Evaluation of the business management extension programme in Swaziland

(1) BMEP is very young. While it was funded over 3 years ago, the first 7 months focused on construction of the facilities; the first staff person was hired 30 months ago; in-house training was initiated only 27 months ago; extension officers were hired in 8/88 and had 5 weeks of training. The extension programme began in 10/88, just 7 months prior to this evaluation. (2) The program has been designed and implemented in a country with little history of small enterprise training and development. Due to the inexperience of both the applicant agency and the donor agency, the original program design had a major shortcoming in not including a full-time, experienced professional in small enterprise development. (3) While substantial and invaluable TA was provided to BMEP, the amount of TA was much less than desired and needed. As a result, the program initially had to be run by inexperienced people; the BMEP financial controller served, in effect, as program manager. The development of the program was a learning process for the staff, and they did an outstanding job under the circumstances. Given these conditions, it is remarkable how much has been achieved: 32 persons have received intensive training, of whom 19 are operating businesses, employing 10 additional persons. Of the 13 who are not operating businesses, at least 4 are employed. A training curriculum has been developed which includes both the usual business planning and management elements, and an innovative component focusing on achievement motivation. Trainees and extension clients have been introduced to a credit system; 24 loans have been provided. BMEP has built the foundation for a solid credit administration system. An impressive array of extension services to individuals, groups, and agencies has been initiated: 69 extension clients have received short-term training, 6 have attended the 6-week intensive training course, and 10 individuals and 18 groups have received direct TA. Effective relationships have been developed with a network of small enterprise development organizations. BMEP has trained the staff of 14 NGO's, assisted the Swaziland College of Technology with its enterpreneurship curriculum, and worked cooperatively with Sibakho and CARE. The design of the program has been improved. The need for a manager with field experience was recognized and acted upon. Intensive training now precedes new business starts. The in-house businesses now operate in ways that more accurately reflect the situation they will face when they move into the community. In addition, an effective mix of in-house and extension programs has been developed. The Swazi Assistant BMEP Director has developed a high degree of strategic and operational expertise in small enterprise development and demonstrates professional competence and technical skills. Management of BMEP is exemplary. A sophisticated set of policies, procedures, and systems has been designed and is being implemented efficiently. (Author abstract)