start and improve your business ilo’s business...

ISBN 978-92-2-125993-0

9 789221 259930

ILO’s Business Management Training Programme

Susanne van LieshoutMerten SieversMirza Aliyev

Start and Improve Your BusinessGlobal Tracer Study 2011

Sta

rt a

nd I

mpro

ve Y

our

Busi

ness

- G

lobal

Tracer

Stu

dy

20

11



Small Enterprise Programme4, route des MorillonsCH-1211 Geneva 22Switzerland

Email: [email protected]/siyb



Susanne van Lieshout

Merten Sievers

Mirza Aliyev

Copyright © International Labour Organization 2012

First published 2012

Publications of the International Labour Office enjoy copyright under Protocol 2 of the Universal CopyrightConvention. Nevertheless, short excerpts from them may be reproduced without authorization, on conditionthat the source is indicated. For rights of reproduction or translation, application should be made to ILOPublications (Rights and Permissions), International Labour Office, CH-1211 Geneva 22, Switzerland, or byemail: [email protected]. The International Labour Office welcomes such applications.

Libraries, institutions and other users registered with reproduction rights organizations may make copies inaccordance with the licenses issued to them for this purpose. Visit www.ifrro.org to find the reproduction rightsorganization in your country.

van Lieshout, Susanne; Sievers, Merten; Aliyev, Mirza

Start and improve your business : global tracer study 2011: ILO’s business management training programme /Susanne van Lieshout, Merten Sievers, Mirza Aliyev; International Labour Office. - Geneva: ILO, 2012.

1 v.

978-92-2-125993-0 (print)

978-92-2-125994-7 (web pdf)

International Labour Office

entrepreneurship / management development / employment creation / small enterprise / training programme /role of ILO / good practices / developing countries

03.04.5ILO Cataloguing in Publication Data

The designations employed in ILO publications, which are in conformity with United Nations practice, and thepresentation of material therein do not imply the expression of any opinion whatsoever on the part of theInternational Labour Office concerning the legal status of any country, area or territory or of its authorities, orconcerning the delimitation of its frontiers.

The responsibility for opinions expressed in signed articles, studies and other contributions rests solely withtheir authors, and publication does not constitute an endorsement by the International Labour Office of theopinions expressed in them.

Reference to names of firms and commercial products and processes does not imply their endorsement by theInternational Labour Office, and any failure to mention a particular firm, commercial product or process is nota sign of disapproval.

ILO publications and electronic products can be obtained through major booksellers or ILO local offices inmany countries, or direct from ILO Publications, International Labour Office, CH-1211 Geneva 22,Switzerland. Catalogues or lists of new publications are available free of charge from the above address, or byemail: [email protected]

Visit our website: www.ilo.org/publns

Photocomposed in Switzerland SCR

Printed by the International Labour Office, Geneva, Switzerland

iii

As the bulk of global employment is being provided by micro and small enterprises, the InternationalLabour Organization (ILO) has a long track record in promoting this sector as an effective way to contribute to productive employment and poverty reduction.

In line with international good practices, the ILO takes an indirect approach in assisting the sector.While the organization develops models for interventions, updates product lines and trains local and national service providers, these partners are responsible for rolling out business services to enterprises.

The product with the biggest demand has been “Start and Improve Your Business” (SIYB) – a globalentrepreneurship and management training programme for potential start-ups and existing small busi-nesses. The SIYB continues to be a bestseller and this report tries to document the outreach of theprogramme and some of the other key achievements, including estimates of its impact. The reporthas been prepared for practitioners in enterprise development who want to use SIYB, as well as anyother organization or individual engaged in entrepreneurship and management training.

The report is the result of an 18 month-long team effort of a group of researchers and ILO staff ledby Merten Sievers, the ILO’s global coordinator for SIYB. It was written by Susanne van Lieshout, aconsultant involved in many SIYB evaluations, Mirza Aliyev and Merten Sievers of the ILO SmallEnterprise Programme. Furthermore, Elaye Abdillahi, Gulmira Asanbaeva and Bruno Alejandro Gagliardo,also members of the Small Enterprise team, provided important inputs to the study. The data gath-ering was organized with the support of a group of committed SIYB Master Trainers and ILO fieldstaff throughout the world. Acknowledgement is further due to Andreas Klemmer, enterprise devel-opment specialist, ILO Pretoria, and many other ILO enterprise specialists who contributed valuablecomments to the report.

I would like to thank the lead authors, as well as all other contributors, for their efforts in documentingthe success of one of the ILO’s key training programmes.

Markus PilgrimHead of the SmallEnterprise programme

Foreword

v

Table of contents

Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii

Abbreviations and Acronyms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii

1. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

2. Objectives and background of the 2011 Global Tracer Study. . . . . . . . . . . . . . . . . 3

3. Methodology of the outreach study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

4. Review of SIYB implementation and key findings. . . . . . . . . . . . . . . . . . . . . . . . . . 9

4.1 The SIYB training packages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

4.2 Quantitative outreach of the SIYB programme . . . . . . . . . . . . . . . . . . . . . . . . . 10

4.3 SIYB Master Trainers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

4.4 SIYB Partner Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

4.5 SIYB Trainers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

4.6 Cost structure of SIYB training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

4.7 What is known about the impact of SIYB on enterprises and jobs? . . . . . . . . . . 16

5. Implementing SIYB: Country highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

6. Conclusions, Lessons learned and good practices . . . . . . . . . . . . . . . . . . . . . . . . . 23Conclusion 1: SIYB training outreach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

Conclusion 2: SIYB training quality and impact. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Conclusion 3: Cost of SIYB and outreach to the poor. . . . . . . . . . . . . . . . . . . . . . . . . 24

Conclusion 4: SIYB manuals and materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

Conclusion 5: SIYB Trainer and Master Trainer Development . . . . . . . . . . . . . . . . . . . 25

7. What is next for SIYB? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Bibliography. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

Annex I - Case Studies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Case Study 1: Commercially sustainable BDS to poor customers - Comparative cases from Sri Lanka . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Case Study 2: Enterprise promotion from scratch by the NationalEmployer’s Union of Mauritania . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Case Study 3: Going out to the communities - The Harare PolytechnicTraining Institution in Zimbabwe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

Case Study 4: Making SIYB work for all – customizing SIYBin Nigeria and Senegal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

Case Study 5: Linking IYB to financial services – the caseof Financeira Solucion (FinSol) Peru . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

Case Study 6: The Importance of business networking - Promotingwomen entrepreneurship in the Ukraine: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

Case Study 7: Livelihood recovery after the earth Quakein Sichuan, China. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

Case Study 8: Reaching out to excluded groups by DYC in Nepal . . . . . . . . . . . . . . . . . 42

Case Study 9: Sustaining SIYB programme implementation afterIL0-SIYB project ended – the SIYB Sri Lanka Association . . . . . . . . . . . . . . . . . . . . . . 44

Annex II - The SIYB Programme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

1. Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

2. SIYB implementation and programme actors . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

3. Programme components . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

4. SIYB – low-literacy and sectoral adaptations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

5. SIYB implementation and programme actors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

Annex III - Global list of SIYB contact persons . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55

Annex IV - List of all active Master Trainers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57

Annex V - The Study Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61

Annex VI - Questionnaires . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63

List of Tables, Figures and BoxesTable 1: SIYB Global Outreach until end 2010 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Table 2: Types of SIYB Partner Institutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Table 3: Cost information about SIYB trainings – selected countries only - In USD . . . . . . . 15

Table 4. SIYB Effectiveness and Estimated Impacts. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Figure 1: Countries in which SIYB has been introduced . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Figure 2: Division per type of SIYB Partner Organizations. . . . . . . . . . . . . . . . . . . . . . . . . . 13

Figure 3: SIYB Programme training packages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

Figure 4: SIYB Trainer Cycle. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

Box 1. Reason for Under and Over-Reporting of SIYB data . . . . . . . . . . . . . . . . . . . . . . . . . 6

Box 2. The Most Significant Change technique (MSC) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Box 3. Language adaptations of SIYB . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Box 4. ILO SIYB and Employment Creation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

vi

vii

BDS Business Development Services

CBO Community Based Organization

CPEP Cellule de Promotion de l’Entreprise Privée

CSO Civil Society Organization

DYC Divya Yuva Club

EYB Expand Your Business

GEM Global Entrepreneurship Monitor

GTS Global Tracer Study

GYB Generate Your Business Idea

HDDC Hambantota District Chamber of Commerce

ILC International Labour Conference

ILO HQ International Labour Organization Headquarters

ILO International Labour Organization

ISOP Integrated School Outreach Programme

IYB Improve Your Business

MBC Mobile Business Centre

MSC Most Significant Change Technique

MSE Micro and Small Enterprise

MLSS Ministry of Labour and Social Security of the Peoples Republic of China

Abbreviations and Acronyms

MT Master Trainer

NGO Non-Governmental Organization

PO Partner Organization

SEEDS Sarvodaya Economic Enterprise Development Services

Sida Swedish International Development Cooperation Agency

SIYB Start and Improve Your Business

SIYCB Start and Improve Your Construction Business

SME Small and Medium Enterprise

SSYB Simplified Start Your Business

SYB Start Your Business

SYFB Start Your Fisheries Business

SYTB Start Your Tourism Business

SYWCB Start Your Waste Collection Business

TOT Training of Trainers seminar

viii

1

Small and micro-enterprises employ a large share of workers and create most jobs in developingeconomies. Creating jobs in these enterprises is also key to poverty alleviation. Therefore, the sup-port to these enterprises has been a policy priority for many economies in the past decades. The ILOhas been part of these efforts by helping governments and private actors to provide more and betterservices to start-ups and existing small enterprises in order to support job creation. The SIYB man-agement training programme has been one of the main instruments to support employment creationin micro- and small enterprises (MSEs).

Since the creation of the Improve Your Business (IYB) programme in the early 1980s and the addi-tion of Start Your Business (SYB) to it in the 1990s, the ILO SIYB programme has become a globalundertaking. Between 2003 and 2010, it has reached more than 4.5 million potential and existingentrepreneurs in over 100 countries. The SIYB programme involves at least 2,500 partner institu-tions, engages a continuously growing network of SIYB trainers (now approximating 17,000 men andwomen) and over 200 Master Trainers. This makes SIYB one of the most widely distributed and usedbusiness training packages for the support of MSEs globally.

The 2011 SIYB Global Tracer Study (GTS) makes a tentative assessment of how many entrepreneurswere trained using SIYB until the end of 2010. It traces the outreach of the SIYB programme since2003, following two earlier tracer studies undertaken in 1997 and in 2003 respectively. An addi-tional reason for this study was to scrutinize whether the SIYB tools, some of which were developedmore than two decades ago, are still relevant in the current economic context. Furthermore, the re-port has made an effort to capture the data of impact measurement studies undertaken by theprogramme in different countries, in trying to assess the relevance of the programme for job creationin emerging economies.

In addition to the outreach data, the study team collected qualitative information about the perksand pitfalls of the SIYB programme. A series of case studies using techniques derived from the MostSignificant Change method are presented in the annexes. These show insight into how the SIYB pro-gramme is being used by various types of partner organizations from the public and private sector indifferent parts of the world. The analysis in the last chapter extracts good practices and lessons

1. Introduction

learned from these cases, and from feedback by SIYB adepts having over three decades of experi-ence with SIYB worldwide.

Previously conducted SIYB evaluation and assessment studies1 have indicated that, on average, onethird of all SIYB participants were not yet in business at the time of training. Obviously, only theycan start new businesses, the remaining two-thirds already being in business. Moreover, out of thosenot yet in businesses, only one in three trainees actually start a new small business after training.This suggests that around half a million new business ventures have been started by SIYB traineesworldwide.

Recently conducted randomized control trials have confirmed the usefulness of business manage-ment training for the growth of MSEs. This includes large-scale control group methodologies to measureimpact on businesses, documented by Karlan and Valdivia (2010) in Peru, by Klinger and Schündeln(2011) in Central America and by Giné and Mansuri (2011) in rural Pakistan. The Pakistan study isbased on an adaptation of an ILO entrepreneurship education tool called “Know About Business”, inmany aspects similar to SIYB.2

In line with the above, ILO studies over the years3 have found an average of three new employmentsgenerated in the newly started businesses, including that of the business owner/trainee. As such, itcan be carefully estimated that approximately one and a half million jobs in new businesses have beengenerated by the business owners who participated in SIYB. Note that this does not mean it is be-cause of the SIYB training that they have added these jobs, obviously other factors, such as accessto finance, the business climate and the personal competences of the entrepreneurs, play a role too.Lastly, studies also indicate modest impacts on those who were already in business at the time ofSIYB training: 40 per cent added on average one job, resulting in 1,200,000 extra jobs. Based onthe assumptions above, it is estimated that overall, around 2,700,000 jobs have been generated afterSIYB training.

Start and Improve Your Business - Global Tracer Study 2011

2

1 See chapter 4.7.2 See: www.knowaboutbusiness.org for more information.3 See bibliography on the studies mentioned.

This study provides insight into the worldwide outreach of the programme. Its specific aims were to:

• estimate global outreach figures of the SIYB programme in the years 2003–2010;

• obtain qualitative feedback about the use of the SIYB programme by selected institutions in thesame period;

• draw conclusions on “what works” and “what does not work” (in terms of development interven-tions) for sustainable provision of management training services for start-ups and existing smallenterprises.

Until 2007, the ILO operated a range of SIYB projects with relatively large technical cooperationbudgets. These projects were instrumental in introducing SIYB in a large number of countries. Theproject offices helped in building sustainable delivery systems, the capacity to deliver, and implementthe SIYB programme by working with public and private sector partners.4

However, since the mid–2000s, funding for projects based on single Business Development Services(BDS) tools, like SIYB, has diminished. Increasingly, donors have moved towards more systemic ap-proaches to private sector development of which BDS is often a component. As a result, the ILO toohas moved towards more integrated projects that affect a variety of decent work aspects. These trendshave changed the way the ILO is working with SIYB. It is still an important component of many projects, but its implementation is more decentralized and follow-up to its outreach has become morechallenging.

3

2. Objectives and background of the 2011 GlobalTracer Study

4 More on SIYBs implementation model in Annex 2.

Many of the programmes, which ran until the early 2000s, were able to set up sustainable structures.5

Support for SIYB is mainly needed at the highest level of Master Trainers (MTs) who work with na-tional trainer networks and partner institutions.6 Its successful continuation depends on the performanceof these MTs and local partner organizations. The ILO has handed over the running of the programmeto MTs and the associated institutions. As the ILO has no longer direct control over how the programmeis implemented, data collection on the outreach of the programme has become more difficult. Whileits methodology contains specific instructions on the selection process, the organization of training ac-tivities, monitoring and evaluation, the coaching of entrepreneurs, advisory support to trainers, andmany other issues of business training provision, in reality the standards set are not always followedby training service providers.

A key challenge associated with these trends is that the ILO has less control over outreach data, es-pecially on how many trainees have participated. Nevertheless, they would still like to know how it isbeing used and the development outcomes of using this specific enterprise training programme.

4


5 Good examples include the Chinese Labour Ministry, the SIYB Master Trainer Association in Sri Lanka, the SIYB Secretariat inNepal, the national SIYB MT associations in western Africa that also work as a regional group (Senegal, Mali , Benin, Cote d’Ivoire,Mauritania), the Royal Business Consult Trust in Zimbabwe for southern Africa, The Mongolian Employers Federation, the VietnamChamber of Commerce and Industry, the MT associations in Bolivia and Peru and a range of private SME consulting firms and develop-ment NGOs worldwide.6 SIYB Master Trainers are ILO certified trainers of SIYB trainers.

The fundamental challenge of the 2011 study was to collect outreach data on the number of entre-preneurs trained by more than 17,000 SYB and IYB trainers through the network of 237 MTs frommore than 50 countries. In order to do this in a cost effective way, a team7 was created at ILO head-quarters and in the regions, which in turn, could reach out to the MTs and SIYB partner institutions.For the coordination of the data collection process and reporting, the ILO recruited a consultant andfour SIYB focal points (MTs) from the key regions (China and Mongolia, southern Africa, West Africaand South Asia) to assist in data collection. In addition, this study was further supported by a groupof interns from the ILO Small Enterprise Programme.

The study team designed two questionnaires to track quantitative outreach and to gather qualitativefeedback8 of the SIYB programme. While the quantitative outreach was to cover all levels of the pro-gramme (trainees, trainers and MTs), the qualitative aspect focussed on the institutional models usedfor SIYB provision. The outreach numbers were collected through a questionnaire to be filled in byMTs. The ILO enterprise specialists and SIYB focal points in various ILO projects and SIYB MasterTrainer Associations played a critical role in ensuring response rates to the questionnaires.

The MTs used various sources of quantitative data-collection at the level of entrepreneurs: some useddata from the sales of SIYB training materials as a basis to estimate numbers of people trained(southern Africa); others consulted their databases (Mongolia, China); while in other regions, focalpoints used reports sent by trainers (Sri Lanka, West Africa).

Obtaining reliable, complete and accurate data is a common challenge for many development proj-ects. Within the SIYB programme, it is especially challenging to gather accurate entrepreneur-leveldata. Apart from non-reporting, there is under-reporting and sometimes over-reporting (see Box 1).Recognizing the methodological constraints attributable to under-reporting and over-reporting, thestudy team has made corrections where possible. Therefore, the quantitative figures are to be con-sidered estimates and should be quoted with care.

5

3. Methodology of the outreach study

7 See Annex X f – Structure of the study team.8 See Annex X g – Questionnaires for quantitative and qualitative data collection.

The data collection proved to be a long and complicated process (over four months of sending morethan 500 emails) as SIYB is very widespread and, although most trainers have email, it takes timeto receive reliable data and to cross-check it. In addition to the four involved focal points facilitatingdata collection in their regions, many MTs and partner institutions were approached directly for data.The group of interns reviewed available impact assessments, monitoring and evaluation reports, dif-ferent studies and documents, to collect and cross-check data as much as possible.

In addition to quantitative data, the study collected qualitative information about SIYB delivery modelsfrom all the regions, presented in the form of case studies in the Annex. This was done to provideinsight into how SIYB is being used, at the institutional level, by training service providers or partnerinstitutions. The study team chose not to focus on cases at the entrepreneurial level, as many ofthose have already been gathered over the years. The institutional cases display various ways in whichSIYB is implemented by the partners, and how its adoption and adaptation has impacted on the in-stitutions, and individual trainers. For the write up and analysis of the cases, the study team appliedtechniques derived from the Most Significant Change Technique (MSC) method. Upon request, thefocal points and MTs pointed out various interesting cases and they were then asked to conduct in-terviews using MSC.

6


Box 1. Reason for Under- and Over-Reporting of SIYB data

Non-reporting and under-reporting of data on SIYB training is caused when all trainings are not beingreported consistently by SIYB trainers, for example as a result of poor record keeping or lack of contactswith the relevant MT and SIYB network.

Over-reporting may be due to double-counting:

• If one SIYB training session is reported twice when there are two trainers per workshop. This is usually avoided as standard reports include the reference to the second trainer, but occasionally thiscan happen.

• When Generate Your Business Idea (GYB) trainees, who had SYB training, are reported as two persons trained.

Over reporting can also happen when partner institutions have an incentive to report high numbers oftrainees.

Box 2. The Most Significant Change Technique (MSC)

MSC is a simple technique to monitor the impact of complex and diverse programmes in a participatoryway. It describes what has actually happened, in terms of changes and challenges when implementingSIYB. It encourages respondents to talk freely and unstructured, by using techniques derived from story-telling. The kernel question is the following: “From among all the significant changes that happened whenworking with SIYB, what do you think was the most significant change of all?” It then analyses the mostsignificant change that occurred after integrating SIYB.

MSC does not make use of any indicators, and it is not looking for any planned impact.

In February 2011, the ILO SIYB team based in Geneva organized a global team meeting at head-quarters. One of its aims was to present and discuss the preliminary findings of the tracer study withthe global SIYB network and to improve the study based on the feedback received. The study wassubstantially revised and new sections were added.

This study should not be considered an evaluation of the SIYB programme. The aim is not to assessthe effectiveness of the training, nor to compare or explain differences between regions or programmes.It describes the outreach of the SIYB programme worldwide and looks into its functioning after thecompletion of direct project support to trainers and MTs. The report will show that, despite the changein approach, SIYB is still very relevant today.

7

3. Methodology of the outreach study

4.1 The SIYB training packages

The core of the SIYB programme is a range of inter-linked training packages and instruments, withintegrated components for counselling, networking, promotion of service institutions and policy dia-logue. It employs four toolkits, each adapted, translated to specific country needs and extended withsectoral adaptations and, where needed, simplified versions. Based on these training packages itbuilds a programme structure for long-term training delivery.

9

4. Review of SIYB implementation and key findings

The SIYB Business Game

The Business Game is a way to learn about how business works in real life. The Game serves as an instructional and motivationaltool of the SIYB programme at all levels. It provides practical exposure in how to run a business. This enterprise simulation game

complements the SIYB training manuals for potential and existing entrepreneurs. It helps participants understand the realitiesof starting and managing a successful business.

Generate Your BusinessIdea - GYB

A two or three-day long

training programme forpotential entrepreneurs

to conductan entrepreneurialself-assessment,

analyse,develop and selectthe most feasiblebusiness idea.

SYB - Start Your Business

A five-day long training for potential entrepreneurs with

concrete and feasible business ideas. SYB assists participants to develop a business plan with a marketing strategy, a staffing plan, and a cost plan. Trainees learn about need for licenses and permits, legal forms of business and forecasting of

finances. The training is being followed by at least one group

counselling session.

IYB - Improve Your Business

A training programme for existing entrepreneurs to

improve business management through seven modules: 1)

Marketing; 2) Buying procedures and stock control; 3) Forecasting of sales, costs and

cash flow, 4) Producing balance sheet, profit and loss

statements, 5) Costing , 6) Keeping records and 7)

Improving productivity through better workplace practices.

EYB – Expand Your Business

An integrated ten-day business training for growth oriented entrepreneurs. The training programme consists of four

modules:1) Strategic management;

2) Marketing and Salesmanagement;

3) Human ResourcesManagement;

4) Financial Management.

The four core SIYB training packages – Interlinked

The box below summarizes most of the languages SYB and IYB have been translated into. In addi-tion to language adaptations, SYB and IYB have been customized to various enterprise sectors, suchas tourism, construction, waste collection and agriculture. Moreover, SIYB has been adapted to suitthe special needs of sub-target groups with vulnerabilities, such as prisoners in Sri Lanka, people inpost-conflict and post-disaster situations (post-earthquake Sichuan Province in China), people af-fected by HIV/AIDS in South Africa, SIYB for migrant workers (phase II in China) and SIYB for peoplewith disabilities (for example the Braille version produced in South Africa).

4.2 Quantitative outreach of the SIYB programme

This section of the report presents an aggregated overview of the numbers of SIYB MTs, trainers, po-tential and existing entrepreneurs trained under the programme, as reported to date by the focalpoints, MTs and from other sources.9

10


9 Other sources include project evaluations, progress reports and studies where SIYB methodology was one of the objects of analysis.

Box 3. Language adaptations of SIYB

SIYB manuals exist in Afrikaans, Albanian, Amharic, Arabic, Armenian, Azerbaijani, Bahamian English,Indonesian, Braille, Cambodian, Chinese, Croatian, Dari, English, French, Georgian, Kiswahili, Kyrgyz,Laotian, Mongolian, Nepalese, North Sotho, Portuguese, Russian, Serbian, Sinhala, South Sotho,Spanish, Sri Lankan, Tajik etc..

Table 1: SIYB Global outreach until end 2010

Region # of # of # of # of trainees # of woment Before TotalMaster trainers women (start-ups and trainees 2003 estimatedTrainers since 2003 trainers entrepreneurs) (start-ups and as reported outrach

trained in SIYB entrepreneurs)and relatedproducts

Central Asia 13 490 270 18.600 10.000 13.500 32.100and EasternEurope

China/ 86 11.520 4490 4.142.000 1.945.700 0 4.142.000Mongolia

Eastern/Southern Africa 46 170 50 20.100 8.300 52.000 72.100

Latin America 10 1.030 410 9.400 4.400 18.500 27.900

Middle East 2 100 40 3.900 1.400 0 3.900

South and 57 4090 1660 198000 125400 14.000 212000East Asia

West Africa 23 140 70 36.100 7.000 3.700 39.800

Grand Total 237 17.540 6990 4.428.100 2.102.200 101.600 4.529.800

Apart from the remarks made in the previous chapter on the methodology of the study, the followingmethodological clarifications are pertinent.

1. GYB and SYB address the same target group. The study team realized the risk of possible doublecounting of trainees in both. In most cases, however, the trainees were reported separately, hencethe team was able to identify double reporting. There is little probability of double counting be-tween SYB and IYB trainees as target groups are different.

2. By far the highest outreach was achieved in China (4.1 million trainees) and Nepal (115,000trainees) where GYB and SYB trainees have been reported separately. China has not used GYBwidely: more concretely 3.9 million out of 4.1 million have been trained only in SYB and 57,000in IYB. The same applies to Nepal: 75,000 out of 115,000 have been trained only in SYB,27,000 in GYB and the rest in IYB.

3. Regarding the possibility of over-reporting – mostly a result of inaccuracies in record keeping –the study team has made corrections based on the reports of MTs as explained in Chapter 3.These are expert opinions of the focal points or partner institutions themselves, based on a self-assessment of how reliable their reported figures are. Figures stated above are the ones reportedby those experts and institutions.

4. In the case of eastern and southern Africa, reported numbers are based on sales figures of SIYBmaterials, and are more likely to be under-reported. In West Africa, Central Asia, South and EastAsia, the figures are based on trainers’ reports with normal accuracy. In Latin America and theMiddle East, reports have been collected mostly retroactively and are considered to be under-reported.

11


Figure 1: Countries in which SIYB has been introduced

5. In China, the study team used outreach figures based on data provided by the Ministry’s TrainingDivision of the Vocational Capacity Building Department. They reported that 3.86 million peopleattended SYB training and the remainder were trained using IYB, GYB and Expand Your Business(EYB). Over-reporting in China is possible: firstly, it was found that some provinces and citiessometimes integrated the number of trainees from other types of training into SYB when re-porting to the Ministry; secondly, there are possibilities for duplicated reporting to uppermanagement by training institutions and local labour bureaus. However, the study team becameaware of SIYB training activities conducted outside the sphere of government control. These fig-ures most likely were not recorded in official reports. As soon as the new SIYB edition came onto the market in 2005, trainers started moonlighting in the private sector, and their activitiestypically went unrecorded because they were not subsidized.

6. The reported number of trainers also needs further explanation. While their overall number ismore reliable than the numbers at entrepreneur level, it was difficult to establish the activitylevel of some of them. Again, the study team relied on the expert opinions of MTs, ILO staff andtraining institutions in establishing which trainers had been certified (this includes training en-trepreneurs or start-ups) and how many were still active today. The study team estimates thatabout 60 per cent of the reported trainers in the table above remain active to date; they arecontinuously involved in training potential and existing entrepreneurs.

4.3 SIYB Master Trainers

So far, 237 Master Trainers have been certified by the ILO SIYB programme, of whom 180 are stillregularly active. They are registered on the ILO Enterprise Department Resource Platform,10 an on-line platform where potential and existing MTs can enter and update their training history andprofessional background to be able to get accredited, or to renew their licence.11

Over the years the ILO has tried to keep a close relationship with the certified MTs. Martin Clemensson(2001), former SIYB Global Coordinator writes:

ILO Small Enterprise Programme licences Master Trainers to have a close and proactive relationshipwith them - one that is similar to a franchise system. Licensing offers many of the same benefits offranchising, such as more rapid market penetration through shifting the capital costs of expansion.It also shares many of the same risks inherent in franchising, such as the possible loss of qualitycontrol and a dependence on the skills and resources of the licensee.

The licence system ensures achieving a global network of highly competent and experienced special-ists on how to train SIYB trainers that will disseminate the SIYB programme to more trainers andnew partner organizations.

Headquarters’ role is still and will thus, until further notice, focus on identification and dissemination of best practice, cross-fertilization, encouraging innovation, mobilizing resources, developing/certifying/upgrading/promoting/monitoring Master Trainers, establishing performance benchmarks, conducting evaluations, managing copyrights, and providing technical advice to fieldoffices and projects. In other words headquarters is continuously seeking to find a balance betweenachieving outreach and sustainability, whilst assuring quality and impact.

12


10 See www.ilo.org/siyb Resource Platform sub menu.11 According to the Master Trainer Agreement SIYB Master Trainers are accredited for a period of two years starting on the date of itssignature by both parties.

The total number of MTs trained in SIYB over the years is higher than the 237 currently on record.The SIYB benchmark for active MTs is evidence of performing the five core MT functions: marketing,organization, training, follow-up and monitoring. The SIYB experiences have shown that being a highperforming MT is an excellent springboard to be recruited as a (inter)national project officer, or as aconsultant, which may partly explain their turnover. The need to develop Senior MTs and MTs is, thus,an ongoing12 process to respond to continuous and still increasing demand from ILO member States,social Partners and partner institutions.

4.4 SIYB partner organizations

The SIYB programme depends largely on partnerships with organizations, which are capable and de-pendable, to deliver quality training to entrepreneurs. The establishment of strong partnerships is,thus, an essential part of the programme Currently, there are at least 2,500 institutions worldwidethat have incorporated SIYB into their portfolio. Globally, it has an enormous variety of partner or-ganizations. Two examples are given in case study two (Mauritania’s Employers Federation) and studynine (institutions linked to the Sri Lankan SIYB MT association). Other types include:

13


Table 2: Types of SIYB partner institutions

Public-service institutions Small Enterprise Development Agencies, Employment Bureaus, Social Security sector,Employers Federations, Trade Unions, Ministerial Departments, etc.

Training institutes Vocational or Technical Colleges, Training Centres, Universities

Financial Institutes Banks, Micro-Finance Institutions

NGOs / Not for Profit International and national NGOs

Private sector Consultancy firms, Business associations, Chambers of Commerce,Individual consultants.

12 As recent examples: In 2010 and 2011 Master Trainer development sessions were held in Moscow (for MTs from Russia, Kyrgyzstan,Kazakhstan and Azerbaijan), Manila (for MTs from Mongolia, Vietnam, Philippines, Nepal, and India), Kathmandu (Nepal and India)and Nairobi (Kenya, Tanzania Uganda).

Figure 2: Division per type of SIYB partner organizations

Private sector10%

Finance sector5%

NGOs / not-for-profit33%

Public sector - incl.training institutes

52%

* 2010 – based on data from core SIYB countries (in Africa, South Asia and China).

The SIYB partner institutions are the backbone of the sustainability strategy. They have to demon-strate a track record in small enterprise development and they need to show capacity and commitmentto use and integrate SIYB into their regular operations.

4.5 SIYB trainers

To date, 17,540 trainers have been reported to be active in implementing SIYB. The study team alsocollected information on their gender, and found that more than one third are women. This is with afew exceptions, such as in Niger where, on average, 65 per cent of trainers are female, and in SriLanka where 25 per cent are reportedly female. Approximately 40 per cent of trainees are women.Trainers are usually affiliated with institutions that deliver BDS or training services. The SIYB usesspecific selection requirements for both individual qualities of trainers, and institutional standards.Individual competencies include business experience, knowledge of adult training methodologies, andBDS knowledge. Institutional criteria comprises a set of standards, including a portfolio of BDS, soundfinancial management and a solid outreach to small-scale or potential entrepreneurs.

To encourage expansion, SIYB aims to work with an extensive variety of trainers. As such, currenttrainers include, for example public servants working for a governmental agency, teachers or trainersat training colleges or vocational schools, private-sector consultants, or business development offi-cers working for non-governmental organizations (NGOs) or UN agencies. The roles and tasks of trainersare stretching beyond conducting SYB or IYB training to their target groups13 and now include follow-up services and monitoring and evaluation, among others.

4.6 Cost structure of SIYB training

Many governments, donors and development actors now recognize that free of charge, or highly sub-sidized, business services will have negative effects on market development. Over the years SIYBevolved from a programme mainly delivered on a highly subsidized basis, at little cost to the enduser, into one with a strong emphasis on models that would make large-scale training delivery finan-cially sustainable. Therefore, partner institutions and trainers are strongly encouraged to charge feesfor the training products they are offering.

While in most regions and countries the final delivery of SIYB still receives partial public or privatesubsidies, it has effectively kept costs and prices as low as possible by strongly favouring lean out-reach channels. An example of how it has used commercial delivery channels for low-income customersis provided in case study one. This describes a commercial business management training provisioncomparing two partner institutions. Moreover, this 2011 global study also tried to compare some ofthe costs and prices for SIYB delivery.

14


13 See Annex I – The SIYB Programme.

To obtain insight into the cost structure of the SIYB programme, the study team asked for the av-erage cost of a five-day SYB training and a five-day IYB-training, as well as the average contributionper participant. It is important to note that the ILO does not attempt to influence the business modelof partner institutions in service provision. It attempts to assist these institutions to keep costs lowand to market to the right clientele. Cost recovery from direct beneficiaries is strongly encouragedand partners are trained in financial sustainability models, but the ultimate business model is in thehands of the partner institution.

The table below gives an idea of the training costs from selected countries where financial informa-tion was available. The MTs were asked to include direct costs only, such as venue, materials, directtrainers’ fees (if any), refreshments, transport, equipment, but to exclude the overhead costs of theorganization. There is still no uniform way to report the costs, and the averages could not be brokendown per cost item. This may mean that different trainers have included different types of costs.Also, actual direct costs may vary substantially from country to country, and depend on the targetgroup, as well as the type of training provider. This makes comparison of costs between the differentregions and countries difficult. The table gives an indication of the direct costs per training and thecontribution by participants from selected countries for which data are available.

The table shows that the amounts per five-day training vary a great deal. The data further show that,in most cases, participants pay for the training. In most of the countries, the average participant’scontribution to a five-day training ranges between US$10 and US$30. Multiplying these costs by 15(recommended number of participants of SYB or IYB workshops) helps to understand the very dif-ferent cost-recovery schemes. Kenyan trainers are, on average, able to run commercially sustainableSYB training activities, but in other countries cost recovery ranges between 20 to 70 per cent of thetraining costs. The ILO emphasizes that projects should not fund direct service delivery, so the restof the cost is usually covered by local contributions14 or through cross-subsidizing by the service

15


Table 3: Cost information about SIYB trainings – selected countries only - In US$

Country Average cost Participants’ Average cost Participants’ Average costs of5 day SYB contribution 5 day IYB contribution 10 day SIYB TOTtraining (US$) (US$) training (US$) (US$) (US$)

China 1,700 0 1,200 45 11,000

Mongolia 900 12 1,500 40 10,000

Kenya 300 30

Burkina Faso 400 1

Mauritania 250 16 5,000

Sri Lanka 363 12 454 14 728

Nepal 300 0 385 0

14 Local contributions can come from local municipalities, state training funds, local donors, larger private sector companies or sponsorsamong others.

provider itself. The IYB seminars appear slightly more expensive than SYB seminars. This can be ex-plained by the higher material costs, more preparation time and sometimes higher costs for trainers.Training of Trainers seminar (TOT) costs are typically higher because an SIYB TOT takes longer andthey are mostly residential training sessions. Accommodation and per diem may be included. To ob-tain a more precise insight into the cost structure of SIYB globally, a few more in-depth case studieswould be needed.

4.7 What is known about the impact of SIYB on enterprises and jobs?

Probably a core reason for the rapid spread of SIYB across the globe lies in its effectiveness and im-pact at the level of business start-ups and business improvement. This current study did not specificallycollect data on the impact of SIYB training on the trainees. Rather, it has collected case studies ofinstitutional impact at the level of trainers. However, the ILO previously conducted many impact as-sessments and surveys, and a snapshot of some of the important impact figures is presented below.It should be noted that these figures have been generalized to reflect globally. Also note methodolog-ical constraints in the impact assessment methods as per the box below.

Over the past decade or so, various SIYB impact studies have been conducted, and numerous eval-uation and progress reports have been produced by SIYB country programmes.15 The methods appliedto measure impact in these regions vary substantially, as do the results. In most cases, straightfor-ward, one-off surveys were conducted, interviewing trainees about the effects of the training usingpre-set questions, such as: What have you learned? Have you started a business? How many peopleare you employing?

Two longitudinal studies (Zimbabwe and Sri Lanka16) have been conducted, measuring the impact overa period of time. Moreover, two other studies used control group methods (Sri Lanka and China) inwhich the effects of SIYB training on a population of start-ups and entrepreneurs were measured againsta similar group that had not received business management training. The 2003 SIYB GTS also sum-marized various previously conducted impact studies (West Africa, southern and eastern Africa).

16


15 ILO Evaluation Summaries of E-SIYB China 2009, and Papua New Guinea 2008. ILO Evaluation Summaries Micro- and Small-Enterprise Development for Pro-Poor Growth Sri Lanka 2009, SIYB Indonesia impact tables ILO EAST and ILO Migrant Workers– 2010,SIYB Sri Lanka Final Impact Study - 2005, SIYB Programme Vietnam Impact Study - 2001, Impact of SYB Training on WomenEntrepreneurs in Vietnam – 2003, Youth and Adult Entrepreneurship Education in Central Asia 2002-2003, The SIYB Programme in theAndean Countries and Central America – 2003, and SIYB in Croatia Terminal Report.EU/UNDP – 2003. See bibliography for more details.16 SIYB Sri Lanka Longitudinal Impact Study with Control Group Comparison - 2004, – ILO/ SYB Pilot Impact Study Zambia,Zimbabwe and Uganda 1998 and 2003. ILO SYB Harare Longitudinal Study 2003.

Box 4. ILO SIYB and employment creation

Methods applied to measure SIYB impact on job creation in some cases did not allow for attribution ofemployment results to SIYB training per se. Firstly, most studies did not include physical observation orverification of the reported employment numbers, but relied on entrepreneur feedback. Only two of thestudies cited below did work with control groups. The self-assessment of the entrepreneur about theimpact of SIYB training does, however, give an indication that it does contribute to employment creation insmall enterprises.

Despite the variety of methods and tools used, the study team has attempted to generalize impactinto three categories:

• Relevance of SIYB: is SIYB reaching the right, intended target groups?

• Effectiveness of SIYB: is SIYB being used as planned. In other words, are the concepts, attitudesand skills that are transferred through SIYB applied? Do trainees actually start or improve businesses? Are they generating employment?

• Sustainability of SIYB effects: Are the effects generated by SIYB training lasting?

SIYB relevance

All studies conclude that the SIYB programme is relevant as it reaches the right target group of small-scale entrepreneurs. However, SYB, originally designed for people not yet in business but having aclear and feasible business idea, is actually being used frequently by those already in business. Inreality, on average, two-thirds of those participating in SYB are already involved in some kind of busi-ness activity, while one-third are not yet in business. The overall majority of IYB participants areindeed involved in business, but the total outreach of IYB is significantly lower than SYB (93 percent of total trainees). In China alone, 95 per cent of trainees have been trained in SYB. Consequently,when further analysing SIYB effects, the study team does not make a distinction between SYB andIYB, but between “those not yet in business” and “those already in business” at the time of SIYBtraining.

SIYB effectiveness

Training is effective in the sense that, through self-assessment, the overall majority of entrepreneurshave frequently reported business improvements. Commonly described effects include: diversificationof products and services; improved quality of products and services; increased productivity and sales;and increased awareness about costing. Studies also clearly show that SIYB effectiveness increaseswhen training is linked to other business development services, such as micro-finance, mentoring andcoaching services, and also technical skills training.

In terms of impact on business start-up and job generation, the study makes a distinction betweenpeople who were not yet in business at the time of the training, and those already in business.

Business start-upDepending on the country and the time of the survey, on average one-third of people who were notyet in business actually started a business after training. This includes informal, unregistered busi-nesses as well. Selected business start-up figures include: Indonesia EAST project, 30 per cent;Indonesia Migrant Workers project, 56 per cent; China E-SIYB, 85 per cent; Papua New Guinea,25 per cent; Vietnam, 14 per cent; Sri Lanka, 39 per cent; and Zimbabwe/Zambia/Uganda, 20 percent.

17


The latest impact assessment in Indonesia17 in March 2011 revealed that the share of youth thatfound employment or started a business increased exponentially when SIYB was offered in parallelto skills training (from 32 per cent of SIYB-only impact to 72 per cent of positive impact).18 The fol-lowing diagram illustrates the Indonesian experience on the linkage between the costs, in IndonesiaRupiah (IDR) of SIYB, plus training and impact generated.

Jobs in newly started businessesIn new businesses that were started after the SYB training, on average, three jobs were generated.This includes the job of business owners themselves. Selected available figures from the countriesinclude: China E-SIYB, 5.3 jobs on average; Zimbabwe/Zambia/Uganda, 2.0 jobs; Papua New Guinea,2.4 jobs; and, Vietnam 3.4 new jobs.

Job impact on existing businesses Globally, existing business owners participating in SIYB also indicate job effects. In 2003, the GTSfound that between 15 and 30 per cent of those already in business reported to have expanded theirworkforce. On average 0.6 jobs were generated in existing businesses.

18


17 Impact of Entrepreneurship and Employability related Activities in Indonesia. Quick Update. ILO Jakarta: March 2011.18 It needs to be considered that those starting a business are likely to create employment for others and not only for themselves.

80.00%75.00%70.00%65.00%60.00%55.00%50.00%45.00%40.00%35.00%30.00%25.00%20.00%15.00%10.00%

5.00%0.00%

USD

-US

D 50

USD

100

USD

150

USD

200

USD

250

USD

300

USD

350

USD

400

USD

450

USD

500

USD

550

USD

600

USD

650

USD

700

USD

750

USD

800

USD

850

USD

900

USD

950

USD

1000

With SYBUSD 15232.07%

With SYB and VTUSD 56372.49%

Training cost

Trai

ning

Impa

ct

% TRAINED YOUTHS THAT HAVE A JOB OR STARTEDA BUSINESS (BY TYPE OF TRAINING AND AVERAGE COST)

Moreover, case data from the E-SIYB project in China, rolled out after the earthquake in Sichuan, in-dicates that virtually all trainees re-established businesses within one year. It concerns 2,400 businessesin which 14,107 people were employed, or 6 jobs per business. While these figures cannot be gen-eralized to the entire population of SIYB trainees in China, most of whom are “regular” trainees andnot part of the successful E-SIYB project (see case study in the Annex), it does increase the overallaverage of existing businesses which added jobs. All in all, the SIYB global study team estimate that40 per cent of those already in business whilst going through SIYB training, increase the number oftheir employees by one job, on average.

The table below summarizes the SIYB effects per type of target group based on the assumptions out-lined above. It should be noted that there is no direct causal relation per se between “participatingin SIYB training” and “impact on employment”, and that figures are derived from a self-assessedcomparison of “before” and “after training effects” by the trainees.

Sustainability of SIYB effects

These effects can be measured by the business survival rate, expressed as the percentage of newlystarted businesses surviving their first year. Other indicators exist as well, but there is not enough in-formation at this point in time to draw conclusions.

Typically, SIYB trainees’ businesses operate in a volatile economic, political and business-environ-mental context. Therefore, business survival rates are often relatively low in countries where SIYB isactive, especially when compared to countries with higher GDPs. By comparison, approximately 85per cent of small businesses survive their first year in Canada, and the one-year business survivalrate in the United Kingdom is between 88 and 92 per cent.19 Whereas, Kenyan business statistics

19


Table 4. SIYB effectiveness and estimated impacts

Business situation Impact on start-up Impact on employment

Not yet in business at time of SIYB 1/3 started On average 3 jobs per business,training = 1/3 of total trainees including owner/trainee

Total estimated 2/3 did not start None

500,000 businesses 1,500,000 jobs

Already in business at time of SIYB None 40% expands business= 2/3 of population by 1 job

60% does not expand business

1,200,000 jobs

Grand total 4,500,000 trainees 500,000 new businesses 2,700,000 jobs(including informal and unregistered businesses)

19 Canada: www.canadabusiness.ca UK: Office for National Statistics http://stats.bis.gov.uk/ed/survival/index.asp.

indicate that “three out of five” businesses fail within the first few months20 – a survival rate of 40per cent. A study from the 1990s suggests four out of five (80 per cent) fail in the DominicanRepublic and SMEs survival in Botswana is around 45 per cent (Mead and Liedholm, 1998; Bame,2011). Data on business survival are sparse, as tracking small entrepreneurs over a period of timeis costly. The Global Entrepreneurship Monitor (GEM) recognizes that methods, tools and indicatorsof business survival vary widely. For example, GEM countries calculate survival as a percentage ofthe adult population between 16 and 64 years, but there are no globally reliable business survivalfigures currently available.

Regarding the business survival of SIYB trainees’ start-ups, two longitudinal surveys have been doneby project offices since the 1990s. The SIYB Over Time Survey in Zambia, Zimbabwe and Ugandafrom 2003 revealed that three out of four entrepreneurs, who started businesses, were still in busi-ness three to four years after start-up. A similar figure was found in Sri Lanka of trainees trainedbetween 2001 and 2004.21 As previously stated, these figures are not official, in the sense that theymeasure registered enterprise start-up or failure. Nevertheless, the surveys suggest that sustainabilityof the SIYB training, in terms of 75 per cent business survival, is relatively high compared to gen-eral survival rates in developing countries.

20


20 Kenya ww.ajol.info (African Journals Online) KCA Journal of Business Management, Vol 2 Issue 1 (2009).21 See bibliography for titles and links to both longitudinal studies.

This section presents highlights from case-studies collected by the study team from all regions whereSIYB is active. These can be found in Annex 1. They illustrate the various ways trainers and insti-tutions are working with SIYB, adopting it, integrating it into their daily activities and sometimesadapting it to the needs of the target groups. They describe how interacting with SIYB has changedtheir personal or professional ways of working. Challenges are, of course, also part of this process,and trainers and institutions have been encouraged to share those too. Some of the cases end witha personal quote from the SIYB MT or trainer, which summarizes the Most Significant Change experienced.

1. The case study of Sri Lanka compares two pilot projects looking at the commercial viability ofselling SIYB training services to an end target group and exploring the frontier of financiallysustainable service provision to the poor.

2. Mauritania illustrates the case of the national employers’ federation that became a dynamic,strategic partner of the ILO for SIYB. They initiated the translation of SIYB in Arabic, with ILOsupport, and developed into a leading MSE capacity-building organization and sole provider ofSIYB kits in the region.

3. In Zimbabwe, one of the countries suffering the toughest economic hardships at the moment,SIYB, after a long and successful implementation history, helped a vocational training instituteto reinvent its approach to find labour market solutions in a 90 per cent unemployment context.

4. In the West African countries Niger and Senegal, SIYB trainers have made huge efforts to cus-tomize the SIYB manuals for various target groups, introducing and adapting the level 1 packagefor low-literacy target groups originally developed in Nepal.

5. The Peru case demonstrates how IYB was used by a microfinance institution to attract and motivate clients with growth and investment potential. It also shows the potential of how BDS-finance linkages can become financially viable.

21

5. Implementing SIYB: Country highlights

6. The case from Ukraine shows the role of SIYB in network promotion and the importance of after-training support. Providing opportunities for entrepreneurs to meet each other and exchangeideas may be as important as learning new skills and knowledge.

7. SIYB in China is a case in and by itself. The “secret” of its SIYB success lies in the fact thatit has been fully adopted by the government, which considers it a key educational tool for themasses. The China case included focuses on the “Emergency – SIYB” adaptation used for trainingearthquake victims as a livelihood recovery strategy in earthquake-stricken Sichuan.

8. In Nepal, the Level 1 package has been rolled out to more than 100,000 trainees. The specificcase study presented here focuses on the Jobs for Peace programme by the ILO and FAO anda partner NGO named Divya Yuva Club (DYC). It explains what it has done and how it has reachedout to Dalit and other marginalized people in the society.

9. The Sri Lanka case provides insight into how an SIYB programme can become autonomous afterILO support. The set-up of an open and independent SIYB association, of which all SIYB partnerorganizations and trainers can become members, has proven to be effective in post-tsunami SriLanka.

22


What works for outreach What does not work

Working with a variety of SIYB partner organizations, e.g. Transferring exclusive rights to a limited number offrom public & private sector, for profit & not-for-profit. organizations – not necessarily the most capable,

entrepreneurial ones.

Allowing flexibility in how SIYB is being marketed Being overly strict in prescribing standard numbers onand used by trainers and partners while adhering training duration, pricing, or use of manuals.to basic quality principles.

Partner organizations that are generating demand for SIYB Partner organizations or trainers who wait for entrepreneurs,and using it to acquire new clients and training assignments an institution or a donor to appear and ask for– co-funded by donors and entrepreneurs. SIYB training.

Facilitate linkages with national policies; mobilize support Excluding government, or rejecting that government canfrom government in reaching larger numbers of specific play a role in entrepreneurship development and businesstarget groups (e.g. students, school leavers, etc.). service delivery.

Foster linkages between SIYB and private sector, Exclusively focusing on government structures for SIYBlarger enterprises, for sponsoring, mentorships implementation, leaving out private sector actors.or business exchanges.

This chapter summarizes and analyses the quantitative and qualitative findings collected throughoutthe study. It presents conclusions drawn from two decades of SIYB experience worldwide. It also pres-ents an overview of factors which have been contributing to its success: what works well, or goodpractices; factors hindering its performance; what does not work well, or lessons learned.

Conclusion 1: SIYB training outreach Since its initial conception in the 1980s (IYB) and 1990s (SYB), the SIYB training programme hasspread to 100 countries. It has so far reached 17,000 trainers, more than 200 MTs and at least2,500 training providers from the public and private sectors.

It is relevant because it fulfils existing and emerging demands from (potential) entrepreneurs, trainersand organizations. The programme meets their needs with simple, low-cost and comprehensive ma-terials and methods to train people in setting up and running a small business. The introduction ofSIYB has helped to improve the personal and institutional competences of many trainers and part-ners. Trainers have gained valuable insight, enhanced their business-related knowledge and skills andimproved their own entrepreneurial attitudes.

23

6. Conclusions, lessons learned and good practices

Conclusion 2: SIYB training quality and impactOver the years, at least 4.5 million people have accessed SYB and IYB training sessions, as reportedby SIYB partner organizations. An estimated two out of three trainees were undertaking formal or in-formal business activities at the time of training. Only one third of SYB trainees were not yet inbusiness, out of which one third were actually able to start up a new business. The SIYB training can provoke significant changes at entrepreneur level. Positive impacts includenew business start-ups, increased product diversification, cost savings and increased profits. Thiscontributes to income generation and jobs in the micro-, small and medium enterprise sector. In anewly started business, on average, three jobs are created, including the business owner’s job. In anexisting business, on average, one extra job is generated.

Conclusion 3: Cost of SIYB and outreach to the poorMany entrepreneurs pay between US$10 and 30 per person for SYB training. Nonetheless, large out-reach SIYB programmes have had active government participation or large donor-funding. Experiencehas shown that it is difficult for BDS providers to fully make a living out of the income generatedfrom training fees of business start-ups. This is related to a lack of willingness by trainees to pay forservices, which often do not create an immediate return, but also to the cost structures of BDSproviders that are not always adapted to their target market. Charging for services has good potentialto increase outreach as it provides income sources for BDS providers who often struggle with finan-cial sustainability. In the long term, only business services that entrepreneurs and start-ups can fullypay for will stay on the market. In countries where outreach has been high (China, Nepal, Indonesia)SIYB is partly considered as an educational tool, instrumental in specific contexts (transition to amarket economy, post-crisis) and for vulnerable groups in need of public support (micro-businessstart-ups, youth, school drop-outs, etc.).

What works reaching vulnerable groups What does not work

Integrating SIYB into existing public sector or NGO Believing that involvement of government or a donorstructures. is contradictory to business thinking per se.

Encouraging co-funding from government or a donor partner, Not asking for participants’ contribution, or givingwhile maintaining financial co-participation by trainees. per diems to SIYB trainees.

Using SIYB flexibly and with low-cost implementation Traditional development thinking, creating donor -dependencystructures. and market distortions by offering business training at no

cost at all.

Integrating SIYB training into a package of support Not looking for real business potential; thinking thatmeasures for vulnerable groups. anyone can start a business and all should be trained.

24


What works for quality and impact What does not work

Facilitating linkages and synergies between vocational skills Using SIYB as a stand-alone, classroom-only training,training, business management training and micro finance. without connecting to business realities.

Trainers who conduct follow-up sessions after SIYB training Traditional trainer-centred or top-down teachingto ensure application of the topics, and link to the methods where trainees are expected to learn only fromentrepreneur’s actual situation. the trainer and not from the process.

Identifying niche markets and customizing SIYB materials Thinking that SIYB is a one-stop solution for allto suit sectoral needs. target groups.

Conclusion 4: SIYB manuals and materials The SIYB is a materials-based training package, and the SYB and IYB manuals remain the backboneof the programme. So far, SIYB manuals have been translated into 32 languages, and various sector-specific adaptations exist in certain regions. Simplified versions have also been created for certainregions.

Conclusion 5: SIYB trainer and MT development The SIYB implementation approach with its multiplier strategy allows for the development of quali-fied trainers and MTs. This makes the programme strong in terms of quality,22 yet it sometimesdiminishes flexible implementation and adaptability to immediate demands. Experiences have shownsome serious limitations in the spread of SIYB caused by a lack of qualified trainers, despite existingdemands for business training.

25

6. Conclusions, lessons learned and good practices

22 The SIYB system, however, does face a challenge in longer-term quality monitoring. While it is considered crucial in order to keepbrand recognition as a quality training tool, the ILO does not have direct control over the programme once it is handed over for nationalimplementation.

What works for SIYB materials What does not work

Using SIYB manuals and trainers’ guides for trainers to Forcing trainers to use standard SIYB manuals in trainingincrease their competencies as trainers and advisors. twith entrepreneurs, especially with low-literacy groups.

Mobilize technical and financial support for translations, Costly SYB or IYB manuals that have to be imported.printing and sectoral adaptation of manuals. Include private sector-sponsored manuals as an option.Encourage low-cost multiplication of manuals – or handouts complementing manuals.

What works for SIYB trainer development What does not work

Ongoing commitment from ILO Geneva to the continuous Promoting SIYB outreach in too many countries, insteaddevelopment of SIYB MTs. of focusing on regions where demand is high, hence

spreading the number of trainers too thinly.

Initial in-country support by ILO in marketing of SIYB, Selecting one partner organization to introduceselecting a range of capable partner organizations, and SIYB or take over SIYB management in a country.training of trainers, while planning for a sustainabilitymechanism from the beginning.

Improve/introduce SIYB mass media and distance learning Rely on printed material only for training andtools, and other ITC options for training of trainers. revenue streams.

Ensure quality and performance standards of trainers Mechanistically transfer stringent performancejointly with MTs, trainers and local institutions. and certification criteria for trainers and MTs without

communicating the reason for their existence.

Encourage cross-country and cross-region exchange Limit the development of SIYB trainers and MTs tobetween trainers and MTs. ILO officials only.

Both the results of this outreach study, as well as the latest results of large-scale randomized con-trol trials on impact, underscore the importance and continued relevance of small business managementtraining for job creation. The numbers in this report, and the details collected, show that the out-reach of SIYB is likely to increase considerably in the future. The Chinese Government is using thepackage as its core tool and trainee numbers are increasing rapidly. In 2012, in India, SIYB will beintroduced on a larger scale. A range of ILO projects and partner organizations in countries as di-verse as Senegal, Indonesia, Guatemala, Kenya, South Africa and Zambia will start to use SIYB in avariety of different contexts, including in vocational training institutions, as a tool for public employ-ment services, or as a business services tool in value chain development projects.

The ILO is developing a new SIYB strategy for the years 2012–2015. This should enable it to ex-tract the lessons learned from current research and create stronger mechanisms for global monitoringand quality control. It is hoped that this will also increase the outreach of the programme to a fur-ther 4.5 million in a much shorter time than it took to reach the first 4.5 million, thereby contributingto job creation for those who need it most.

27

7. What is next for SIYB?

29

Abeysuriya, A.; Vithanage, C. D.; van Lieshout, S. 2005. Start and Improve Your Business, Sri Lanka,Impact assessment, ILO SIYB–Sri Lanka, Colombo.

Atherton, A.; Olming, K.-O.; Jun, Liu 2007. Independent final evaluation of Start and Improve YourBusiness (SIYB) China Programme, ILO Office for China and Mongolia, Beijing.

Ayyagari, M.; Demirguc-Kunt, A.; Maksimovic V. 2011 Small vs. young firms across the world contribution to employment, job creation, and growth. Policy Research Working Paper 5631.The World Bank, Washington http://www-wds.worldbank.org/servlet/ WDSContentServer /WDSP/IB/2011/04/11/ 000158349_ 20110411130747/Rendered/PDF/WPS5631.pdf

Barwa, S.D. 2003. Impact of SYB training on women enterpreneurs in Vietnam, ILO Hanoi.

Bame, J. M. 2011. Survival analysis of SMMEs in Botswana, Nelson Mandela Metropolitan UniversityMaster Thesis.

Clemensson, M. 2001. A strategic review of the ILO’s global “Start and Improve Your Business” programme, ILO Small Enterprise Development Programme, ILO Geneva.

— 2001. The ILO-SIYB Master Trainer strategy: Meeting the sustainability challenge. ILO Geneva.

De Ruijter de Wildt, M. 2004. Linking business development services to financial services: The caseof Financiera Solución in Peru, ILO Geneva.

Forss, K.; Scuamburg-Müller, H. 2009. Synthesis of evaluations on support to business development.Evaluation Study 2009/05. Ministry of Foreign Affairs of Denmark, Danida. Evaluation Department.Copenhagen, Denmark.

Goppers, K.; Cuong, M. T. 2007. Business training for entreprenuers in Vietnam. An Evaluation ofthe Sida-supported Start and Improve Your Business (SIYB) project. Sida Evaluation 07/31, AsiaDepartment. Stockholm, Sweden.

Giné, X.; Mansuri, G. 2011. Money or Ideas? A field experiment on constraints to entrepreneurshipin rural Pakistan (preliminary version). World Bank.

Herrera, D. 2003. The SIYB programme in the Andean countries and Central America, ILO Lima.

ILO/EU/UNDP. 2002. End report SYB Croatia by Geert van Boekel, ILO Zagreb

ILO/SIYB. 1998. The impact of SYB programme pilot: An in-house evaluation pilot in Zambia,Zimbabwe and Uganda.

ILO/SIYB Regional office Harare. 2003. Results of SIYB impact assessment, the Impact of SIYB programme on trainees trained between July 2001 and August 2003 in Zambia, Zimbabwe andUganda, by Evans Lwanga and Susanne van Lieshout.

Bibliography

ILO/SIYB Regional Office Harare. 2003. Impact assessment over time: Longitudinal study of impactover time: Follow-up visits of 280 entrepreneurs trainers between 1999–2000, Susanne vanLieshout.

ILO SIYB. 2003. Sri Lanka evaluation study, and SIYB Sri Lanka longitudinal impact study with control group comparison (2004), TNS Lanka, Roel Hakemulder, Susanne van Lieshout.

ILO. 2003. A study of the outreach and impact of the Start and Improve Your Business Programmeworldwide, Susanne van Lieshout.

ILO Papua New Guinea. 2002. SYB and IYB phase two, terminal report by Freddie Rousseau.

Jun, L.; Sievers, M. 2006. Final evaluation of the SIYB China project phase II, MLSS and the ILO,Beijing.

Karlan, D.; Valdivia, M. 2011. “Teaching entrepreneurship: Impact of business training on microfi-nance clients and institutions”, in The Review of Economics and Statistics, Vol. 93, pp. 510–527.

Katukurunda, S.; Mei, H. 2009. Emergency Start and Improve Your Business (E-SIYB). Independentfinal evaluation report, ILO Office for China and Mongolia and ILO/Crisis, Beijing.

Klinger, B.; Schündeln, M. 2011. “Can entreprenuerial activity be taught? Quasi-experimental evidence from Central America”, in World Development, Vol 39. pp. 1592–1610.

Mead, D.C; Liedholm, C. 1998. “The dynamics of micro and small enterprises in developing countries”, in World Development, Vol. 26, pp. 61–74.

Moremong-Nganunu, T. 2008. Evaluating the world’s largest entrepreneurship education programme,Australian Graduate School of Hawthorn, Australia.

Olming, K.-O. 2004. Commercially sustainable BDS to poor customers, ILO SIYB-Sri Lanka, Colombo.

Verhoeve, W. (forthcoming). SIYB programme management guide. ILO Geneva.

30


Case Study 1: Commercially sustainable BDS to poor customers: Comparative cases fromSri Lanka

When the SIYB programme came to Sri Lanka in 2000, it was necessary to see if training could beoffered to MSEs while fully covering the cost of service delivery. The case study below summarizesfindings of the paper: Commercially sustainable BDS to poor customers – the case of Sri Lanka byKarl-Oscar Olming23 in 2004. It compares two pilot projects that aim to sell SIYB to poor people inthe southern province of Sri Lanka.

For the first pilot, the Hambantota District Chamber of Commerce (HDCC) was chosen as a partner or-ganization. Initially, they did not have the capacity to deliver SIYB, but offered a variety of services,such as career counselling, business credits, training and lobbying. However, their commercial focuswas poor, since activities were mainly funded with donor support. In cooperation with the Chamber ofCommerce, the project started a Mobile Business Centre (MBC) that travelled around to markets andconducted training the same day.

In the second pilot, one of the biggest SIYB organizations, with a strong training delivery capacity, waschosen: Sarvodaya Economic Enterprise Development Services (SEEDS)24 as a partner. This organiza-tion had a credit division, as well as an enterprise development and training division, thus a strongfocus on BDS and related services. At the time, it had set out to become commercially self-sustain-able, though historically they were a donor-focused NGO.

ProductHDCC: The MBC went from village to village offering as many serv-ices as possible during the day, in an effort to cover the fixed costsof the truck, its generator and other expenses. It offered products, in-cluding training seminars, enterprise information services, marketingof credit schemes targeting youth and career counselling. Two specificSIYB products were added: the IYB modules on marketing and book-keeping. They were offered separately as two-hour long training sessionsstarting at 17.00 hrs.

SEEDS: A similar range of services were offered by SEEDs, includingbusiness information, counselling and technology transfer. The SIYBtraining became the core product in this pilot with two IYB modules,marketing and costing, being delivered, usually on Saturdays, Sundaysand during holidays.

Place HDCC: Initially all services were supposed to be delivered in the open air. The HDCC would identify asuitable location for training and set up chairs and a pin/white board. Lighting was provided and, ifelectricity could not be sourced from a nearby shop, a generator was used. Experience indicated thatschools or temples made the best training venues as they were free in the evenings.

31

Annex I - Case Sudies

23 Direct quotes have been used in the case study and have not necessarily been footnoted or highlighted. 24 See http://www.seeds.lk/

What Works

Though SIYB is a formal,materials-based trainingpackage, it can be usedflexibly. Modules can begiven separately, at timeswhere entrepreneurs areavailable, using low-cost or free venues. Cost controlcan be such that trainingbecomes affordable.

SEEDS: Training was conducted in temples and community halls provided free of charge along withtables and chairs. No training equipment was needed, except for a pin board.

PriceHDCC: The price of the IYB evening training was US$2.5 out of which US$0.8 was used to covertrainer charges and fixed expenses. This amount was insufficient to continue to provide this service ina suitable manner. Obtaining advance payments was difficult as entrepreneurs preferred to wait untilthe training session.

SEEDS: The price of training was set at US$3.5, out of which US$1 covered trainer fees and relatedcosts. Registration and payment was done by the local SEEDS credit officer living in the village.Entrepreneurs could sign up on the same day as the training; they could also “pay at the door”.

PromotionHDCC: On the arrival of the MBC in the village, HDCC would set upa colourful stand with banners. Visitors were able to talk to represen-tatives from the SIYB project and the Chamber of Commerce. At regularintervals, the truck, equipped with loudspeakers, would conduct pro-motional tours in the village. This direct marketing effort proved to bemoderately successful.

SEEDS: The promotional strategy of SEEDS was to make use of theirexisting relationships with community groups. They would hold infor-mation seminars in conjunction with the community groups’ monthlymeetings. This led to “word of mouth” marketing as well. To generateinterest from the community groups in a service they had never heardof before, SEEDS officers used practical and basic communicationwith examples from daily life, jokes and tangible presentations.

Customer retentionHDCC: After some time, it transpired that the number of customers progressing to the second modulewas too low; less than 10 per cent. Among the reasons for this were, insufficient marketing of thesecond module, low motivation of the trainers, lack of customer satisfaction and limited ability andwillingness to pay for the second module.

SEEDS: Three-quarters of the trainees received follow-up by SEEDs trainers after the module, thusproviding an excellent opportunity to market the next module. People, who were engaged in business,understood much better the value of the training and asked for follow-up services. Hence, retentionwas more than one third.

Commercial sustainabilityHDCC: Cost recovery was less than 10 per cent.

SEEDS: Cost recovery was approximately 100 per cent.

ConclusionsAfter evaluating the two pilots, the following characteristics stood out. Services offered by HDCC inthe late afternoon were unsuitable for entrepreneurs as they lived far away and needed to catch trans-port home before dark. The SEEDS, using weekends and holidays, created good opportunities to increase

32


What Does Not Work

In countries with limitedenterprise culture, promoting SIYB in theopen market is difficult.Without an entry intoexisting (group) structureswhere trust has been previously established,SIYB will be hard to sell.

attendance and retain clients. Using its existing network for information seminars, as well as the SIYBtraining, created an environment of trust and acceptance for the customers.

To create technical sustainability, client groups must clearly see the benefits of SIYB training. Thequality of the trainer is essential in training poor customers since they need even more examples andexplanations to understand the concepts.

Institutional sustainability relies on the trust of the target group, which is best obtained by workingclosely with existing networks of people.

Regarding financial sustainability, costs were reduced by marketing in conjunction with monthly meet-ings, conducting training in temples or schools and transport by motorbike. Costs can be further reducedby lowering the cost of materials. Customers paying directly to the local organization also improved fi-nancial sustainability.

The final conclusion by the author is that “... either the product or the delivery channel has to be mod-ified in order to cater to poor customers. In some cases both must be modified. This paper makes theassumption that the product, ILO-SIYB training is suitable for poor customers, but the delivery chan-nels must be modified”.

Case Study 2: Enterprise promotion from scratch by the National Employers’ Union ofMauritania

Inputs provided by Yahya Alioune KANE, and Med Lemine O.Med Mahfoud (Mini) Maîtres FormateurGERME25

The first experience with the SIYB programmeThe ILO-SIYB regional project for West Africa, based in Dakar, Senegal,first contacted the National Employers’ Union of Mauritania in 1997.Traditionally, the ILO has a link with the Employers’ Union which isa constituent of the ILO. Because the Union has an overall objectiveto support private-sector initiatives, including micro-, small andmedium enterprises, it was a logical choice for SIYB to approach it.It has a close relationship with training providers and (micro) financeinstitutions in Mauritania. While it works firstly with larger businesses,it also has a mandate to support SMEs. This is how the target groupsof small size, potential and existing entrepreneurs are being reached.

Significant changes experiencedTo expand the SIYB in Mauritania, the National Employers’ Union started working with six key insti-tutions. They included national and international organizations, such as the National Agency for YouthEmployment Promotion, World Vision and Caritas. Over a period of three years, the Union trained over

33

Annex I

25 In French SIYB is called GERME Gerez Mieux votre Entreprise).

What Works

Introducing SIYB to a ma nageable number ofpartner organizations per country so that good quality training can beassured. It takes time toadapt and develop SIYBtools and methods.

60 SIYB trainers, and 200 SIYB promoters. Although there was a high demand for SIYB introduc-tion from other organizations, the Union decided to stay with a smaller number first, so that intensivetraining of trainers and follow-up could be guaranteed. Trainers in Mauritania initially trained morethan 600 entrepreneurs in the first phase.

Towards the end of the three years of technical and financial support by the ILO, the Union decidedto continue the SIYB activities and created Cellule de Promotion de l’Entreprise Privée (CPEP), aunit dedicated to capacity building of institutions in the field of business support, including throughSIYB training. Between 2003 and now, 15 service providers in Mauritania have been introduced tothe SIYB materials and methods. Over 2,000 entrepreneurs have been trained so far.

Significant challenges facedThe Union tried to work with the French materials to begin with, butfor most of the trainers it was too difficult. The training materialswere not available in Arabic, but with the help of the regional ILOoffice, funding was secured for translation and printing of SIYB kitsin Arabic. It is also the sole provider of SIYB kits in the West Africanregion.

The closing of the ILO-SIYB project office presented another set of challenges. One important weak-ness stems from the lack of coordination and cooperation between the various SIYB service providers.Each organization has its own focus, either on a target group or a functional focus and, as such, thereshould be synergies between providers. This is not always the case, and competition wins over com-plementarity.

When the ILO-SIYB project in Dakar ended, the CPEP tried to takeover its role, but it is difficult, without formal procedures, to assistpartner organizations on how to integrate SIYB into their activities.As a result, some SIYB partners, after an initial period of enthusiasmand voluntary effort, quickly lost interest.

As a major player in the enterprise development field in Mauritania,the Union was able to continue the SIYB programme, but could nottake over all of the functions of the ILO project office. It has manyother programmes as well, and does not have the formal authority ofthe ILO to select, deselect, promote or develop trainers. It cannotsend its trainers to ILO Turin26 for extra training and is unable to usethe same incentives and procedures as the ILO.

Concluding remarks from the partner“We have grown from a small employers’ federation to a dynamic, strategic partner of the ILO withan in-house expertise in capacity building of training institutions, which are helping many micro- andsmall enterprises in Mauritania …”.

34


What Does Not Work

Forcing trainers to use SIYBmaterials in languages theyare not fully familiar with.

What Does Not Work

One national partner orga nization cannot takeover all the roles of anSIYB project office. Thisshould be foreseen at thestart of an intervention,not at the end. ILO’s monitoring role remainsimportant.

26 The Turin Centre is the International Training Centre of the ILO in Turin, Italy. In some cases, SIYB MTs and trainers have been ableto go there, seen by them as a major incentive.

Case Study 3: Going out to the communities – The Harare Polytechnic TrainingInstitution in Zimbabwe

Inputs provided by Peter T.G. Mashonganyika – SIYB Master TrainerThe Harare Polytechnic is a public sector training institute which introduces “technopreneurial” skillsdevelopment in southern Africa. Courses include automotive engineering, civil engineering, ????ICT,carpentry, construction, welding, home decor, sewing and, since 2009, ILO’s GYB and SYB.

The first experience with the SIYB programmeOn a regular basis, the Harare Polytechnic trained more than 1,000 students per year. In 2006, theinstitute’s director realized that, although students had good technical knowledge, many graduatescould not find a proper job. With Zimbabwe’s labour market shrinking, since 2003, the official un-employment rate was among the highest in the world (around 90 per cent) and it was reckoned thatstudents would benefit from business skills in addition to their technical skills.

It was known there had been an ILO-SIYB project in Harare that had closed down some years beforeand it was also known that a private company, Royal Business Consult Trust, was still conductingSIYB TOTs and trainer certification. They were approached in July 2009 and an SIYB trainer was re-cruited to start the integration of GYB and SYB into the curriculum. To date, 320 students have beentrained in both GYB and SYB modules in preparation for them to start their own small enterpriseonce they have graduated in 2012. The institute will follow-up on them and it plans to offer IYBtraining as well.

However, with the Zimbabwean economy being at such a low point, it was realized that it may notbe enough to equip the students with business skills, especially in the non-urban areas. Therefore,in May 2010, the college embarked on the Integrated School Outreach Programme (ISOP). This in-volves it going out into the community to find out about their training needs. Firstly, ISOP helps toidentify market niches and skills needed in rural areas. It then seconds qualified staff to train thelocals in income generating projects like sewing, building, dressmaking and business management.It is a departure from the conventional system whereby students apply to a curriculum that is alreadydesigned for them.

Significant changes experiencedThe regular technical students are now seeing entrepreneurship as acareer choice. In the long run, these efforts will hopefully contributetowards employment creation in the country where there is a a realneed. The SIYB came at the right time as most people realize theadvantages of self-employment. It is gratifying to see that peoplehave started believing in themselves again. The SYB empowers people;helping them to make their own business plan gives them a senseof control over their lives. Next year, positive results in terms of busi-ness start-up will hopefully be seen.

Significant challenges facedIt was recognized that the technical skills the college was teaching were not always to the needs ofthe country, especially in a hardship economy, even with the GYB and SYB training integrated intothe curriculum. The economy in Zimbabwe is so depressed at the moment that even well-trained,well-educated young people still find it difficult to get work. The idea of ISOP to apply bottom-upeducation was brilliant but achieving it was a challenge.

35

Annex I

What Works

Integrating SIYB intovocational training curriculum gives youngpeople new ideas aboutself-employment. It canalso empower youths.

Firstly, it was not known where and how to start. Simply going out to communities and starting totalk to people did not work. Starting to think like entrepreneurs was essential in order to find “clients”for the ISOP product and to market it.

Work began with existing structures, groups or networks that could be used to get the message andmethods across and continues through Community Based Organizations and Civil Society Organizations(CBOs and CSOs), for example parents’ associations and schools.

A second challenge was how to find out the real business needs.Again, working with existing groups and structures helped, and thebusiness communities were also invited to the identification sessions.For each community a different plan was drawn up. The training thenwas relatively easy as qualified technical trainers and GYB/SYB trainerswere already in place.

Concluding remarks from the SIYB partner“The SIYB programme taught us to think like an entrepreneur: wealways have to focus on our clients. For the college, students andcommunities are the clients. The biggest change was for the collegeto go beyond the conventional education system to a grass-roots approach where communities helpto identify needs and define in which tropics they will be trained. The SIYB training has helped usrealize this need, and is bringing us the knowledge and skills our communities need.”

Case Study 4: Making SIYB work for all – customizing SIYB in Nigeria and Senegal

Inputs provided by Adoulaye Moussa – GERME Master Trainer and Consultant for Nigetech, andBabakar Niang, H3M founder and SIYB Master Trainer – www.h3mconsulting.com

In West Africa, SIYB has made a big impact on the trainers. But thechallenge was to pass it on to (potential) entrepreneurs. In response,SIYB has been customized to serve many different target groups. InNigeria by Nigetech, a vocational training institute with eight schoolsin Niger and a network of partners. In Senegal by H3M, a private-sector provider of SIYB training modules in Senegal and West Africa,as well as a range of other business services.

First experience with the SIYB programmeIn 2003, Nigetech was contacted by the European Union and received an evaluation visit from EUofficers. The evaluation team remarked that, though the technical training was good, the graduatesfaced problems when they entered their profession. The mission thus recommended that there becourses on business management to complement vocational training. Nigetech started looking forpartners, first in the private sector, but their training services were too expensive. They then con-tacted the ILO regional office and this is how collaboration with SIYB began.

36


What Does Not Work

Some SIYB trainers haveno entrepreneurial experience themselves.SIYB trainers should atleast learn to think likeentrepreneurs. Simplyusing SIYB in a formal,classroom setting is notenough to generate impact.

What Works

We did not sit and waituntil ILO approached us.We approached them.Being proactive is the onlyway to make SIYB work in a country or region.

In the case of H3M, the trainer also requested to be part of SIYB through existing contacts. Bothtrainers wanted to be part of SIYB because they liked its simplicity and its modular approach, whichis easy to implement and evaluate. Nigetech set up an SIYB unit and selected 16 trainers from within,as well as from external partners in Niger. In the same year the ILO-SIYB project office held a TOT inSenegal. It was sometime later that Babakar Niang started his own consultancy firm.

Significant changes experiencedBoth trainers remarked that, through SIYB, it was the first time busi-ness training and business concepts, such as bookkeeping and costing,were introduced in the West African region in a simple, clear-cutmanner. It made a tremendous impact on the trainers. The SIYB ma-terials and trainers’ guide were very well received and easy to use fortrainers with a certain educational level. They all learned from SIYBabout their personal competences; for example, the importance of un-derstanding your clients’ needs, the value of client satisfaction and ofclient relationships.

Significant challenges facedThough trainers were equipped with knowledge and methods, they hadproblems finding MSEs willing to be trained. Their main concern washow to pass on the concepts to the target groups. In the case of Niger,they included marginalized groups like young jobless girls, HIV posi-tive people and people with disabilities. For H3M, they includedhigher-level entrepreneurs with existing revenue, but its trainer’s feeswere higher as he had to make a living from being an SIYB trainer.

In Niger, MSE owners’ education and literacy levels are often low, andmany of them perceived SIYB as a government intervention aimed atincreasing tax revenues from the small business sector. To tackle theseissues, the Nigetech SIYB unit decided to embark on literacy courses for informal sector MSE owners.They realized this is a long process, but they felt it was the only way to address the issue. In addition,they started to adapt the GERME Niveau 1 (SIYB Level 127), a version of the SIYB materials for thosewith low literacy. It contains many pictures and cartoons and has a participatory approach.

For H3M, it was particularly difficult to obtain an income and profitsjust from SIYB training. Although it could target a higher level clien-tele with a higher ability to pay, it still would not be enough to coverits costs or make a profit. In the West African developing context,people are used to free training and even to receiving per diem. Toget going, H3M gave training in exchange for gifts and products. Aboutique owner paid with clothes and food items were received froma retailer. H3M thus approached donor organizations, like GTZ, UNDP,UNIDO, ILO and the Red Cross. They had an interest in having theirtarget groups trained, and were able to pay H3M for its services. However, to gain the interest andsupport of donors, H3M constantly adapted SYB and IYB modules to the donor’s particular field of in-tervention. This is how H3M developed SIYB for IT school leavers, SIYB post crisis situation, and SIYBfor rural enterprise.

37

Annex I

What Does Not Work

A private trainer can targeta higher level clientele.While most clients paidcash for training, it was notenough to keep a businessrunning and to make aprofit. It’s not enough to rely on participants’ contributions only.

What Works

Becoming an SIYB traineris not only about trainingothers; it is also aboutlearning and growing yourself.

What Works

Sectoral adaptations arethe most significant factorin successfully marketingSIYB to donor organiza-tions.

27 An SIYB package originally developed in Nepal for low-literacy target groups.

Concluding remarks from the SIYB partners“We at Nigetech are proud of our achievements. Nigetech has trained over 4,000 people, includingin the simplified version and feels to have greatly contributed to uplifting the lives of many Nigeriensthrough literacy courses and SIYB training.”

“H3M is equally proud to be a small but leading consultancy firm. We are now employing permanentand five freelance staff, we have high visibility in Senegal and the West Africa region, we are linkedto UN agencies and other highly respected international organizations.”

Both SIYB partner organizations have invested in adapting SIYB to particular needs in their enterprise contexts.

Case Study 5: Linking IYB to financial services – the case of Financeira Solución (FinSol)Peru

Inputs from a case study by Marieke de Ruijter de Wildt (2004).

Financiera Solución is a finance company in Peru founded in 1996 by the Banco de Credito del Peruand Chilean Bank. It was one of four consumer credit companies that operated in Peru at the time.In the early years it focused on low-income clients and entered the market with consumer credit only.It soon noticed that providing credit for enterprises was a better business; it started to target smallenterprises in 1999. Rapidly, microcredit became its most important product: the share of micro-credit in its portfolio almost doubled in two years, from 36 per cent in 1999 to almost 80 per centin 2002. Their profitability depended on the microcredit business.

First experience with the SIYB programmeAfter a year of providing microcredit to small businesses, they organ-ized a series of Focus Group Discussions in 2000, to discuss waysto give incentives to their clients with the best repayment rates. Ideaslike gifts were mentioned, until someone suggested that businesstraining could be offered: a win-win situation. The training had to fitthe needs of small enterprises, including those in the rural provinces.

FinSol reviewed different offers from universities and private traininginstitutes, but most were expensive and not applicable to the realityof small enterprises. They then came across the IYB programme, andwere particularly interested in the Business Game. The ILO suggestedcontracting COPEME, an umbrella organization of 60 NGOs workingon SMEs development in Peru. COPEME consequently trained FinSol’smicrocredit agents in SIYB in 2000.

38


What Works

Linking SIYB training tofinancial services can be awin-win situation for all.The finance institution has better trained clients,the SIYB trainees haveaccess to finance. Strictloan criteria should be kept,to avoid financing unfeasi-ble business ideas orcredit-unworthy businesses.

Significant changes experienced28

Firstly, IYB had made the FinSol staff (microcredit officers) muchmore competent, as they were not always familiar with the reality ofsmall enterprises. With over 80 FinSol competent credit officers, andIYB training available in-house as an incentive for entrepreneurs,FinSol was able to identify, attract and select growth-oriented clients,and businesses with real investment potential.

Between 2001 and 2003, 9,000 business owners were invited to in-dicate their interest to be trained in IYB, based on the followingcriteria:

- currently have a micro-enterprise credit at FinSol;

- iwith an enterprise operating for more than one year;

- iwith a good paying history and no record of default.

A total of 2,600 pre-selected clients were trained in IYB free ofcharge. This resulted in 443 new loan proposals that were presentedto FinSol, of which 159 were approved.

From 2002 onwards, FinSol issued a premium of US$2,800 for thebest micro-entrepreneur of the year, complementary to the training.FinSol staff motivation and client loyalty improved. This has helpedto give it the image of a bank that promotes entrepreneurship.

Significant challenges facedThe follow-up after IYB training became a critical concern. Clients asked for further training and busi-ness visits to help in implementing lessons learned. FinSol depended on COPEME for advancedtraining as their in-house training capacity was limited. But, COPEME had only one MT who had leftthe country at the time. The SIYB TOT approach was not able to solve this issue in Peru. In a way,this case shows how an SIYB partner organization can become a victim of its own success.

Concluding remarks about the SIYB partnerOver a two-year period (2001–2003) investing US$75,000 has brought an additional US$50,000profit to FinSol. The IYB training was a long-term investment that improved the loyalty and interac-tion between service provider and user. In 2005, the Banco de Credito Peru, the largest Peruvianbank owning more than 30 per cent of the financial market in savings and loans, bought FinSol.

39

Annex I

What Does Not Work

There was only one MT inPeru, and when he leftthere were no more newSIYB trainers beingtrained. We did not anticipate the continuousneed for new TOT orrefreshment TOTs.

What Works

Selecting for potentialmakes sense. Not everybody has the sameentrepreneurial potential.An SIYB partner organization should itself be entrepreneurial.Offering awards and premiums can be part of this.

28 These are experiences from FinSol’s point of view. The original case studies from which excerpts have been taken investigated thedifference between the business trained in IYB and other, non-IYB trained clients of FinSol. IYB-trained clients were performing betterin terms of size, investment behaviour, enterprise income and other criteria.

Case Study 6: The importance of business networking – Promoting women entrepre-neurship in the Ukraine

Inputs by Tetyana Pustulnyk and Volodymyr Proskurnin – SIYB Trainer.29

Implementation of a series of IYB sessions on women entrepreneurship in Russia, using a customized,gender-specific version of IYB, including marketing, gender equality, accounting, financial planning,managing of human resources.

First experience with the SIYB programmeIn 2009, the ILO and the European Union jointly embarked on the “Gender Equality in the World ofWork” project, under which several SYB trainers were trained in Russia. This was to be expanded toinclude IYB training. In 2010, the Ukraine Resource Centre, named GURT, selected 11 active trainersfor participation in a five-day introductory IYB TOT in Kiev. During this TOT, preparations were madefor a country-wide roll out of sessions on women entrepreneurship. Through various media, the IYBsessions were announced and, as a result, 385 women applied, ofwhom, finally, 272 business women participated in IYB sessions con-ducted in 12 cities across the country.

Significant changes experiencedThrough this experience, and from the feedback of the women, it wasrealized that perhaps, equally important to imparting business knowl-edge and skill, is to provide entrepreneurs with an opportunity tobecome acquainted with each other. The mere fact of bringing busi-ness women together is extremely important in this context. It wasthen decided to focus more attention on this networking idea.

After IYB sessions, trainees started regular self-help meetings andstudy circles for mutual support. Trainers would join them and give advice if needed. Alumni Clubmeetings by women, who participated in the SIYB training programmes, have already taken place infour cities. GURT also started to host an online forum30 on its website for participants to stay in touchwith each other and with trainers. Between August and November 2010, GURT’s web page was vis-ited over 1,500 times.

While the project did not do a fully-fledged impact study, the first feedback indicated that the womenparticipants had gained much confidence as entrepreneurs, established new business contacts whichhave, in some cases, already led to real business expansions. After the initial SYB training, feedbacksuggested that those, who started a new business, employed two other people, hence three jobs onaverage, including the trainee’s job.

Significant challenges facedThere were very few challenges linked to this intervention. The only challenge was to find time andmoney for follow-up after the training. Faciliating business networks and exchanges is costly and time-consuming. Online support turned out to be a good alternative in Russia. The EU/ILO technical andfinancial support made this essential service possible.

40


What Works

SIYB training sessions notonly provide knowledge,they give an opportunity to network. Entrepreneurscan exchange experiences,talk about pitfalls and successes. This network-ing component of SIYBshould be cherishedthrough after-training support.

29 Final report of EU-ILO Gender Equality in the World of Work project, August–November 2010, submitted by GURT Resource CentreNovember 2010.30 See www.gurt.ua/biz.

Concluding remarks from the SIYB partner“Thanks to the SIYB programme in the Ukraine, GURT has become the ‘spider in the web’ of womenbusiness communities in the country. Through SIYB we realized the wish and need for women to con-nect between them, and we were able to meet this need by organizing training sessions, facilitatingalumni-clubs, developing a resource website, and establishing an online business forum ...”.

Case Study 7: Livelihood recovery after the earthquake in Sichuan, China

China has contributed by far the largest number of SIYB trainees in the past years. Between 2004and now, over 4 million people have been reportedly trained throughout China. Over 90 per cent of allSIYB trainees have been reported by China. When the SIYB project commenced in China, it was im-mediately taken on board by various ministries and more than 10.00 trainers were trained across thecountry. At the highest ministerial levels, SIYB was considered an excellent educational tool to helpwith the transition to a more open market economy.

The case below is a specific SIYB project that took place in the aftermath of the Sichuan earthquake.It is called the E-SIYB project,31 or Emergency-SIYB project by the Ministry of Human Resource andSocial Security (MoHRSS) in China. Note that the impact figures presented below are specific to theE-SIYB project only and not to the regular SIYB China activities.

First experience with the SIYB programmeWhen the 2008 earthquake killed 70,000 and injured 400,000 people,the MoHRSS needed to act fast to help people recover their livelihoods.

With the technical and financial support of the ILO and the UKDevelopment Agency (DFID), a livelihood recovery project was put to-gether, named E-SIYB, or Emergency-SIYB. It contained SIYB trainingas well as a component to provide access to technical skills training,and micro-finance. The project was targeted to re-establish at least1,000 small businesses destroyed and set up 700 new ones in six ruraltownships in three main cities in the Sichuan province.

Some SYB and IYB trainers from local labour offices and some NGOswere already available in China, trained under the 2004–2007 ILO-SIYB project and, with support ofthe provincial department of the ministry, the project activities were able to start one month after thequake. Through the project, existing trainers were given refresher courses and new ones were trained.

Significant changes experiencedOver a period of one year, 1,400 entrepreneurs received E-IYB training, nearly half of whom werewomen (48 per cent). Among those, 1,200 trainees actually (re)established their own business and added almost 8,700 new jobs. The E-SYB training classes have also been offered to over 1,000

41

Annex I

What Works

Integration of SIYB in wide-spread governmentstructures has helped to quickly mobilize SIYBtrainers and obtain funding in a post-disastercontext.

31 Source: Livelihood Recovery in Sichuan Project: (Re)starting business through Emergency Start and Improve Your Business (E-SIYB). July 2008–August 2009. ILO/MOHRSS.

potential entrepreneurs, of whom 85 per cent set up their own business after the training, adding5,400 new jobs. The success is partly due to the provision of start-up grants. In addition, the needfor reconstruction work after the earthquake has brought market opportunities in sectors such as con-struction, building materials, manufacturing, transportation and catering. The E-SIYB project introducedthe Emergency Start and Improve Your Construction Business (E-SIYCB) technology and organized sixSIYCB trainings specially for the small contractors.

Significant challenges facedIn a post-recovery context, it is not easy to quickly find economically viable business options. In Sichuan,some people whose businesses had been destroyed did not want to return to the same line of busi-ness. There were also famers who wanted to change to another type of business.

To help with this, the ministry set up a bureau for Emergency Employment Services in the disasterarea, to identify the interests of the prospective new entrepreneurs. The project also conducted a surveyon market opportunities, notably green business ideas, in response to the government’s call for reliefrecovery with a more environmental friendly focus. Through this survey, 24 feasible business opportu-nities were identified and recommended for the rural vulnerable group-based businesses, among whichwere organic livestock breeding, black taro planting, silk processing, ecological tourism and energy-saving lamp production. A total grant sum of US$100,000 was made available to support 21 ruralgroups’ businesses. At the time, over 2,000 people were employed through these new businesses.

Concluding remarksThe SIYB has become an integral part of business start-up training in the model business cities (Chengduand Mianyang). The MoHRSS and its local branches are expecting a follow-up phase for the E-SIYBproject. The current project has covered six affected counties, while 33 of the 39 seriously affected coun-ties are still in need of livelihood recovery assistance where the E-SIYB intervention is very relevant.

Case Study 8: Reaching out to excluded groups by DYC in Nepal

Inputs provided by Ashanand Shah, SIYB Trainer.

The DYC, or Divya Yuva Club, is a non-profitable NGO established in 1992 in the Parsa district ofNepal and has been a provider of SIYB training programmes there since 2009.

First experience with the SIYB programmeThe DYC first came in contact with SIYB in 2009 at the time when the ILO and FAO launched the“Jobs for Peace” programme, financed through the United Nations Peace Building Fund. The pro-gramme took place in the Parsa and Rautahat districts of Nepal. Through this programme, two DYCemployees took part in the SIYB TOT programme in December 2009. The DYC was selected to be-come an SIYB partner organization because it had a large outreach to potential entrepreneurs, includingmany Dalit, people traditionally excluded from most development processes because they are allegedlyfrom “lower castes”.

42


Significant changes experiencedBeing trained in SIYB, and being part of the ILO-SIYB network, has brought quite a few benefits. Onan organizational level, the programme helped motivate senior staff who participated in a ten-dayTOT on SIYB. This was organized by DYC with funding from the Voluntary Services Overseas (VSO)and the EU. Furthermore, three and five-days SYB and IYB seminars have been included in all DYC’songoing programmes for marginalized clients. Service areas have also been expanded to 14 new vil-lages. A total of 600 people were trained in less than one year; one in four of whom were Dalit.

Being part of SIYB has stimulated a better understanding of clientsand ensured that their needs are being taken into account. It waslearned that Dalit groups needed much more convincing and follow-up than other entrepreneurs. Providing SYB or IYB training alone isnot enough to generate much impact. After three or five days trainingpeople will not just simply be able start or improve a business.

Significant challenges facedIt has not always been easy to reach out to marginalized groups. It has proven to be a real challengeto find the targeted SIYB entrepreneurs who fulfil the selection criteria – i.e. those who have a cer-tain educational level, and a desire and the means to start or expand a small business. Adapting theSIYB modules to become more inclusive, and also being flexible in their use, is essential to have animpact on the less educated, though no less worthy candidates.

It is also not easy to find people willing and able to pay for the training, or even to contribute a littlebit of money. In this development context, people receive free training that usually includes someper diem to compensate for loss of earnings. It is even more difficult to be paid for follow-up activ-ities. And this is so important. If trainers do not visit the trainees and their enterprises after theprogramme, the success level is not so high. It was found that low-literacy target groups need at leastsix follow-up visits and these are now included after training. They were obliged to pay a small feefor training, but the follow-up visits were financed by the project.

The target groups have really seen many benefits from the training and the visits. As such, they con-vinced others that it was a worthwhile investment to pay for the initial training.

Concluding remarks from the SIYB partner “In 2009, before SIYB came into our organization, we were workingthrough the rights-based approach. We assisted marginalized peoplewith access to education, water, sanitation and other basic needs,but our rights holders demanded livelihood programmes. We were notin a position to fulfil their demand. When this programme came intoexistence, it was warmly welcomed by our local clients and it in-creased the reputation of our organization. SIYB and the Jobs forPeace programme also created a synergy effect with DYC’s other on-going programmes on agriculture, housing, education etc.2.

43

Annex I

What Works

In reaching out to excluded groups, there has to be a previouslyestablished relation andtrust between trainingprovider and client.

What Does Not Work

Believing that SIYB is afinal product. It should beconsidered a starting point.Follow-up visits after train-ing are crucial to generateimpacts at enterprise level.One visit will not suffice(six needed in the Nepalcase).

Case Study 9: Sustaining SIYB programme implementation after IL0-SIYB project ended– the SIYB Sri Lanka Association

Inputs from Chamila Subhashini, M&E Manager SIYB Association and Susanne van Lieshout –Consultant.

In 2005, the ILO-SIYB Sri Lanka project closed its doors after five years, and ended its financial andtechnical support to SIYB implementation in the country. Since 2003, the independent, not-for-profitSIYB association has been managing and sustaining the training programme in Sri Lanka. To date,63 partner organizations, 28 MTs, and 330 SIYB trainers have become contribution-paying membersof the association and it employs five staff members.

First experience with the SIYB programme The discussions about how to sustain the programme after ILO support, started right from its begin-ning in 2000 with funding from the Swedish International Development Cooperation Agency (Sida).Originally, it was foreseen that a key partner organization would take over SIYB management, butthere was resistance from partners to the idea of having one single organization representing them.Through a series of consultation workshops, all partners then agreed that an independent not-for-profit association could serve all partners and trainers equally.

The foundation of the SIYB Association became a fact in November 2003, soon after which the firstannual general meeting (AGM) was held. Of the then 37 official SIYB partner organizations, 16 joinedthe association during the first AGM, and another six joined the fol-lowing year, representing two-thirdS of all SIYB trainers in the country.

Significant changes experiencedWhen the ILO-SIYB project in Sri Lanka officially ended in May 2005,the newly founded SIYB association was still housed within anotherILO project office. After an incubation period of one year, the associ-ation was on its own. Meanwhile, SIYB programme activities prosperedin the country, with the association securing one bulk training con-tract after another (charging a 10 per cent brokerage fee). Throughthese, mostly donor-funded, assignments – in the aftermath of the2004 Tsunami there was huge demand for training – many membersof the association became very active SIYB MTs and trainers. It alsomanaged to attract a few non-SIYB business development assignmentsto be conducted by its members.

The association was very serious about quality control and certifica-tion of trainers. Only those trainers who had conducted at least oneGYB, one SYB and one IYB training, according to minimum standards,were certified. This was a major change for new and existing trainers,whose performance assessment had, up till then, depended on theirown organization. For some trainers, the association had opened doorsto new assignments, as well as to training and exposure abroad.

In financial terms, the association has done quite well, with their income exceeding expenditure byat least 150 per cent since 2006.

44


What Works

Discussing how SIYB canbecome sustainable rightat the beginning, andinvolve all SIYB partnersin decision making aboutboth the rights and dutiesof the members. Agree ona flexible membershipand fee structure that canbe adapted as needed.

What Works

Quality control of trainersthrough mutually agreedperformance standardsand certification criteria.

Significant challenges facedIn the beginning, there was scepticism towards the idea of the SIYBassociation. The global SIYB coordinator, recognizing that a similarset-up had failed twice already, in Kenya and South Africa, expresseddoubts as to whether MTs would be willing to go through the asso-ciation for their activities. The ILO Sri Lanka office was worried aboutlosing control; unsure of how the ILO’s reputation could be guaran-teed by an independent association that would use its products. Andlastly, there was resistance from some private sector trainers who feltthat the association favoured the often cheaper public sector providers.Once the association was established and became successful, thescepticism quickly changed into optimism.

Other challenges experienced include: complaints from members about lack of transparency in bid-ding processes; increasing numbers of inactive members, fuelled by the concept of “life timemembership”; high dependence on donor-funded SIYB contracts; lack of reporting by SIYB membertrainers; weak management and marketing competence of the SIYB secretariat, coupled with an in-creased involvement of the board and the ILO to compensate for this; and absence of a clear visionon how profits should be reinvested in the organization to the benefit of its members.

Although the association was envisaged to be not-for-profit, it actually has profits sitting in a fixeddeposit account. These profits belong to the members, but there is currently no vision nor compe-tence to reinvest them into new product development or capacity building to open up new markets. Most of these challenges could have been overcome by strong and competent association manage-ment. The involvement of private sector actors in this may be needed, and behind-the-scenes monitoringby ILO remains essential to make support available, especially in difficult times.

Concluding remarksThe SIYB Association in Sri Lanka has proved to be a successful institutional set-up, able to sustainthe SIYB programme without major external financial, technical or managerial inputs from the ILOor other international bodies. Although the ILO-SIYB project ended in 2005, the programme is stillvery much alive today and has contributed to training over 10,000 people.

45

Annex I

What Does Not Work

Weak, untransparent management in a scenariowhere many players want a piece of the same pie.

Total withdrawal by ILO andabsence of a monitoringmechanism by an outside,independent organizationthat can mobilize supportwhen problems arise.

1. Background

One of the ILO’s key roles is to assist countries in the pursuit of productive employment, with theultimate aim of achieving full employment. The concern with employment derives from the organiza-tion’s core mandate to promote social progress, improve working conditions and raise living standards.The SIYB training programme was created in an effort to promote start-up and strengthening of MSEsin recognition of the important role they play in job creation32.

The programme originated from a management training package called “Look After Your Firm” thatwas developed in the late 1970s by the Swedish Employers� Federation for local small and mediumentrepreneurs. In 1977, Sida funded a project for the ILO to adapt the materials to reflect the needsand situations of entrepreneurs in developing countries. The adapted training package was called theImprove Your Business (IYB) programme. In the early nineties, an ILO technical cooperation projectin Fiji developed the Start Your Business (SYB) training package addressing potential start-ups. Theprogramme, after an initial development stage, quickly spread around the world. The product rangegrew as the Generate Your Business Idea (GYB) package was developed. All of these training pack-ages use the SIYB Business Game as a key motivational and learning tool that simulates a real lifebusiness situation.

In recognition of the fact that all programmes had a similar design and the projects and programmepartners had developed a wide range of tools (including trainers’ guides, marketing guides and others),in the late nineties the ILO decided to group the GYB, SYB and IYB training packages and associ-ated management tools within a common framework, calling it the Start and Improve Your Business(SIYB) programme. In the early 2000s, the ILO developed the next generation of training modulesand interventions for growing small enterprises called Expand your Business (EYB) and this also be-came part of the SIYB programme.

Today, the SIYB programme develops MSE training systems focussing on stimulating personal andinstitutional capacities to roll out large scale enterprise management training schemes capable ofreaching tens of thousands of MSEs. It has been translated into more than 30 languages and is rec-ognized as an ILO trademark. Its immediate goals are:

• institutional strengthening of a network of BDS organizations to effectively and independentlyimplement business development training and related management activities;

• to enable potential and existing small entrepreneurs, both women and men to start sustainablebusinesses, to increase the viability and profitability of existing enterprises, and to create qualityemployment for others in the process.

47

Annex II - The SIYB programme

32 see for example Ayyagari et al., 2011.

2. SIYB implementation and programme actors

The programme was designed with an institutional approach and a multiplier strategy. It builds the ca-pacity of BDS organizations to independently implement training and related activities. In addition,it provides international training and certification to a group of MTs (trainers of trainers), to whomthe management of the programme and the quality assurance system will eventually be handed overat country level. Using this multiplier strategy, the ILO aims to create a sustainable training andquality assurance system at the national level. The MT development programme is a critical factorfor its sustainability. Potential MTs are being nominated and developed from the pool of certified ac-tive SIYB trainers who continue to develop their skills as competent and senior trainers.

SIYB reinforces capacities in three sustainability realms:

1. Technical sustainability relates to the training quality. For a training offer to be sustainable, itmust not only satisfy minimum quality expectations of the customers in the market, but antici-pate and exceed these expectations. Only if customers are satisfied with the quality of servicesreceived, will they continue demanding them.

2. Institutional sustainability relates to the capacity of the training provider to manage SIYB pro-grammes. The institutional sustainability is a function of customer focus since ultimately theinstitutional arrangements will only endure if they are also end-user-friendly.

3. Financial sustainability refers to the capacity of training providers to recoup their training costsboth at the level of BDS providers and trainers as well as at the level of MTs.

3. Programme componentsThe programme’s core is a range of training packages and instruments, with integrated componentsfor counselling, networking, promotion of service institutions and policy dialogue. It employs fourtoolkits, each adapted, translated to specific country needs and followed and extended with sectoraladaptations and simplified packages.

48


GYB

IYB

EYB

SYB

Time

Ente

rpris

e G

row

th

Figure 3: SIYB Programme training packages

• Generate Your Business Idea (GYB) is a training programme customized for potential entrepre-neurs who want to develop feasible business ideas and start micro or small-scale businesses.The objective of this training is to enable potential entrepreneurs to conduct an entrepreneurialself-assessment, analyse, develop and select the most feasible business idea. A standard train-ing course takes two to three days of training and is taught using advanced adult trainingmethodologies.

• Start Your Business (SYB) is a training programme customized for literate potential entrepreneurswith concrete and feasible business ideas who want to start micro or small-scale businesses.This very interactive, approximately five days training, taught using advanced adult trainingmethodologies, can be organized flexibly according to clients’ needs. The training course is fol-lowed by at least one group counselling session, preferably delivered within four weeks aftertraining. The final product is a bankable business plan.

• Improve Your Business (IYB) is a customized training package for entrepreneurs with up to tenemployees who have been in business for at least six months and want to improve the manage-ment process of their business. With its seven manuals, the training enables the entrepreneursto know how to market their products, set up buying procedures and stock control systems, fore-cast their sales, costs and cash flow, produce a balance sheet, profit and loss statements, costtheir goods and services, keep records and improve productivity through better workplace prac-tices. The objective of training is to enable micro and small-sized entrepreneurs to improve theefficiency and productivity of their operations through developing basic business managementsystems and improved workplace practices. Given the specific needs of entrepreneurs, the stan-dard seven packages are delivered on a modular basis and can take up to seven and half days.Based on the modules the trainer can customize the training according to the needs and priori-ties of the client.

• Expand Your Business (EYB) is an integrated business training and support package for growth-ori-ented SMEs. The programme provides a number of training and non-training interventionsimportant to the growth and expansion of businesses. This programme is suitable for manufac-turers as well as traders and service operators since it focuses on generic growth strategies andtheir implications for key business functions. The objective of the programme is to achievegrowth of the businesses by developing and implementing a strategic business growth plan,strengthening the businesses and their core functions and creating quality employment for oth-ers in the process. The standard training course consists of ten days training and follow-upservices.

• The SIYB Business Game is an integral part of the SIYB programme at all levels and a training toolthat is fun and provides practical skills in running a business. It is a simulation that comple-ments the SIYB training of potential, starting, emerging and growing entrepreneurs and, thus,assists participants in understanding the realities of starting and operating a successful busi-ness. It helps them to build practical skills on the basic business cycle, supply and demand inthe market place, reaching customers through effective marketing, managing a diverse marketand developing a strategy map. Its objective is to give participants an opportunity to replicate abusiness environment where they are able to enact transactions with potential risks and conse-quences apparent in the real business world. Depending on the attendance level, the deliverytime for the Game’s modules may vary between eight to ten hours.

49

Annex II

4. SIYB – low-literacy and sectoral adaptations

Over the years the SIYB programme has introduced a series of package adaptation directed at targetgroups with lower educational levels and a series of sectoral adaptations, these include:

• Start and Improve Your Business – Level one. The level one training programme was developed tosupport potential and existing micro-entrepreneurs with a low level of literacy, who desired tochange and develop their informal business activities into sustainable micro-businesses withpotential for development and profitability in the long term. The objective of the programme is toenable men and women micro-entrepreneurs to understand the principle of moving to a morestructured business that carries out small income-generation activities, and acquire basic skillsand techniques to give them a better understanding of the business world. Level one is a modulartraining course comprising three group modules of a total duration of six to seven days, followedby after-training support.

• Start and Improve Your Construction Business (SIYCB) This training programme is designed forwomen and men who want to start and improve their small and medium-sized construction busi-nesses. Its 12 modules enable participants to understand starting, managing, marketing, pricing,contracting, planning and growing a business successfully. In addition, the programme puts greatemphasis on creating and maintaining support networks, building a winning team, creating theright image, negotiating better deals and assuring customer satisfaction.

• Start Your Tourism Business (SYTB) This programme has been developed to help gain a basicunderstanding of how to set up a tourism-related business. It covers a range of topics from: how toresearch and develop a business idea; do some initial costing; and, have information on thetourism industry and all the necessary licences and accreditations.

• Start Your Waste Collection Business (SYWBC) The objective of this training programme is to involvemicro-enterprises in the delivery of the basic environmental services, leading to increasedemployment opportunities and improved working and living conditions in poor and urban settle-ments. In parallel, it enhances the capacities of micro-entrepreneurs and community-basedenterprises in providing services and ensures health and safety conditions as well as technicalsoundness in waste collection and management activities.

• Start Your Fisheries Business (SYFB) This is a training programme for those who want to start a newsmall-scale artisanal or semi-commercial fishing enterprise. Its aim is to contribute to the cre-ation of new small-scale artisanal or semi-commercial fishing businesses by enabling potentialowners to carry out the essential steps in evaluating themselves as entrepreneurs, evaluating theirfishing business ideas and doing the required research towards developing a fishing businessplan.

• Start Your Timber Business (SYTB) This programme is for people wanting to start a new micro orsmall enterprise in the timber industry. It introduces, in a step-by step and simple approach, theprinciples of business selection and planning. It aims to contribute to the creation of new small-scale businesses related to the timber industry by enabling potential business owners to carry outthe essential steps in evaluating themselves as entrepreneurs, evaluating their timber-relatedbusiness ideas and doing the required research towards developing a business plan.

50


• Start Your Agriculture Business (SYAB) This programme is designed to help those who have neverbeen involved in business to gain the necessary knowledge to start a small agricultural business.It has been developed on the basis of SYB and gives an introduction to business, record keeping,making profit, cash flow and how to apply for a micro-finance loan.

5. SIYB implementation and programme actors

The SIYB programme was designed with an institutional approach and a multiplier strategy. The ILOacts after assessing the market for business services in a given country or region and establishing thedemand for customized business management training solutions. It builds the capacity of local BDSorganizations to effectively and independently implement SIYB training and related activities. In ad-dition, it provides international training and certification to a group of SIYB MTs to whom themanagement of the SIYB programme and the quality assurance system will eventually be handedover. Using this multiplier strategy, the ILO creates a sustainable training and quality assurance systemat the national level. The following diagram illustrates the implementation of the SIYB methodology.

The impact and sustainability of the SIYB programmes largely depends on the organizations andpeople involved in managing the programme. To ensure impact, and to sustain the programme, itis very important to have partnerships with BDS providers and train SIYB trainers within these organizations. The BDS organizations and, even more, certified SIYB trainers are maintaining the actual contract with entrepreneurs through seminars, workshops, after-training support and consultations.

51

Annex II

SIYB trains on three levels

1. The main Facilitator trains “SIYB Master Trainers”

2. Master Trainers trainers train SIYB trainers in BDS providers

3. SIYB Traines train clients: MSEs and start-ups

MT MT MT MT

SIYBFacilitator

1

2

Mar

ketin

g an

d br

andi

ng

3

Start-Ups, Micro and SmallEntrepreneurs

T T T T T T T T T T TT T T T T T T T T T T

5.1 SIYBs trainer development programme

After market assessment and selection of partner BDS organizations, the trainer development andcertification process starts with the identification of potential trainers and ends with certification ofSIYB trainers. The TOT process in the SIYB is logically divided into SYB TOT and IYB TOT pro-grammes. The training cycle can be visualized in the following diagram:

The training cycle reflects the understanding that it is not feasible to impart all knowledge of the dif-ferent training methodologies in just one SYB and IYB training of trainers. SIYB now delivers an initial6–8 days SYB/GYB TOT to be followed by field work and a second 6–8 days IYB TOT. The full trainerdevelopment programme will be completed by a Competency Reinforcement Workshop and supervi-sion, coaching and monitoring during the trainer’s field activities. Trainers are thoroughly selected before entering the ToT and must have training experience in basicbusiness management, they are also expected to have empathy, be result-oriented, systematic andcreative.

To ensure continuous quality and credibility of SIYB trainers, competency-based certification is givento those who successfully meet all the requirements for SYB or SIYB competency certificatication,participate in both the SYB TOTs and IYB TOT workshops (scoring sufficiently on the trainer obser-vation record), participate successfully in a Competency Reinforcement Workshop, conduct GYB, SYB,IYB (training programmes for entrepreneurs) and develop case studies and report the results of thesecorrectly.

52


Improve YourBusiness

Training ofTrainers6-8 days

Identification &Selection of

PotentialTrainers

Certificationof

Trainers

Field WorkSYB TOPE +

Developa casestudy

Market assesments BDSprovider selection

CompetencyReinforcement

F2For distant3-5 days

Sart YourBusiness

Training ofTrainers6-8 days

Field WorkSYB TOPE +

Developa casestudy

Start and Improve Your Business Master Trainer Development Cycle

Figure 4: SIYB Trainer Cycle

5.2 SIYB Master Trainer Development Programme

Master Trainer development is the critical factor for sustainability and the multiplier effect of anySIYB programme. Potential MTs are being developed from the pool of active SIYB trainers. As SIYBcertified trainers future MTs have fulfilled all requirements and continue to develop their skills ascompetent and senior trainers. MTs are usually directly trained, coached and accredited by ILO staff.Both SIYB MTs and senior MTs (MT developers) are certified by the SIYB Global Coordinator basedat the ILO headquarters in Geneva.

The training cycle of the training of MTs programme is similar to the one at the TOT level, but hasone important difference – the certification of MTs requires demonstration of competence in both theSYB and IYB training packages.

53

Annex II

Improve YourBusiness

Training ofMaster Trainers

6-8 days

Selection &Interview of

Potential MasterTrainers

Certificationof

Master Trainers

Field WorkSYB TOT +

Develop2 casestudies

Pool of ActiveSIYB Trainers

in Country

CompetencyReinforcement

F2For remote3-5 days

Sart YourBusiness

Training ofMaster Trainers

6-8 days

Field WorkSYB TOT +

Develop2 casestudies

Start and Improve Your Business Master Trainer Development Cycle

ILO HQ Merten Sievers [email protected](Global Coordinator)

Gulmira Asanbaeva [email protected] (Technical Officer)

South-East Asia Charles Bodwell [email protected] the Pacific (Senior Enterprise Specialist)

East Asia Satoshi Sasaki [email protected](Senior Enterprise Specialist)

South Asia Hideki Kagohashi [email protected](Senior Enterprise Specialist)

Eastern Europe Olga Koulaeva [email protected] and Central Asia (Senior Employment Specialist)

Arab States Rania Bikhazi [email protected](Enterprise Specialist)

Southern and Andreas Klemmer [email protected] East Africa (Senior Enterprise Specialist)

Central Africa Aminata Maiga [email protected] (Senior Enterprise Specialist)

West Africa Cheick Badiane [email protected] (Enterprise Specialist)

North Africa Kholoud Al-Khaldi [email protected] (Enterprise Specialist)

Andean Countries Philippe Vanhuynegem [email protected](Enterprise Specialist)

Southern Cone of Linda Deelen [email protected] Latin America (Enterprise Specialist)

The Caribbean Kelvin Sergeant [email protected]

Central America Alvaro Ramirez-Bogantes [email protected]

55

Annex III - Global list of SIYB contact persons

Africa

Benin

Ms ADJAGBA Florentine

Mr SOGBOSSI Maxime

Mr ZOMAHOUN Dissou

Botswana

Ms GANAMOTSE GaofetogeNtshadi

Burkina Faso

Mr ILBOUDO Mahamadi

Côte d’Ivoire

Ms COULIBALY Sita

Mr N'CHO Yves

Mr PHARIS COKY Francis

Kenya

Ms MAIGUA Jane

Mr MUASA Paul

Mr MUTIO Julius

Ms MWANGI Mary Mwihaki

Mr NGOJE Polycarp Otieno

Mr ODIWUOR Francis

Ms OKONE Esther Akinyi

Ms OMWANCHA Alice

Mr WAIGI George

Mali

Mr POUDIOUGOUAbdouhramane

Ms SOUMANO Nteba

Mr TOLO Modibo

Mauritania

Mr KANE Yahia Alioune

Mr OULD MED MAHFOUDMohamed Lemine

Mozambique

Ms DONCO RotafinaJose Sande

Mr DOS SANTOS Jr.Manuel Queroz

Mr MUHOLOVE Adolfo

Niger

Mr ADOULAHI AbdoulahiMoussa Talaba

Mr IBRAHIM Ismaïlou

Mr TALBA AbdoulayeMoussa

Senegal

Mr DIALLO Ibrahima

Mr FALL Bamba

Mr LO Amadou El Hadji

Mr NIANG Babacar

South Africa

Ms CLARKE Marina

Mr DAMES Ricardo

Mr MTHETHWA DumisaniMichael

Mr POSWAYO Zamayedwa

Swaziland

Mr EARNSHAW Thulani M

Tanzania

Mr DIVECHA Milan

Ms NYAGOBONA Namsifu

Tunisia

Mr AYARI Khaled

Uganda

Ms KATANTAZI Dorothy

Mr KYALIBULHA Stephen B

Mr MULYA David

Mr NKUMBI MUKIIBI Steven

Zambia

Ms KANYEMBA LINTINI Naomy

Mr KASOKA Mike Chau

Mr LWANGA Evans Mwila

Ms MTHETWA Vivian

Ms SIWALE Chilufya Chokwe

57

Annex IV - List of all active Master Trainers as of November 2011

*Note: The list represents licenses issued until November 2011. Later changes and revisions are not reflected.

Zimbabwe

Mr CHIROVE Jealous

Mr DEMBE Killron

Mr MAHOHOMA Eliam

Mr MAKUYANA Nhlanhla

Ms MOLALA-SAIDI MafelileChristina

Mr MUZIRA Tapera Jeffrey

Ms SACHIKONYE Anah

Ms SIBANDA Sibongile

Arab StatesJordan

Mr JABER Samih Ahmad

Ms SHAFAQOUJ Dina Ali

Asia and the PacificChina

Mr AN Shaoxian

Mr BAOSHAN Deng

Mr CHEN Lianwu

Mr CHENG Xianmin

Ms CONG Huaying

Mr DAI Weiming

Mr DUAN Yongping

Mr KONG Weizen

Ms LI Hui

Ms LI Yao

Ms LI Ying

Mr LIN Zijun

Mr LIU Zhiyong

Mr LU Jiren

Mr PENG Yongji

Mr REN Jicheng

Ms SHANG Hong

Mr SHI Keming

Mr TIAN Shunzheng

Ms TIAN Xin

Mr TONG Weiwei

Mr WANG Yonghe

Ms WANG Bingyu

Ms XIE Yulan

Ms YANG Lan

Mr YE Renping

Ms ZANG Shu

Mr ZHANG Shitai

Mr ZHANG Xiang Guo

Mr ZHANG Xuan

Ms ZHANG Yongxia

Mr ZHAO Bing

Mr ZHAO Wei

Ms ZHENG Xiaojin

Indonesia

Mr ABDYA PUTRA MohammadFahmi

Mr FITRI Edwar

Ms HARIYANI Rini W

Mongolia

Mr BALGANSUREN Yadam

Papua New Guinea

Ms KARU Gerthrude

Mr PIAWU Peter

Mr TAVUL Henry

Mr WALUKA Fred

Philippines

Mr GONZALES Eugenio

Mr PONCIANO RonaldoCabuyao

Sri Lanka

Mr AMARAPALA PG

Mr BANDARA KMSG

Mr DHARMAPRIYA Kithsiri

Mr EDIRISINGHE Chopadithya

Mr GUNASEKERA M.A.SSugeeswara

Ms JANAKI WIJESIRI PGP

Mr KAMAL SIRI DMKK

Mr KATUKURUNADA Susantha

Ms MANGALIKA Halwala Sriyani

Mr PATHIRANA P.K.

Mr PATHIRATHNA Maheswary

Mr PREMASIRI GPE

Ms RANASINGHA Samara

Mr RATNAYAKE N. Rukmani

Mr THILAKASIRI Mohan

Mr WEERASINGHE Bandula SriKumara

Mr WEGANTHALAWATTEIndrasiri

Mr WIJESENA Gemunu

Ms WIJETUNGE ChulaniDhanandhya Kumari

Viet NamMr DIEN Nguyen

Ms DO THI Thanh Binh

Ms HO THI Tham

Ms HOAI Ngo Thi

Mr HUU KIEN Vu

Mr HUYNH Cong Binh

Ms HUYNH Kim Hoan

Mr LE Ngoc Chau

Ms LE Thu Thuy

Mr LUONG Mai Em

Mr NGUYEN Do Chien

Mr NGUYEN Duc Binh

Mr NGUYEN Truong Son

Ms NGUYEN Huong Tra

Ms NGUYEN My Thuan

Mr NGUYEN Binh Thanh

Ms NGUYEN CUONG Pham

Ms NGUYEN THI Kim Dung

Ms NGUYEN THI My Chau

58


Ms NGUYEN THI Thuong Linh

Mr PHAM Duy Tam

Mr PHAM Ngoc Chinh

Mr PHAM Xuan Mai

Ms PHAM THI Thu Huang

Mr THAN NGOC Nguyen

Mr TRAN Khai Thanh

Ms TRAN THI Lan Anh

Europe and Central AsiaAzerbaijan

Mr RAHIMOV Azad

France

Mr VERHOEVE Walter

Kazakhstan

Ms BRUTCHIKOVA Svetlana

Mr KUZNETSOV Alexander

Kyrgyzstan

Mr ATAKANOV Nurlan

Ms KOJOMURATOVA Tamara

Ms MEIMANKANOVA Aisuluu

Mr NURALIEV Marat

Ms ORMONOVA Avazkan

Netherlands

Mr VAN DER ENDE Oscar

Russia

Mr KAIROV Zaurbek

Ms KHOKHOEVA Eteri

Ms LUNINA Olga

Mr UZHAKHOV Usman

Sweden

Mr OLMING Karl-Oskar

Tajikistan

Ms ASROROVA Nigina

Mr RAHIMOV Alisher

Latin America and theCaribbeanBolivia

Mr GUMUCIO Gary Adrián

Ms MAIZMAN SUAREZVeronica Elvira

Mr NINA CASTRO Luis

Mr ROJAS VERGARA Paulo Ivar

Mr TRIBEÑO ORTIZ EnriqueJavier

Peru

Mr APAZA Rene

Mr MARCENARO JuanFrancisco

Ms MORENO ROQUE Silvia

Mr SUPO ROJAS DanteGodofredo

Mr ZEGARRA Rocio

59

Annex IV

61

Annex V - The Study Team

SIYB Master Trainers and Trainers

Merten Sievers, Value Chain Development andBusiness Services Coordinator

ILO Geneva support

• Gulmira Asanbaeva

• Elaye Abdillahi

• Dalia Nunez

• Mirza Aliyev

Susane VanLieshout,Consultant

Key ILO contacts in the field and 4 Master Trainers

Questionnaire for Master Trainers

Name of Master Trainer: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Country: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1. Please provide a list of key partner institutions at the Trainer and Master Trainer level in yourcountry (name the most important ones, at least three) with contact details:

2. What is the cost of the different training seminars in your country, please provide numbersfor TOEs, TOPEs, TOTs, per group and single participant and specify the duration of thecourse

3. Please do forward case studies, photos or evolutions (done outside the ILO) about the impact and the outreach of SIYB in your country (the best ones will be selected by theGlobal Tracer Study team and included in the study with recognition of the author)

4. Please indicate other data sources that might be relevant and could be used to cross-checkthe accuracy of the estimates

63

Annex VI - Questionnaires

GYB only

SYB only

IYB only

SIYB TOT

EYB TOT

Other SIYBlinkedprogammes

Others 2

Others 3

Others 4

Others 5

TOTALS

64


1. How many TOTs have you conducted in total?

Total TOTs Total # of TOT % women In 2009-10until 2010 participants only

2. How many of those trainers are holding an SIYB trainers certificate?

# of certificate holders % women Out of these# active trainers

Per MT

Questionnaire for SIYB DATA per Master Trainer

65

Annex VI

3. How many potential and existing entrepreneurs have beentrained by you? (per topic)

Total until 2010 % women Total in 2009-2010

How many trainees have been trained by the trainers you trained inyour country? (per topic –GYB, SYB, etc.).

Total trainees Reliability % women Of which inreported *of these figures, 2009-2010 since 2003 code 1, 2 or 3 only

start and improve your business ilo’s business...

Documents