!! !Market Analysis and Development (MA&D) Training

FFF Africa

Banjul, The Gambia, 22 – 27 October 2015

Second cycle !!!

!!!!!!!!!!!Mission report !

Prepared by Isabelle Lecup November 2015 !!!

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Regional Market Analysis and Development (MA&D) workshop – Forest and Farm Facility AfricaBakau, The Gambia, 22-27 October 2015

!Contents !!

Page !!1. INTRODUCTION 4 !2. THE TRAINING WORKSHOP APPROACH 5 !

The participants 5 The training approach, content and evaluation 6 !!3. TRAINING WORKSHOP OUTCOMES 12 ! !4. PLANNING THE IMPLEMENTATION OF MA&D PHASES 3 and 4 16 !!!!!ANNEXES !!Annexe 1 Terms of Reference Annexe 2 List of participants Annexe 3 Participants’ expectations Annexe 4 Assessment of the course by the participants Annexe 5 Training schedule and content Annexe 6 Reports of the 4 countries about the implementation of MA&D phases 1 &2 in their selected field sites (separate file) Annexe 7 Example of an EDP prepared by one of the teams from Liberia Annexe 8 Example of a country team’s action plan (Kenya) Annexe 9 The other EDPs done as a training exercise by the other teams (separate file) Annexe 10 The other action plans done as a training exercise (separate file) ! !!! !

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!List of abbreviations !!

EDP Enterprise Development Plan

FAO Food and Agriculture Organization

FFF Farm Forest Facility

FFG Field Facilitator Guidelines

IIED International Institute for Environment and Development 

MA&D Market Analysis and Development

NGO Non-Governmental Organisation

PO Producers’ organisation

Hon. Honorable !!!!

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!1. INTRODUCTION !One of the main pillars of FFF’s activities is to « Strengthen smallholders, women, community and indigenous Peoples’ producer organizations for business/livelihoods and policy engagement » . Support to small rural entrepreneurs falls under this objective, and the Market Analysis and Development (MA&D) approach is one of the most appropriate methodology for rural enterprise development support. The Market Analysis and Development (MA&D) has been developed specifically to enhance the entrepreneurial capacities of local communities so they can access market opportunities and improve their cash income, while also gaining greater incentives to protect and sustainably manage their natural resource base. The main strength of the MA&D process is the high degree of community involvement, either in groups or individually, in the planning and design of the enterprise and finally the business plan. Its focus is on building the capacity of local people to become entrepreneurs. By taking into consideration the environmental, social, technological, legal and commercial aspects, MA&D is used by support structures to assist communities in directly linking forest resources management and conservation activities to income generating opportunities. With its emphasis on institutional development, it ensures that user/producer groups or community-based enterprises will be independent and sustainable. Support structures (Government agencies, NGOs, professional associations, producer organizations etc.) identify and establish through the MA&D process the most enabling conditions for helping the forest based peoples to develop their forest product based micro or small enterprises. !The MA&D process is based on four successive main phases: !

• Phase one aims to identify the potential entrepreneurs among local peoples and to train facilitators from support structures’ agencies to learn how to assist them to assess their existing situation in order to short list potential enterprises’ ideas.

• Phase two guides facilitators to learn how to assist future small entrepreneurs in conducting series of surveys allowing them to select the most promising enterprise ideas and discuss the best strategies to commercialize the products.

• In the third phase the facilitators learn how to assist the future entrepreneurs in preparing their enterprise strategy and business plan.

• Phase four aims to train facilitators learn how to assist the future entrepreneurs in starting their enterprise activities through a pilot phase and training. They also learn how to monitor progress of the enterprises and to adapt when change is needed. !

FFF is stimulating the use of the MA&D approach in the African countries of FFF as a field-oriented training of  facilitators from each of the four FFF countries: Zambia, Kenya, Liberia and The Gambia. The training strategy starts with a consolidation training on MA&D which has been designed to build on initial general training on MA&D received in the past by individuals from the four countries.  

The training is divided into several training cycles order to cover the complete MA&D process from planning activities through the four phases, as well as to give opportunities to the trainees to test out and train in the field their team in their own context and bring their practical experiences back to the next cycle. 

The present report considers the second training cycle. It was organized by the FFF - FAO team in Bakau, The Gambia, from the 22 to the 27th October 2015. !!!!!

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The mission !This second mission of the consultant focused on training phase 3 and providing an introduction to phase 4 of the MA&D process. !The main tasks required from the consultant were to: !

• Design and prepare the MA&D training (phases 3 & 4) course accordingly; !• Assist the trainees who participated in the first training cycle to assess the

implementation of phases 1 & 2 in their field sites; !• Facilitate the MA&D training workshop of the facilitators so that they become

capable of implementing the phases 3 & 4 of the MA&D process; !• Assist the facilitators in preparing a work plan for implementation of phase 3 and

4 of the process in their sites; !• Prepare a report on the mission. !!

The main objective of the second cycle of MA&D training was to provide facilitators coming from 4 FFF Africa countries (Zambia, Kenya, Liberia and The Gambia) with a field oriented training on the phases 3 & 4 of the MA&D process so that: !

• they renew or get an understanding of the basics of the MA&D approach;

• they are capable of using appropriate methods and tools for assisting local entrepreneurs or groups of entrepreneurs to implement phases 3 & 4 of the MA&D process in their own countries and contexts;

• they have an updated work plan for how MA&D will be implemented in the field as part of existing FFF programs and partnership agreements.

!The Terms of Reference of the consultant’s mission are presented in annex 1. !!!2. THE TRAINING WORKSHOP APPROACH !The participants !This cycle of training was attended by 24 participants compared to 22 who were present in the first cycle of training in May 2015, plus Anna Bolin, researcher in IIED who was present during the two cycles of training as a trainee. All were agents from governmental institutions and staff of related civil society organizations (forest user groups’ federation, producers’ organizations, or NGOs) from 4 African countries (The Gambia, Kenya, Liberia and Zambia). !On the first and second day training, Jeff Campbell, Manager of FFF and Sophie Grouwels, FFF coach joined the training during few sessions. !Few participants (3) who were present in the May training workshop were absent for this cycle, while few others (5) joined this cycle only.

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!Two persons from the Zambian team could not attend the second cycle, Kennedy Kambeu for health reasons, and Charles Phiri for budget limitations reason. Mary W Nyamu from Kenya could not attend this cycle too. !Among those who joined, the three who came from The Gambia received long ago (2003-04) an initial training in MA&D (Demba Sanjyang from NACO, Lamin Bajo and Ebou Saneh, both serving on the forest services of the Gambian government). They joined at this stage to refresh their knowledge and skills in implementation of phases 3 and 4. From Kenya, Philip Kisoyan was appointed as FFF coordinator after the first cycle of training in May and familiarized himself with MA&D phases 1 & 2 by applying phases 1 & 2 activities with the team in Kenya. Abraham Wata knew basics of MA&D since he was earlier trained in MA&D in Kenya. !Being already working or trained in MA&D in the past and having to use MA&D in their professional activities, the three new comers were motivated and knowledgeable enough to participate fully in this second cycle of training. !The fact that were present only motivated trainees who actually applied in some ways the two first phases of the MA&D process in their context rendered the course positive and the atmosphere enthusiastic. !Already low during the first cycle (6), the number of women has fallen to 5 including Anna from IIED with no woman participant from Zambia and The Gambia. !The adequate selection of participants proved to be a key factor in the learning process. The combination of both representatives of farm or forest producers’ associations or networks working directly at the ground level with producers and those who will assist them such as for example staff members from NGOs or government services proved again to be a good combination for a field oriented training course. !Although some were more experienced and knowledgeable than others, cohesion of the group and a kind of homogeneity conducive to collective learning and experience sharing was created mainly because most of them applied the process in the field. !The list of participants is presented in annex 2 !The course would have not been possible and the working atmosphere would have not been so positive for the participants and the trainers without the good job done by the FFF coordinator and FFF organisation team in the Gambia. The trainer has a special thank for them who worked hard to please the participants and answer the needs of the trainer as well. This surely contributed to create a great working atmosphere. !!Participants’ expectations !Participants were asked to express their expectations at the beginning of the training course. It was made clear to participants that most of their expectations will be addressed during the training course except few which were beyond the scope of this training workshop. The detail of the participants’ expectations is attached as annexe 3. !!!!

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The training approach, content and evaluation !The training workshop consisted in 6 days including 5 days and half in class plus a field visit. !The level of participation of most of the trainees was very high, only slightly less for a minority of them who faced some difficulty during plenary sessions to express themselves in English. However these persons were active in their small group exercises since they were in country groups in which they were using their own language. !The trainer based the course mainly on the MA&D field facilitator guidelines phase 3 and 4 as support documents for the participants plus two examples of EDP. The concerned sections of the FFG were mentioned to the trainees all along the course. !Training approach !This training course was geared to participants who practically used the MA&D process as field facilitators in order to improve their skills and properly do their work with farmers’ groups at local level. !The trainer selected content and training methods that addressed the needs of this type of participants whether they were coming from producers’ organisation, NGOs or government services: a lot of space was left for small group work to apply new tools especially on EDP preparation, and for clarification, discussions and sharing of experience so that all participants could get a common understanding of the meaning behind the MA&D tools and methods. !Eight small groups were formed in the class room and three for the field visit in order to enhance participation and exchange of experience between trainees from the 4 different countries. The formation of the groups was based on the results of the field implementation of phases 1 & 2 in the 4 countries: they formed groups wherever they had a field site and collected data for the preparation of the Enterprise Development Plan (EDP). This was the case for Zambia, Kenya and The Gambia. Since the Liberia team of 6 members used to work together in their different field sites, they were told to work together as a small group for the EDP preparation. However on the second day of EDP preparation, the trainers decided to split the group into two smaller groups of 3 each in order to raise the level of participation of each individual in the team. This proved to be efficient for the rest of the training. The composition of the small groups for exercises done in class is presented in annexe 2. !The rational for the formation of the group of the field visit was different and based on mix of different countries, gender, organisations. The composition of the 3 field visit’s groups is presented in annexe 2. !At the beginning of the workshop the consultant made it clear that the proposed course’s schedule was tight and therefore a certain discipline should be applied so that all the topics could be covered. !The major learning techniques included short presentations by the trainer, small groups’ work on a series of exercises especially on the preparation of the EDP, brain storming, discussion, and one field visit. In every exercise, participants have always been reminded to be specific and go into details otherwise they will not be able to apply it to the reality of their sites. !!!

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Training content On Thursday 22nd, the training workshop was opened by the Hon. Minister of environment, climate change, water resources, forestry, parks and wildlife, Hon. Pa Ousman Jarjue. !Welcome remarks were expressed by Me Mariatou Njie, Assistant FAO Representative, and key note address by Jeff Campbell, Manager of FFF. !The trainer changed the program of the first day on the spot since the Hon. Minister who opened the training workshop wanted to be present for the beginning of the review of the work done by trainees between the two cycles of training. The Kenya team presented their work in presence of the Hon. Minister. That is why usual introductory activities (introduction and expectations of the participants, presentation of the objectives, main content, and schedule of the workshop) had been done after the first session of review. Then the rest of the first day was devoted to the review of the work done in between the two cycles of training by the other teams from Liberia, Zambia and The Gambia. Alhadjie Basse Mbose, President of the national farmers platform and of ANR multi-stake holders was present during the last part of the country presentations and shared few words about his organisation with the trainees. The results of the review were used for adjusting the phase 3 exercises to the trainees’ level. !On the second day, the trainees learnt how to bridge phases 2 and 3. They were introduced to phase 3 objectives, steps and expected results, and then they focused on step 1 of Phase 3 considering methods and tools used to define strategies in the five areas of enterprise development. Then the trainer presented the Step 2 of Phase 3 which aims to understand why an EDP is needed and how to develop it. In the afternoon sessions started the enterprise planning simulation exercise including the marketing and the production development plans. !The third day were devoted to the continuation of the preparation of the EDP with practical exercises by participants. An example of the outcome of their work on EDP preparation is presented in annexe 6. !A field visit was organized on the morning of fourth day followed in the afternoon by the analysis of the results of the field visits. !During the fifth day, the morning sessions were used to complete the exercises on the financial plan of the EDP, while the last step of phase 3 on identification of training and assistance needs of entrepreneurs were studied during the two afternoon sessions. !The first session and a part of the second session of the morning of the 6th day focused on introduction of phase 4 content. Before lunch the 4 countries’ teams started to reflect on the ways they will apply the content of this cycle of training in their own context. In the afternoon, they presented their draft action plan to the large group in the distance presence (skype) of their FFF coach, Sophie Grouwels. !The workshop was closed at the end of the 6th day. !The detailed training content and schedule of the training workshop is presented in annexe 5 !!Pedagogical tools & methods !In addition to guided plenary discussions around important topics related to the preparation of the EDP, (such as for example the options available to finance enterprises,

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or why is it important to prepare an EDP etc.), a series of exercises done individually or in small groups were conducted including the following:

!• Review of the Phases 1 & 2 activities done by participants since the first training

cycle !Before the presentation by country groups, they were asked : !• As a facilitator, what has been your experience? • What went well, what went wrong? !Then they presented the implementation of phases 1 & 2 of MA&D. Guidelines for this were provided to the trainees ahead of the workshop as follows: How have you applied the content of the last training on MA&D phases 1 & 2? 

• training facilitators?  • training local groups of producers?  • presenting the MA&D process to institutions?  • others  !If the process has been applied in the field :

In which project? program? 

• The objective of the project or program? Where was it applied? Which was the target group (please also state how many women and men) ?         

• How did the facilitation work? Role of each participant of the team (if any)? • Approximate time you spent in these MA&D activities?  • Did you enjoy applying the process? Why no, Why yes?  

Where are you in the process? What results did you obtain so far? 

• Who are the identified potential entrepreneurs? How have they been identified?  • Which products have been selected? How have they been selected? • What are the data you have about the selected products? 

o    The value chain diagram? o    The production calendar? o    The market data (clients, prices etc.)? o  The opportunities/ difficulties for the production and marketing of these

products?  

• Do you have the necessary data to go into MA&D phase 3? Are you missing some data from phase 1-2? !

(examples of outcome of this exercise is presented in a separate file in annex 6 of the present report document) !• Phase 3: preparing the Enterprise Development Plan (EDP): !

o How to convince local entrepreneurs of the benefits of preparing an EDP o Step 1: The entrepreneurs analyze the data collected in Phase 2 in order to

refine their enterprise ideas: ▪ Finding solutions / strategies: each group completes the PAT (Product

Assessment Table) for the product/ enterprise’s idea they have selected

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o Step 2 : The entrepreneurs prepare their enterprise development plan ▪ On the basis of their example, each group decides on:

▪ The marketing plan ▪ The operational plan ▪ The enterprise management plan ▪ The resource/raw materials management plan ▪ The social development plan ▪ The risk management plan !

▪ On the basis of their example, each group : ▪ Forecasts profit and loss ▪ Calculates the start up capital needs and ▪ Carries out cash flow analysis of their enterprise !

(one example of one draft EDP done as an exercise during the training workshop presented in annex 7. Other examples of EDP done by the teams during the exercises in class are presented in a separate document in annex 9 of the present report document) !

o Step 3 : The entrepreneurs identify needs for training and assistance ▪ What are the most frequent mistakes that may appear in the EDP

document and that my prevent it to be eligible for support? ▪ What part of the EDP document should be looked at in order to assess

training and assistance needs of the entrepreneurs to implement their projects successfully? !

• Field visit: collect key data (using the guide for analysis of a business /enterprise) in order to analyze:

1. The marketing strategy of this business 2. The production system 3. The management 4. The environmental impact 5. The social impact

For each of the above areas: o What are the weaknesses? o What advices would you give to the entrepreneurs to improve it?

!• Phase 4: supporting the start-up phase of the enterprises !Phase 4 is focusing on the follow up of the application of the EDPs by the entrepreneurs. Since participants in this training workshop were not at this stage, phase 4 was briefly introduced through three exercises as follows: !Step 1: What the facilitator should do in order to assist their entrepreneurs obtain the funds/ financial resources they need in order to start their activities:

- at the project level? - at the financial services level? - with the entrepreneurs according to their status and needs (different funding

sources) ? !Step 2: What will you do as a facilitator in order to ensure that entrepreneurs receive training they need :

- at the project level? - with the entrepreneurs ? - with the training providers? !

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Step 3: What are the reasons why sometimes business fail and what business rules should be applied to avoid such problems? ! !• Action planning: !Action plan :

- Show clearly the field implementation activities to complete phase 2 and implement phase 3

An example of action plan of some participants is presented in annexe 8. !The support documents used during this cycle of training included the MA&D modules 3 and 4. In addition, two examples of EDPs prepared by entrepreneurs from Tunisia were handed out to the participants. !!Evaluation of the workshop by participants !Participants were asked to assess the training workshop:

• During the course  !Participants were assessing the workshop through different simple tools: !Asked about their impression of the two first days’ training, the 19 participants who participated in the evaluation that day said that they were very satisfied about the facilitation, the content and logistic; 17 were very satisfied and 2 satisfied with the learning experience; 13 were very satisfied about the participation and 6 satisfied. 15 were satisfied about the time management but 4 were not satisfied due to the fact that the team in charge of time checking did not work as expected; !All the participants (100%) gave the highest score for each criteria (facilitation, content, learning experience, organisation, timing) at the end of the 4th day training showing their high satisfaction about the way the training workshop was going on. !!

• At the end of the course !Another type of evaluation was conducted on the last day of the workshop through an individual questionnaire filled in by the 24 participants. !In general the results reflect a high level of satisfaction from all participants. !Participants all expressed that they can apply the new knowledge in their work because it is a flexible approach applicable in different contexts and it addresses issues they meet in their work and answers the needs of the local population they assist. A majority expressed that they need another training cycle in order to assess how they have applied phase 3 and to exchange experience and lessons on the ways they did it in the different field sites and countries, as well as to learn how to help the support structures and the local entrepreneurs apply phase 4 on the basis of their EDPs. !The details about the final and the daily assessments are presented in annex 4 ! !

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3. TRAINING WORKSHOP OUTCOMES !The series of exercises mentioned in the previous section helped the trainer understand where the trainees were at and what they most needed as a support. Results can be summed up as follows: !In general !- It was positive to have motivated people in the training workshop : most of them had

already tried implementing phases 1 and part of phase 2 of MA&D and were keen to complete the process and of getting a big picture of its possible use. !

- The small groups were consisting of maximum 3 or 4 persons allowed every one to participate fully and have their questions answered. !

- Sharing experience between participants from different countries and from different institutions or organisations was key during the group work, and very much appreciated by both the participants and the trainer. !

- We noticed a high level of interest from the participants for learning tools on business planning. This raised the participation which became even higher as soon as the participants started to work on the preparation of the EDP in small groups. !

- The workshop contributed to increase the confidence of the trainees that they can apply the whole process in their field context. !

- Some trainees for example from Zambia were late for implementing phases 1 and 2 because they received the funds lately. !

- Once trainees understood that there was no judgement about them being at different stages of the implementation process, they relaxed and simply made sure that they will include whatever was not done before October will be included in the next action plan. !!

More specifically !Working atmosphere It took longer time than in the first training cycle (in Zambia) to create the same cosy and work focused atmosphere from the first day because of several reasons: - the trainers could not conduct from the start the planned introductory activities

(participatory definition of internal rules including formation of teams for recap, daily assessment, energizers and time keeping).

- the venue was possibly source of distractions with tourists, the beach, etc. - The presence of Jeff the Manager of FFF and Sophie the FFF coach was important in

order to move forwards aspects of FFF activities in the 4 countries but created a bit of distraction, especially when side meetings were happening with some participants during the training sessions. !

The review of phases 1 & 2 The presentations were a key element in the review of the implementation of the phases 1 & 2 of MA&D since the last training workshop in May 2015. The review of phases 1 & 2 showed that: !

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- the trainees worked in teams in their country collaborating each others in their field sites. It was especially the case in Kenya, Liberia and The Gambia. Learning from each others was a good means for alining the level of knowledge and skills to apply the tools. !

- they did not realized the importance and the full scope of the value chain analysis.They did not spend enough time for surveys. They limited surveys to the basic or the general, not enough for feeding EDP development. !

- some focused on existing products and resources. They did not include research on possible improved processed products. They therefore have information gaps for considering possible diversification of products, encouraging niche market etc… !

- some selected the tools of MA&D most appropriate for their target groups, and produce simple training materials accordingly before going to the field (Kenya) !

- Most of them selected sites and facilitators which were identified earlier by the FFF programme. Baselines studies were already done from previous FFF activities, and target groups were already identified as well. Meaning that they did not have to do all the preliminary and phase 1 activities. !

- In some cases (Zambia and Liberia), country teams linked the Small grant programme of FFF with MA&D activities in a way that could be confusing for the local entrepreneurs. Presenting the small grants forms before the local entrepreneurs reached the end of phase 2 and EDP preparation could lead them to participate only with the expectation of getting the grant whether their initiative is profitable enterprise or not. !

• Phase 2 implementation raised questions that have been then discussed during this training cycle such as for example:

- Sandal wood is traded but its exploitation is restricted : how to involve entrepreneurs in the business of a banned products?

- The continuity of the process: showing the close link between the data collection of phase 2 and the EDP preparation

- The necessity to collect data for new products and appropriate technology. - The difference between business plan and Enterprise Development Plan? - The necessity to involve the local entrepreneurs in the phase 2 surveys as much as

possible - In which cases existing groups can become groups of entrepreneurs?

- Difficulties to transform existing groups who have social or forest protection objectives into enterprise development oriented groups !!

• The EDP development exercise: - revealed that business planning was quite new for the majority of participants. Although

few had some knowledge about support to enterprise development, they lacked methods to systematically help rural entrepreneurs prepare business plans as a simple process. !

- through the EDP, trainees realized the level of details they should obtain to be capable of doing the EDP. They identified the gaps they have in their own surveys’ results, and therefore included it in their next action plan. !

- a constant difficulty faced by the trainees was to think and speak in a way that will be understandable to their target group. They realized that they should simplify their language: number of participants do not put themselves in the shoes of the entrepreneurs and use « project jargon  » (capacity building, etc) which are far from what the real entrepreneurs would say during the EDP preparation. !

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- all trainees understood that phase 2 should be completed before the entrepreneurs develop their enterprise’s plans. !

- they realized that they were sticking too much with existing products or enterprises, not investigating enough other potential or new products.

- they have to adapt tools proposed in the MA&D modules, especially the EDP format to the reality of their entrepreneurs and using examples from their country.

Issues addressed during EDP related discussions: !- Units’ measurement if not clear is a source of potential mistakes - Equipment : what is considered as an equipment/ what is not part of equipment

(mistake of putting the packing materials in the equipment) - About market segment: on what is based the segmentation of the market? - Include also by products on top of products (wax, propolis on top of honey) - Role of facilitator is key to the process but he is not leading the process - Legal certification as a marketing tool - Competitors’ analysis is extremely useful to know where to position own business - Shall we include cost of labour even if the members do the tasks ? yes for calculation of

profitability. !Main Learning !- Tendency to apply CBOs type of management system to enterprise: it is too heavy and

lengthy system. Enterprise should be managed by a smaller competent executive committee.

- Can we pay those who manage the enterprise? you start to provide indemnities on an actual work time basis. When the business is healthy, you can increase their indemnities.

- Be realistic and specific while doing the resource management plan and the social development plan. !

- Enterprise management plan: Questions to ask for the form of enterprise/ legal status: - who is the entrepreneur:

- an individual or a group? - if a group, size of the group? Too large groups are not manageable; prefer smaller

groups that federate into larger umbrella professional groups. - is it a new or an existing group? registered or not? registered under a profit making

status? Suggestions: - groups ideally organise themselves around the idea of doing business of certain products

and then registered to allow them to do the business. - Difficult to keep social objectives and ways to manage social oriented groups if the

group wants to do business. Be creative in finding ways that business minded peoples do the business and enter into contract with the group for compensation of using resources of the groups. !

The field visit !The goal of the field visit was to gather information in order to analyse a business / enterprise under the 5 areas of enterprise development that are part of the EDP. !

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The objective was to collect information from entrepreneurs in order to be capable of identifying the strengths and weaknesses of the considered business / enterprise and, back to the class room, to suggest possible solutions to overcome the problems. !Each group collected data from one business/ enterprise as follows:

• One group met the beekeeping association of The Gambia which is an Association also involved in processing and selling honey and by products like candles or soap from bee wax.

• The second group visited a private business unit of production of sealed packets of cashew nuts

• The third group visited an ecotourism camp 50 mn far from the capital city. !The trainees had to collect information that will allow them to identify weaknesses and to suggest possible solutions to overcome them in the following areas: !

• The marketing strategy of this business • The production system • The management • The environmental impact • The social impact !

The discussion that followed the presentation of their field work showed that many of them need further training in order to properly analyse the key factors contributing to the success or failure of an enterprise.

Main Learning: - The context in which the enterprise’s initiative is developed influences the type and

level of entrepreneurship one can expect. In that sense the example of the ecotourism camp of Tumani tenda speaks for itself: the social and forest protection objectives overshadow the business aspects and prevent the income generating activities transform into real enterprise development initiative.

- Again in the beekeeping case, they see their role as servicing to their members in term of technical and social support and go for business only as a way to sustain their organisation’s expenses. They lack skills in management and business and do not work as a real enterprise.

- Need for a close monitoring of resource management plan creation and implementation by the relevant institution: in the Gambia the staff of the forest department visits regularly the CF committees in order to assist them preparing their forest management plans. !

The aim of the EDP preparation exercise was to ensure that the participants understood the objectives of each component of the EDP and learn how to take appropriate decision and do calculation to check the profitability of their enterprises. The mistakes and errors that they may have done in their EDP were identified and corrected or discussed during the presentation of the EDP by the small groups, but there was not enough time to correct all the mistakes or errors in all the written EDP produced by the teams. An example of EDP developed by one team during the training course is presented in annexe 7. Other EDP are presented in a separate file as annexe 8 of the present report docent. !!!!!!!

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4. PLANNING THE IMPLEMENTATION OF MA&D PHASES 3 and 4 The training strategy includes a field based application of the content of phases 3 and 4 so that trainees could have an experience of a full cycle of MA&D application before they can pretend efficiently train others.

The last day of the training, participants were asked to prepare a draft action plan. !The trainee’s action plans will not be only useful for them as a planning tool but also as a basis for developing a coaching plan for the support structures. !The main components of the actions plans included: !• Completion of phase 2 according to information gaps identified during this training cycle. !• Preliminary to phase 3 field activities:

• Translating tools in country / local language and adapt EDP format to context • Studying documents FFG modules 3 and 4 • Learning whatever is necessary (personal knowledge) in order to be capable of

answering questions of entrepreneurs when they will prepare their EDP !• Let enough time to entrepreneurs to collect information and to complete surveys as well

as for the surveys that will be done at levels that cannot be reached by local entrepreneurs (national and intentional levels information when applicable according to concerned products).

• Ensure that all entrepreneurs obtain the results of the surveys conducted at national or/and international levels. !

• Give time enough for entrepreneurs (at least 2 weeks) so that they can discuss between themselves and have a first try of preparing their EDP but meet them at least once during the EDP preparation to ensure that they are on the right track.

• Have a meeting with them in order to read together the EDP, identify the mistakes and help them correcting them; and then once the EDP are corrected, identify with them the training and assistance needed to start up their enterprise. !

The time needed to conduct phase 3 activities will depend on the number of entrepreneurs, their location and the type of enterprises they want to develop. !The action plans prepared by the different country teams during the training showed that all except Kenya need about two months for completing phase 2 and 2 more for phase 3. Liberia was very optimistic in terms of timing : this should be revised according to context’s reality. !The actions plans were presented during the training. Note that the action plans produced during the training course are only a first draft which should be finalized by trainees and their organizations, and then revised and integrated in the ledger FFF action plan for 2016. !Follow up and coaching needs !Finally it is of utmost importance to properly coach the new facilitators in their first experience of applying phase 3 which is a new topic for most of them. There are different means to do that including : • direct coaching of trainees: to hear their concerns and provide them with rapid answers

to questions about the use of tools or any other type of problems they may face during implementation.

• encouraging trainees to network between them and sharing opportunities or problems / solutions adopted by other trainees on application of phase 3

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• continuing close follow up is important for the trainees: frequent and regular follow up raise the confidence of trainees that they can progress because they are not left alone.

• ensuring that all of them have the necessary funds to actually do the work at the local level.

• the implementation of phase 3 should end up with the production of EDP documents for forest and farm products based enterprises. Field teams will need good coaching to check the EDPs and verify whether they are eligible for support. Project staff will need support in order to conduct phase 4 which is the design and implementation of an appropriate support strategy of all the eligible entreprises. !!!!!!!!

ANNEXES !!Annexe 1 Terms of Reference Annexe 2 List of participants Annexe 3 Participants’ expectations Annexe 4 Assessment of the course by the participants Annexe 5 Training schedule and content Annexe 6 Reports of the 4 countries about the implementation of MA&D phases 1 &2 in their selected field sites (separate file) Annexe 7 Example of an EDP prepared by one of the teams from Liberia Annexe 8 Example of a country team’s action plan (Kenya) Annexe 9 The other EDPs done as a training exercise by the other teams (separate file) Annexe 10 The other action plans done as a training exercise (separate file) !!!!!!!!!!!!!!!!!!!!! !

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ANNEXE 1

!

FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS Terms of Reference for Consultant ⌧

Minimum number of years of relevant experience required: 1yr □ 5yrs ⌧ 12+yrs □

Name: Isabelle LECUP ep. MOUSSET

Job Title: Trainer/Facilitator for the Africa Regional Market Analysis and Development (MA&D) training

Division/Department: FOE, Forestry Department (FO)

Programme/Project Number: Forest and Farm Facility - FFF (PGM/FFF/2012-2017/FFF)

Location: The Gambia; home basis for preparation of mission and report writing.

Expected Start Date of Assignment: 15/10/2015 Duratio

n: 10 days (WAE)

Reports to:

Name: Sophie Grouwels Title

: Forestry Officer, Forest and Farm Facility

GENERAL DESCRIPTION OF TASK(S) AND OBJECTIVES TO BE ACHIEVED

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There is increasing recognition that the sustainable management of forest landscapes is essential to mitigating climate change, reducing rural poverty and achieving food security. Even though the majority of the world’s forests are still publicly owned, an increasing share of forest resources is owned and/or managed by communities and smallholders. When local people are given clear, formal rights to manage forests and to obtain economic benefits from them, they have a vested interest in long-term management. However, often it is difficult for individual smallholders to realize the benefits from the management of forest resources because they cannot achieve economies of scale, find adequate markets or have the capacity to develop bankable business proposals. To address these issues the activities of the Forest and Farm Facility are organized under three pillars: 1) Strengthen smallholder, women, community and Indigenous Peoples’ producer organizations for business/livelihoods and policy engagement; 2) Catalyze multi-sectoral stakeholder policy platforms with governments at local and national levels; and 3) Link local voices and learning to the global level through genuine participatory processes, communication and information sharing. The tasks outlined in this TOR will fall under Pillar 1.

The Market Analysis and Development (MA&D) approach has been launched in Africa as a field-oriented training of facilitators from each of the four FFF countries on the continent: Zambia, Kenya, Liberia and Gambia. The first part of the training has been conducted in May 2015. The second part will be conducted in October 2015.

The aim of MA&D is to enhance the entrepreneurial capacities of local communities so they can access market opportunities and improve their cash income, while also gaining greater incentives to protect and sustainably manage their natural resource base.

MA&D is a methodology that has been developed specifically to assist people in improving their livelihoods through forest resources management. The main strength of the MA&D process is the high degree of community involvement, either in groups or individually, in the planning and design of the enterprise and finally the business plan. Its focus is on building the capacity of local people to become entrepreneurs. By taking into consideration the environmental, social, technological, legal and commercial aspects, MA&D is used by support structures to assist communities in directly linking forest resources management and conservation activities to income generating opportunities. With its emphasis on institutional development, it ensures that user/producer groups or community-based enterprises will be independent and sustainable. Support structures (Government agencies, NGOs, professional associations, producer organizations etc.) identify and establish through the MA&D process the most enabling conditions for helping the forest based peoples to develop their forest product based micro or small enterprises.

The MA&D process is based on four successive main phases:

• Phase one aims to identify the potential entrepreneurs among local peoples and to train facilitators from support structures’ agencies to learn how to assist them to assess their existing situation in order to short list potential enterprises’ ideas.

• Phase two guides facilitators to learn how to assist future small entrepreneurs in conducting series of surveys allowing them to select the most promising enterprise ideas and discuss the best strategies to commercialize the products.

• In the third phase the facilitators learn how to assist the future entrepreneurs in preparing their enterprise strategy and business plan.

• Phase four aims to train facilitators learn how to assist the future entrepreneurs in starting their enterprise activities through a pilot phase and training. They also learn how to monitor progress of the enterprises and to adapt when change is needed.

This Training course will focus on the two last phases (3 & 4) of the MA&D process

Tasks/activities:

Under the general overview of the FFF manager and the technical supervision of the FFF Forest Officer, the consultant will carry out the following tasks: training of 22 /23 facilitators coming from Zambia, Kenya, Liberia and the Gambia, in forest based small enterprise development through the MA&D approach (phases 3 and 4) in order to equip them with the necessary skills to further disseminate enterprise development by the use of the MA&D process (phases 3 and 4). The training will take place in the Gambia for 6 days, from 22 to 27 October 2015 and the consultant will have following tasks:

• Design and prepare the MA&D training (phases 3 & 4) course accordingly; • Assist the trainees who participated in the first training cycle to assess the implementation of phases 1 & 2 in

their field sites; • Facilitate the MA&D training workshop of the facilitators so that they become capable of implementing the

phases 3 & 4 of the MA&D process; • Assist the facilitators in preparing a work plan for implementation of phase 3 and 4 of the process in their sites; • Prepare a report on the mission.

MINIUM REQUIREMENTS AND SELECTION CRITERIA

a) University Degree in social, economic or policy science.

b) 15 years of experience in SMFE trainings and participatory approaches; profound knowledge of the MA&D methodology

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!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!

KEY PERFORMANCE INDICATORS

Expected Outputs: o The ToT program and content o The session plans and presentations delivered during the training course o The list of tools and methods explained to the trainees o The action plans of the trainees o The mission report

Required Completion Date: o 15th of October 2015 o 28th of October 2015 o 28th of October 2015 o 28th of October 2015 o 2 November 2015

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ANNEXE 2 MA&D training FFF Africa , Second cycle – 22-27 October 2015,

Banjul, The Gambia !List of participants !

Name M/F Organization Position Country

Kolly S. Allison M FAO FFF-facilitator Liberia

Lamie B. Dabla M Farmers Union Network County Coordinator Liberia

Christine Harmon F Farmers Union Network FFF-team leader Liberia

Kilime Gweekolo M SADS Liberia

Ethel R. Wion F Farmers Union Network Gender Officer Liberia

Frederick Gonkartee M Farmers Union Network County Coordinator Liberia

Geoffrey Wanyama M FF-SPAK Executive Officer Kenya

Edwin Kamau M FF-SPAK Capacity Dev. Officer Kenya

Faith W. Mutuku F We Effect Programme Officer Kenya

Emily Kioko F Laikipia County Govt Agri Extension Officer Kenya

Philip Kisoyan M FFF Coordinator Kenya

Simanto Oscar M Kenya Forest Service Head Forest Ext. Kenya

Abraham Wata M Kenya

Alieu Sowe M NACOFAG National Coordinator Gambia

Ebrima Jarju M Cashew Farmers Ass. Treasurer Gambia

Abubacarr Krubally MAll Gambia Forestry Platform President Gambia

Demba Sanyang M NACO Extension officer Gambia

Lamin Bajo M Forest Department Gambia

Ebou Saneh M Forest Department Gambia

Benson Miyoba M Choma Farmers Ass. Farmers represent. Zambia

Vincent Hanyama M Forest Department District Forest Officer Zambia

Christopher Chisanga M Forest Department Forest Technician Zambia

Meleki Kells Biskek M ZNFU Mwinilunga Field off Zambia

Vincent Ziba M FAO FFF-facilitator Zambia

Anna Bolin F IIED programme officer Attending as trainee Sweden

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Composition of small groups Field visit

Countries of participants showed through different colors: The Gambia ; Liberia ; Kenya ; Zambia

!!

Composition of small groups for class’ exercises

!!!!

Group A!Bee keepers Association

Group B!Tumani tenda ecotourism

camp

Group C!Cashew nut private

enterprise

Alieu Sowe Abubacarr Krubally Ebrima Jarju

Demba Sanyang Lamin Bajo Ebou Saneh

Lamie B. Dabla Ethel R. Wion Frederick Gonkartee

Kolly S. Allison Kilime Gweekolo Christine Harmon!

Emily Kioko Simanto Oscar Geoffrey Wanyama

Edwin Kamau Philip Kisoyan Faith W. Mutuku

Abraham Wata Vincent Hanyama Christopher Chisanga

Meleki Kells Biskek Benson Miyoba Vincent Ziba

Gambia 1 !!!Dried Cashew nut

Gambia 2!!!Packed honey

Zambia !Choma!!Fresh & dried mushroom

Zambia !Mwinilunga!!Liquid honey

Liberia 1!!!Palm oil

Liberia 2!!!Palm oil

Kenya 1!!!Fruit tree’s nursery

Kenya 2!!!Packed honey

Ebrima Jarju

Demba sanyang

Vincent Ziba

Meleki Kells Biskek

Ethel R. Wion

Christine Harmon

Simanto Oscar

Faith W. Mutuku

Abubacarr Krubally

Ebou Saneh

Benson Miyoba

Vincent Hanyama

Kilime Gweekolo

Kolly S. Allison

Emily Kioko

Geoffrey Wanyama

Lamin Bajo

Alieu Sowe

Meleki Kells Biskek

Lamie B. Dabla

Frederick Gonkartee

Philip Kisoyan Abraham

Wata

Edwin Kamau

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Annexe 3 !Participants‘ expectations !!

Participants were asked to express their expectations at the beginning of the training course. It was made clear to participants that most of their expectations will be addressed during the training course, except few (mentioned as off topic expectations below) which were beyond the scope of this training workshop. !Participants’ expectations for the 6 days training!!Review of what has been done!- To learn from other countries how they implemented phase 1 of MA&D!- To rectify errors possibly made during facilitation of phase 2 and improve facilitation for

phases 3 & 4!!Facilitation skills to apply phase 3!- To improve my facilitation skills for enterprise development (3)!- To learn skills to facilitate EDP in the community!- To learn how to assist Producers groups develop good EDPs (2)!- Assist the producers’ groups develop bankable plans!- To become a better facilitators (learn the tricks /methods)!!Management of implementation !- Timely release of funds to enable the MA&D process flow !!General knowledge about the process!- General knowledge and understanding of the various phases of MA&D!- Complete phases 3 & 4 fully (3)!- To know how to bridge the different phases of the process (2)!!From those who already now the process!- Refresh my knowledge and skills about MA&D !- To learn new changes in the process !!Knowledge sharing!- Learn best practices from other countries in terms of adaptation of MA&D materials!- Gain experience out of other country facilitation of implementing the process!!EDP preparation !- To learn how to develop an EDP (5)!- Assist entrepreneurs in assessing their plans (2)!- Know the practical steps in EDP development !!Others: !- How to link producers groups to financial sources using their EDPs !- How to integrate MA&D tools with other participatory marketing tools!!Off topic expectations (not directly addressed during this training course):!- Enhance spirit of self reliance in the aspect of marketing !

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- Hope that this training will help create more market opportunity for NTFPs!- More awareness meetings for traditional leaders on forest management!- Expanding MA&D nation wide!- Improve the policy environment for farm forestry!!! !!!!!!!!!!!

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Annexe 4 !Assessment of the training course by participants !

Participants’ final assessment !The analysis of final assessment forms filled out by the 24 trainees confirms that trainees expressed orally at the end of the training cycle: their level of satisfaction is very high. 24 participants filled in the form. !Notes: - the present outcome of the final assessment is based only on the forms which were readable

(some were not because of difficult hand writing). - the number of persons who mention the same thing is indicated into « brackets » !Participants said that they have especially liked or/and learnt about: !Training methods and technics: - The presentations by Isabelle (2) - The presentations by facilitators - Methods of facilitation used (3) - The facilitation style (2) - Facilitation especially introduction to topics and clarifications - Presentations in general (4) - Facilitation of projection of cash flow - Practical articulation of facilitation in the field - Field visit was great and analysis after the field trip (10) - Group work (2) - The trainers are clear and direct to the point - The review of phases 1 & 2 implementation from the 4 countries (2) - Practical exercice using our own context which gave a clear picture and more understanding of

the subject matter !Experience sharing - The interactions of the teams for knowledge sharing (2) - Participation of trainees: interactive and a lot of lessons learnt (2) !Organisation: - The logistics - Hotel facility - Late closing especially travelers - Lack of convergence of participants after the class lessons to share more ideas and discuss issues !The process itself: - EDP development (5) - Course content (2) !Specific content learning points: - Calculation of the financial projections (2) - Management strategies in EDP - Linking of enterprise groups to financials sources - Resource management plan and social development plan - Cash flow projection !!They mentioned few points that they think have hindered the course such like for example: !Implementation: - Not having received funds in time for implementation of phase 1 & 2

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!Organisation of the ToT: - The training is too short in view of the importance of this training (8) - The Gambian group should have stayed in the hotel for more information sharing - Evening meals - Time was not enough for some sessions - Late night arrival and delay in traveling to the venue from the airport created tireless (2) - Participants distracted with internet in the room: next time no internet in the class room. !- 10 persons mentioned that nothing hindered the course !!!Do you think that you can apply the new knowledge in your work? !- Yes, because I am fully equipped with the MA&D tools and the full process - Yes because I work as coordinator to the FOs and forest groups and I know their interest in such

good initiative - Yes, it is directly linked to what i need to do and it is a simple process that has improved my

facilitation skills for community enterprise development - Yes I will be able to prepare good EDPs with entrepreneurs that will;be the continuity of phase 3

activities - Yes MA&D is quite practical to community enterprise groups, CF associations and farm producers

groups - Yes because phase 3 is bridging and conning what was done in phases 1 & 2 for the EDP

preparation - Yes I intend to follow up on the action plan to the letter ; I know how to become a better

facilitator - Yes the training enable me to understand EDP and planning - Yes it can be applied. There is willingness from farmers and facilitators - Yes phase 1 & 2 as well as the EDP are well targeted : we need just to practice it in the field - Yes I already gathered good experience through facilitation by the trainer and the cotrainer. I

have some clarification on the grey area I had - Yes, through interaction and more training - Yes the different phases of the training articulate very well and they are well understood - Yes I have received sufficient knowledge to competently implement phases 3-4 - Yes we are already in the process of supporting POs with bankable proposals - Yes the cycle is completed so no need for delays : we have a lot of groups who need this MA&D

process for improving their organisation and operations - I can apply new knowledge in my work with FFF program . It has broaden may knowledge and I

expect to achieve good results from application - Very much : i work with farmers groups who have own enterprises but they dont have enough

skills on how to make them business oriented. This training will help me assist them acquire skills on coming up with bankable EDPs

- Yes I can apply this knowledge to my work and beyond !!!The participants were asked to score several criteria. The outcome is as follows: !- All the participants demonstrated a high interest for the content and delivery of the course with

19 being very satisfied and 5 satisfied. - About the daily schedule and time management 4 participants were very satisfied, 17 said that

they were satisfied, 2 moderately satisfied. The later complained because they consider that the course was too short.

- The training support’s documents were very appreciated by 16 participants, appreciated by 7 participants, and 1 moderately satisfied (but no comment about the reason behind this score)

- 16 participants were very satisfied with the level of participation while 8 were satisfied. - 15 participants highly appreciated the positive working atmosphere of the ToT, while 8

appreciated it, 1 did not express on this point. - A large number of participants (17) were very satisfied about the organization of the ToT, and 3

satisfied, 4 moderately satisfied especially due to flights conditions and delays.

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! !

!!!As a conclusion, they said that: !Appropriateness for their job: !Level of appreciation of the course: - It is very successful (2) - Excellent (23) - It a very important training for the development of our ability to guide farmers and foresters. It

is a good learning

ITEM Rating Comments or suggestions

Training content & delivery

5 5 5 5 5 5 5 4 5 4 5 5 4 4 5 5 5 4 5 5 5 5 5 5

- Very good - All the questions were cleared, understood - Very well elaborated support materials - Use of flip charts is very practical - Very good facilitation from Isabelle - Very interactive and educative

Daily schedule/ time management

4 4 4 5 4 5 4 4 4 4 4 4 5 4 4 3 4 3 5 4 4 3 4 4

- Some time keepers were a bit lazy - Good time management - Team contract was not drawn at the start (due to Minister

presence) - Some sessions were rushed - Too short training

Support documents

5 5 5 5 5 5 4 5 5 4 5 5 3 5 4 4 4 5 5 5 5 4 5 4

- Provided and well presented - Good and simple applicable materials - Enough handouts - Provided at appropriate time - Very helpful materials

Participation of trainees

5 4 5 5 4 4 5 4 4 4 5 5 5 5 5 4 5 5 5 4 5 5 5 5

- Everyone actively participated - No absent - Good facilitation so that all participate - A few were dull after lunch - Very good: allow different perspectives

Working atmosphere

5 4 5 5 4 5 5 4 5 5 5 5 4 4 4 4 5 4 5 5 5 5 5

- Excellent (2) - Conducive (3) -

Organisation 5 5 5 5 3 5 5 5 5 4 3 5 5 5 4 5 5 3 5 5 3 5 5 4

- Excellent (2) - Well organized and on time - Too short time for this training (3) - Flight was terrible

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- It is very appropriate for Africa which is endowed with a lot of natural resources but high level of poverty.

- I would recommend that more time be allocated for this training in order to well understand content and training lessons.

- It was well organized:hotel accommodation was excellent. Thanks to the Gambians for their great hospitality

- I enjoyed myself in The Gambia both in the training hall and in the field - The facilitator was persistent even when the concepts became a little complex eg the cash flow

projection. Well done! - I am very pleased: it is a good course that will change the course of things in POs empowerment - I extend my thanks to the FAO-FFF family, to our trainer Kanimang Camara and to the consultant

Isabelle Lecup; Good luck - We need another phase for this training - Another training is necessary to see how EDPs implementation from different countries - I would have liked to have 4 training phases : ph1 in Zambia; ph2 in The Gambia; ph3 in Liberia

and ph4 in Kenya - The training was good: very much assured to deliver in the field - I have thoroughly enjoyed the course and will defiantly implement what I have learnt when I get

back to my country. My facilitation have also improved - It was an aware some experience especially the two facilitators Isabelle and Camara : we need

more of such to see if we are on track (more exchange visits) - The course is very relevant to my work. MA&D is a very good tool for facilitating community

groups up to viable business plans. I dont know if we have a monitoring & evaluation framework for MA&D, if not we should develop it.

- It was a very good course that will go a long way in improving livelihoods of local areas. The facilitation was excellent and I understand the course very well

- This course helped me a lot even as a person. There are a mot of things that I did not know prior to the training. There were shortcomings we had during our implementation which we have learnt from others countries’ experience. I would like to say thank you for the FAO-FFF and training’s organizers

- It was an eye opener to me as a person. I will also use the skill to develop my own EDP and will assist other organisations. I recommend that it continues and also that we organize later that we meet again to share implementation results and learnt lessons from implementation as well as areas for improvement.

- Thanks to the trainer, FFF Rome, participants for all their support. I also recommend future training for the next phase in Liberia !!

Participants’ daily assessment !Participants were assessing the workshop daily through different simple tools suggested by some trainees: !Asked about their impression after the first day training, 14 participants said that they were very satisfied for the following reasons: - it was excellent to learn from each other experiences of applying the phases 1 & 2 of MA&D in the

4 different countries. - They found it useful but also challenging to know how MA&D has been applied in the field - They have a better understanding of the two MA&D phases While 4 persons shared their concerns as follows: - Some had difficulty to understand the presentations by other participants because of language

limitations - Another felt that presentations were too long, while another said they had still few questions

about implementation of Phases 1 & 2. !On the second day, asked about « what went well » or « what could be improved », 12 participants replied: I know what is necessary to prepare an EDP; I understand the difference between an EDP and a business Plan; I understand the difference between selling and marketing; I see what is planning an enterprise; it was excellent great knowledge; I appreciated that we could practice ourselves; I appreciated the classifications of the topics. !

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On the third day, participants were asked say whether the day: • helped them to learn a lot and what was most exiting • was as usual, just helped with some … need a slight improvement • had a lot to be improved (content, logistic, facilitation …) The results were as follows: • 14 participants were very exited, they said:

- I can see now how phases 1 & 2 need to be done completely - It was very mud interesting day because it helps preparing financial projection which I never

did before. - I learnt a lot especially about the cash flow . I realized that it is a major tool to manage an

enterprise and it gives information about shortage of cash or not. - I got all details about preparation of an EDP - I learnt about cash flow and different types of costs to consider (variable and fixed costs) (2) - I learnt about cash flow and start up costs - Calculation exercises helped a lot to understand the content - I was really exited to develop cash flow as we can manage our EDP through monitoring cash

flow - I was exited because we finished the EDP process:we have now a picture/framework of the

development of the enterprise. I especially learnt about cash flow. - I appreciated to practice myself - I learnt a lot of useful components of the EDP and how to calculate and prepare these

components. !• 1 person deplored that the group presentations were not presented on flip charts and one they

could not understand week the presentation of some participants because of language problems. • 1 felt that the facilitation be improved by using screen presentation • 1 said that he or she had a concern on how to train forest facilitators in doing the EDP !On the fourth day, participants were asked: What you saw? interesting objects and production process during the fields visit and enjoyed the smooth team work What you have heard: interesting background stories of the enterprises visited; new knowledge of phase 4 What you felt: happy, exited, fresh,so-so What you have learnt : practical experience through field visit; how entrepreneurs develop enterprise in reality; how to identify the EDP gaps; the need to formulate simple questions for exercises !!!!!!!!!!!!!!!!!!!!!!!

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Annexe 5 !MA&D training FFF Africa , Second cycle – 22-27 october 2015,

Banjul, The Gambia !Training program and content !

!!!!!!!

Time Content Day 1, Thursday 22 October 2015

10:00 Opening of the training course by FFF / FAO

• Welcome remarks by Mariatou Njie, Assistant FAO Representative

• Key note address by Jeff Campbell, Manager of FFF

• Opening statement by the Hon. Minister of environment, climate chafe, water resources, forestry, parks and wildlife, Hon. Pa Ousman Jarjue-

11:15 Tea/ coffee Break

11:40 !!Theme 1 : Training workshop introductory activities

• Presentation of participants • Introduce course objectives & program • Participants’ expectations • Group norms

12:10 !!!!12:30 !!

Theme 2: Review of activities conducted since the first MA&D workshop • Reviewing activities done by participants’ country groups:

- How was for you the experience of implementing phases 1 & 2 since last training? !- What has been done by the participants (briefly by each site/country

group): - The Kenya team presents the main activities they conducted since the

May Training using the guidelines provided earlier. Showing accomplishment, Identifying gaps; discussion and clarification

13:30 Lunch Break

14:15 - Continuing review: presentation by the Liberia team

15:30 Tea/coffee break

15:45 !!!17:30

- Continuing review: presentation by the Zambia and Gambia teams! !- Conclusions & main lessons learnt !!End of the day

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!

Time Content Day 2 , Friday 23 October 2015

9:00 • Review of the previous day • Presentation of the day program

9:15 !!!!!9:45

Theme 3: Bridging phase 2 & 3 : developing skills for enterprise planning • Introducing phase 3 objectives, steps and expected results !• Participants’ small groups define the scenario (target group and product) they

choose as a context for the exercise on preparation of the EDP !• Step 1: Methods and tools used to define strategies in the five areas of enterprise development (help entrepreneurs to analyze before talking decision) : - Exercise in small group for one or two products per group (experience and

context of field facilitators): complete or do the PAT with solutions - Reminding the difference between selling & marketing and the marketing mix - The possible tools for competitors analysis !Theme 4: Preparing an EDP: understanding their market situations so that they can design appropriate enterprise strategies

o Present phase 3 step 2 o Using information collected in Phases 1 & 2 to prepare the EDP

11:00 Tea / Coffee Break

11:20 !!!!12:15 !!

Exercise about: • What is an EDP? • Why an EDP? Benefits of doing an EDP !!• Starting the enterprise planning simulation exercise : EDP preparation:

helping entrepreneurs establish their marketing plan which is to decide on the marketing mix (5Ps)

13:00 Lunch Break

14:15 !14:45 !!15:15

Exercise on marketing plan by the small groups !Sharing the results of the exercise on marketing plan !EDP preparation: helping entrepreneurs establish their operational (production) plan:

▪ Features and quality of the product: form, processing level, packing etc. ▪ Production/sales’ calendar ▪ Estimating production target and estimated sales revenue ▪ Estimating equipment needs

16:00 Tea / Coffee Break

16:15 !!!17:30

Exercise on production plan by the small groups !Sharing the results of the exercise on production plan !Daily assessment

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!

!!!!!

Time Content Day 3 , Saturday 24 October 2015

9:00 • Presentation of the day program • Review of the previous day (recap of main learning from 2 first training days)

9:45 !!!!!

EDP preparation: helping entrepreneurs establish their enterprise management plan:

▪ The legal structure; why? ▪ The enterprise management team ▪ Estimating staff needs and costs

11:00 Tea / Coffee Break

11:20 !!!!!!12:30

EDP preparation: helping entrepreneurs establish their resource management plan !EDP preparation: helping entrepreneurs establish their social development plan End of the first part of the EDP: estimating risks and potential solutions !Small group exercise on resource management plan and social development plan and risks and solutions for their enterprise/products.

13:00 Lunch Break

14:15 !!!15:00

Sharing results of the exercise on resource management plan and social development plan and risks and solutions for their enterprise/products. !Theme 5: Preparing an EDP: calculate profitability of the proposed enterprise and financial projections ▪ Introduced financial part of the EDP !▪ Forecasting profit and losses : explained objective and show steps to do it

which included: o Depreciation costs o Fixed costs o Variable costs o Profit and loss statement

16:00 Tea / Coffee Break

16:20 !!!17:30

• Introduction of the objective, expected results and modalities of the next day field visit

• Preparation of the field visit !Daily assessment

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!

!!

Time Content of Day 4, Sunday 25 October 2015

9:00 10:15 12:45

• Departure to Field visit sites • Field visits • Travel back from the field site

14:00 Lunch Break

15:00 ! • Process the field visit results • Presentation of 2 field visit results by two teams

16:30 Tea/Coffee Break

16:45 !!!17:30

• Presentation of the field visit results by one team !Sharing the result of the previous exercise on profit and loss projection. !Daily assessment

Time Content of Day 5, Monday 26 October 2015

9:00 • Review of the previous day • Presentation of the day program

9:30 !!• Calculation of the initial capital needs

• Preparing a cash flow projection: explained objectives Exercise on initial capital needs and cash flow projection

10:45 Tea / Coffee Break

11:00 11:30 !12:00 !

• continue exercise • Presentation of results of exercise on cash flow and initial capital needs !• Phase 3 step 3: Checking whether the EDPs are complete and ready to be

presented for support: what are the criteria used to assess wether EDPs are ready and eligible for support?

13:00 Lunch Break

14:15 !!15:00

• What points /elements of the EDP to consider in order to identify training and assistance needs ? !

Completing preparation of EDPs and one team starts presenting

15:30 Tea break

15:45 !17:30

Presentation of EDP by the teams

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!!!!!!!!!!!!!!!

Time Content of Day 6, Tuesday 27 October 2015

9:00 • Review of the previous day • Presentation of the day program

9:30 !!!!

• Presentation of the EDP from one team !• Introduction of Phase 4 objectives, steps and expected results !• Phase 4 step 1: how to assist entrepreneurs in obtaining and managing financial

resources during the start up phase of their enterprise? !• Phase 4 step2: how facilitators will ensure that entrepreneurs receive

appropriate training they need?

10:30 Tea Break

10:50 !!!!!11:45

• Phase 4 step 3: what facilitators will do in order to help entrepreneurs apply the strategies they develop in their EDPs ?

Exercise on business rules !• Phase 3 step 4: how to help entrepreneurs monitor their enterprises? !Theme 7 : Action planning • Preparation of an action plan

13:00 Lunch Break

14:15 !14:30 !15:30 !15:45 !16:45 !!17:00 !18:00

• Continue preparation of action plan !• Presentation of action plans (2) !Tea break !• Presentation of action plans (2) !Theme 8: Concluding the first cycle of MA&D ToT • Final assessment !Closure !Cocktail

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Annexe 6 !!Reports of the 4 countries about the implementation of MA&D phases 1

&2 in their selected field sites !!The 4 reports are presented in a separate file as annexe 6

!!!

!!!Annexe 7 Example of an

EDP prepared by one of the teams from Liberia !NOTE: this EDP is the outcome of an exercise done during the training course. It cannot be considered as an actual example of a correct EDP since it is based on assumed data and the document has not be fully checked within the limits of the training course. !

ENTERPRISE DEVELOPMENT PLAN

!EXECUTIVE SUMMARY

The ENTERPRISE IN BRIEF

• Name of the enterprise: Zorgorwee Oil Producer Enterprise • Full name of the business operator : Frederick Gonkartee • Address and contact numbers : Zorgowee, Nimba County • Noº de téléphone de l’entrepreneur : +231776513653 • Enterprise Objective: To produce quality palm oil • Sales target: Produce and sell 2,425 gallons of quality

palm oil • Expected profit: $24,397.00 Liberian Dollars • Initial capital: 1,000,000.00 LRD

• Legal status: Legally registered with the Goverment of Liberia through the Liberia Business Registry

!!

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MOTIVES AND LOCATION OF THE ENTERPRISE:

THE ZORGOWEE, OIL PRODUCER ENTERPRISE WAS ESTABLISHED IN 2015, BY FOUR CHILDHOOD FRIENDS WHO PREVIOUSLY DID PALM OIL BUSINESS INDIVIDUALLY. WE REALIZED THAT WORKING TOGETHER AS A GROUP HAS MORE OPPORTUNITIES AS THE DEMAND FOR QUALITY PALM OIL IN HIGH QUANTITY IS INCREASING LOCALLY AND INTERNATIONALLY.

WE WANT TO HELP IMPROVE THE LIVELIHOOD OF LOCAL FOREST OIL PALM HARVESTERS, PROVIDE QUALITY OIL TO VARIOUS MARKETS THEREBY INCREASING OUR SALE AND CONTRIBUTE TO THE ECONOMIC GROWTH OF LIBERIA

THE ZORGOWEE OIL PRODUCER ENTERPRISE IS LOCATED IN ZORGOWEE, NIMBA COUNTY NEAR THE EAST NIMBA NATURAL FOREST RESERVE.

CURRENT SITUATION:

!1. MARKETING PLAN

DESCRIPTION OF THE PRODUCT(S) !✓ Quality processed and packaged Oil !

TABLE 1: description of the product

!!COMPETITORS Table 2: competitor analysis

!

Name Name (local)

Latin name Habitat Season consumption

Palm oil Red Oil Forest Feb – June High

Palm Kernel Oil

Forest March – July

High

Competitor’s products

Competitors selling price

( )

Quality of their products

Target custome

rs

Target Markets

(physical)

Palm Oil $400.00 LRD/

Good (not clear and is thick)

Local Retailers

Medina Market

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!MARKETING STRATEGY The marketing strategy in the first season is based on:

✓ Providing quality clean palm oil to households, local markets, traders, International market suppliers

✓ Provide Quality palm Kernel oil that is edible and can be used for soap making

✓ Packaged oil in cleaned containers !!THE TARGETED MARKET SEGMENT(S) AND CUSTOMER NEEDS (advantage(s) of targeting these versus other markets segments and customers): !

✓PRODUCE HIGH QUALITY OIL TO LOCAL AND INTERNATIONAL MARKETS !PRICE Given the survey of the prices of competitors and what the buyers are ready to give, I will fix the prices as follow:

!!TABLE 3: price

PROMOTION

✓ SALES AGENTS ✓ PROPER PACKAGING ✓ QUALITY OF PRODUCT !

2. OPERATIONAL PLAN

TABLE 4: production and sales calendar for the products

!PRODUCTION AND SALES TARGETS DURING THE FIRST SEASON

Product Selling Price TD/kg/ gallon

Palm oil $400.00 LRD

Palm kernel oil 600.00 LRD

Products J F M A M J J A S O N D

PRODUCTION

SALE

!37

TABLE 5: annual production target and estimation of sales revenue

!!CAPACITY OF THE ENTERPRISE: 10 WORKERS

ESTIMATION OF EQUIPMENT NEEDS

To produce the targeted amount, the following equipment will be necessary:

TABLE 6: estimation of equipment needs for the first season/year

Season/year 1

Item Annual Production

Target ( GALLONS )

Loss % (3% )

Annual sales

(gallons )

Unit price (in per )

Annual estimated

sales revenue (in LRD)

PALM OIL

2,500 75 2425 400.00 970,000

Palm kernel oil

285 9 275 600.00 165,000

Rental 150 7.5 142.5 400 57,000

Total 2,750 84.5 2,665.5 1,092,800

Production process

Type of equipment

Equipment Capacity

Quantity of

equipment required

Cost of one unit of equipment (in USD )

Total costs of

equipment (in

USD)

GRINDING FREEDOM MILL

2 750USD 1500

KERNEL GRINDER

1 800USD 800USD

COOKING MENTAL BARRELS

55 GALLONS

10 25 250

FILTERING MENTAL TUB 10 3USD 30USD

FILTER 20 1 20

MENTAL BUCKETS

20 2 60

PACKAGING CONTAINERS 5GALLONS 300 2 600

PLASTIC BARRELS

55 7 35 245

FUNNER 20 2 40

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!3- ENTERPRISE MANAGEMENT PLAN Legal status

- It is a registered group containing 4 members. It is registered with the Government of Liberia through the Liberia Business Registry.

- Our interest is to and sell of Quality Palm Oil !Enterprise management team

- President/ Commercial Manager - Vice President / Production Manager - Secretary/ Warehouse Manager - Financial Secretary / Treasurer and Assistant Warehouse Manager !

Salaries and wages

Based on sale, 30% of the profit is distributed on the basis of percentage to management and members of the enterprise

TABLE 7: salaries and wages

!!!

WHEELBARREL

10 35 350

Total 3,895

Category of personnel

Number of people Salary (in ) Total costs (in )

Direct labor

President 1

V. President 1

Secretary 1

Financial Secretary

1

Sub-total 100%

Indirect labour

SUB-total

Total

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4- RESOURCES MANAGEMENT PLAN

To manage our resources for our production/ processing we will do the following: - Ensure good harvest methods - Pruning - Stop illegal buyers of raw materials - Apply methods to avoid wild bush fire outbreak

5 - SOCIAL DEVELOPMENT PLAN

We will create job opportunities for community dwellers in the first year of production as it is our year of investment and will contribute to community development in the coming years. These developments earmarked are:

• Rehabilitation of the road - Work with community to make benches for school !

6- RISK MANAGEMENT PLAN

Unexpected events that could affect the smooth running of the enterprise, and the solutions that we identified to mitigate any negative impact are as follows:

TABLE 8: Estimation of risks and potential solutions

Market Raw materials / resource

management

Social area Institutional / legal

area

Technology

Area

Risk Unexpected drop in price of commodity on the market Unexpected restriction on movements (halt to cross border trade) Abrupt increase in the price of petroleum causing increase in transportation cost

Supply delayed due to unforeseen circumstances (Ex: Conflict, Restriction on movements, forest area(s) consumed by fire, flood etc) Limited Supply of raw materials

Political disturbances causing stall in production and sale Theft Lack of credit facilities !

Bureaucracy in acquiring business documents

Mechanical fault on machines Break down in electricity supply

!40

7. PROFITABILITY CALCULATION AND FINANCIAL PROJECTIONS

Profitability calculation implies to know the depreciation costs, the fixed costs and the variables costs of the enterprise. These calculations will be presented in the following tables before the profit and loss projection table.

TABLE 9: depreciation costs

!Fixed costs

TABLE 10 : fixed costs (for season 1 / year 1)

Solution !!!!!!

!Build preservation and storage systems Increase in price to ensure you maintain your profit margin

Have a wide range of potential suppliers.

Establish village savings, credit unions, susu clubs

Decentralize issuance of business documents Start process earlier then operations time

Have stand by/ substitute machines

Year 1

Equipment and tools Total Cost ( )

Life span (year)

Depreciation () per year

1 Freedom Mill 1,500 5 300

2 Kernel Mill 800 5 160

3 MENTAL BARRELS 250 3 83.3

4 MENTAL TUB 250 3 83.3

5 FILTER 40 3 13.3

6 MENTAL BUCKETS 100 3 33.3

CONTAINERS 600 2 300

PLASTIC BARRELS 245 3 82

WHEELBARROW 350 3 116.6

Total 1,185.10

Season / year 1

Item Unit price (in ) Qty ( ) Total ( LRD)

!41

!!Variable costs TABLE 11: variable costs (for season 1 / year 1)

!!TABLE 12: Profit and loss projection over two seasons/years !Sales prices are presented in table 3 above

1 Warehouse Rent 500 12 6000

3 Depreciation Cost 73,508 73,508

4 Taxes 3500 1 3500

6 Repair and maintenance 500 5 2500

9 Affiliation 2500 1 2500

10

Bank Service Charge 800 12 9600

Total 91,608

Season/year 1

Item Unit price (in ) Qty Total ( )

1 Containers (5 gallons) 170 300 51,000

Barrels 2,975 7 20,825

Furner 170 20 3,400

2 Direct Labor ($100 per day x 5 months (6 days x 4weeks x 5months )

12,000 10 Persons 120,000

Stationaries 300 12 3,600

Communication 2125 12 25,500

Raw Material cost 300 1000 300,00

2,565.5

Total 524,325.00

Profit and loss projection over two seasons/years

Season 1 Season 2

a) Sales revenue (total) 1,092,800

b) (Variable costs + Fixed costs) 615,933

!42

!TABLE 13A: Cash flow projection for the 10 months period

! !!!!!!!!!!!!!!!!!!!!!!

c) = Gross Profit 576,067

!43

Annexe 8 !Example of Kenya team’s Action plan

27/10/2015

Activity Date Responsible Support needed

Comments

PRELIMINARIES

Training of MA& D Group Facilitators (3 per group)

14th

2015 MA&D team FAO/FFF Facilitator Selected actors, other S/H

Transport Subsistence stationeries

Develop a criteria for Identification of MA& D Group Facilitators (3 per group) 1 central training in Nakuru

Completion of Market data collection

18-23Laikipia 25th

2016 Nakuru

MA&D team FAO/ FFF Facilitator, other S/H

Transport Subsistence stationeries

Harmonize market data collection tools Refined market information

PHASE 3: EDPs Preparation

Analyze data collected in Phase 2

18-23Laikipia 25th

2016 Nakuru

MA&D team Community resource persons other S/H

Transport Subsistence stationeries

Completion of phase 2 Refined data for EDP development

prepare EDPs with Entrepreneurs

8th

29th

march 2016

MA&D team Community Key resource persons, FFF Facilitator

Transport Subsistence stationeries

12 EDP’s prepared

Identify Entrepreneurs training needs

8th

29th

march 2016

MA&D team Community Key resource persons FFF Facilitator

Linked with organizational Development Training needs identified and plans developed

Identify sources of finance and engage potential partnerships

On going MA&D team Community Key resource persons

Enterprise groups facilitated to engage with financiers and other partners

Compilation of reports

142016

MA&D team Stationery All reports done and submitted

Review meeting 14th

2016MA&D team FAO/FFF Representative

Transport Subsistence stationeries

Generate lessons learnt from the process

!44

!Critical Assumptions

- FAO will provide funds on time - Facilitators will always be available - Community will be available when needed - The weather will remain favorable

!!!!!!Annexe 9

!The other EDPs done as a training exercise by the other teams are presented in a separate file as annexe 9

!!!

Annexe 10

The other action plans done as a training exercise by the other teams are presented in a separate file as annexe 10

Monitoring and Learning visits to the PO’s

4th MA&D team FAO/FFF Representative

Transport Subsistence stationeries

Share lessons and review strategies

!45