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Achieving SHD through the Knowledge Stations
Commissioning Unit: Jordan
Evaluation Plan: 2003-2007
Evaluation Type: Project
Completion Date: 03/2007
Unit Responsible for providing Management Response: Jordan
Documents Related to overall Management Response:
 
1. Recommendation: 1. Developmental Role for Local Communities. ? Employing development administrative staff; that are capable of studying the investment environment, and potential small projects in the station-hosting areas. These workers must contact international and local financing agencies to enhance the development process and yield reasonable incomes. ? Enhancing the role of stations in facilitating the loans to the communities, that are vital for the development process. ? Participating in social and cultural events in order to attract the attention to these stations and market their services. ? Enhancing cooperation between the stations and other organizations by offering the participation of their employees in workshops with relatively low fees. ? Starting a campaign to trainers as volunteers from the local communities, so they can contribute to the development process of their communities. 2. Diversity of Programs and Services. ? Conducting needs assessment studies. Focusing on the training needs. This will lead to enhancing the economic and social role of the stations. The NITC must periodically follow up and supervise the administration of the stations, this can be achieved by assigning three field researchers in the three regions and training coordinators, then transferring their studies to the administration of the stations, taking into account that these positions are mentioned in the organizational structure but were never put in use. ? Holding new workshops, such as: computer skills, computer maintenance, typing, foreign languages, and workshops in agriculture. ? Holding special workshops for women in order to enhance the role of women in the community and empower them. ? Distributing the services base provided by the station. 3. Enhancing Job Satisfaction ? Training of trainers in order to improve their training and marketing skills. ? In order to attract active and productive capabilities a remunerative system must be introduced to achieve job satisfaction and sustainability. This way, employees will be encouraged to perform well and support their work with success stories of the stations. Before that, these employees must be trained in all fields of the station as needed by the local community. ? Conducting a monthly survey, that is to be filled by the beneficiaries on paper and electronic forms. These forms must require the beneficiaries to write their phone numbers. Moreover, a suggestions box must be put out in all of the stations. 4. Marketing ? Assessing the training needs of the community and preparing the employees. ? Opening the stations to public in the morning and in the evening. ? Focusing on cooperation with local schools since school students are a big target group of the community. ? Organizing cultural and social workshops and educational seminars. ? Attracting members of local communities by setting up exhibitions in cooperation with local organizations. ? Organizing tutoring programs (private classes) for school students. ? Producing membership cards with low fees such as "Friends of the Station". ? Finding suitable ways of marketing, depending on the community and the target groups. ? Granting special benefits for the employees of the stations, such as giving them a percentage of the excess income of the station. ? Inviting large corporations to sponsor the stations, where the stations will provide publicity for them in return. ? The directors in the three regions and the trainers must conduct a set of procedures to strengthen the publicizing process for the stations such as publishing brochures, and putting up panels and direction signs referring to the station location. Moreover, conducting a monthly survey, that is to be filled by the beneficiaries on paper and electronic forms. These forms must require the beneficiaries to write their phone numbers. ? Attracting corporations and companies to provide cafeterias within the stations, with high number of beneficiaries, through competitive tenders on yearly basis. ? Studying the possibility of providing internet services, such as, making local and international phone calls for low prices, finding chatting websites, pointing out job seeking websites, C.V writing sites, and small grants and projects available online. These online resources must be in the form of full multimedia to meet the demands of the beneficiaries. ? Advertisement signs and information panels must be set up, and must including the name of the hosting organization and its phone number. Furthermore, these signs must include slogans of the stations, such as "Our Doors are Opened to Every One". 5. Administration ? Enhancing the structure of the administrative system in order to encourage positive competition among the stations. The administrative system must include supervision and be followed up on a weekly and monthly basis. Incentives and penalties must be implemented and producing monthly evaluations that will be distributed to the different administrations, so they can learn from them. ? The station administration regulations must be periodically reviewed and be put to work in order to achieve the goals of the stations on short and long term. This revision must go over the following: a. Terms and basis of selecting hosting organizations. b. Strategies of operating the stations. c. Roles and tasks of knowledge stations administrations. d. Duties and responsibilities of hosting organizations. e. Roles and duties of trainers. ? Giving position (job) titles to the trainers that are attractive to achieve satisfaction of the administration. Moreover, training workshops not to be held unless they are supported by certificates issued by the central stations administrations. ? Recruiting replacement trainers in case full time trainers do not manage to attend their sessions or workshops. Informing beneficiaries in due time if any of the workshops are cancelled. ? Relocating the stations in suitable and central locations so their services can reach the highest number of people possible, that can be done in cooperation with local organizations and changing the hosting organization if necessary. ? Conducting contests among knowledge stations at national, regional and municipal levels on a yearly basis. This step will encourage positive competition. ? Studying the feasibility of establishing new knowledge stations in order to avoid increasing weak stations in the future. If a station is to be established, then the community must take part in choosing a suitable location. 6. Financial Status ? Conducting periodic follow up on the financial status of the stations, studying potential sponsoring resources, enforcing incomes made by the stations, reducing cost of the stations and developing the financial staff. ? Reconsidering the amount of fees in return of services, based on the quality of services and compared to the prices of alternatives in the market. ? Modifying the equipment and expanding stations that are facing a huge demand within their communities. ? Gradually canceling free workshops, because beneficiaries tend to be more committed when they pay fees for the service provided. ? Finding a central operation plan, that aims at providing high-quality training workshops to local communities. This plan must cover all months of the year, by which the incomes of the stations will increase ? Finding a set of fee waiving rules in all stations by providing special forms to be filled out by beneficiaries. However, the waiving shall not exceed 10% of the total service provided. Furthermore, all certificates must be given by the administration center of the stations in NITC. In order to increase the number of beneficiaries and, thus, increase the income, a Smart Card must be sold to them with a certain monthly fees. ? Stopping or reducing training programs with low incomes, and focusing more on programs with high incomes. ? Knowledge stations must expand in the services related to sponsoring small and micro projects. In addition to Development and Employment Fund, the stations must seek cooperation with other national agencies and associations such as. a. Jordanian Corporation for Funding Small Projects. b. National Corporation for Developing and Sponsoring Small Projects c. Women Loans Fund. d. Ministry of Social Development e. Agricultural Loans Foundation f. Orphans Funds Development Foundation.
Management Response: [Added: 2009/12/06]

The detailed recommendations provided in this evaluation are taken into account in the newly designed and recently concluded project on ?Capacity Development of Micro and Small Enterprises through ICT? (September 2007 until February 2009). The project was implemented by NetCorps Jordan.

Key Actions:

2. Recommendation: 1. Developmental Role for Local Communities. ? Employing development administrative staff; that are capable of studying the investment environment, and potential small projects in the station-hosting areas. These workers must contact international and local financing agencies to enhance the development process and yield reasonable incomes. ? Enhancing the role of stations in facilitating the loans to the communities, that are vital for the development process. ? Participating in social and cultural events in order to attract the attention to these stations and market their services. ? Enhancing cooperation between the stations and other organizations by offering the participation of their employees in workshops with relatively low fees. ? Starting a campaign to trainers as volunteers from the local communities, so they can contribute to the development process of their communities. 2. Diversity of Programs and Services. ? Conducting needs assessment studies. Focusing on the training needs. This will lead to enhancing the economic and social role of the stations. The NITC must periodically follow up and supervise the administration of the stations, this can be achieved by assigning three field researchers in the three regions and training coordinators, then transferring their studies to the administration of the stations, taking into account that these positions are mentioned in the organizational structure but were never put in use. ? Holding new workshops, such as: computer skills, computer maintenance, typing, foreign languages, and workshops in agriculture. ? Holding special workshops for women in order to enhance the role of women in the community and empower them. ? Distributing the services base provided by the station. 3. Enhancing Job Satisfaction ? Training of trainers in order to improve their training and marketing skills. ? In order to attract active and productive capabilities a remunerative system must be introduced to achieve job satisfaction and sustainability. This way, employees will be encouraged to perform well and support their work with success stories of the stations. Before that, these employees must be trained in all fields of the station as needed by the local community. ? Conducting a monthly survey, that is to be filled by the beneficiaries on paper and electronic forms. These forms must require the beneficiaries to write their phone numbers. Moreover, a suggestions box must be put out in all of the stations. 4. Marketing ? Assessing the training needs of the community and preparing the employees. ? Opening the stations to public in the morning and in the evening. ? Focusing on cooperation with local schools since school students are a big target group of the community. ? Organizing cultural and social workshops and educational seminars. ? Attracting members of local communities by setting up exhibitions in cooperation with local organizations. ? Organizing tutoring programs (private classes) for school students. ? Producing membership cards with low fees such as "Friends of the Station". ? Finding suitable ways of marketing, depending on the community and the target groups. ? Granting special benefits for the employees of the stations, such as giving them a percentage of the excess income of the station. ? Inviting large corporations to sponsor the stations, where the stations will provide publicity for them in return. ? The directors in the three regions and the trainers must conduct a set of procedures to strengthen the publicizing process for the stations such as publishing brochures, and putting up panels and direction signs referring to the station location. Moreover, conducting a monthly survey, that is to be filled by the beneficiaries on paper and electronic forms. These forms must require the beneficiaries to write their phone numbers. ? Attracting corporations and companies to provide cafeterias within the stations, with high number of beneficiaries, through competitive tenders on yearly basis. ? Studying the possibility of providing internet services, such as, making local and international phone calls for low prices, finding chatting websites, pointing out job seeking websites, C.V writing sites, and small grants and projects available online. These online resources must be in the form of full multimedia to meet the demands of the beneficiaries. ? Advertisement signs and information panels must be set up, and must including the name of the hosting organization and its phone number. Furthermore, these signs must include slogans of the stations, such as "Our Doors are Opened to Every One". 5. Administration ? Enhancing the structure of the administrative system in order to encourage positive competition among the stations. The administrative system must include supervision and be followed up on a weekly and monthly basis. Incentives and penalties must be implemented and producing monthly evaluations that will be distributed to the different administrations, so they can learn from them. ? The station administration regulations must be periodically reviewed and be put to work in order to achieve the goals of the stations on short and long term. This revision must go over the following: a. Terms and basis of selecting hosting organizations. b. Strategies of operating the stations. c. Roles and tasks of knowledge stations administrations. d. Duties and responsibilities of hosting organizations. e. Roles and duties of trainers. ? Giving position (job) titles to the trainers that are attractive to achieve satisfaction of the administration. Moreover, training workshops not to be held unless they are supported by certificates issued by the central stations administrations. ? Recruiting replacement trainers in case full time trainers do not manage to attend their sessions or workshops. Informing beneficiaries in due time if any of the workshops are cancelled. ? Relocating the stations in suitable and central locations so their services can reach the highest number of people possible, that can be done in cooperation with local organizations and changing the hosting organization if necessary. ? Conducting contests among knowledge stations at national, regional and municipal levels on a yearly basis. This step will encourage positive competition. ? Studying the feasibility of establishing new knowledge stations in order to avoid increasing weak stations in the future. If a station is to be established, then the community must take part in choosing a suitable location. 6. Financial Status ? Conducting periodic follow up on the financial status of the stations, studying potential sponsoring resources, enforcing incomes made by the stations, reducing cost of the stations and developing the financial staff. ? Reconsidering the amount of fees in return of services, based on the quality of services and compared to the prices of alternatives in the market. ? Modifying the equipment and expanding stations that are facing a huge demand within their communities. ? Gradually canceling free workshops, because beneficiaries tend to be more committed when they pay fees for the service provided. ? Finding a central operation plan, that aims at providing high-quality training workshops to local communities. This plan must cover all months of the year, by which the incomes of the stations will increase ? Finding a set of fee waiving rules in all stations by providing special forms to be filled out by beneficiaries. However, the waiving shall not exceed 10% of the total service provided. Furthermore, all certificates must be given by the administration center of the stations in NITC. In order to increase the number of beneficiaries and, thus, increase the income, a Smart Card must be sold to them with a certain monthly fees. ? Stopping or reducing training programs with low incomes, and focusing more on programs with high incomes. ? Knowledge stations must expand in the services related to sponsoring small and micro projects. In addition to Development and Employment Fund, the stations must seek cooperation with other national agencies and associations such as. a. Jordanian Corporation for Funding Small Projects. b. National Corporation for Developing and Sponsoring Small Projects c. Women Loans Fund. d. Ministry of Social Development e. Agricultural Loans Foundation f. Orphans Funds Development Foundation.
Management Response: [Added: 2009/12/06]

The detailed recommendations provided in this evaluation were taken, as much as possible and where feasible, into account in the newly designed and recently concluded project on ?Capacity Development of Micro and Small Enterprises through ICT? (September 2007 until February 2009). The project was implemented by NetCorps Jordan.

Key Actions:

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