Description
Skills management is the practice of understanding, developing and deploying people and their skills. Well-implemented skills management should identify the skills that job roles require, the skills of individual employees, and any gap between the two.
TANZANIA COUNTRY OFFICE
TRAINING ON ENTREPRENEURSHIP AND BUSINESS MANAGEMENT SKILLS FOR SELECTED VILLAGERS IN RUFIJI
August 2009
University of Dar es Salaam Entrepreneurship Centre (UDEC) P. O. Box 110099, DAR ES SALAAM
ACKNOWLEDGEMENT I would like to thank IUCN-Tanzania Country office who entrusted the University of Dar es Salaam Entrepreneurship Centre (UDEC) to run the Entrepreneurship and Business management skills training to selected villagers in Rufiji District. Special thanks go to Ms. Grace Tete who tirelessly made all the arrangements that enabled us to conduct the capacity needs assessment in time. Mr. Mutunda was extremely resourceful before and after the training, he displayed an excepteional sense of commitment and dedication by attending the training in full.
Dr. Mariam Nchimbi Director UDEC
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TABLE OF CONTENTS
ACKNOWLEDGEMENT ....................................................................................................................i LIST OF ABBREVIATIONS .......................................................................................................... iii 1. INTRODUCTION ...................................................................................................................... 1
1.1 1.2 Background Information....................................................................................................... 1 Scope of Work ...................................................................................................................... 1
2.
CAPACITY GAPS ANALYSIS OF VILLAGES INVOLVED IN THE IUCN PROJECT 2
2.1 Objectives of the capacity needs assessment ........................................................................ 2 2.2 2.3 2.3.1 2.4 2.4.1 Methodology ......................................................................................................................... 2 Findings from the Capacity Needs Assessment .................................................................. 2 Profile of Respondents ..................................................................................................... 2 Conclusions and Implication for Training ............................................................................ 5 The Training Programme .................................................................................................. 6
3.
THE TRAINING REPORT...................................................................................................... 8
3.1 3.2 3.3 3.3.1 3.3.2 Training Objective ................................................................................................................ 8 Training Methodology .......................................................................................................... 8 TRAINING PROCEEDINGS ..................................................................................................... 8 Opening ............................................................................................................................. 8 Introductions .................................................................................................................... 8
3.3.3 Presentations and Discussions ................................................................................................ 9 3.3.4.Key Learning Points................................................................................................................ 14 3.4. 3.4.1 3.5 Way Forward and Action plan............................................................................................ 14 Performance Indicators for the Action Plan ................................................................. 15 Course Evaluation ............................................................................................................... 16
4. CONCLUSION AND RECOMMENDATIONS...................................................................17 ANNEXES ..........................................................................................................................................18
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LIST OF ABBREVIATIONS
CBOs FDC IGAs IUCN NGOs SACCOS SWOT UDEC VICOBA
Community Based Organizations Fork Development College Income Generating Activities International Union for Conservation of Nature Non Governmental Organizations Savings and Credit Cooperative Societies Strenghths, Weaknesses, Opportunities and Threats University of Dar es Salaam Entrepreneurship Centre Village Community Banks
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1.
1.1
INTRODUCTION
Background Information
International Union for Conservation of Nature (IUCN-Tanzania) is undertaking a project on Strengthening Vision for Better Choices. This project targets three broad categories of stakeholder groups (government, line departments, parliamentarians, local authorities and the judiciary; civil society that including NGOs, CBOs and forest-dependent communities; and the private sector: particularly timber companies), and aims at promoting the development of improved forest governance arrangements. The project also intends to pilot test innovative approaches to overcoming these obstacles; enhance the capacity of key stakeholders to implement forest governance reforms; and disseminate the lessons learned at national, regional and global levels. In doing so, the project is working with communities to carry out natural resources based micro project. A number of community’s group projects exist, but their performance leaves a lot to be desired. It has been observed that there are entrepreneurial and project management knowledge and skill gaps. The project needs to intervene to improve this aspect. The aim of this intervention is to support communities to improve livelihoods from forest related; conservation based activities so that they sustainably manage the village’s forest reserves of Ngumburuni and Mtanza Msona Villages. In order to attain this objective, IUCN sought the services of the University of Dar es Salaam Entrepreneurship Centre (UDEC) to conduct the assignment of training the community in entrepreneurship. This document presents UDEC’s report on the assignment.
1.2
Scope of Work
The assignment involved three main interrelated tasks. First was to assess the communities’ capacity in running and managing the existing income generating activities. Second from the identified capacity gaps, to design appropriate training programme that will help the communities to improve their entrepreneurial, organizational and project management (including financial management) skills and third to actually conduct/deliver the training to communities around Ngumburuni and Mtanza Msona Forest Reserve. This document provides the report of all tasks undertaken in the assignment. It starts by reporting the findings from the skills gap analysis followed by the report on the training that was delivered for six days between 3rd August and 8th August 2009.
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2. CAPACITY GAPS ANALYSIS OF VILLAGES INVOLVED IN THE IUCN PROJECT
This section reports on the capacity gaps analysis exercise that was conducted in selected villages under the project. The section details the objective of the assignment, methodology employed to conduct the assignment and discusses the findings and their implications.
2.1 Objectives of the capacity needs assessment
The overall objective was to assess the communities’ capacity in running and managing their income generating activities in order to design appropriate training programme that will help the communities improve their entrepreneurial, organizational and project management (including financial management) skills.
2.2
Methodology
As it was not possible to visit all the eight villages involved in the IUCN project. Four villages were selected randomly – these include Mtanza Msona, Mkupuka, Umwe and Muyuyu villages. Data was collected using focus group discussions with selected members of villages. These included the top management of the village (Village Chairperson and Village executive officer), members of the village environmental committee, production groups such as beekeepers and poultry farmers groups. The discussions aimed at uncovering their motivation and general entrepreneurial indications, as well as strengths, weaknesses opportunities and threats (SWOT) of individuals and their income generating activities (IGAs). The aim of the discussions was to not only assess the skills needs but also enable the trainer to design the training programme and determine the preferred pitch of the training.
2.3
Findings from the Capacity Needs Assessment
2.3.1 Profile of Respondents
A total of 56 respondents were interviewed in the four villages visited (see the attached list of respondents in annex 1) of which 40% were female respondents. All respondents reported to be involved in subsistent farming as their main livelihood activity. To complement this majority are engaged in some income generating activities. The income generating activities are informal and micro and were motivated by the urge to make a living. They operate from home or locations not legally recognised; are owned by individuals, family and mostly exploit family labour. Some operate in groups. As is the case for majority of communities in rural Tanzania, the respondents were found to have low level of formal education as well as inadequate knowledge of available business opportunities in the environment. 2
Type of activities engaged include furniture making, selling of fish (fresh or fried), selling doughnuts, small shops, selling local brew, beekeeping, vegetable selling, selling meat, food vending (mostly mama lishes), selling charcoal, furniture making, selling chicken, vegetable farming along the Rufiji river basin, etc. It was also revealed that in some cases the production groups (eg. beekeepers in Muyuyu) have just been formed and they were in the process of initial preparations, they have not yet experienced the selling process. 2.3.2 Performance of existing IGAs A discussion on performance of the income generating activities revealed inadequate performance in many respects.These activities are done on a limited scale, informal and are petty. These activities therefore, have been reported not to change the lives of the communities in question, making most villages to be economically inactive. No respondent had undergone any course related to small business management or entrepreneurship. Of those few who reported to have attended training, the training was either on environmental management or technical skills such as farming, beekeeping and the like, without learning some business skills. Majority of the respondents had primary education and some are primary school dropouts. Very few were seen to be proactive and motivated. Majority were passive and could not contribute much in the discussions without being probed consistently. We did not find major differences in terms of gender as far as partipation is concerned. It was observed that, villagers of Mkupuka, Umwe, Mtanza Msona and Muyuyu face almost similar problems on the issues of the entrepreneurship and business management. By using a SWOT Analysis tool, the following are general observations as captured from the discussions between the consultant and villagers: Strengths • Expertise on the poultry farming, beekeeping, mats and basket weaving, charcoal processing, agriculture and carpentry from the training which they have already received. • Willingness and motivation of some villagers to start income generating activities
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Weaknesses • They are found to concentrate in certain trades therefore leading to selfdestructive competition. The villages also have limited access to organised markets (gulio) due to poor infrastructure • Lack of competence: majority of income geration operations are run by people who lack proper education background and business experience. Entrepreneurship training has not yet been introduced in the formal schooling system • Lack of entrepreneurial behaviours among villagers, this behaviour is very critical for success of any activity but extremely important when running a business. This limits their ability to see and seize business opportunities. • Lack of business skills including marketing, operations and business management. • Inadequate recordkeeping practice for a majority of operators. In most cases there is no distinction between business income or assets and personal assets or income. • High local competition because of production and selling of homogeneous products amongst the villagers. • Group projects are still at infant stage- beekeepers of Muyuyu were in their early stages of putting up the beehives • Poor cooperation between the group members resulting from inadequate group management Opportunities • Abundant natural resources surrounding the villages which can be used subject to existing regulations • Businesses related to forest products Ø Charcoal making, Ø Making mats and baskets, Ø Timber and related product like furniture making Ø Beekeeping • Business related to agricultural Ø Food products like rice, cassava, maize, Ø Commercial products like sim-sim • Businesses related to fishing Rufiji river and small lakes Ø Selling fresh fish Ø Selling smoked/fried fish Ø Horticulture • Poultry farming (selling local chicken and eggs) • Carbon dioxide forest trading: the world is prepared to pay the developing countries on carbon which have been restored in the forest in order to reducing emission of the carbon dioxide and other greenhouses gases in order to reduce global warming. This is an opportunity to communities surrounding forest reserve, eg Mbuyuni and Mtanza Msona, which will
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enhance sustainable forestry governance and sustainable income generating activities. Threats • Poor Infrastructure especially transport systems for interior villages like Mtanza Msona • Traditions and Customs that are not entrepreneurial • Low purchasing power of the community that reduces the chances of selling to the local market • Lack of capital/access to credit: this was reported to be a problem both at start up and for working capital. The nearest commercial bank was reported to be in Kibiti, which is too far from villages like Mtanza Msona. In addition commercial banks were considered not to be a good source of financing these income generating activities due to difficulty conditions such as overemphasis of collateral and business licences. It should be recalled that micro and small businesses (MSEs) are normally considered by the formal financial institutions as being risky, and sometimes the finances allocated to MSEs are used in other priorities. There were no microfinance institutions operating in the villages but there were few SACCOS which were reported to have limited membership as well as loan fund. • Weak physical and business support infrastructure: the weakness of the infrastructure such as telecommunication, transportation, business warehousing, etc represent additional barrier to both entry and growth.
2.4
Conclusions and Implication for Training
As it can be seen, the villages are surrounded with the environment that has many business opportunities. However majority are not able to identify and seize these opportunities due to capacity as individuals as well as existing challenges from the environment. Although some of the challenges and weaknessess can be addressed by a training program, some of the challenges will not be alleviated by training. They need other interventions to enable the communities improve their income generating activities. These challenges are as follows; v Provision of Capital v Bureaucracy on licensing issuing, v Banking services especially on the borrowings. v Poor Infrastructures especially transport systems for interior villages like Mtanza Msona v Weak business support services
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2.4.1 The Training Programme
From the observations, the training was proposed to cover the following contents in order to fill the entrepreneurial and business project management skills gap to the communities. Topic Main issues
Entrepreneurship and how What is entrepreneurship? to build entrepreneurship Who is an entrepreneur, culture Qualities of entrepreneurship How to build the entrepreneurship culture Business Idea and the Sources of business ideas importance of strategic Screening business and viable ideas vision in the business Importance of setting short term, medium and longterm goals Qualities of good objectives Business Environment Understanding of the term environment Understanding of the term business environment Issue of internal and external environment that affect either positively or negatively the business development. Understanding the concept of a market Understanding the concept of a marketing The differences between a market and marketing Understanding of the importance of 4Bs of marketing Who is a leader Qualities of the good leader How to lead the income generating groups How to link and involve the group members and projects Understanding the importance of customer care services to the business development Importance of the customers to the business Values of the customer care services The general understanding the importance of business planning How to achieve the set objectives through the use of Action Plan
Market and marketing
Leadership Skills
Customer Care services
Business Planning
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Business Records
Understanding various types of business records Determine types of costs of the business Preparation of Profit and Loss Statement under given period of time Discussion on how the realized profit is apportioned Understanding of working capital management and its variables ( Cash, Stock, Debtors, and Creditors) and how they relate to each other Reasons for holding reasonable cash in the business Sources of capital to finance the business Challenges to the entrepreneurs in access finance from the financial institutions.
Financial Management
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3.
THE TRAINING REPORT
This section provides the report on a six-day entrepreneurship skills training workshop that was conducted at Ikwiriri FDC conference hall from 3rd august to 8th august 2009.
3.1
Training Objective
The main objective of the training was to provide entrepreneurship and management training to the selected participants from eight villages that the I.C.U.N covers in its project. The training intervention was sought to be one of the solution towards forest conservations as members were expected to play a big role in implementing their projects entrepreneurially, hence improving their well-being.
3.2
Training Methodology
Being an adult training, the training was very participatory. Various methods were used including group discussions and presentations, experience sharing. The training was largely highly participatory with very short presentations from the facilitators. This method aimed to enhance participants level of understanding.
3.3
DAY 1
TRAINING PROCEEDINGS
3.3.1 Opening
The training was officially opened at around 0900hrs by the IUCN coordinator Mr. Mutunda who introduced the facilitators from the University of Dar es Salaam Entrepreneurship Centre (UDEC) that will be involved in the course for six days. He urged the participants from eight villages to participate actively as they are expected to replicate the same knowledge to other villagers who could have an opportunity to such training. He further welcomed Dr. Mariam Nchimbi the Director, UDEC who is also the facilitator to talk to the participants.
3.3.2 Introductions
After the opening remarks, Dr. Nchimbi introduced the other facilitators as Mr. Richard Jackson and Mr. Deo Mahangila. In addition participants were asked to introduce themselves by mentioning their names, their village, type of business, and challenges faced in their businesses. This was done so as to update the gaps determined during the training needs assessment exercise which did not involve all the eight villages. Basically the course attracted a total of 35 participants1 (including
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List of participants appended as annex 2
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two from the district council- the Rufiji District Cooperative Officer and the Rufiji District Development Officer). The list of names of participants and their respective businesses is appended. The following are the additional challenges mentioned by participants: • Theft of the beehives • Inadequate skills of keeping the bees in the beehives • Lack of markets • Competition arising from selling similar products Next activity was the election of group leadership that was to be responsible for all matters pertaining the training during the training period. The following were selected: • Chairman -Mr. Moshi A. Kibope • Secretary -Mr. Amri Ugama • and the Time keeper-Mrs. Siasa K. Salaga. Then, the course objectives and methodology were presented. The workshop agenda was presented as;
3.3.3 Presentations and Discussions
The first session started with the discussion on the concept of entrepreneurship. Participants were given an opportunity to brainstorm and discuss the concept of entrepreneurship. This discussion was led by the following questions; • What is entrepreneurship and entrepreneurial capacity? • How does it relate to starting and operating businesses? • How does it relate to success in any endeavor? Following the discussion on the concept of entrepreneurship it was observed that “Entrepreneurship is a way of thinking, reasoning, and acting that result in the creation, enhancement, realization, and renewal of value for an individual, group, organization, society, etc” Various general enterprising tendencies were observed. These tendencies include; • High need for achievement • Innovation • Independence and Autonomy • Willingness to take calculated/reasonable risks • Drive and determination It was noted that the to be entrepreneurial implies to be; • Innovative • Pro-active • Independent • Risk-taking/daring (reasonable, calculated) • Strategic • Determined/Persevering 9
•
Achievement-oriented/ambitious
After that, participants were asked to read the two cases given (Entrepreneurial Poultry Keeper and Entrepreneurial Village Executive Officer) and to identify five General Enterprising Tendencies (GETs) among each of the stories. Based on the cases the following enterprising tendencies were identified; • Selling/lobbying • Achievement • Confidence • Initiative • Perseverance/determination • Strategic • Vision • Problem solving • Daring /risk taking • Social responsibility • Creativity and innovation • Opportunity identification • Networking • Flexibility • Information seeking and use • Open minded • Hardworking • Independent minded • Self awareness • Trainer
Dr. Mariam Nchimbi emphasizing a point during the training
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Trainees following a group presentation
DAY 2 The day started with the presentation by the Secretary of what was covered in the previous day. This was followed by a presentation on the business environment. It was observed that majority were not conscious of the environment they were working in and how it influences their income generating activities. The facilitators emphasized on the importance of understanding the business environment as it has implications in terms of compliance (eg. On business licences, protection of forests etc), business environment also provides a lot of business opportunities. Another presentation was on the importance of planning and having a long term orientations. According to the Participants presentations it was revealed that most of the businesses operate without having even a simple plan that can be used to assess their performance. It was further revealed that the existing businesses are continuously financed by the owner from farm sales and therefore underfinanced. There was no separation between the business and the owner. Facilitators exposed the participants to the realities of businesses where there is separate entity concept. The facilitators stressed that although it is a challenge the participants need to strive to operate their income generating activities as real businesses.
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The issue of business leadership was then discussed at length. Business leadership skills were very interesting to the participants where they compared with political leadership. They concluded that in their villages the selection of leaders in not based on these qualities, instead it is based on family leadership history. They promised that after this course they will elect a leader who is enterprising like Mr. Mbogoro (from the case study) DAY 3 The recap of day 2 was presented by the Secretary with few amendments. Two topics were presented. The main issue covered on this day centered on understanding the market and customers’ requirements. Participants discussed on the 4Ps (place, promotion, pricing and placement) of marketing and their importance in increasing the volume of sales. The principles of customer care were thoroughly discussed. The discussions were extremely relevant particularly to service providers such as food vendors (mama lishe). Sharing their experience, they said they were having a lot of problems on dealing with some customers who were very problematic; however they now have understood that they need to find a good way of communicating to them because without customers there is no business. It was also observed that people don’t realize the importance of promoting what they sell, for example there are some women who keep their basket which are meant for sale without telling anybody that they are for sale! As a result they become spoilt before sale and as a result they fetch very low prices. Indeed the participants agreed that Rufiji District has many unexploited business opportunities, what is required is for people to change their mindset and become proactive and customer oriented. DAY 4 The day started with the recap of previous day. The day’s topic was record keeping. When asked whether they keep records of their business activities majority reported not to have any record of whatsoever. Only two of the participants reported to keep incomplete records. While some attributed this to lack of business skills, others attributed this to micro nature of their businesses. So the facilitators emphasized the importance of keeping records, participants were reminded of the Swahili saying “mali bila daftari hupotea bila habari”. Examples of records that need to be kept include that of debtors, cash, sales, revenue and expenditures and creditors. It was also explained that sometimes business people fail to get financial support due to lack of proper records. The facilitators used one participant’s business to explain the difference between direct costs and indirect costs, as well as how one determines profit. It further disclosed the importance of record keeping to every transaction carried out by the business for the purpose of controlling the unnecessary costs. Then participants were explained on how to set prices. It was emphasized that price need to cover all 12
the direct costs as well as indirect costs, however it is critical to be efficient so as to reduce the indirect costs in order to remain competitive. Participants were also discouraged to sell below the market price in order to compete because in most cases by doing that one will be selling at a loss! So it is very important for one to understand the production costs before setting price. The issue of who sets the price for farm produce was thoroughly discussed and participants blamed the brokers who set the price instead of the producers. From these discussions it was noted that the farmers have not organized themselves to have a common price. Participants were then given group exercises to work on short cases aimed at enabling them to record transaction and determine selling price as well as profit/loss. DAY 5 The recap of day 4 was presented by the secretary and discussed by participants. As for presentations this day was dedicated to discussions on working capital management. It was explained that many businesses, large or small fail in business as a result of inadequate working capital management. Working capital includes all current assets as well as current liabilities. So presentations were on how to manage cash and stock, management of debtors, and management of creditors. The participants were reminded of the need of distinguishing personal assets and liabilities from business assets and liabilities. In additions sources of finance were discussed. Challenges faced by business operators in accessing finance from the financial institutions were discussed. None of the participants had accessed loan from the financial institution with the exception of the newly VICOBA introduced recently. They reported to be afraid of getting loan due to some bitter experience from FINCA who ceases their home assets on loan default. Again it was interesting to hear that they keep their extra money to individual traders, with/without proper contract/documents and without earning any interest. By doing this they were actually providing the working capital to these traders. Participants were therefore urged to make use of the Village Community banks (VICOBA), Savings and Credit Cooperative Societies (SACCOS) available and to save money instead of keeping in their homes as majority are used to do. Risks of holding too much cash was discussed in depth and participants saw the importance of having SACCOs or VICOBA in each village. The session ended at 5pm.
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DAY 6
3.3.4.Key Learning Points
The day started by a discussion of the key learning points from the workshop where each participant was asked to say what he/has learnt from the six-day workshop. The following list provides for some learning points mentioned by participants: • • • • • • • • • • • • • To be hard working and enterprising To be innovative in our business so as to be competitive To have vision and plans Importance of keeping business records Importance of strategies of getting and maintaining customers Importance of managing working capital Having good customer care Separation of business transactions from personal transactions Importance of understanding the environment in which one works in Importance of understanding your market and your customer How to set price Managing and recording costs Importance of saving and borrowing
3.4. Way Forward and Action plan
Generally participants appreciated the course very much and promised to try to change the way they have been doing business. In order to ensure that participants implement what was taught and learnt from the workshop, it was agreed that each participant will be sensitizing others about enterprising behavior starting from his/her own household. It was further agreed to have an action plan which can be used by IUCN to monitor and evaluate. The action plan is as follows:
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AGREED ACTION PLAN
s/n Activity Responsible 8 1 Return to village and sensitise community Hassan Makangila (Mtanza Msona), Zulfa Ndambwe (Muyuyu), Omari Mnyungu (Mkupuka); Jumapili O. Ngandae (Rwaruke); Omari Ndete and Amri Ugama (Umwe) Hassan Makangila (Mtanza Msona), Zulfa Ndambwe (Muyuyu), Omari Mnyungu (Mkupuka); Jumapili O. Ngandae (Rwaruke); Omari Ndete and Amri Ugama (Umwe) Hassan Makangila (Mtanza Msona), Zulfa Ndambwe (Muyuyu), Omari Mnyungu (Mkupuka); Jumapili O. Ngandae (Rwaruke); Omari Ndete and Amri Ugama (Umwe) 9 2009 10 11 12 1 2 3 2010 4 5 6 7
2
Improvement of individual businessess
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To become enterprising and be a role modal in villages
3.4.1 Performance Indicators for the Action Plan
The following indicators will be used to follow up performance in the aforementioned activities: • Increased number of new businesses/income generating activities • Increased number of income generating activities who keeps proper records • Increased number of businesses displaying their products in the villages • Increased number of members in VICOBA 15
• • • •
Number of sensitization meeting conducted Selection of enterprising local government leaders More motivated and hardworking people Number of village leaders coming from the participants
3.5
Course Evaluation
Another activity was to do the course evaluation for the purpose of determining the level of appreciation of the course. Finally, the participants received certificates of participation as a mark of ending the course. The course was evaluated in two ways. First, the participants were requested to complete an end of course evaluation form, rating their satisfaction with the different aspects of the course on a 4-point scale. Secondly, participants were asked to indicate the three best and three worst things about the course. The results are as follows: Item Strongly Agree Disagree Strongly Agree disagree Training course was handed with no 89% 11% problems Materials were provided in time 80% 20%
The room was well arranged Ways and Materials presented adequate and up to standard Presentations were up to standard
86%
were 89%
14% 11% 14 % 11% 14 % 11% 14 % 14 %
86% 89%
The training was relevant to my business
Topics discussed were useful
86% Discussions and facilitators experience 89% were useful My expectation were met 86%
The training was relevant to my
86%
Generally, the evaluation was ranked very well by the participants in almost all aspects as they were satisfied with training venue, training preparation, handouts and facilitators training methodology. However it should be noted that the evaluation forms were filled only by those who could write, four participants did not fill the forms. The most frequent mentioned three best things about the training as mentioned by the participants are: • It was good to understand the meaning of entrepreneurship • It was good to understand the business environment • It was good to understand Cash management 16
• • • •
It was good to understand the importance of business planning It was good to understand the killer of your business It was good to understand the market of the business It was good to learn about business record keeping
The most frequent reported three worst things about the training as mentioned by participants were as follows: • The training period was limited • The food provided sometimes was unwell cooked • Per diem provided was not sufficient Other Comments about this training • UDEC to plan another time to do an evaluation on our progress • The training is better if is disseminated to others (villagers) and our leaders by UDEC • IUCN to monitor the agreed action plan. • The course was very good, thank you IUCN and UDEC
4.
CONCLUSION AND RECOMMENDATIONS
IUCN initiative on facilitating the communities in their income generating activities is commendable, and this training was timely as the communities have just formed their production groups so what was missing was business skills training. It is the UDEC’s expectation that this training will trigger some behavior change and have positive attitude towards their income generating activities. However, we recommend that in future participants selection need to be well thought out, the ones who are selected need to be able to disseminate the trained issues to the rest of the community. As for entrepreneurship awareness creation village leaders are well placed to disseminate this to many people during the course of doing their duties. So we recommend entrepreneurship awareness training to be imparted to the village leaders. It is also emphasized that IUCN should follow up on the implementation of the action plan agreed by the participants so as to evaluate the impact of this workshop.
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ANNEXES
ANNEX 1: Lists of Respondents to the Capacity Gaps Analysis HALMASHAURI YA SERIKALI YA KIJIJI CHA MKUPUKA WAJUMBE WALIOHUDHURIA KATIKA KIKAO MAALUMU TAREHE 15/7/2009 JINA LA MJUMBE CHEO/WADHIFA Mohamed A. Libungwele Mwenyekiti wa kijiji Omari S. Ngaima Mwenyekiti wa kijiji Abdallah Waziri Mwongelele Mwenyekiti kikundi cha kuku Mwanahawa A. Kinjwamu Mweka Hazina Mazingira Hamina Saidi Michinga Mjumbe Hamina Msham Ndegwike Mjumbe Ally Hemedi Lipembe Mwenyekiti Mazingira Ashura A. Jongo Mjumbe Sofia L. Diwani Mwenyekiti Nyuki Omari A. Mnyungu Katibu /Kuku Juma R. Mnyungu Mjumbe Rashidi A. Manuu Mjumbe Hussein O. Soro Katibu Mazingira Dogo Athuman Askari Mariam M. Ungando Mjumbe Hadija N. Mnongeleze Mjumbe Asia M. Mshamu Mjumbe Mariam R. Mminge Mjumbe Athumani Omari Sobo Skauti Shabani K. Mbulu VEO Zaituni O. Kitika Mjumbe Hashimu A.Uppo mjumbe Saidi A. Mandoti Mjumbe Hemedi M. Lipembe Mjumbe Husein S. Kiboko Mjumbe Moza O. Mndundu Mjumbe Hassani H. Akili Mjumbe
UMWE CENTRE S/NO 1 2 3 4 5 6 7 8 JINA LA MJUMBE Kaimu H. Mkwanywe Muharami Ally Kwangaya Mariamu sefu Mkangama Kasimu Omari Makongwa Tano Mussa Manjenga Juma M. Mkwanywe Bure O. Ngasinda Mwajia M. Mnema CHEO Mwenyekiti Katibu Kijiji Mjumbe Mjumbe Mjumbe Katibu Mjumbe Hazina
S/NO 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
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9 10
Asha R. Msembelu Ashura J. Bumbo MTANZA MSONA
Katibu mwenyekiti
S/NO 1 2 3 4 5 6 7 8 9
JINA LA MJUMBE Masengo A. Kopa Abdallah S. Selelani Khadija Kopa Pili H. Kirungi Juma M. Nduli Juma O. Sitili Kulwa A. Mbonde Safina S. Msongolo Mwajuma M. Ausi KIJIJI CHA MUYUYU
CHEO Nyuki Nyuki Ususi Nyuki Mazingira Mwenyekiti Kijiji Mazingira Mazingira Mazingira
S/NO 1 2 3 4 5 6 7 8 9 10
JINA LA MJUMBE Haji Mtoteke Athumani Matambi Zulfa Ndambwe Rashidi Pwambo Mohamedi Mwingo Shamte Ndambwe Rashida Meza Mwajuma Mwami Adam Kitepe Alafa Mpendu
CHEO VEO Kaimu Mwenyekiti Mjumbe Mjumbe Mjumbe Mjumbe Mjumbe Mjumbe Mjumbe mjumbe
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ANNEX 2: LIST OF PARTICIPANTS RUFIJI, PWANI TAREHE 03-08-09
S/N 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 NAME Siasa Kassimu Salanga Abdalah Selemani Sharifa Sultani Zulfa Ndambwe Mohamed Bwima Anifa Musa Ndambwe Tumu Shabani Fatuma Abdalah Dina Mwajabu Abdalah Sofia Lihaji Diwani Tatu H.Njukute Moshi A.Kibope Semen Ally Hassani Makangila Jabu A.Mpushe Zainabu Mpondo Mariam Rashid Zawadi Salaga Moshi Mnete Mwanaid S.Zowo Asia Ndengwite Khadija Kopa Omari Ndete Asma Amir Amri Ugama Khamis Rahisi Ashura Bakari Mariam Mkangama Ashura Bumbo Amina Kiongoli Jumapili O.Ngandae Sharifa A.Mchochori Omari Mnyungu Ernest Michael Makilikila Rose Bisaku Masiaga TYPE OF BUSINESS Knitting and paddy farming Frying Fish Mamalishe+Bee keeping Poultry farming Poultry farming+Bee keeping Mamalishe Bee keeping Knitting Knitting + Food vendor Bee keeping+Vitenge Mama Lishe Poultry +duck farming Food vendor Petty trader Food vendor Poultry farming Food vendor Food vendor Maize and paddy farming Maize and paddy farming Frying cassava Maize + paddy farming +knitting Soft drinking Knitting +paddy farming Shop Poultry +Paddy farming Vitenge+ charcoal Bee keeping +knitting Food vendor Bee keeping Maize and cassava farming Food vendor Poultry Farming Cooperative Officer, Rufiji District Community Dev Officer, Rufiji District VILLAGE Umwe Centre Mtanzamsona Muyuyu Muyuyu Mangwi Muyuyu Rwaruke Rwaruke Rwaruke Mkupuka Mangwi Umwe Center Umwe North Mtanzamsona Umwe Centre Muyuyu Mkupuka Umwe-south Umwe-North Mtanzamsona Mkupuka Mtanzamsona Umwe-south Mangwi Umwe-south Mangwi Umwe-south Umwe-center Umwe-Center Umwe-North Rwaruke Rwaruke Mkupuka Utete Utete
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ANNEX 3: MADA ZA MAFUNZO YA UJASIRIAMALI- RUFIJI, PWANI TAREHE 03-08-09
S/N
MUDA 2.30-3.00 3.00-4.30 4.30 -5.00 5.00-7.00 7.00-8.00 8.00-9.30 9.30-10.30
MADA KUU Kuwasili na kujiandikisha Ujasiriamali na tabia ya kijasiriamali Chai - Mapumuziko Jinsi ya kujenga tabia za kijasiriamali Chakula cha Mchana Umuhimu wa kuwa na mtazamo wa mbali katika biashara Kutambua na kutumia fursa bunifu za biashara
WAHUSIKA Wanasemina wote Mwezeshaji na Wanasemina WOTE Mwezeshaji na Wanasemina WOTE Mwezeshaji na Wanasemina Mwezeshaji na Wanasemina Mwezeshaji na Wanasemina WOTE Mwezeshaji na Wanasemina WOTE Mwezeshaji na Wanasemina Mwezeshaji na Wanasemina WOTE Mwezeshaji na Wanasemina WOTE Mwezeshaji na Wanasemina Mwezeshaji na Wanasemina
SIKU YA 1 03/08/09 SIKU YA 2 04/08/09 SIKU YA 3 05/08/09
2.30-4.30 4.30-5.00 5.00 -7.00 7.00-8.00 8.00-10.30
Kuelewa mazingira ya biashara yako Chai - Mapumuziko Kupanga mipango ya biashara Chakula cha Mchana Kupanga mipango ya biashara
2.30 -4.30 4.30 -5.00 5.00-7.00 7.00-8.00 8.00-10.00
Kulielewa soko la biashara yako Chai - Mapumuziko Mikakati ya kupata soko Chakula cha Mchana Jinsi ya kuboresha huduma kwa wateja
10.00 -10.30 Kupanga kazi zako
21
MADA ZA MAFUNZO YA UJASIRIAMALI- RUFIJI, PWANI TAREHE 03-08-09 2.30-4.30 Mwezeshaji na Kuweka kumbukumbu za biashara Wanasemina 4.30 -5.00 Chai - Mapumuziko WOTE Kutambua gharama zako na kupanga bei Mwezeshaji na 5.00-7.00 Wanasemina 7.00-8.00 Chakula cha Mchana WOTE Kumbukumbu za kukuwezesha kutambua Mwezeshaji na 8.00-10.30 faida au hasara katika biashara yako Wanasemina 2.30-4.30 4.30 -5.00 5.00-7.00 7.00-8.00 8.00-11.00 Kusimamia mtaji wa uendeshaji katika biashara Chai - Mapumuziko Kusimamia mtaji wa uendeshaji katika biashara Chakula cha Mchana Vyanzo vya Mitaji na Jinsi ya Kupata Mtaji Mwezeshaji na Wanasemina WOTE Mwezeshaji na Wanasemina WOTE Mwezeshaji na Wanasemina Mwezeshaji na Wanasemina Mwezeshaji na Wanasemina Mwezeshaji na Wanasemina WOTE Mwezeshaji na Wanasemina WOTE
SIKU YA 4 06/08/09 SIKU YA 5 07/08/09 SIKU YA 6 08/08/09
2.30-3.00 3.00 -3.30 3.30-4.30 4.30-5.00 5.00-6.00 6.00-7.00
Mujumuisho ya Mafunzo Mambo ya kufanya baada ya mafunzo TATHIMINI YA MWISHO YA MAFUNZO Chai - Mapumuziko KUFUNGA MAFUNZO RASMI Chakula cha Mchana
MWISHO WA MAFUNZO RASMI
22
doc_913737509.pdf
Skills management is the practice of understanding, developing and deploying people and their skills. Well-implemented skills management should identify the skills that job roles require, the skills of individual employees, and any gap between the two.
TANZANIA COUNTRY OFFICE
TRAINING ON ENTREPRENEURSHIP AND BUSINESS MANAGEMENT SKILLS FOR SELECTED VILLAGERS IN RUFIJI
August 2009
University of Dar es Salaam Entrepreneurship Centre (UDEC) P. O. Box 110099, DAR ES SALAAM
ACKNOWLEDGEMENT I would like to thank IUCN-Tanzania Country office who entrusted the University of Dar es Salaam Entrepreneurship Centre (UDEC) to run the Entrepreneurship and Business management skills training to selected villagers in Rufiji District. Special thanks go to Ms. Grace Tete who tirelessly made all the arrangements that enabled us to conduct the capacity needs assessment in time. Mr. Mutunda was extremely resourceful before and after the training, he displayed an excepteional sense of commitment and dedication by attending the training in full.
Dr. Mariam Nchimbi Director UDEC
i
TABLE OF CONTENTS
ACKNOWLEDGEMENT ....................................................................................................................i LIST OF ABBREVIATIONS .......................................................................................................... iii 1. INTRODUCTION ...................................................................................................................... 1
1.1 1.2 Background Information....................................................................................................... 1 Scope of Work ...................................................................................................................... 1
2.
CAPACITY GAPS ANALYSIS OF VILLAGES INVOLVED IN THE IUCN PROJECT 2
2.1 Objectives of the capacity needs assessment ........................................................................ 2 2.2 2.3 2.3.1 2.4 2.4.1 Methodology ......................................................................................................................... 2 Findings from the Capacity Needs Assessment .................................................................. 2 Profile of Respondents ..................................................................................................... 2 Conclusions and Implication for Training ............................................................................ 5 The Training Programme .................................................................................................. 6
3.
THE TRAINING REPORT...................................................................................................... 8
3.1 3.2 3.3 3.3.1 3.3.2 Training Objective ................................................................................................................ 8 Training Methodology .......................................................................................................... 8 TRAINING PROCEEDINGS ..................................................................................................... 8 Opening ............................................................................................................................. 8 Introductions .................................................................................................................... 8
3.3.3 Presentations and Discussions ................................................................................................ 9 3.3.4.Key Learning Points................................................................................................................ 14 3.4. 3.4.1 3.5 Way Forward and Action plan............................................................................................ 14 Performance Indicators for the Action Plan ................................................................. 15 Course Evaluation ............................................................................................................... 16
4. CONCLUSION AND RECOMMENDATIONS...................................................................17 ANNEXES ..........................................................................................................................................18
ii
LIST OF ABBREVIATIONS
CBOs FDC IGAs IUCN NGOs SACCOS SWOT UDEC VICOBA
Community Based Organizations Fork Development College Income Generating Activities International Union for Conservation of Nature Non Governmental Organizations Savings and Credit Cooperative Societies Strenghths, Weaknesses, Opportunities and Threats University of Dar es Salaam Entrepreneurship Centre Village Community Banks
iii
1.
1.1
INTRODUCTION
Background Information
International Union for Conservation of Nature (IUCN-Tanzania) is undertaking a project on Strengthening Vision for Better Choices. This project targets three broad categories of stakeholder groups (government, line departments, parliamentarians, local authorities and the judiciary; civil society that including NGOs, CBOs and forest-dependent communities; and the private sector: particularly timber companies), and aims at promoting the development of improved forest governance arrangements. The project also intends to pilot test innovative approaches to overcoming these obstacles; enhance the capacity of key stakeholders to implement forest governance reforms; and disseminate the lessons learned at national, regional and global levels. In doing so, the project is working with communities to carry out natural resources based micro project. A number of community’s group projects exist, but their performance leaves a lot to be desired. It has been observed that there are entrepreneurial and project management knowledge and skill gaps. The project needs to intervene to improve this aspect. The aim of this intervention is to support communities to improve livelihoods from forest related; conservation based activities so that they sustainably manage the village’s forest reserves of Ngumburuni and Mtanza Msona Villages. In order to attain this objective, IUCN sought the services of the University of Dar es Salaam Entrepreneurship Centre (UDEC) to conduct the assignment of training the community in entrepreneurship. This document presents UDEC’s report on the assignment.
1.2
Scope of Work
The assignment involved three main interrelated tasks. First was to assess the communities’ capacity in running and managing the existing income generating activities. Second from the identified capacity gaps, to design appropriate training programme that will help the communities to improve their entrepreneurial, organizational and project management (including financial management) skills and third to actually conduct/deliver the training to communities around Ngumburuni and Mtanza Msona Forest Reserve. This document provides the report of all tasks undertaken in the assignment. It starts by reporting the findings from the skills gap analysis followed by the report on the training that was delivered for six days between 3rd August and 8th August 2009.
1
2. CAPACITY GAPS ANALYSIS OF VILLAGES INVOLVED IN THE IUCN PROJECT
This section reports on the capacity gaps analysis exercise that was conducted in selected villages under the project. The section details the objective of the assignment, methodology employed to conduct the assignment and discusses the findings and their implications.
2.1 Objectives of the capacity needs assessment
The overall objective was to assess the communities’ capacity in running and managing their income generating activities in order to design appropriate training programme that will help the communities improve their entrepreneurial, organizational and project management (including financial management) skills.
2.2
Methodology
As it was not possible to visit all the eight villages involved in the IUCN project. Four villages were selected randomly – these include Mtanza Msona, Mkupuka, Umwe and Muyuyu villages. Data was collected using focus group discussions with selected members of villages. These included the top management of the village (Village Chairperson and Village executive officer), members of the village environmental committee, production groups such as beekeepers and poultry farmers groups. The discussions aimed at uncovering their motivation and general entrepreneurial indications, as well as strengths, weaknesses opportunities and threats (SWOT) of individuals and their income generating activities (IGAs). The aim of the discussions was to not only assess the skills needs but also enable the trainer to design the training programme and determine the preferred pitch of the training.
2.3
Findings from the Capacity Needs Assessment
2.3.1 Profile of Respondents
A total of 56 respondents were interviewed in the four villages visited (see the attached list of respondents in annex 1) of which 40% were female respondents. All respondents reported to be involved in subsistent farming as their main livelihood activity. To complement this majority are engaged in some income generating activities. The income generating activities are informal and micro and were motivated by the urge to make a living. They operate from home or locations not legally recognised; are owned by individuals, family and mostly exploit family labour. Some operate in groups. As is the case for majority of communities in rural Tanzania, the respondents were found to have low level of formal education as well as inadequate knowledge of available business opportunities in the environment. 2
Type of activities engaged include furniture making, selling of fish (fresh or fried), selling doughnuts, small shops, selling local brew, beekeeping, vegetable selling, selling meat, food vending (mostly mama lishes), selling charcoal, furniture making, selling chicken, vegetable farming along the Rufiji river basin, etc. It was also revealed that in some cases the production groups (eg. beekeepers in Muyuyu) have just been formed and they were in the process of initial preparations, they have not yet experienced the selling process. 2.3.2 Performance of existing IGAs A discussion on performance of the income generating activities revealed inadequate performance in many respects.These activities are done on a limited scale, informal and are petty. These activities therefore, have been reported not to change the lives of the communities in question, making most villages to be economically inactive. No respondent had undergone any course related to small business management or entrepreneurship. Of those few who reported to have attended training, the training was either on environmental management or technical skills such as farming, beekeeping and the like, without learning some business skills. Majority of the respondents had primary education and some are primary school dropouts. Very few were seen to be proactive and motivated. Majority were passive and could not contribute much in the discussions without being probed consistently. We did not find major differences in terms of gender as far as partipation is concerned. It was observed that, villagers of Mkupuka, Umwe, Mtanza Msona and Muyuyu face almost similar problems on the issues of the entrepreneurship and business management. By using a SWOT Analysis tool, the following are general observations as captured from the discussions between the consultant and villagers: Strengths • Expertise on the poultry farming, beekeeping, mats and basket weaving, charcoal processing, agriculture and carpentry from the training which they have already received. • Willingness and motivation of some villagers to start income generating activities
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Weaknesses • They are found to concentrate in certain trades therefore leading to selfdestructive competition. The villages also have limited access to organised markets (gulio) due to poor infrastructure • Lack of competence: majority of income geration operations are run by people who lack proper education background and business experience. Entrepreneurship training has not yet been introduced in the formal schooling system • Lack of entrepreneurial behaviours among villagers, this behaviour is very critical for success of any activity but extremely important when running a business. This limits their ability to see and seize business opportunities. • Lack of business skills including marketing, operations and business management. • Inadequate recordkeeping practice for a majority of operators. In most cases there is no distinction between business income or assets and personal assets or income. • High local competition because of production and selling of homogeneous products amongst the villagers. • Group projects are still at infant stage- beekeepers of Muyuyu were in their early stages of putting up the beehives • Poor cooperation between the group members resulting from inadequate group management Opportunities • Abundant natural resources surrounding the villages which can be used subject to existing regulations • Businesses related to forest products Ø Charcoal making, Ø Making mats and baskets, Ø Timber and related product like furniture making Ø Beekeeping • Business related to agricultural Ø Food products like rice, cassava, maize, Ø Commercial products like sim-sim • Businesses related to fishing Rufiji river and small lakes Ø Selling fresh fish Ø Selling smoked/fried fish Ø Horticulture • Poultry farming (selling local chicken and eggs) • Carbon dioxide forest trading: the world is prepared to pay the developing countries on carbon which have been restored in the forest in order to reducing emission of the carbon dioxide and other greenhouses gases in order to reduce global warming. This is an opportunity to communities surrounding forest reserve, eg Mbuyuni and Mtanza Msona, which will
4
enhance sustainable forestry governance and sustainable income generating activities. Threats • Poor Infrastructure especially transport systems for interior villages like Mtanza Msona • Traditions and Customs that are not entrepreneurial • Low purchasing power of the community that reduces the chances of selling to the local market • Lack of capital/access to credit: this was reported to be a problem both at start up and for working capital. The nearest commercial bank was reported to be in Kibiti, which is too far from villages like Mtanza Msona. In addition commercial banks were considered not to be a good source of financing these income generating activities due to difficulty conditions such as overemphasis of collateral and business licences. It should be recalled that micro and small businesses (MSEs) are normally considered by the formal financial institutions as being risky, and sometimes the finances allocated to MSEs are used in other priorities. There were no microfinance institutions operating in the villages but there were few SACCOS which were reported to have limited membership as well as loan fund. • Weak physical and business support infrastructure: the weakness of the infrastructure such as telecommunication, transportation, business warehousing, etc represent additional barrier to both entry and growth.
2.4
Conclusions and Implication for Training
As it can be seen, the villages are surrounded with the environment that has many business opportunities. However majority are not able to identify and seize these opportunities due to capacity as individuals as well as existing challenges from the environment. Although some of the challenges and weaknessess can be addressed by a training program, some of the challenges will not be alleviated by training. They need other interventions to enable the communities improve their income generating activities. These challenges are as follows; v Provision of Capital v Bureaucracy on licensing issuing, v Banking services especially on the borrowings. v Poor Infrastructures especially transport systems for interior villages like Mtanza Msona v Weak business support services
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2.4.1 The Training Programme
From the observations, the training was proposed to cover the following contents in order to fill the entrepreneurial and business project management skills gap to the communities. Topic Main issues
Entrepreneurship and how What is entrepreneurship? to build entrepreneurship Who is an entrepreneur, culture Qualities of entrepreneurship How to build the entrepreneurship culture Business Idea and the Sources of business ideas importance of strategic Screening business and viable ideas vision in the business Importance of setting short term, medium and longterm goals Qualities of good objectives Business Environment Understanding of the term environment Understanding of the term business environment Issue of internal and external environment that affect either positively or negatively the business development. Understanding the concept of a market Understanding the concept of a marketing The differences between a market and marketing Understanding of the importance of 4Bs of marketing Who is a leader Qualities of the good leader How to lead the income generating groups How to link and involve the group members and projects Understanding the importance of customer care services to the business development Importance of the customers to the business Values of the customer care services The general understanding the importance of business planning How to achieve the set objectives through the use of Action Plan
Market and marketing
Leadership Skills
Customer Care services
Business Planning
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Business Records
Understanding various types of business records Determine types of costs of the business Preparation of Profit and Loss Statement under given period of time Discussion on how the realized profit is apportioned Understanding of working capital management and its variables ( Cash, Stock, Debtors, and Creditors) and how they relate to each other Reasons for holding reasonable cash in the business Sources of capital to finance the business Challenges to the entrepreneurs in access finance from the financial institutions.
Financial Management
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3.
THE TRAINING REPORT
This section provides the report on a six-day entrepreneurship skills training workshop that was conducted at Ikwiriri FDC conference hall from 3rd august to 8th august 2009.
3.1
Training Objective
The main objective of the training was to provide entrepreneurship and management training to the selected participants from eight villages that the I.C.U.N covers in its project. The training intervention was sought to be one of the solution towards forest conservations as members were expected to play a big role in implementing their projects entrepreneurially, hence improving their well-being.
3.2
Training Methodology
Being an adult training, the training was very participatory. Various methods were used including group discussions and presentations, experience sharing. The training was largely highly participatory with very short presentations from the facilitators. This method aimed to enhance participants level of understanding.
3.3
DAY 1
TRAINING PROCEEDINGS
3.3.1 Opening
The training was officially opened at around 0900hrs by the IUCN coordinator Mr. Mutunda who introduced the facilitators from the University of Dar es Salaam Entrepreneurship Centre (UDEC) that will be involved in the course for six days. He urged the participants from eight villages to participate actively as they are expected to replicate the same knowledge to other villagers who could have an opportunity to such training. He further welcomed Dr. Mariam Nchimbi the Director, UDEC who is also the facilitator to talk to the participants.
3.3.2 Introductions
After the opening remarks, Dr. Nchimbi introduced the other facilitators as Mr. Richard Jackson and Mr. Deo Mahangila. In addition participants were asked to introduce themselves by mentioning their names, their village, type of business, and challenges faced in their businesses. This was done so as to update the gaps determined during the training needs assessment exercise which did not involve all the eight villages. Basically the course attracted a total of 35 participants1 (including
1
List of participants appended as annex 2
8
two from the district council- the Rufiji District Cooperative Officer and the Rufiji District Development Officer). The list of names of participants and their respective businesses is appended. The following are the additional challenges mentioned by participants: • Theft of the beehives • Inadequate skills of keeping the bees in the beehives • Lack of markets • Competition arising from selling similar products Next activity was the election of group leadership that was to be responsible for all matters pertaining the training during the training period. The following were selected: • Chairman -Mr. Moshi A. Kibope • Secretary -Mr. Amri Ugama • and the Time keeper-Mrs. Siasa K. Salaga. Then, the course objectives and methodology were presented. The workshop agenda was presented as;
3.3.3 Presentations and Discussions
The first session started with the discussion on the concept of entrepreneurship. Participants were given an opportunity to brainstorm and discuss the concept of entrepreneurship. This discussion was led by the following questions; • What is entrepreneurship and entrepreneurial capacity? • How does it relate to starting and operating businesses? • How does it relate to success in any endeavor? Following the discussion on the concept of entrepreneurship it was observed that “Entrepreneurship is a way of thinking, reasoning, and acting that result in the creation, enhancement, realization, and renewal of value for an individual, group, organization, society, etc” Various general enterprising tendencies were observed. These tendencies include; • High need for achievement • Innovation • Independence and Autonomy • Willingness to take calculated/reasonable risks • Drive and determination It was noted that the to be entrepreneurial implies to be; • Innovative • Pro-active • Independent • Risk-taking/daring (reasonable, calculated) • Strategic • Determined/Persevering 9
•
Achievement-oriented/ambitious
After that, participants were asked to read the two cases given (Entrepreneurial Poultry Keeper and Entrepreneurial Village Executive Officer) and to identify five General Enterprising Tendencies (GETs) among each of the stories. Based on the cases the following enterprising tendencies were identified; • Selling/lobbying • Achievement • Confidence • Initiative • Perseverance/determination • Strategic • Vision • Problem solving • Daring /risk taking • Social responsibility • Creativity and innovation • Opportunity identification • Networking • Flexibility • Information seeking and use • Open minded • Hardworking • Independent minded • Self awareness • Trainer
Dr. Mariam Nchimbi emphasizing a point during the training
10
Trainees following a group presentation
DAY 2 The day started with the presentation by the Secretary of what was covered in the previous day. This was followed by a presentation on the business environment. It was observed that majority were not conscious of the environment they were working in and how it influences their income generating activities. The facilitators emphasized on the importance of understanding the business environment as it has implications in terms of compliance (eg. On business licences, protection of forests etc), business environment also provides a lot of business opportunities. Another presentation was on the importance of planning and having a long term orientations. According to the Participants presentations it was revealed that most of the businesses operate without having even a simple plan that can be used to assess their performance. It was further revealed that the existing businesses are continuously financed by the owner from farm sales and therefore underfinanced. There was no separation between the business and the owner. Facilitators exposed the participants to the realities of businesses where there is separate entity concept. The facilitators stressed that although it is a challenge the participants need to strive to operate their income generating activities as real businesses.
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The issue of business leadership was then discussed at length. Business leadership skills were very interesting to the participants where they compared with political leadership. They concluded that in their villages the selection of leaders in not based on these qualities, instead it is based on family leadership history. They promised that after this course they will elect a leader who is enterprising like Mr. Mbogoro (from the case study) DAY 3 The recap of day 2 was presented by the Secretary with few amendments. Two topics were presented. The main issue covered on this day centered on understanding the market and customers’ requirements. Participants discussed on the 4Ps (place, promotion, pricing and placement) of marketing and their importance in increasing the volume of sales. The principles of customer care were thoroughly discussed. The discussions were extremely relevant particularly to service providers such as food vendors (mama lishe). Sharing their experience, they said they were having a lot of problems on dealing with some customers who were very problematic; however they now have understood that they need to find a good way of communicating to them because without customers there is no business. It was also observed that people don’t realize the importance of promoting what they sell, for example there are some women who keep their basket which are meant for sale without telling anybody that they are for sale! As a result they become spoilt before sale and as a result they fetch very low prices. Indeed the participants agreed that Rufiji District has many unexploited business opportunities, what is required is for people to change their mindset and become proactive and customer oriented. DAY 4 The day started with the recap of previous day. The day’s topic was record keeping. When asked whether they keep records of their business activities majority reported not to have any record of whatsoever. Only two of the participants reported to keep incomplete records. While some attributed this to lack of business skills, others attributed this to micro nature of their businesses. So the facilitators emphasized the importance of keeping records, participants were reminded of the Swahili saying “mali bila daftari hupotea bila habari”. Examples of records that need to be kept include that of debtors, cash, sales, revenue and expenditures and creditors. It was also explained that sometimes business people fail to get financial support due to lack of proper records. The facilitators used one participant’s business to explain the difference between direct costs and indirect costs, as well as how one determines profit. It further disclosed the importance of record keeping to every transaction carried out by the business for the purpose of controlling the unnecessary costs. Then participants were explained on how to set prices. It was emphasized that price need to cover all 12
the direct costs as well as indirect costs, however it is critical to be efficient so as to reduce the indirect costs in order to remain competitive. Participants were also discouraged to sell below the market price in order to compete because in most cases by doing that one will be selling at a loss! So it is very important for one to understand the production costs before setting price. The issue of who sets the price for farm produce was thoroughly discussed and participants blamed the brokers who set the price instead of the producers. From these discussions it was noted that the farmers have not organized themselves to have a common price. Participants were then given group exercises to work on short cases aimed at enabling them to record transaction and determine selling price as well as profit/loss. DAY 5 The recap of day 4 was presented by the secretary and discussed by participants. As for presentations this day was dedicated to discussions on working capital management. It was explained that many businesses, large or small fail in business as a result of inadequate working capital management. Working capital includes all current assets as well as current liabilities. So presentations were on how to manage cash and stock, management of debtors, and management of creditors. The participants were reminded of the need of distinguishing personal assets and liabilities from business assets and liabilities. In additions sources of finance were discussed. Challenges faced by business operators in accessing finance from the financial institutions were discussed. None of the participants had accessed loan from the financial institution with the exception of the newly VICOBA introduced recently. They reported to be afraid of getting loan due to some bitter experience from FINCA who ceases their home assets on loan default. Again it was interesting to hear that they keep their extra money to individual traders, with/without proper contract/documents and without earning any interest. By doing this they were actually providing the working capital to these traders. Participants were therefore urged to make use of the Village Community banks (VICOBA), Savings and Credit Cooperative Societies (SACCOS) available and to save money instead of keeping in their homes as majority are used to do. Risks of holding too much cash was discussed in depth and participants saw the importance of having SACCOs or VICOBA in each village. The session ended at 5pm.
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DAY 6
3.3.4.Key Learning Points
The day started by a discussion of the key learning points from the workshop where each participant was asked to say what he/has learnt from the six-day workshop. The following list provides for some learning points mentioned by participants: • • • • • • • • • • • • • To be hard working and enterprising To be innovative in our business so as to be competitive To have vision and plans Importance of keeping business records Importance of strategies of getting and maintaining customers Importance of managing working capital Having good customer care Separation of business transactions from personal transactions Importance of understanding the environment in which one works in Importance of understanding your market and your customer How to set price Managing and recording costs Importance of saving and borrowing
3.4. Way Forward and Action plan
Generally participants appreciated the course very much and promised to try to change the way they have been doing business. In order to ensure that participants implement what was taught and learnt from the workshop, it was agreed that each participant will be sensitizing others about enterprising behavior starting from his/her own household. It was further agreed to have an action plan which can be used by IUCN to monitor and evaluate. The action plan is as follows:
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AGREED ACTION PLAN
s/n Activity Responsible 8 1 Return to village and sensitise community Hassan Makangila (Mtanza Msona), Zulfa Ndambwe (Muyuyu), Omari Mnyungu (Mkupuka); Jumapili O. Ngandae (Rwaruke); Omari Ndete and Amri Ugama (Umwe) Hassan Makangila (Mtanza Msona), Zulfa Ndambwe (Muyuyu), Omari Mnyungu (Mkupuka); Jumapili O. Ngandae (Rwaruke); Omari Ndete and Amri Ugama (Umwe) Hassan Makangila (Mtanza Msona), Zulfa Ndambwe (Muyuyu), Omari Mnyungu (Mkupuka); Jumapili O. Ngandae (Rwaruke); Omari Ndete and Amri Ugama (Umwe) 9 2009 10 11 12 1 2 3 2010 4 5 6 7
2
Improvement of individual businessess
3
To become enterprising and be a role modal in villages
3.4.1 Performance Indicators for the Action Plan
The following indicators will be used to follow up performance in the aforementioned activities: • Increased number of new businesses/income generating activities • Increased number of income generating activities who keeps proper records • Increased number of businesses displaying their products in the villages • Increased number of members in VICOBA 15
• • • •
Number of sensitization meeting conducted Selection of enterprising local government leaders More motivated and hardworking people Number of village leaders coming from the participants
3.5
Course Evaluation
Another activity was to do the course evaluation for the purpose of determining the level of appreciation of the course. Finally, the participants received certificates of participation as a mark of ending the course. The course was evaluated in two ways. First, the participants were requested to complete an end of course evaluation form, rating their satisfaction with the different aspects of the course on a 4-point scale. Secondly, participants were asked to indicate the three best and three worst things about the course. The results are as follows: Item Strongly Agree Disagree Strongly Agree disagree Training course was handed with no 89% 11% problems Materials were provided in time 80% 20%
The room was well arranged Ways and Materials presented adequate and up to standard Presentations were up to standard
86%
were 89%
14% 11% 14 % 11% 14 % 11% 14 % 14 %
86% 89%
The training was relevant to my business
Topics discussed were useful
86% Discussions and facilitators experience 89% were useful My expectation were met 86%
The training was relevant to my
86%
Generally, the evaluation was ranked very well by the participants in almost all aspects as they were satisfied with training venue, training preparation, handouts and facilitators training methodology. However it should be noted that the evaluation forms were filled only by those who could write, four participants did not fill the forms. The most frequent mentioned three best things about the training as mentioned by the participants are: • It was good to understand the meaning of entrepreneurship • It was good to understand the business environment • It was good to understand Cash management 16
• • • •
It was good to understand the importance of business planning It was good to understand the killer of your business It was good to understand the market of the business It was good to learn about business record keeping
The most frequent reported three worst things about the training as mentioned by participants were as follows: • The training period was limited • The food provided sometimes was unwell cooked • Per diem provided was not sufficient Other Comments about this training • UDEC to plan another time to do an evaluation on our progress • The training is better if is disseminated to others (villagers) and our leaders by UDEC • IUCN to monitor the agreed action plan. • The course was very good, thank you IUCN and UDEC
4.
CONCLUSION AND RECOMMENDATIONS
IUCN initiative on facilitating the communities in their income generating activities is commendable, and this training was timely as the communities have just formed their production groups so what was missing was business skills training. It is the UDEC’s expectation that this training will trigger some behavior change and have positive attitude towards their income generating activities. However, we recommend that in future participants selection need to be well thought out, the ones who are selected need to be able to disseminate the trained issues to the rest of the community. As for entrepreneurship awareness creation village leaders are well placed to disseminate this to many people during the course of doing their duties. So we recommend entrepreneurship awareness training to be imparted to the village leaders. It is also emphasized that IUCN should follow up on the implementation of the action plan agreed by the participants so as to evaluate the impact of this workshop.
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ANNEXES
ANNEX 1: Lists of Respondents to the Capacity Gaps Analysis HALMASHAURI YA SERIKALI YA KIJIJI CHA MKUPUKA WAJUMBE WALIOHUDHURIA KATIKA KIKAO MAALUMU TAREHE 15/7/2009 JINA LA MJUMBE CHEO/WADHIFA Mohamed A. Libungwele Mwenyekiti wa kijiji Omari S. Ngaima Mwenyekiti wa kijiji Abdallah Waziri Mwongelele Mwenyekiti kikundi cha kuku Mwanahawa A. Kinjwamu Mweka Hazina Mazingira Hamina Saidi Michinga Mjumbe Hamina Msham Ndegwike Mjumbe Ally Hemedi Lipembe Mwenyekiti Mazingira Ashura A. Jongo Mjumbe Sofia L. Diwani Mwenyekiti Nyuki Omari A. Mnyungu Katibu /Kuku Juma R. Mnyungu Mjumbe Rashidi A. Manuu Mjumbe Hussein O. Soro Katibu Mazingira Dogo Athuman Askari Mariam M. Ungando Mjumbe Hadija N. Mnongeleze Mjumbe Asia M. Mshamu Mjumbe Mariam R. Mminge Mjumbe Athumani Omari Sobo Skauti Shabani K. Mbulu VEO Zaituni O. Kitika Mjumbe Hashimu A.Uppo mjumbe Saidi A. Mandoti Mjumbe Hemedi M. Lipembe Mjumbe Husein S. Kiboko Mjumbe Moza O. Mndundu Mjumbe Hassani H. Akili Mjumbe
UMWE CENTRE S/NO 1 2 3 4 5 6 7 8 JINA LA MJUMBE Kaimu H. Mkwanywe Muharami Ally Kwangaya Mariamu sefu Mkangama Kasimu Omari Makongwa Tano Mussa Manjenga Juma M. Mkwanywe Bure O. Ngasinda Mwajia M. Mnema CHEO Mwenyekiti Katibu Kijiji Mjumbe Mjumbe Mjumbe Katibu Mjumbe Hazina
S/NO 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
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9 10
Asha R. Msembelu Ashura J. Bumbo MTANZA MSONA
Katibu mwenyekiti
S/NO 1 2 3 4 5 6 7 8 9
JINA LA MJUMBE Masengo A. Kopa Abdallah S. Selelani Khadija Kopa Pili H. Kirungi Juma M. Nduli Juma O. Sitili Kulwa A. Mbonde Safina S. Msongolo Mwajuma M. Ausi KIJIJI CHA MUYUYU
CHEO Nyuki Nyuki Ususi Nyuki Mazingira Mwenyekiti Kijiji Mazingira Mazingira Mazingira
S/NO 1 2 3 4 5 6 7 8 9 10
JINA LA MJUMBE Haji Mtoteke Athumani Matambi Zulfa Ndambwe Rashidi Pwambo Mohamedi Mwingo Shamte Ndambwe Rashida Meza Mwajuma Mwami Adam Kitepe Alafa Mpendu
CHEO VEO Kaimu Mwenyekiti Mjumbe Mjumbe Mjumbe Mjumbe Mjumbe Mjumbe Mjumbe mjumbe
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ANNEX 2: LIST OF PARTICIPANTS RUFIJI, PWANI TAREHE 03-08-09
S/N 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 NAME Siasa Kassimu Salanga Abdalah Selemani Sharifa Sultani Zulfa Ndambwe Mohamed Bwima Anifa Musa Ndambwe Tumu Shabani Fatuma Abdalah Dina Mwajabu Abdalah Sofia Lihaji Diwani Tatu H.Njukute Moshi A.Kibope Semen Ally Hassani Makangila Jabu A.Mpushe Zainabu Mpondo Mariam Rashid Zawadi Salaga Moshi Mnete Mwanaid S.Zowo Asia Ndengwite Khadija Kopa Omari Ndete Asma Amir Amri Ugama Khamis Rahisi Ashura Bakari Mariam Mkangama Ashura Bumbo Amina Kiongoli Jumapili O.Ngandae Sharifa A.Mchochori Omari Mnyungu Ernest Michael Makilikila Rose Bisaku Masiaga TYPE OF BUSINESS Knitting and paddy farming Frying Fish Mamalishe+Bee keeping Poultry farming Poultry farming+Bee keeping Mamalishe Bee keeping Knitting Knitting + Food vendor Bee keeping+Vitenge Mama Lishe Poultry +duck farming Food vendor Petty trader Food vendor Poultry farming Food vendor Food vendor Maize and paddy farming Maize and paddy farming Frying cassava Maize + paddy farming +knitting Soft drinking Knitting +paddy farming Shop Poultry +Paddy farming Vitenge+ charcoal Bee keeping +knitting Food vendor Bee keeping Maize and cassava farming Food vendor Poultry Farming Cooperative Officer, Rufiji District Community Dev Officer, Rufiji District VILLAGE Umwe Centre Mtanzamsona Muyuyu Muyuyu Mangwi Muyuyu Rwaruke Rwaruke Rwaruke Mkupuka Mangwi Umwe Center Umwe North Mtanzamsona Umwe Centre Muyuyu Mkupuka Umwe-south Umwe-North Mtanzamsona Mkupuka Mtanzamsona Umwe-south Mangwi Umwe-south Mangwi Umwe-south Umwe-center Umwe-Center Umwe-North Rwaruke Rwaruke Mkupuka Utete Utete
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ANNEX 3: MADA ZA MAFUNZO YA UJASIRIAMALI- RUFIJI, PWANI TAREHE 03-08-09
S/N
MUDA 2.30-3.00 3.00-4.30 4.30 -5.00 5.00-7.00 7.00-8.00 8.00-9.30 9.30-10.30
MADA KUU Kuwasili na kujiandikisha Ujasiriamali na tabia ya kijasiriamali Chai - Mapumuziko Jinsi ya kujenga tabia za kijasiriamali Chakula cha Mchana Umuhimu wa kuwa na mtazamo wa mbali katika biashara Kutambua na kutumia fursa bunifu za biashara
WAHUSIKA Wanasemina wote Mwezeshaji na Wanasemina WOTE Mwezeshaji na Wanasemina WOTE Mwezeshaji na Wanasemina Mwezeshaji na Wanasemina Mwezeshaji na Wanasemina WOTE Mwezeshaji na Wanasemina WOTE Mwezeshaji na Wanasemina Mwezeshaji na Wanasemina WOTE Mwezeshaji na Wanasemina WOTE Mwezeshaji na Wanasemina Mwezeshaji na Wanasemina
SIKU YA 1 03/08/09 SIKU YA 2 04/08/09 SIKU YA 3 05/08/09
2.30-4.30 4.30-5.00 5.00 -7.00 7.00-8.00 8.00-10.30
Kuelewa mazingira ya biashara yako Chai - Mapumuziko Kupanga mipango ya biashara Chakula cha Mchana Kupanga mipango ya biashara
2.30 -4.30 4.30 -5.00 5.00-7.00 7.00-8.00 8.00-10.00
Kulielewa soko la biashara yako Chai - Mapumuziko Mikakati ya kupata soko Chakula cha Mchana Jinsi ya kuboresha huduma kwa wateja
10.00 -10.30 Kupanga kazi zako
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MADA ZA MAFUNZO YA UJASIRIAMALI- RUFIJI, PWANI TAREHE 03-08-09 2.30-4.30 Mwezeshaji na Kuweka kumbukumbu za biashara Wanasemina 4.30 -5.00 Chai - Mapumuziko WOTE Kutambua gharama zako na kupanga bei Mwezeshaji na 5.00-7.00 Wanasemina 7.00-8.00 Chakula cha Mchana WOTE Kumbukumbu za kukuwezesha kutambua Mwezeshaji na 8.00-10.30 faida au hasara katika biashara yako Wanasemina 2.30-4.30 4.30 -5.00 5.00-7.00 7.00-8.00 8.00-11.00 Kusimamia mtaji wa uendeshaji katika biashara Chai - Mapumuziko Kusimamia mtaji wa uendeshaji katika biashara Chakula cha Mchana Vyanzo vya Mitaji na Jinsi ya Kupata Mtaji Mwezeshaji na Wanasemina WOTE Mwezeshaji na Wanasemina WOTE Mwezeshaji na Wanasemina Mwezeshaji na Wanasemina Mwezeshaji na Wanasemina Mwezeshaji na Wanasemina WOTE Mwezeshaji na Wanasemina WOTE
SIKU YA 4 06/08/09 SIKU YA 5 07/08/09 SIKU YA 6 08/08/09
2.30-3.00 3.00 -3.30 3.30-4.30 4.30-5.00 5.00-6.00 6.00-7.00
Mujumuisho ya Mafunzo Mambo ya kufanya baada ya mafunzo TATHIMINI YA MWISHO YA MAFUNZO Chai - Mapumuziko KUFUNGA MAFUNZO RASMI Chakula cha Mchana
MWISHO WA MAFUNZO RASMI
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doc_913737509.pdf