Assessment of seven income generating activities funded by the SWAY [Support for Women's Associations of Yemen] : Republic of Yemen

The project has made reasonable progress in enhancing the managerial, technical, and financial skills of the women running the enterprises. In particular, training sessions and study tours outside the country have increased awareness of business concepts and opportunities for generating income. However, a majority of the women have found it difficult to implement their new knowledge; training sessions were provided before women were actually operating their enterprises, in many cases, the level of training was too high, and there was a lack of follow-up training. In addition, the project was slow in providing commodities and was not equipped to technically assist the enterprises. Some of the problems were anticipated; others could have been prevented if the program had been less ambitious and more carefully designed. None of the proposals made for the enterprises demonstrated that the operations could be financially sustainable. The project design did not consider that the majority of the female members of the women's centers (at which the enterprises are based) are government employees (either teachers or social affairs staff), that others work as volunteers, and that only a few (those working in the bakery) receive personal financial incentives. In spite of their relative independence, the centers were all perceived as community service institutions (with stipulations that profits should return to the centers). Running a profitable business in such a service oriented framework is not only difficult, but contradictory. Therefore, a majority of the women perceived their business as owned by the center, or by the project (in the case of Ta'iz computer workshop/al-Azaiz sewing workshop) rather than as personal achievements. Some were even convinced that any losses incurred would be covered by the project. In addition, some centers were only recently set up. In the given social and political context, businesses managed by individual women could have more advantages than community oriented businesses. Some women said they have developed self-confidence and esteem for their own and colleagues' capabilities. Mobilizing the women for training sessions and tours is a constructive stimulus for gradual development of a group mechanism in Yemeni society. Only two of the seven businesses generate cash surplus. Because they are still heavily subsidized they are currently not profitable. Four enterprises out of the seven have good potential in terms of apparent demand, managerial set-up, and financial skills (the bakery, computer workshop, kindergarten, and al-Azaiz sewing). For the remaining period (March to May, 1995) the project should concentrate on the four potential profitable enterprises only, provide all technical means possible, and, by means of additional financial on-the-job training, strengthen the centers' management capability. A full-time project manager should supervise the two program officers and closely monitor the field work. The last trainer training session should include a general section on how to obtain donor funding. (Author abstract)