activitiesis positively associated with the perceived implementation success, impact of services, number of services offered, and the financial sustainability of the centre. At the same time the larger the number of management staff, the more it could negatively influence the sustainability of the EMPRETEC centre. In other words, it seems to matter that for achieving financial sustainability, it will be necessary to keep the management overheads low and invest in the expansion of services which requires sufficient staff working in income generating activities such as Trainers or Business Advisers


Tag: Challenges Sustainability Capacity Building

Recommendations
1

Determine the appropriate Institutional Model for the Centre

2

Develop or strengthen collaborative partnerships and strategic alliances with similar initiatives

3

Localize the EMPRETEC model to local Gambian context

4

Establishment of an investment fund to support business start-ups and export oriented enterprises.

5

Recommendations to the United Nations System Agencies

Although the EMPRETEC project was and continues to be funded mainly by the UNDP –The Gambia Country Office, but the objectives, activities, target groups and direct beneficiaries of the project makes it quite relevant to the outcomes of UNDAF-The Gambia as well as the organisational mandate and Country Programmes (CPs) of other United Nations System Agencies other than the UNDP alone.

In this respect, it is recommended that the UNDP engages the other UN Agencies within the system with a view to mobilizing their contribution to the future funding requirements of the project. This could be undertaken in collaboration with senior staff of the Ministry of Trade, selected members of PSC, TAC and the senior management of the EMPRERTEC Centre

In the light of recommendations for a one-year Transition Program, it is furthermore recommended that the UNDP continues funding the project for a further one year commencing October 2017

1. Recommendation:

Determine the appropriate Institutional Model for the Centre

Management Response: [Added: 2017/10/04] [Last Updated: 2021/02/22]

There is a need to agree on and establish the Legal Status of the EMPRETEC Centre; define the Governance Structures for the Centre and develop  the Accountability Instruments (Organizational Processes) of the center.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Facilitate decision on institutional model of centre and support the legal establishment based on agreed model.
[Added: 2017/10/04]
AbdouTouray 2018/10 Overdue-Not Initiated
2. Recommendation:

Develop or strengthen collaborative partnerships and strategic alliances with similar initiatives

Management Response: [Added: 2017/10/04] [Last Updated: 2021/02/22]

Empretec Centre to concluding MOUs with relevant institutions to ensure synergetic relations

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Initiate MoU
[Added: 2017/10/04]
Abdou Touray 2018/10 Overdue-Not Initiated
3. Recommendation:

Localize the EMPRETEC model to local Gambian context

Management Response: [Added: 2017/10/04] [Last Updated: 2021/02/22]

The project takes note of the need to define local perceptions, mindsets and business organizational culture in order to design relevant modules.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Assess key factors influencing local business culture and integrate within curriculum
[Added: 2017/10/04]
Abdou Touray 2018/10 Overdue-Not Initiated
4. Recommendation:

Establishment of an investment fund to support business start-ups and export oriented enterprises.

Management Response: [Added: 2017/10/04] [Last Updated: 2021/02/22]

Recommendation will be discussed with Government of Gambia relevant departments

Key Actions:

5. Recommendation:

Recommendations to the United Nations System Agencies

Although the EMPRETEC project was and continues to be funded mainly by the UNDP –The Gambia Country Office, but the objectives, activities, target groups and direct beneficiaries of the project makes it quite relevant to the outcomes of UNDAF-The Gambia as well as the organisational mandate and Country Programmes (CPs) of other United Nations System Agencies other than the UNDP alone.

In this respect, it is recommended that the UNDP engages the other UN Agencies within the system with a view to mobilizing their contribution to the future funding requirements of the project. This could be undertaken in collaboration with senior staff of the Ministry of Trade, selected members of PSC, TAC and the senior management of the EMPRERTEC Centre

In the light of recommendations for a one-year Transition Program, it is furthermore recommended that the UNDP continues funding the project for a further one year commencing October 2017

Management Response: [Added: 2021/01/31] [Last Updated: 2021/02/22]

Key Actions:

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