RURAL SMALL AND MICROENTERPRISE
PROMOTION PROJECT
THE PROJECT
Organization and Management
The Ministry for Finance and
Economic Planning will be responsible for overseeing
the project and will delegate responsibility for
coordination and management to MINICOM. A National
Project Steering Committee (NPSC) will be established.
Coordination at the provincial level will be ensured
by the Provincial Project Coordination Committee.
With the support of six provincial offices, the
PCU will be responsible for project coordination
and overall management. The new provincial offices
will follow a schedule of establishment, expansion
of operations, consolidation and phasing-out.
Private sector operators (PSOs) will be contracted
to provide the required services under components
1 and 2. For component 3, suitable MFIs, NGOs
and commercial banks will be
contracted for microfinance, supported by a small
project unit attached to the PCU and provincial
offices. The PSOs will recruit rural enterprise
advisors (REAs) for the training of trainers.
Each REA will cover 150-200 SMEs and will advise/train
microenterprises and local professional organizations
(POs). The POs are federations, associations and
professional chambers and the project will build
their capacity to provide the services required
by SMEs. Drawing on the most successful SMEs,
the POs will select enterprise advisors (EAs)
who will carry out advisory duties and implement
apprenticeship programmes while continuing the
management of their own SMEs. They may advise
SMEs on management, technology and marketing.
Initially, the EAs will receive some payment from
the project but once activities expand this support
will be discontinued and the EAs will charge a
fee to the SMEs.
Sustainability and exit
strategy. From the outset, the project
will focus on helping the POs provide services
at a cost to the microenterprises. Based on the
performance of the POs, the provincial offices
will be phased out gradually and responsibility
for the continued provision of services to SMEs
will be transferred to the POs/PSOs. This process
builds on experience from the first phase, where
POs and EAs are already taking up responsibilities,
and from collaboration with GTZ in Butare. Phasing-out
of the current project office in Byumba (also
covering Ruhengeri) is underway and in two years
all functions will be transferred to the POs/PSOs,
providing a model for other provinces. The project
will recruit an expert for one year to support
the POs in Byumba and Ruhengeri in fully assuming
their tasks. Based on this experience, a strategy
will be developed for use in the other provinces.
Project planning, monitoring
and evaluation. The project coordinator
and M&E specialist will have final responsibility
for planning and M&E. However, the development
of the annual work programmes and budgets (AWP/Bs)
will engage all staff, contracted service providers
and beneficiaries. Using participatory review
and planning methodologies and past experience,
specific plans will be prepared for all provinces
and institutions involved in the project, and
for the PCU.
The M&E system aims to assist
project management, service providers and beneficiaries
in effectively executing the project and verify
if targets and objectives are being met. The logical
framework, regularly reviewed and updated, together
with the AWP/Bs, will be the main tools to facilitate
project M&E. Every three months, the project
will conduct per province participatory workshops,
each time in a different district. A diagnostic
needs assessment will be conducted at the end
of the first phase to serve as a planning base
during the start-up period. Effective project
monitoring will involve continuous critical observation
of progress in terms of outputs achieved, activities
needed to achieve the outputs, provision of resources
required, and the required budgets and actual
expenditure for these activities. A key output
will be the timely preparation of comprehensive
quarterly, half-yearly and annual progress reports.
After the second year a Mid-Term Review will be
conducted to assess the success of the approaches
and the achieved outputs and impact. In addition,
a system of regular internal and external evaluation
will be established using national consultants
and institutions.
|