Description
In this description lea a key player in smmes development in botswana.
The Newsletter of the Private Sector Development Programme
ISSUE 02 | JUNE 2015
» Botswana service providers
appropriate PSDP tools
» Capacitiy building of SMMEs in the
Construction and Public Works Sector
» Small businesses need to cultivate an
entrepreneurial spirit
» Capacitiy building of SMMEs in the
Construction and Public Works Sector
» Economic Partnership Agreement with
the SADC EPA Group
Kgodiso is a Setswana word which
means to nurture or encourage growth,
and conveys our efforts to facilitate
growth for the PSDP bene?ciaries and
the economy
The Newsletter of the Private Sector Development Programme
CDE Newsletter_23-10-14.indd 1 11/11/14 11:00 AM
SMMES TO TAKE THEIR
CHALLENGES ON HAND
Sid Boubekeur
The PSDP has reached a crucial phase after a fruitful preparation
period, which involved all of Botswana’s public and private stakeholders.
Indeed, the strength of the PSDP is in its continuous consultation
with its partners, including their involvement on the preparation of the
Programme until the implementation of its activities.
Several partner entities were involved in the diagnosis of the bene?ciary
businesses, which included among others, the Local Enterprise
Authority (LEA), Botswana National Productivity Centre (BNPC), Citizen
Entrepreneurial Development Agency (CEDA) and Botswana Innovation
Hub (BIH).
The diagnostic revealed signi?cant constraints faced by SMMES on a
daily basis and also emphasised the work that needs to be done for
SMMEs to attain the basic requisites for conducting business. The
PSDP is broader than just the diagnosis of SMMEs. It takes a holistic
approach by engaging and improving the growth of businesses, and
understanding their core needs. After successful preparation in 2013/14,
the programme started its implementation phase in February 2015.
With a strong need for basic business fundamentals, SMMEs
participated in workshops addressing general business management,
?nance, accounting, value of business planning and environmental
awareness. The SMMES will further be assisted through hands-
on mentoring by management experts for a period of six to nine
months. Speci?c coaching of SMMEs will target a range of advanced
business aspects including marketing and sales distribution strategy,
management tools, human resources, productivity and environmental
awareness.
To effectively implement the individual coaching , the PSDP is working
in partnership with the Tokafala Programme, established by the
Government of Botswana, Anglo American, De Beers and Debswana,
Managers Without Borders (MWB) and Senior Expert Services (SES)
from Germany to ensure maximum impact for bene?ciary SMMEs.
Botswana service providers and intermediary organisations will be
engaged in the last phase of the programme, focusing on the follow-up
and the monitoring of the above- mentioned capacity building actions
for SMMEs.
continues to page 2
LEA: A KEY PLAYER IN
SMMEs DEVELOPMENT
IN BOTSWANA
As a stakeholder in the PSDP, LEA identi?ed 11 micro
businesses out of the 100 selected SMME bene?ciaries to audit.
From their preliminary report, three challenges which hinder
growth amongst these SMMEs included dif?culties with book-
keeping, stock taking and pricing and compliance issues (failure
to ?le tax returns).
With this being said, through the extensive experience of SMME
capacity building, LEA has/ is assisting these businesses, so
for their businesses to propel and make them market ready. The
PSDP is the gate pass for private sector growth in Botswana;
however, with an exception the private sector will have to work
collectively with Government in growing the private sector.
02
Private Sector Development Programme
| ISSUE 02
continues from page 1
PSDP SMME
DIAGNOSIS:
A PERTINENT TOOL
Increased Productivity Can Positively Impact Businesses
BNPC was assigned the larger SMMEs that were accepted
into the PSDP. We audited 28 companies, in construction,
manufacturing and a limited number in agro- business. BNPC
found that local companies have similar challenges, even though
individual businesses have unique challenges that were identi?ed.
These challenges are not insurmountable. The audit tool that we
used is robust; an excellent tool. As we conducted the diagnosis
and presented our ?ndings, the process was a co- creation
between the auditors and the auditees. BNPC formulated
recommendations for improving SMME businesses that were
validated by the managers.
We recommended that they should have marketing plans in
place, growth projections, understanding whether they are hitting
their targets or not, and if not, how would they correct it? If one
has ?nancial targets, they have to make sure that their marketing
and sales plans are aligned to them. Some of the businesses
that were audited had a lot of systems in place, including quality
control, HR and sales management systems, but these tended
to be disconnected from each other. We also recommended that
before their businesses could grow any further, they needed to
consolidate those systems and have them ‘talk’ to each other.
PSDP has a larger scope than the diagnosis of SMMEs. It takes
a holistic approach to engaging and improving the growth of
businesses, getting through to the core of what the businesses
need. The PSDP had a good method of selection; they selected
businesses with a good chance of success, which demonstrated
commitment and compliance to the ?nancial aspect of their
businesses. The Programme is helping businesses to make a
difference to their bottom line.
As well as other IOs, BNPC was involved in the creation of the
PSDP during the formulation phase. The formulation was a very
inclusive planning of the project, which put it off to a good start. If
one looked at the way the PSDP has been constructed, it is one
of the best programmes that Botswana has put together. It has a
larger chance of success than all the other programmes that have
come before. As all the partners play their part, we will all grow
together in the private sector.
Matlho Kgosi
Enterprise Support and Marketing
Manager, BNPC
Moreover, the private sector will have to be the major consumer
instead of relying on the government to be the number one
consumer.
One of the challenges that SMMEs face is lack of market
access, as most retailing companies buy goods from South
Africa as their procurement stations are based there. SMMEs
generate most employment for Batswana and therefore have to
be supported locally in order to continue creating employment
for Batswana. I would
like to urge Government
to come up with Policies
that will bind retailers and
wholesalers to reserve
a certain percentage for
locally manufactured goods.
With this being said one
appreciates Government’s
efforts in fostering a private
sector led economy.
Through their training, LEA
constantly trains their clients
for local markets and their
main interventions are on:
• Trade Show readiness- Because most of their members are
incapacitated, they undergo trainings on brand awareness
& management where clients are thought how to brand
themselves during local and regional fairs such as; Botswana
National Trade Fair, Durban Fair and Swaziland Trade Fair.
• Export readiness- Businesses undergo training on how to
make their products compete with the best in the market,
especially in the international platforms.
Where they are incapacitated, they engage with organisaions
such as BITC and vice versa and diagnose their problem and
make them ready for the local & international market.
Upon our ?ndings, most SMMEs are not knowledgeable about
the regional & international markets. In conclusion LEA urged
businesses to show commitment towards their businesses and
they will assist where possible for their businesses to prosper.
Donald Fologang
Director, Capacity
Development Division, LEA
03
Private Sector Development Programme
ISSUE 02
The Citizen Entrepreneurial Development Agency (CEDA)
is a development ?nancial institution which was set up by
the Botswana Government to provide support for business
development through various funding mechanisms, thereby
promoting citizen economic empowerment and entrepreneurship.
The Agency also provides targeted business advisory, mentoring
and training services to its clients in pursuit of creating a
competitive and sustainable business sector, particularly the SME
sector.
In an effort to enhance our business support interventions, CEDA
audited 10 SMMEs from diverse locations around the country in
collaboration with the PSDP.
The diagnosis were conducted by CEDA portfolio executives who
were trained by the PSDP on administering the diagnostic tool.
Targeted capacity building and technological interventions will
follow the audits in order to address the gaps that were identi?ed.
The PSDP comes at an opportune time when CEDA is driving
towards building internal capacities of staff to comprehensively
monitor business performance, identify gaps, and recommend
impactful interventions to our clients. As we aspire to become
Botswana’s premiere ?nancial and citizen empowerment partner,
we are delighted to be part of the PSDP.
The knowledge and experience acquired by our team during the
engagement, will directly be translated into skills transfer internally
thus enhancing the agency’s business advisory and mentorship
services. Parallel to building capacities of consulting professionals,
the PSDP will further contribute towards Government’s long-
term objective of diversifying the economy, create sustainable
employment, and foster citizen empowerment.
BIH: HOW TO BETTER
SEGMENT THE MARKET
FOR ICT SMMES
Botswana Innovation Hub (BIH) was appointed to participate in the
PSDP SMME Diagnostic Audit focusing primarily on the ICT SMME
companies.
From the Diagnostic audits that BIH undertook, it became evident
that the majority of ICT based SMMEs in Botswana are following
the same business model, which is reliant on the Government
tendering system. Moreover, the ICT market in Botswana is
saturated with companies offering similar products and services
with the hope of having a piece of
“the not-so- big pie”.
Government is still the biggest spender in our local market and
these companies depend on securing big projects to survive and
stay operational. In order to stay competitive, being resellers of
other international ICT companies’ products and services almost
guarantees a business transaction for most as they do not have
the capacity to compete with them for the same standard of
products. This dependency on the tendering system in turn limits
the local companies ability to develop innovative in house products
and solutions which can then assist in diversi?cation into other
market segments such as corporates, SMME’s and international
companies.
The diagnostic audit revealed that the transition of local companies
to becoming innovative global players in the region and in the
international arena has to begin at the core of the business itself,
from the people operating it. A change in mind-set is then required
from “how things have always been done” to “how we can change
the way we have been doing things” to create more opportunities
for growth and performance of the company. This gap in our local
SMME’s business operations makes it a necessity to cultivate a
“corporate culture for innovation” where performance is gauged
by contribution and implementation of innovative ideas and
processes.
Tigele Nleya
Business Advisory
Services Manager, CEDA
Merapelo Mpuisang
FSVC Of?cer, BIH
CEDA FOCUSES ON THE
GROWTH OF LOCAL
BUSINESSES
Necessity to know background
of SMMEs
04
Private Sector Development Programme
| ISSUE 02
BOTSWANA SERVICE PROVIDERS
APPROPRIATE PSDP TOOLS
Basenet Solutions Pty Ltd has been privileged to make a contribution towards
the successful implementation of the PSDP by participating in SMME audits.
A striking observation is that there is a certain lack of diversity in product and
service offerings by SMMEs across the sectors. The diagnosis process exposed
a number of possible business opportunities that are yet to be explored and jobs
that are yet to be created. With this backdrop, a few challenges and obstacles
become apparent in our business landscape:
The variety of business concepts and models
that are currently employed by SMMEs require partners
(?nancial and non-?nancial) to appreciate and apply a
level of ?exibility in their support. SMMEs face challenges
in accessing funding due to the format of their business
models.
Inadequate investment capital is not the only reason why SMMEs face challenges
in penetrating markets. Severe competition from well- resourced ?rms have a
crippling effect on local companies, with many unable to access and service
the local market. On this point, it is more critical than ever for SMMEs to design
their marketing strategies around both local and export markets, and for aspiring
enterprises to do so from the onset.
The market is slightly fragmented, especially along local supply chains. Almost
all the companies that were audited source their raw materials externally and
in isolation. There is an opportunity to create productive linkages and strategic
alliances with other businesses internally. This is closely related to capacity and
human capabilities which could be enhanced for both business owners and
employees.
Today, there is a growing desire for people to work for themselves. This has been
spurred on by the government’s continued efforts at invigorating the private sector.
There is no doubt that under the PSDP framework the private sector will increase
its contribution to the national economy, diversifying it and creating employment,
positioning Botswana as a regional business hub.
Modesta Nyirenda-Zabula | Basenet Solutions Pty Ltd
ASSISTANCE TO
COMPANIES IN
THE ENERGY
SECTOR
Botswana is one of the countries in
Southern Africa experiencing electricity
shortages with a negative impact on its
economic development. The country’s
proportion of imported electricity from
the region has gone down during the
past few years placing pressure on
local power generation. Therefore,
the Government is contemplating the
development of renewable energy
technologies as well as implementing
energy ef?ciency and conservation
(clean energy) as one of the most
promising options to meet the domestic
demand.
CAPACITY
BUILDING OF
SMMES STARTED
Under the framework of the Private
Sector Development Programme
(PSDP), 100 companies have been
selected as bene?ciaries, where they
will receive training according to their
respective sectors; technical support
in terms of business management,
planning, market access, quality
assurance, and record- keeping as
well as ?nancial management.
continues to page 5
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Private Sector Development Programme
ISSUE 02
In order to raise awareness on clean
energy, the CDE appointed a Clean
Energy Expert to assist in providing
technical assistance to eight (8)
selected Small, Medium & Micro-
sized Enterprises (SMMEs). The main
objectives of the technical assistance
were to raise awareness on energy
management among the six established
enterprises and to assist in business
planning and mentoring of the two start-
up enterprises.
The bene?ts to the 8 selected
enterprises for participating in the
PSDP were:
• Capacity building on energy and
environmental management.
• Detailed plant assessments in
order to identify energy saving
opportunities.
• Economic appraisal of the identifed
energy ef?ciency measures.
• Development of action plans for
implementation of energy ef?ciency
measures.
• Business planning and mentoring for
start-up enterprises.
• Identifcation of fnancial institutions
that support new business ventures
and energy projects.
The six established enterprises were
assisted with plant assessments to
identify the issues on site and determine
opportunities for improvement. Among
the issues identi?ed were:
• Low level of awareness on energy
management among employees
and good housekeeping practices.
• Poor understanding of how
electricity (demand and
consumption) is charged by the
power utility.
• Challenges in the service and
maintenance of production
equipment.
• The poor layout of some production
plants restricts ef?cient production
?ow resulting in product losses and
low production output.
• Use of high-energy consuming
250W and 400W metal halide lamps
for lighting.
• Poor management of utilities in the
factory e.g. compressed air where
air leaks were detected.
• High energy consumption in heating
of process baths.
• Unnecessary energy consumption
due to machines that are left idling
when there is no production.
• Poor lighting levels in some
production plants due to dark
factory walls and lack of translucent
roof sheets to allow daylight into
building.
The two start-up enterprises were
assisted with business planning and
mentoring. Among the issues identi?ed
at the start-up enterprises include:
• Lack of skills in business planning
and management, bookkeeping,
budgeting, cash ?ow management
and investment analysis.
• Challenges in access of fnance.
Some successes have already been
achieved among the participating
enterprises. So far, ?ve of the established
enterprises have implemented some
of the recommended low cost energy
ef?ciency measures using their own
resources. These energy ef?ciency
measures include training on energy
management, behavioural change,
monitoring of electricity consumption,
replacing existing inef?cient lights with
more energy ef?cient lights, installing
translucent roof sheets and painting
of factory walls to improve lighting
levels, and implementing maintenance
schedules of equipment in the factory.
The two start-up enterprises were
assisted with business planning and
mentoring. At the beginning of the
project, the enterprise that is involved
in supplying LED lights did not have
a proper sales of?ce but now it has
a fully-?edged of?ce to display and
market its products. The enterprise is
facing challenges in accessing cheap
?nance to establish a manufacturing
facility for LED lights. The enterprise that
is involved in waste management was
also not operational at the beginning of
the project but now it is operating from
rented premises and has purchased
basic equipment for waste collection
and recycling. The company is seeking
?nance to expand its operations.
PSDP will continue following the
progress of the established enterprises
in implementing energy ef?ciency
measures and provide further training
where required. On the issue of access
to ?nance by start-ups, PSDP will assist
in identifying suitable ?nancial institutions
and linking them with the enterprises.
The enterprises will have to engage with
these ?nancial institutions in order to
meet the ?nancing requirements.
continues from page 4
Hazvinei Munjoma | SMME Expert
06
Private Sector Development Programme
| ISSUE 02
CAPACITIY
BUILDING OF
SMMES IN THE
CONSTRUCTION
AND PUBLIC
WORKS SECTOR
The Government of Botswana has
acknowledged through the Private
Sector Development Strategy
adopted in 2008, the importance
of the construction and public
works sector in the country’s socio-
economic development.
The contribution of this sector
may be viewed from various
perspectives, among them
creating employment, wealth and
demand for manufactured goods,
infrastructure and producing roads,
of?ce spaces and housing for other
priority sectors.
The CDE-PSDP has engaged a
consultant specializing in capacity
building of practitioners in order to
strengthen the capacity of SMMEs
involved in construction industry
and public works, with the aim to
enhance their competitiveness and
service delivery.
A total of eighteen companies have
been selected from the PSDP
bene?ciaries in order be capacitated
on construction and public works
related issues. The overall objective
of the assignment is to develop
and implement a “Capacity Building
Action Plan” tailored to the needs
of selected companies in the
construction and public work sector.
The expert will further work in close
collaboration with professional
associations and key stakeholders
involved in the development of
the construction and public works
sector in Botswana.
WOMEN LED ENTERPRISES
PROMOTED TO CULTIVATE
ENTREPRENEURIAL SPIRIT
The Women Entrepreneurship Development (WED)
programme is a three-year intervention ?nanced by
the Chanel Corporate Foundation and executed by
the Centre for the Development of Enterprise (CDE)
in the framework of the Private Sector Development
Programme (PSDP), Botswana. Thirty ?ve (35)
women-led SMEs from all over the country were
selected to bene?t from the technical assistance
programme for the three year duration.
The implementation of capacity building actions
begun in 2014 with SMME diagnosis using CDE
tools with the view to know better the SMMEs’
needs. The diagnosis provided internal and
external recommendations for the bene?ciaries
amongst them management (strategic, ?nancial,
human resource), marketing, productivity increase,
business planning, linkage to ?nance, and
certi?cation and accreditations.
Following the SMME diagnosis, the programme
adopted a two legged approach to assisting the
bene?ciaries, which includes grouped training
and individual coaching/mentoring speci?c to
the companies. Firstly, two group coaching were
undertaken in Business Management and Business
Planning respectively. Secondly, individual coaching
and mentoring has begun focusing on the following
sectors;
•agro-industries
•tourism
•leather
•fashion and design
•jewellery and accessories
The individual coaching and mentoring targeted
individual SMME according to their needs by
assessing production system, product quality,
and packaging, marketing strategy and process
challenges. Moreover, a turnaround strategy for
all the bene?ciaries who received the SMME
diagnosis is being implemented in parallel to the
individual coaching. The turnaround strategy
focuses on transversal issues such as record
keeping and costing, consolidation, stabilization
and restructuring. In addition, some selected
companies will bene?t from business plan
preparation which will be submitted to ?nancial
Institutions for funding. Last but not least,
SMMEs will be sensitised on standardisation and
certi?cation with the view to improve their product
quality. Finally, the programme envisages some
benchmarking missions for selected SMMEs
following the recommendations of the capacity
building actions.
The programme is also building institutional
partnerships between Botswana and France. To
this end, the WED programme will encourage and
facilitate partnerships in Jewellery and Accessories
between Oodi College of Applied Arts and
Technology (Botswana) and BJO
Formation (France).
07
Private Sector Development Programme
ISSUE 02
PSDP BRIEFS
BOCCIM STRENGTHENS ITS EUROPEAN NETWORK
WITH BELGIAN CHAMBERS AND PARIS CHAMBER
OF COMMERCE
The Botswana Confederation of Commerce, Industry and
Manpowered (BOCCIM) has been the vanguard and main voice of
the private sector in Botswana for many years. BOCCIM has won the
con?dence and respect of Government and other stakeholders in
Botswana.
The CDE-PSDP continues to support BOCCIM in becoming an apex
body for the private sector in order to improve the organisation’s
service delivery. In collaboration with the Belgian Chambers and
Paris Chamber of Commerce -France, BOCCIM is currently working
on diversifying its services as a way of improving service delivery
as well as increase sources of revenue for the organisation. The
intervention will focus on opening of Chamber Trust, establishing
entrepreneurship services, business information, international trade
services, implementation and running of new services for generation
of income for the Chamber, the broadening of sector networks and
benchmarking, and mapping of competition for vocational training.
With the assistane of the PSDP, BOCCIM embarked on a re- naming
and rebranding exercise, assuming the name Business Botswana.
the change of name and logo will ensure brand reinforcement and
help the organisation keep up with engaging business processes. The
rebranding will create a long- term impression taht will complement the
organisation’s new business model and the new services that it will
offer to members.
ASSISTANCE TO BITC IN EXPORT DEVELOPMENT
AND PROMOTION
With the view to diversify exports and generate revenue for exporting
?rms, CDE will support BITC and BECI for a period of 8 months to
effectively implement the National Export Development Programme
while facilitating capacity building on export development and
promotion.
An information module will be created gathering the key information
that ?rms in Botswana need before exporting. It will also include
speci?c information on market access to the EU and SADC markets,
trade agreements, statistics and useful contacts.
Secondly, a capacity building module will be created including the key
knowledge/skills/tools a ?rm in Botswana –and consequently, a Trade
Support Institution (TSI) in Botswana- should master before exporting.
The project will design a catalogue, outline the courses’ curricula, and
prepare the presentations, cases studies and additional material to
facilitate the replication of these courses in the future.
Thirdly, a promotion module for international (TSI) in the EU/SADC
region will be built to support Global Expo Botswana’s (GEB) efforts to
reach EU buyers and to improve BITC/BECI’s service delivery. Speci?c
joint-programs will be organised on the capacity building module and
the GEB to test these collaborations among Botswana/EU/SADC TSIs.
Lastly, BITC’s sectors will be pro?led scoping on the ICT and Mining
sectors respectively. Manual on investing in the ICT sector and mining
sectors (Soda Ash and Salt) will be developed for potential investors.
Furthermore, companies in the 2 sectors will also be pro?led in
making them ready for potential partnerships in the SADC region and
internationally.
07
Private Sector Development Programme
ISSUE 02
ECONOMIC PARTNERSHIP
AGREEMENT WITH THE
SADC EPA GROUP
The EU and Botswana,
Lesotho, Mozambique,
Namibia, South Africa
and Swaziland concluded
negotiations for an Economic
Partnership Agreement (EPA)
on 15 July 2014. Angola has
an option to join the agreement
in future.
Going beyond the ambition of
other trade agreements, the
EPA offers unprecedented
opportunities. Duty-free, quota-
free access to the EU market
is guaranteed for all goods
originating in Botswana, Lesotho, Mozambique, Namibia, and
Swaziland. South Africa will also bene?t from new market access
additional to the Trade, Development and Cooperation Agreement
(TDCA), that currently governs the trade relations with the EU. The
new access includes better trading terms for wine, sugar, ?sheries
products, ?owers and canned fruits.
The EU will obtain meaningful new market access into the Southern
African Customs Union (products include wheat, barley, cheese,
meat products and butter), and will have the security of a bilateral
agreement with Mozambique, one of the LDCs in the region.
The EPA has been constructed to give asymmetric access
to the partners in the SADC EPA region. Botswana, Lesotho,
Mozambique, Namibia, and Swaziland do not need to reciprocate
the EU offer of 100% access. South Africa does not need to
reciprocate the 95% access offered by the EU. Instead, they can
shield sensitive products from full liberalisation.
The EPA is carefully designed to be compatible with the operation
of the customs union, in particular fully harmonising the import trade
regime of SACU. There will be a single external tariff schedule and
quota arrangements applied to imports from the EU.
Regional integration is further enhanced by common provisions on
trade management (like safeguards), common decision-making
bodies, and ?exible rules on origin allowing ingredients from one
country in the region to be incorporated in processed products
made up in another country.
Following the conclusion of the negotiations on 15 July, the text of
the Agreement will be prepared for signature, during the course of
2015. The trade provisions could provisionally enter into force after
signature, pending formal rati?cation of the Agreement by all parties.
John Taylor joined the EU Delegation in Gaborone on 1
September 2014 as Minister Counsellor for Trade, covering
bilateral issues with Botswana, as well as the SADC countries who
are signatories to the SADC Economic Partnership Agreement.
The presence of John Taylor will allow for smooth and timely
implementation of the SADC EPA.
08
Private Sector Development Programme
| ISSUE 02
BOCCIM is responsible for the monitoring and evaluation (M&E)
of the PSDP. The PSDP M&E framework is a practical tool for
reviewing performance, and ensuring that project objectives are
met and achieved. It involves a systematic collection and analysis
of information on activities executed, to enable the improvement of
projects and their implementation.
The monitoring and evaluation is done mainly on the three
components of PSDP and the WED Programme which include the
following:
• Capacity building interventions to SMMEs and Community
Based Organisations (CBOs) with a view to improve their
competitiveness.
• Supporting IOs to enhance their service delivery to their
members.
• Assisting Botswana in improving the ease of doing business.
• Improving access to fnance and enhancing women's
entrepreneurship.
As such, the web portal has been designed to be used by
BOCCIM to achieve its main role of internal monitoring and
evaluation of the activities of the Programme, including:
• Assessing the impact of the Programme.
• Providing feedback on the extent to which the PSDP is
achieving its goals.
• Ensuring PSDP objectives are met, enabling gaps to be flled
• Fostering accountability on the use of resources and
compliance of best practices.
• Promoting partnership and knowledge transfer to key
stakeholders
• Assisting in policy development and improvement of the
PSDP.
Data collection on PSDP activities has been ongoing and a tool
has been developed to help the PSDP unit to provide relevant
data aligned to the reporting structure of the M&E system.
BOCCIM has produced a ?rst quarterly report through the system
which will be uploaded onto the PSDP web portal, allowing
users to view how the Programme is rolling out. The next phase
of the M&E will involve evaluating the impact of the PSDP on its
bene?ciaries to determine whether the desired results are being
achieved.
So far the system has enabled the PSDP unit to maintain the
project’s implementation within the stipulated time frame. This
has allowed activities that have been lagging behind to improve,
and those that are doing well to act as a stepping stone in the
improvement of other activities.
It is foreseen that the M&E unit responsible for the PSDP project
will be able to add value to the running of the PSDP unit and
also contribute to the way activities are executed, resulting in a
successful contribution to the bene?ciaries of the PSDP.
In a larger picture, the M&E system used by BOCCIM will continue
to uplift PSDP project together with other implementing authorities.
Visit: www.botspsdpmande.org
Norman Moleele, Director Membership
Management Directorate BOCCIM and
Monitoring and Evaluation of Botswana
MEASURING
PSDP PROGRESS
THROUGH THE
M&E WEB PORTAL
For more information
please contact:
Centre for the Development
of Enterprise
[email protected]
Exponential Building | Plot 54321 |
| Central Business District |
Private Bag 00148 Gaborone
Tel: +267 319 1230 | Fax : +267 319 1271
website: www.cde.int
The PSDP is an initiative of the Government of Botswana, represented by the Ministry of Trade and Industry (MTI) and the Ministry of
Finance and Development Planning (MFDP), in partnership with the European Union (EU). The Programme is supported by the Centre for
the Development of Enterprise and BOCCIM. The Programme is expected to capacitate SMMEs and CBOs by strengthening their value
chains, improving access to ?nance and the ease of doing business as well as enhancing women’s entrepreneurship.
doc_755445665.pdf
In this description lea a key player in smmes development in botswana.
The Newsletter of the Private Sector Development Programme
ISSUE 02 | JUNE 2015
» Botswana service providers
appropriate PSDP tools
» Capacitiy building of SMMEs in the
Construction and Public Works Sector
» Small businesses need to cultivate an
entrepreneurial spirit
» Capacitiy building of SMMEs in the
Construction and Public Works Sector
» Economic Partnership Agreement with
the SADC EPA Group
Kgodiso is a Setswana word which
means to nurture or encourage growth,
and conveys our efforts to facilitate
growth for the PSDP bene?ciaries and
the economy
The Newsletter of the Private Sector Development Programme
CDE Newsletter_23-10-14.indd 1 11/11/14 11:00 AM
SMMES TO TAKE THEIR
CHALLENGES ON HAND
Sid Boubekeur
The PSDP has reached a crucial phase after a fruitful preparation
period, which involved all of Botswana’s public and private stakeholders.
Indeed, the strength of the PSDP is in its continuous consultation
with its partners, including their involvement on the preparation of the
Programme until the implementation of its activities.
Several partner entities were involved in the diagnosis of the bene?ciary
businesses, which included among others, the Local Enterprise
Authority (LEA), Botswana National Productivity Centre (BNPC), Citizen
Entrepreneurial Development Agency (CEDA) and Botswana Innovation
Hub (BIH).
The diagnostic revealed signi?cant constraints faced by SMMES on a
daily basis and also emphasised the work that needs to be done for
SMMEs to attain the basic requisites for conducting business. The
PSDP is broader than just the diagnosis of SMMEs. It takes a holistic
approach by engaging and improving the growth of businesses, and
understanding their core needs. After successful preparation in 2013/14,
the programme started its implementation phase in February 2015.
With a strong need for basic business fundamentals, SMMEs
participated in workshops addressing general business management,
?nance, accounting, value of business planning and environmental
awareness. The SMMES will further be assisted through hands-
on mentoring by management experts for a period of six to nine
months. Speci?c coaching of SMMEs will target a range of advanced
business aspects including marketing and sales distribution strategy,
management tools, human resources, productivity and environmental
awareness.
To effectively implement the individual coaching , the PSDP is working
in partnership with the Tokafala Programme, established by the
Government of Botswana, Anglo American, De Beers and Debswana,
Managers Without Borders (MWB) and Senior Expert Services (SES)
from Germany to ensure maximum impact for bene?ciary SMMEs.
Botswana service providers and intermediary organisations will be
engaged in the last phase of the programme, focusing on the follow-up
and the monitoring of the above- mentioned capacity building actions
for SMMEs.
continues to page 2
LEA: A KEY PLAYER IN
SMMEs DEVELOPMENT
IN BOTSWANA
As a stakeholder in the PSDP, LEA identi?ed 11 micro
businesses out of the 100 selected SMME bene?ciaries to audit.
From their preliminary report, three challenges which hinder
growth amongst these SMMEs included dif?culties with book-
keeping, stock taking and pricing and compliance issues (failure
to ?le tax returns).
With this being said, through the extensive experience of SMME
capacity building, LEA has/ is assisting these businesses, so
for their businesses to propel and make them market ready. The
PSDP is the gate pass for private sector growth in Botswana;
however, with an exception the private sector will have to work
collectively with Government in growing the private sector.
02
Private Sector Development Programme
| ISSUE 02
continues from page 1
PSDP SMME
DIAGNOSIS:
A PERTINENT TOOL
Increased Productivity Can Positively Impact Businesses
BNPC was assigned the larger SMMEs that were accepted
into the PSDP. We audited 28 companies, in construction,
manufacturing and a limited number in agro- business. BNPC
found that local companies have similar challenges, even though
individual businesses have unique challenges that were identi?ed.
These challenges are not insurmountable. The audit tool that we
used is robust; an excellent tool. As we conducted the diagnosis
and presented our ?ndings, the process was a co- creation
between the auditors and the auditees. BNPC formulated
recommendations for improving SMME businesses that were
validated by the managers.
We recommended that they should have marketing plans in
place, growth projections, understanding whether they are hitting
their targets or not, and if not, how would they correct it? If one
has ?nancial targets, they have to make sure that their marketing
and sales plans are aligned to them. Some of the businesses
that were audited had a lot of systems in place, including quality
control, HR and sales management systems, but these tended
to be disconnected from each other. We also recommended that
before their businesses could grow any further, they needed to
consolidate those systems and have them ‘talk’ to each other.
PSDP has a larger scope than the diagnosis of SMMEs. It takes
a holistic approach to engaging and improving the growth of
businesses, getting through to the core of what the businesses
need. The PSDP had a good method of selection; they selected
businesses with a good chance of success, which demonstrated
commitment and compliance to the ?nancial aspect of their
businesses. The Programme is helping businesses to make a
difference to their bottom line.
As well as other IOs, BNPC was involved in the creation of the
PSDP during the formulation phase. The formulation was a very
inclusive planning of the project, which put it off to a good start. If
one looked at the way the PSDP has been constructed, it is one
of the best programmes that Botswana has put together. It has a
larger chance of success than all the other programmes that have
come before. As all the partners play their part, we will all grow
together in the private sector.
Matlho Kgosi
Enterprise Support and Marketing
Manager, BNPC
Moreover, the private sector will have to be the major consumer
instead of relying on the government to be the number one
consumer.
One of the challenges that SMMEs face is lack of market
access, as most retailing companies buy goods from South
Africa as their procurement stations are based there. SMMEs
generate most employment for Batswana and therefore have to
be supported locally in order to continue creating employment
for Batswana. I would
like to urge Government
to come up with Policies
that will bind retailers and
wholesalers to reserve
a certain percentage for
locally manufactured goods.
With this being said one
appreciates Government’s
efforts in fostering a private
sector led economy.
Through their training, LEA
constantly trains their clients
for local markets and their
main interventions are on:
• Trade Show readiness- Because most of their members are
incapacitated, they undergo trainings on brand awareness
& management where clients are thought how to brand
themselves during local and regional fairs such as; Botswana
National Trade Fair, Durban Fair and Swaziland Trade Fair.
• Export readiness- Businesses undergo training on how to
make their products compete with the best in the market,
especially in the international platforms.
Where they are incapacitated, they engage with organisaions
such as BITC and vice versa and diagnose their problem and
make them ready for the local & international market.
Upon our ?ndings, most SMMEs are not knowledgeable about
the regional & international markets. In conclusion LEA urged
businesses to show commitment towards their businesses and
they will assist where possible for their businesses to prosper.
Donald Fologang
Director, Capacity
Development Division, LEA
03
Private Sector Development Programme
ISSUE 02
The Citizen Entrepreneurial Development Agency (CEDA)
is a development ?nancial institution which was set up by
the Botswana Government to provide support for business
development through various funding mechanisms, thereby
promoting citizen economic empowerment and entrepreneurship.
The Agency also provides targeted business advisory, mentoring
and training services to its clients in pursuit of creating a
competitive and sustainable business sector, particularly the SME
sector.
In an effort to enhance our business support interventions, CEDA
audited 10 SMMEs from diverse locations around the country in
collaboration with the PSDP.
The diagnosis were conducted by CEDA portfolio executives who
were trained by the PSDP on administering the diagnostic tool.
Targeted capacity building and technological interventions will
follow the audits in order to address the gaps that were identi?ed.
The PSDP comes at an opportune time when CEDA is driving
towards building internal capacities of staff to comprehensively
monitor business performance, identify gaps, and recommend
impactful interventions to our clients. As we aspire to become
Botswana’s premiere ?nancial and citizen empowerment partner,
we are delighted to be part of the PSDP.
The knowledge and experience acquired by our team during the
engagement, will directly be translated into skills transfer internally
thus enhancing the agency’s business advisory and mentorship
services. Parallel to building capacities of consulting professionals,
the PSDP will further contribute towards Government’s long-
term objective of diversifying the economy, create sustainable
employment, and foster citizen empowerment.
BIH: HOW TO BETTER
SEGMENT THE MARKET
FOR ICT SMMES
Botswana Innovation Hub (BIH) was appointed to participate in the
PSDP SMME Diagnostic Audit focusing primarily on the ICT SMME
companies.
From the Diagnostic audits that BIH undertook, it became evident
that the majority of ICT based SMMEs in Botswana are following
the same business model, which is reliant on the Government
tendering system. Moreover, the ICT market in Botswana is
saturated with companies offering similar products and services
with the hope of having a piece of
“the not-so- big pie”.
Government is still the biggest spender in our local market and
these companies depend on securing big projects to survive and
stay operational. In order to stay competitive, being resellers of
other international ICT companies’ products and services almost
guarantees a business transaction for most as they do not have
the capacity to compete with them for the same standard of
products. This dependency on the tendering system in turn limits
the local companies ability to develop innovative in house products
and solutions which can then assist in diversi?cation into other
market segments such as corporates, SMME’s and international
companies.
The diagnostic audit revealed that the transition of local companies
to becoming innovative global players in the region and in the
international arena has to begin at the core of the business itself,
from the people operating it. A change in mind-set is then required
from “how things have always been done” to “how we can change
the way we have been doing things” to create more opportunities
for growth and performance of the company. This gap in our local
SMME’s business operations makes it a necessity to cultivate a
“corporate culture for innovation” where performance is gauged
by contribution and implementation of innovative ideas and
processes.
Tigele Nleya
Business Advisory
Services Manager, CEDA
Merapelo Mpuisang
FSVC Of?cer, BIH
CEDA FOCUSES ON THE
GROWTH OF LOCAL
BUSINESSES
Necessity to know background
of SMMEs
04
Private Sector Development Programme
| ISSUE 02
BOTSWANA SERVICE PROVIDERS
APPROPRIATE PSDP TOOLS
Basenet Solutions Pty Ltd has been privileged to make a contribution towards
the successful implementation of the PSDP by participating in SMME audits.
A striking observation is that there is a certain lack of diversity in product and
service offerings by SMMEs across the sectors. The diagnosis process exposed
a number of possible business opportunities that are yet to be explored and jobs
that are yet to be created. With this backdrop, a few challenges and obstacles
become apparent in our business landscape:
The variety of business concepts and models
that are currently employed by SMMEs require partners
(?nancial and non-?nancial) to appreciate and apply a
level of ?exibility in their support. SMMEs face challenges
in accessing funding due to the format of their business
models.
Inadequate investment capital is not the only reason why SMMEs face challenges
in penetrating markets. Severe competition from well- resourced ?rms have a
crippling effect on local companies, with many unable to access and service
the local market. On this point, it is more critical than ever for SMMEs to design
their marketing strategies around both local and export markets, and for aspiring
enterprises to do so from the onset.
The market is slightly fragmented, especially along local supply chains. Almost
all the companies that were audited source their raw materials externally and
in isolation. There is an opportunity to create productive linkages and strategic
alliances with other businesses internally. This is closely related to capacity and
human capabilities which could be enhanced for both business owners and
employees.
Today, there is a growing desire for people to work for themselves. This has been
spurred on by the government’s continued efforts at invigorating the private sector.
There is no doubt that under the PSDP framework the private sector will increase
its contribution to the national economy, diversifying it and creating employment,
positioning Botswana as a regional business hub.
Modesta Nyirenda-Zabula | Basenet Solutions Pty Ltd
ASSISTANCE TO
COMPANIES IN
THE ENERGY
SECTOR
Botswana is one of the countries in
Southern Africa experiencing electricity
shortages with a negative impact on its
economic development. The country’s
proportion of imported electricity from
the region has gone down during the
past few years placing pressure on
local power generation. Therefore,
the Government is contemplating the
development of renewable energy
technologies as well as implementing
energy ef?ciency and conservation
(clean energy) as one of the most
promising options to meet the domestic
demand.
CAPACITY
BUILDING OF
SMMES STARTED
Under the framework of the Private
Sector Development Programme
(PSDP), 100 companies have been
selected as bene?ciaries, where they
will receive training according to their
respective sectors; technical support
in terms of business management,
planning, market access, quality
assurance, and record- keeping as
well as ?nancial management.
continues to page 5
05
Private Sector Development Programme
ISSUE 02
In order to raise awareness on clean
energy, the CDE appointed a Clean
Energy Expert to assist in providing
technical assistance to eight (8)
selected Small, Medium & Micro-
sized Enterprises (SMMEs). The main
objectives of the technical assistance
were to raise awareness on energy
management among the six established
enterprises and to assist in business
planning and mentoring of the two start-
up enterprises.
The bene?ts to the 8 selected
enterprises for participating in the
PSDP were:
• Capacity building on energy and
environmental management.
• Detailed plant assessments in
order to identify energy saving
opportunities.
• Economic appraisal of the identifed
energy ef?ciency measures.
• Development of action plans for
implementation of energy ef?ciency
measures.
• Business planning and mentoring for
start-up enterprises.
• Identifcation of fnancial institutions
that support new business ventures
and energy projects.
The six established enterprises were
assisted with plant assessments to
identify the issues on site and determine
opportunities for improvement. Among
the issues identi?ed were:
• Low level of awareness on energy
management among employees
and good housekeeping practices.
• Poor understanding of how
electricity (demand and
consumption) is charged by the
power utility.
• Challenges in the service and
maintenance of production
equipment.
• The poor layout of some production
plants restricts ef?cient production
?ow resulting in product losses and
low production output.
• Use of high-energy consuming
250W and 400W metal halide lamps
for lighting.
• Poor management of utilities in the
factory e.g. compressed air where
air leaks were detected.
• High energy consumption in heating
of process baths.
• Unnecessary energy consumption
due to machines that are left idling
when there is no production.
• Poor lighting levels in some
production plants due to dark
factory walls and lack of translucent
roof sheets to allow daylight into
building.
The two start-up enterprises were
assisted with business planning and
mentoring. Among the issues identi?ed
at the start-up enterprises include:
• Lack of skills in business planning
and management, bookkeeping,
budgeting, cash ?ow management
and investment analysis.
• Challenges in access of fnance.
Some successes have already been
achieved among the participating
enterprises. So far, ?ve of the established
enterprises have implemented some
of the recommended low cost energy
ef?ciency measures using their own
resources. These energy ef?ciency
measures include training on energy
management, behavioural change,
monitoring of electricity consumption,
replacing existing inef?cient lights with
more energy ef?cient lights, installing
translucent roof sheets and painting
of factory walls to improve lighting
levels, and implementing maintenance
schedules of equipment in the factory.
The two start-up enterprises were
assisted with business planning and
mentoring. At the beginning of the
project, the enterprise that is involved
in supplying LED lights did not have
a proper sales of?ce but now it has
a fully-?edged of?ce to display and
market its products. The enterprise is
facing challenges in accessing cheap
?nance to establish a manufacturing
facility for LED lights. The enterprise that
is involved in waste management was
also not operational at the beginning of
the project but now it is operating from
rented premises and has purchased
basic equipment for waste collection
and recycling. The company is seeking
?nance to expand its operations.
PSDP will continue following the
progress of the established enterprises
in implementing energy ef?ciency
measures and provide further training
where required. On the issue of access
to ?nance by start-ups, PSDP will assist
in identifying suitable ?nancial institutions
and linking them with the enterprises.
The enterprises will have to engage with
these ?nancial institutions in order to
meet the ?nancing requirements.
continues from page 4
Hazvinei Munjoma | SMME Expert
06
Private Sector Development Programme
| ISSUE 02
CAPACITIY
BUILDING OF
SMMES IN THE
CONSTRUCTION
AND PUBLIC
WORKS SECTOR
The Government of Botswana has
acknowledged through the Private
Sector Development Strategy
adopted in 2008, the importance
of the construction and public
works sector in the country’s socio-
economic development.
The contribution of this sector
may be viewed from various
perspectives, among them
creating employment, wealth and
demand for manufactured goods,
infrastructure and producing roads,
of?ce spaces and housing for other
priority sectors.
The CDE-PSDP has engaged a
consultant specializing in capacity
building of practitioners in order to
strengthen the capacity of SMMEs
involved in construction industry
and public works, with the aim to
enhance their competitiveness and
service delivery.
A total of eighteen companies have
been selected from the PSDP
bene?ciaries in order be capacitated
on construction and public works
related issues. The overall objective
of the assignment is to develop
and implement a “Capacity Building
Action Plan” tailored to the needs
of selected companies in the
construction and public work sector.
The expert will further work in close
collaboration with professional
associations and key stakeholders
involved in the development of
the construction and public works
sector in Botswana.
WOMEN LED ENTERPRISES
PROMOTED TO CULTIVATE
ENTREPRENEURIAL SPIRIT
The Women Entrepreneurship Development (WED)
programme is a three-year intervention ?nanced by
the Chanel Corporate Foundation and executed by
the Centre for the Development of Enterprise (CDE)
in the framework of the Private Sector Development
Programme (PSDP), Botswana. Thirty ?ve (35)
women-led SMEs from all over the country were
selected to bene?t from the technical assistance
programme for the three year duration.
The implementation of capacity building actions
begun in 2014 with SMME diagnosis using CDE
tools with the view to know better the SMMEs’
needs. The diagnosis provided internal and
external recommendations for the bene?ciaries
amongst them management (strategic, ?nancial,
human resource), marketing, productivity increase,
business planning, linkage to ?nance, and
certi?cation and accreditations.
Following the SMME diagnosis, the programme
adopted a two legged approach to assisting the
bene?ciaries, which includes grouped training
and individual coaching/mentoring speci?c to
the companies. Firstly, two group coaching were
undertaken in Business Management and Business
Planning respectively. Secondly, individual coaching
and mentoring has begun focusing on the following
sectors;
•agro-industries
•tourism
•leather
•fashion and design
•jewellery and accessories
The individual coaching and mentoring targeted
individual SMME according to their needs by
assessing production system, product quality,
and packaging, marketing strategy and process
challenges. Moreover, a turnaround strategy for
all the bene?ciaries who received the SMME
diagnosis is being implemented in parallel to the
individual coaching. The turnaround strategy
focuses on transversal issues such as record
keeping and costing, consolidation, stabilization
and restructuring. In addition, some selected
companies will bene?t from business plan
preparation which will be submitted to ?nancial
Institutions for funding. Last but not least,
SMMEs will be sensitised on standardisation and
certi?cation with the view to improve their product
quality. Finally, the programme envisages some
benchmarking missions for selected SMMEs
following the recommendations of the capacity
building actions.
The programme is also building institutional
partnerships between Botswana and France. To
this end, the WED programme will encourage and
facilitate partnerships in Jewellery and Accessories
between Oodi College of Applied Arts and
Technology (Botswana) and BJO
Formation (France).
07
Private Sector Development Programme
ISSUE 02
PSDP BRIEFS
BOCCIM STRENGTHENS ITS EUROPEAN NETWORK
WITH BELGIAN CHAMBERS AND PARIS CHAMBER
OF COMMERCE
The Botswana Confederation of Commerce, Industry and
Manpowered (BOCCIM) has been the vanguard and main voice of
the private sector in Botswana for many years. BOCCIM has won the
con?dence and respect of Government and other stakeholders in
Botswana.
The CDE-PSDP continues to support BOCCIM in becoming an apex
body for the private sector in order to improve the organisation’s
service delivery. In collaboration with the Belgian Chambers and
Paris Chamber of Commerce -France, BOCCIM is currently working
on diversifying its services as a way of improving service delivery
as well as increase sources of revenue for the organisation. The
intervention will focus on opening of Chamber Trust, establishing
entrepreneurship services, business information, international trade
services, implementation and running of new services for generation
of income for the Chamber, the broadening of sector networks and
benchmarking, and mapping of competition for vocational training.
With the assistane of the PSDP, BOCCIM embarked on a re- naming
and rebranding exercise, assuming the name Business Botswana.
the change of name and logo will ensure brand reinforcement and
help the organisation keep up with engaging business processes. The
rebranding will create a long- term impression taht will complement the
organisation’s new business model and the new services that it will
offer to members.
ASSISTANCE TO BITC IN EXPORT DEVELOPMENT
AND PROMOTION
With the view to diversify exports and generate revenue for exporting
?rms, CDE will support BITC and BECI for a period of 8 months to
effectively implement the National Export Development Programme
while facilitating capacity building on export development and
promotion.
An information module will be created gathering the key information
that ?rms in Botswana need before exporting. It will also include
speci?c information on market access to the EU and SADC markets,
trade agreements, statistics and useful contacts.
Secondly, a capacity building module will be created including the key
knowledge/skills/tools a ?rm in Botswana –and consequently, a Trade
Support Institution (TSI) in Botswana- should master before exporting.
The project will design a catalogue, outline the courses’ curricula, and
prepare the presentations, cases studies and additional material to
facilitate the replication of these courses in the future.
Thirdly, a promotion module for international (TSI) in the EU/SADC
region will be built to support Global Expo Botswana’s (GEB) efforts to
reach EU buyers and to improve BITC/BECI’s service delivery. Speci?c
joint-programs will be organised on the capacity building module and
the GEB to test these collaborations among Botswana/EU/SADC TSIs.
Lastly, BITC’s sectors will be pro?led scoping on the ICT and Mining
sectors respectively. Manual on investing in the ICT sector and mining
sectors (Soda Ash and Salt) will be developed for potential investors.
Furthermore, companies in the 2 sectors will also be pro?led in
making them ready for potential partnerships in the SADC region and
internationally.
07
Private Sector Development Programme
ISSUE 02
ECONOMIC PARTNERSHIP
AGREEMENT WITH THE
SADC EPA GROUP
The EU and Botswana,
Lesotho, Mozambique,
Namibia, South Africa
and Swaziland concluded
negotiations for an Economic
Partnership Agreement (EPA)
on 15 July 2014. Angola has
an option to join the agreement
in future.
Going beyond the ambition of
other trade agreements, the
EPA offers unprecedented
opportunities. Duty-free, quota-
free access to the EU market
is guaranteed for all goods
originating in Botswana, Lesotho, Mozambique, Namibia, and
Swaziland. South Africa will also bene?t from new market access
additional to the Trade, Development and Cooperation Agreement
(TDCA), that currently governs the trade relations with the EU. The
new access includes better trading terms for wine, sugar, ?sheries
products, ?owers and canned fruits.
The EU will obtain meaningful new market access into the Southern
African Customs Union (products include wheat, barley, cheese,
meat products and butter), and will have the security of a bilateral
agreement with Mozambique, one of the LDCs in the region.
The EPA has been constructed to give asymmetric access
to the partners in the SADC EPA region. Botswana, Lesotho,
Mozambique, Namibia, and Swaziland do not need to reciprocate
the EU offer of 100% access. South Africa does not need to
reciprocate the 95% access offered by the EU. Instead, they can
shield sensitive products from full liberalisation.
The EPA is carefully designed to be compatible with the operation
of the customs union, in particular fully harmonising the import trade
regime of SACU. There will be a single external tariff schedule and
quota arrangements applied to imports from the EU.
Regional integration is further enhanced by common provisions on
trade management (like safeguards), common decision-making
bodies, and ?exible rules on origin allowing ingredients from one
country in the region to be incorporated in processed products
made up in another country.
Following the conclusion of the negotiations on 15 July, the text of
the Agreement will be prepared for signature, during the course of
2015. The trade provisions could provisionally enter into force after
signature, pending formal rati?cation of the Agreement by all parties.
John Taylor joined the EU Delegation in Gaborone on 1
September 2014 as Minister Counsellor for Trade, covering
bilateral issues with Botswana, as well as the SADC countries who
are signatories to the SADC Economic Partnership Agreement.
The presence of John Taylor will allow for smooth and timely
implementation of the SADC EPA.
08
Private Sector Development Programme
| ISSUE 02
BOCCIM is responsible for the monitoring and evaluation (M&E)
of the PSDP. The PSDP M&E framework is a practical tool for
reviewing performance, and ensuring that project objectives are
met and achieved. It involves a systematic collection and analysis
of information on activities executed, to enable the improvement of
projects and their implementation.
The monitoring and evaluation is done mainly on the three
components of PSDP and the WED Programme which include the
following:
• Capacity building interventions to SMMEs and Community
Based Organisations (CBOs) with a view to improve their
competitiveness.
• Supporting IOs to enhance their service delivery to their
members.
• Assisting Botswana in improving the ease of doing business.
• Improving access to fnance and enhancing women's
entrepreneurship.
As such, the web portal has been designed to be used by
BOCCIM to achieve its main role of internal monitoring and
evaluation of the activities of the Programme, including:
• Assessing the impact of the Programme.
• Providing feedback on the extent to which the PSDP is
achieving its goals.
• Ensuring PSDP objectives are met, enabling gaps to be flled
• Fostering accountability on the use of resources and
compliance of best practices.
• Promoting partnership and knowledge transfer to key
stakeholders
• Assisting in policy development and improvement of the
PSDP.
Data collection on PSDP activities has been ongoing and a tool
has been developed to help the PSDP unit to provide relevant
data aligned to the reporting structure of the M&E system.
BOCCIM has produced a ?rst quarterly report through the system
which will be uploaded onto the PSDP web portal, allowing
users to view how the Programme is rolling out. The next phase
of the M&E will involve evaluating the impact of the PSDP on its
bene?ciaries to determine whether the desired results are being
achieved.
So far the system has enabled the PSDP unit to maintain the
project’s implementation within the stipulated time frame. This
has allowed activities that have been lagging behind to improve,
and those that are doing well to act as a stepping stone in the
improvement of other activities.
It is foreseen that the M&E unit responsible for the PSDP project
will be able to add value to the running of the PSDP unit and
also contribute to the way activities are executed, resulting in a
successful contribution to the bene?ciaries of the PSDP.
In a larger picture, the M&E system used by BOCCIM will continue
to uplift PSDP project together with other implementing authorities.
Visit: www.botspsdpmande.org
Norman Moleele, Director Membership
Management Directorate BOCCIM and
Monitoring and Evaluation of Botswana
MEASURING
PSDP PROGRESS
THROUGH THE
M&E WEB PORTAL
For more information
please contact:
Centre for the Development
of Enterprise
[email protected]
Exponential Building | Plot 54321 |
| Central Business District |
Private Bag 00148 Gaborone
Tel: +267 319 1230 | Fax : +267 319 1271
website: www.cde.int
The PSDP is an initiative of the Government of Botswana, represented by the Ministry of Trade and Industry (MTI) and the Ministry of
Finance and Development Planning (MFDP), in partnership with the European Union (EU). The Programme is supported by the Centre for
the Development of Enterprise and BOCCIM. The Programme is expected to capacitate SMMEs and CBOs by strengthening their value
chains, improving access to ?nance and the ease of doing business as well as enhancing women’s entrepreneurship.
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