1. business and industrial
2. company
3. annual report

CORPORATE STRATEGIC PLAN
(2011/2012 – 2013/2014)
CORPORATE STRATEGIC PLAN
(2011/2012 – 2013/2014)
June 2011
CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
FOREWORD
Development of a vibrant economy depends on how entrepreneurial the people
are, and though some believe that entrepreneurs are born but the fact is that
entrepreneurs are made. A strategic thinking is how to consistently develop
the capacity of making entrepreneurs. Business development is about seeing
opportunities and developing the best ways of tapping those opportunities to
ones advantage. Tanzania is blessed to have quite a number of natural resources
that are worthless until when they are exploited and transformed into other
consumable products to be marketable. The Government supports initiatives to
develop capacities to effect the transformation.
The way the existing and potential entrepreneurs react to these efforts
demonstrates how receptive the community is to business development initiatives.
Active involvement of all stakeholders is key to gradual and consistent business
growth and development. The current development thrust is to consolidate
the already established operational capacity, efficiency, productivity and better
services to clients and promote further active involvement of the private sector in
the sub sector development.
The government has already put in place good operational environment for SME
development and growth. It fully supports strategies, programmes and projects
aimed at contributing to the development of the sub sector. Initiatives that are
being advocated and implemented by SIDO to develop the sub sector have the
blessing of the Ministry of Industry and Trade, which makes the Government
contribution in that respect felt.
It is my sincere belief that active participation of all stakeholders in this noble
development course will increase the pace of business creation, chances of survival
and success, create jobs, increase income and contribute to the improvement of
general people’s well being.
Hon. Dr. Cyril Chami (MP)
Minister of Industry and Trade
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
PREFACE
This Corporate Strategic Plan provides guidance on how the challenges facing
the Small and Medium Enterprises (SME) sector are going to be addressed. It
concentrates on exposing different routes to be used in order to ensure increased
efficiency and productivity in SIDO services’ delivery to SMEs. It explains clearly
services and interventions planned by the organization and its capability to
implement them. It gives assurance to stakeholders and entrepreneurs of the
financial and non financial services, which will create enabling environment
for SME development. The interventions to be implemented will stimulate
involvement and participation of entrepreneurs towards increasing the number
of enterprises, employment and wealth creation.
In the coming three years we intend to capitalise on the relationships we have
been building with entrepreneurs and organisations that have an interest in SME
development and we will find more ways to secure the expert advice of many in
our projects and our decision-making. The hard work of delivering this strategy
can only succeed with the involvement of the widest possible coalition. Therefore
its continued commitment to and interaction with different stakeholders to
sustain their goodwill and support will be enhanced.
We would like to thank all of the stakeholders who took part in our consultation
and offered us their insights, evidence, experience and ideas. Their contributions
have been invaluable in providing a range of different perspectives and experiences
that have enabled us to present a clear picture of the challenges we face over
the next three years and the approaches required to address them for sustained
growth of the sector.
It is our hope that SIDO will continue to provide efficient, effective and economic
services and will ensure that all corporate assets, resources and actions are directed
at and controlled in the achievement of its established corporate objectives.
Japhet S. Mlagala
Chairman, SIDO Board of Directors
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
TABLE OF CONTENTS
i.Foreword
i
ii.
Prefaceii
iii.
Table of contentsiii
iv.
Acronymsiv
CHAPTER ONE
1.0Introduction
1.1
Purpose of the plan 1.2
Background of SIDO 1.2.1 Establishment of SIDO 1.2.2 The mandate 1.2.3 Role of SIDO 1.2.4 Layout of the plan CHAPTER TWO
2.0 2.1 2.2 2.2.1
2.2.2 2.2.2.1
2.2.2.2
2.2.2.3
2.2.2.4
2.2.2.5
2.2.2.6
2.2.2.7
2.3 2.5 1
2
2
2
3
3
4
Situation analysis
Assessment of external environment Assessment of internal environment Development and Operational challenges
Specific SME Challenges
Entrepreneurship and Business Skills development
Market and information
Access to financial services
Regulatory environment
Technology Assessment and acquisition
Linkage and sub-contracting
Infrastructure
Performance review SWOC Analysis 5
5
8
9
9
10
10
10
11
11
11
11
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CHAPTER THREE 3.0 3.1 3.2 3.3 3.4 iii
Vision, Mission and Development objectives Vision
Mission
Development objective
Core values
18
18
18
18
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
CHAPTER FOUR
4.0 Objectives, Strategies and targets, 20
4.1 To enhance technology development, transfer and provide
technical services 20
4.2
To improve training, consultancy and extension services 34
4.3 To develop and improve marketing and information technology programmes
46
4.4 To improve and expand financial advisory and credit services 51
4.5 To enhance capacity building of the organization 53
4.6 The market 59
4.7 Transformation cost 60
4.7.1 Budget 60
4.7.2 Sources and uses of funds 61
CHAPTER FIVE
5.0
Bridges to successful implementation 63
Annex
Annex I:Implementation matrix64
Annex II:
Organizational chart73
ACRONYMS
BDS:
Business Development Services
CCM:
Chama Cha Mapinduzi
CBO:
Community Based Organisation
COMFAR:
Computer Model for Feasibility Analysis and Reporting
CPP:
Company Project Profile
CSO:
Civil Society Organisation
CSP:
Corporate Strategic Plan
GDP:
Gross Domestic Product
HIPC:
Highly Indebted Poor Countries Initiative
HIV/AIDS:
Human Immunodeficiency Virus/Acquired Immune Deficiency Syndrome
ICT:
Information Communication Technology
KOICA:
Korea International Cooperation Agency
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
LCD: LGA: M&E: MIS: MKUKUTA: MSME: MUVI:
NEDF:
NMB: NGO:
ODOP: R&D: RSMEAC: RRF:
SHO:
SIDP:
SIDO:
SME:
SS GATE: TAFOPA: TASISO: TATC: TDCs:
TFSR:
TIB: TNA:
TOT:
TPC: TUICO: VIBINDO: v
Liquid Crystal Display
Local Government Authority
Monitoring and Evaluation
Management Information System
Mkakati wa Kukuza Uchumi na Kupunguza Umaskini Tanzania
Micro, Small and Medium Enterprises
Muunganisho Ujasiriamali Vijijini
National Entrepreneurship Development Fund
National Micro Finance Bank
Non Governmental Organization
One District One Product
Research and Development
Regional Small and Medium Advisory Committee
Regional Revolving Fund
Self Help Organization
Sustainable Industrial Development Policy
Small Industries Development Organization
Small and Medium Enterprises
South South Global Asset and Technology Exchange
Tanzania Food Processors Association
Tanzania Small Industries Society
Tanzania Automotive Technology Centre
Technology Development Centers
Tools For Self Reliance
Tanzania Investment Bank
Training Needs Assessment
Training of Trainers
Training Cum Production Center
Trade Union for Industrial and Commercial Organizations
Vikundi vya Biashara Ndogo Ndogo
CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
CHAPTER ONE
1.0Introduction
The need to develop the Fourth Corporate Strategic Plan (CSP) for the Small
Industries Development Organization (SIDO) follows the expiration of the
previous plan to exhibit relevance of the organization’s services to public, the
government and other stakeholders. It provides opportunity to stakeholders
to continue supporting the organization in the development and promotion
of Small and Medium Enterprises. The plan considers experience, challenges
faced, successful implementation of the previous plans and related business
opportunities. This was done through documenting information, comments
and lessons learned during the implementation of previous plans. Collection of
information involved all key stakeholders and SIDO staff members at regional
and departmental level. A team of nine professionals from different fields of
competence was appointed and given a task of consolidating views, proposals
and facts to develop a draft of Corporate Strategic Plan for the next three years
(2011/12 – 2013/14). Thereafter, the draft plan was submitted to management
for discussion. A refined document of fourth Corporate Strategic Plan was then
submitted to the Board of Directors for discussion and approval.
The plan considers all the requirements which will enhance the contribution
of the small and medium enterprises sector to economic growth and poverty
reduction and therefore realisation of the National Development Vision 2025.
During the previous plan, more efforts were advanced to address the challenges
facing the sub sector and therefore holding down the envisaged progress. The
interventions in the current plan will ensure consistent increased investment and
involvement in areas which supports SMEs’ capacity development particularly
through providing for industrial and business infrastructure, market and
technological information, products quality assurance, entrepreneurship
development, promotion of innovative culture and improvement of technologies.
The efforts will re-energise the industrial sector, facilitate informal businesses
to formalise, contribute to reduction of youth unemployment and ultimately
contribute to poverty reduction.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
Implementation of the plan will be done within the framework of the National
Five Year Development Plan taking advantage of the improving business
environment, enhancing knowledge and skills development at the same time
recognising the importance and adaptation of technological innovation. The
initiative will enhance chances of building a firm entrepreneurship development
base.
1.1
Purpose of the plan
The fourth Corporate Strategic Plan focuses at increased efficiency and
productivity of SIDO’s services to Small and Medium Enterprises (SMEs) through
harmonization of current achievements and new opportunities that will strengthen
organizational capacity to provide better and sustainable services. The document
explains clearly services and interventions planned by the organization and its
capability to implement. It gives indication to stakeholder’s expectations from
planned services in the next three years. Focusing on developing financial and
non financial services that create enabling environment for SMEs development,
the plan is expected to stimulate involvement and participation of entrepreneurs
towards increasing the number of enterprises, employment and wealth creation.
Moreover, the plan will ensure the growth of public private sector partnership and
possess a strong linkage with other sectors in using Research and Development
(R&D) results. It will create sustainable base for SMEs development and capacity
improvement. The plan will address the challenges of increasing the contribution
of SMEs sub – sector to Gross Domestic Product (GDP) and meet local services
and market requirements for SMEs goods and services both in terms of quantity
and quality. Furthermore, it will improve capacity and utilization of existing and
new established industries as well as increase rate of enterprises growth and value
addition.
1.2
Background of SIDO
1.2.1 Establishment of SIDO
Small Industries Development Organization (SIDO) is a parastatal organization
which was established under the Act of Parliament No. 28 of 1973. The
organization is mandated to plan, coordinate, promote and offer every form of
services to SMEs. The responsibility of the organization includes entrepreneurship
development and extension services, technology development and technical
services, marketing, information and financial services.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
1.2.2 The Mandate of SIDO
In carrying out its mandate, SIDO has a number of functions that are core to its
activities and are geared towards ensuring the fulfilment of its mission and the
achievement of its vision. The core functions of the organization include:
a.
Promote development of small and medium industries,
b.
Plan and co-ordinate activities of small industries,
c.
Carry out market research in goods manufactured by small industries,
d.
Advise the Government on all matters relating to development of small and medium industries,
e.
Carry out research in development of small industries and marketing of products standard and quality,
f.
Facilitate orderly and balanced development of small industries in regions,
g. Provide technical assistance to persons engaged in small industries,
h.
Provide and promote training facilities for persons engaged in or employed or to be employed in small industries and to assist and co- ordinate the activities of other institutions engaged in
such training and
i.
Provide management and consultancy services to small industries,
1.2.3 The Role of SIDO
In line with Industrial Development Policy, SMEs Development Policy,
Empowerment Policy and other National strategies, SIDO roles have been
redefined to respond to political, socio – economic and environmental changes
to promote sustainable industrial development. Based on its functions, SIDO has
the following roles:
•
Provide entrepreneurship, business management skills development and extension services,
•
Enhance SMEs capability to develop and access markets,
•
Promote/enhance rural industrialization,
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
•
Develop and provide technology and technical assistance to SMEs,
•
Develop physical infrastructure and workplaces,
•
Improve SMEs access to finance and financial services.
•
Empower SMEs with Information and Communication Technology (ICT) skills.
1.2.4 Layout of the plan
The plan is presented in six chapters. Chapter one gives an introduction of
SIDO by narrating the purpose of plan, provides background that outlines
the establishment, mandate and roles performed by the organization as
well as layout of the plan. Chapter two describes the situation analysis
of implemented activities from previous plan, general overview of
development, operational and SME challenges. Moreover, it describes the
performance review and unfolding opportunities and challenges leading to
strategic issues. The vision, mission and strategic objectives to be pursued
by SIDO are stated in chapter three while chapter four describes the
strategies and interventions to be implemented in the plan. Chapter five
portrays review process in Monitoring and Evaluation (M&E) and finally,
chapter six deals with bridges to successful implementation of the plan.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
CHAPTER TWO
2.0
Situation Analysis
2.1
I.
Assessment of External Environment
Cooperation and collaboration with international initiatives
SIDO has been collaborating and will continue networking
with the external development partners including: South Africa
Enterprises Development Agency (SEDA) – SMEs knowledge
sharing; Technonet Africa / South South Global Asset and
Technology Exchange (SS-GATE) – Asset and technology
exchange; SADC through DFRC – Capacity building of human
resources; NSIC India – Technology, Marketing and Investment;
EADB – Entrepreneurship development; FBME – SMEs credit
opportunities; JICA, KOICA, ILO Coop Africa and UNIDO –
Capacity building.
II.
East Africa Common Market Protocol
The objective of the East Africa Common Market Protocol on
the Promotion of Micro Small and Medium Enterprises in the
East African region is to raise alternative strategies for facilitating
promotion of MSME sector so as to increase the survival and
growth rate of the enterprises. The protocol deliberates and
propounds solutions to MSME sector challenges regarding Policy
Environment, Access to Financial Services, Business Development
Services, Access to Markets, Subcontracting Services, Technology,
Infrastructure and Cross – Cutting Constraints.
III. National Development Vision 2025
States that “ Tanzania should have created a strong, diversified,
resilient and competitive economy, which can effectively cope with
challenges of development and which can also easily and confidently
adapt to the changing market and technological conditions in the
regional and global economy” by 2025. The vision seeks to actively
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
mobilise the people and other resources towards the achievement
of shared goals.
IV.
Sustainable Industrial Development Policy (SIDP) 1996 – 2020
States that, “ the Government recognises the role of the private
sector as the principal vehicle in carrying out direct investments
in the industry “ SIDP further places specific emphasis on
promotion of small and medium industries, encouraging informal
sector businesses to grow and formalise, and on measures to
enable indigenous entrepreneurs, women, youth and people with
disabilities to take part in economic activities. On empowering
the indigenous private sector, SIDP notes that “the Government
will initiate affirmative-action measures, which will be designed to
promote special programmes for indigenous entrepreneurs”.
V.
Small and Medium Enterprises (SME) Development Policy 2003
The specific policy objective is “to foster job creation and income
generation through promoting the creation of new SMEs and
improving the performance and competitiveness of existing SMEs
to increase their participation in the Tanzanian economy, thereby
enhancing their contributions to economic growth, income and
employment generation and reduction of poverty”. The aim of
the policy is to create the conditions to encourage informal micro
and small enterprises to move into formal sector, thereby creating
more wage employment, while measures to enable the survival and
expansion of formal small and medium enterprises in Tanzania as
the basis of private sector – led growth will be a major objective.
VI. National Trade Policy 2003
The goal of the policy is to raise efficiency and widen linkages in
domestic production and build a diversified competitive export
sector as the means of stimulating higher rates of growth and
development.
It provides room for SMEs to develop higher performance
and capacity to withstand intensifying competition within the
domestic market. It also stimulates and encourages SMEs’ value
adding activities on primary exports as a means of increasing
national earnings and income flows. Moreover, it stimulates SMEs’
investment flows into export oriented areas in which Tanzania has
comparative advantages as a strategy for inducing the introduction
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of technology and innovation into production systems as the basis
for economic competitiveness. Ultimately, the policy aims at
enhancing SMEs’ income generation and earning power as the key
to poverty reduction.
VII. National Empowerment Policy
The policy objective is “to identify barriers to economic
empowerment of indigenous Tanzanians and explore way for them
to effectively participate in their own economic development and
the national economic development in general.” The economic
empowerment is a conducive and supportive macroeconomic
policy environment, access to key resources that are necessary for
people to engage in productive economic activities.
VIII.CCM Election Manifesto 2010 – 2015
The CCM Election Manifesto 2010 – 2015 aims at enhancing
the process of modernization of the economy and building a self
reliant nation through application of science and technology in
the production sectors, namely agriculture, fishing, livestock, and
manufacturing. Modernization of the economy picks and puts
emphasis on manufacturing to lead the economy.
In the 2010 – 2015 Manifesto implementations, the CCM led
Government will ensure that growth of the sector of industry
shifts upwards from the present 9.9% to 15% in the year 2015 by
laying conducive environments for onward growth of the sectors
of industry, trade, and market.
Through the CCM Election manifesto the ruling party makes
commitments to be implemented by its Government. The outline
of commitments made relating to the development and services to
the SME sector is as follows:
i.
Extend and improve the Rural Micro, Small and Medium Enterprises Support Programme popularly known as “ MUVI” by offering consultancy, training, capital and technical services to entrepreneurs.
ii. Enhance SMEs contribution to GDP from the current 33% to 40% by the year 2015.
iii. Support production and distribution of technologies which add value to agro – based products using SIDO industrial 7
CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
centers (Technology Development Centers) in Arusha, Iringa, Kigoma, Kilimanjaro, Lindi and Mbeya.
iv.
Provide training and capacity building to farmers so that they can process their produce such as honey, wine, juices, and package the same in compliance with TBS packaging technology before selling them further.
v. Link SMEs to big companies ready and willing to procure from the SMEs.
vi. Build the capacity of SIDO and link the Organization to sources of funds so as to enable it offer training on food processing to SMEs.
vii. Review the SIDO Establishment Act so that it conforms to the current economic requirements.
viii.Finally, improve further, the infrastructure pertinent to small industries and trade.
IX. National Strategy for Growth and Reduction of Poverty (NSGRP)
The strategy has been developed in the context of the enhanced
Highly Indebted Poor Countries Initiatives (HIPC). The
Government has decided to confine its financial interventions
mostly to social and economic sectors; education, health,
agriculture, roads, water, judiciary and HIV/AIDS. In all these
sectors, the Government has decided to promote private sector
including micro, small and medium enterprises and civil society
participation. It has emphasized the importance of private sector
development as a means of overcoming income poverty while
providing efficient and effective delivery of services.
2.2
Assessment of Internal Environment
2.2.1
Development and Operational Challenges
Capacity creation among small and medium enterprises in both urban and
rural areas is a key to economic development, growth and poverty reduction. To
fight against poverty, Tanzania should create a strong, diversified, resilient and
competitive economy that can effectively cope with the challenges of development
easily and confidently adapting to the changing markets and technological
conditions in the regional and global economy.
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Small and Medium Enterprises (SMEs) play an ever increasing role in creating
income and employment. However, their roles have not yet been tapped due to
the existence of development and operational challenges that include capital,
technology and management. Other factors include: complex, bureaucratic and
costly legal, regulatory and administrative environment where SMEs are at a
greater disadvantage than their counterparts that are larger in size.
To overcome these challenges the government puts emphasis and commitment
towards continued improvement of enabling environment for SMEs
development through SMEs Development Policy of 2003. Likewise, SIDO is
actively implementing the existing intervention to address SMEs development
and operational challenges through technology and business incubation and
innovative business clustering. Further interventions include rural development,
communication and value chain management under Rural Micro Small and
Medium Enterprises popularly known as MUVI as well as One District One
Product (ODOP) programmes. These interventions and programmes are geared
to SMEs’ capacity development.
To complement initiatives to support growth oriented SMEs, SIDO collaborates
with financial institutions such as NMB and TIB to provide the required financing.
The move will facilitate the process of enabling SMEs to graduate through stages
– from Micro to Small and to Medium size.
To address issues related to advocacy, accessibility to market and information,
raw materials, packaging and credit services, SIDO in collaboration with other
stakeholders supported establishment of SMEs associations such as Tanzania
Small Industries Society (TASISO), Tanzania Food Processors Association
(TAFOPA), Vikundi vya Biashara Ndogo Ndogo (VIBINDO), Tanzania
Women Chamber of Commerce (TWCC), Tanzania Handicraft Association
(TANCRAFT), Handproducts of Tanzania (HOT) and Business Club under
Business Development Gateway (BDG) initiatives.
2.2.2
Specific SME Challenges
2.2.2.1 Entrepreneurship and Business Skills Development
Inadequate indigenous entrepreneurial culture is one of notable challenges
to SMEs growth and competitiveness. Also, lack of firm base for SMEs skills
upgrading and capacity development lead to unsuccessful activities towards
achieving the desired growth of micro-enterprises graduating to small, medium
and large enterprises.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
Strategic programmes, which will address deficiencies and promote
entrepreneurship development amongst existing and potential indigenous
entrepreneurs, need to be improved and implemented.
2.2.2.2 Market and Information
Sustainability of a firm depends largely on its performance in the market and
marketing information. Considering the level of development and understanding,
SMEs are at a disadvantage to put up competitive businesses in a globalised business
environment. Information is a prime mover of all economic undertakings and an
important determinant of business success. SMEs have limited access to national
and international information such as accessibility of appropriate inputs, possible
market for products and technologies which are cost effective. SMEs face market
problems due to poor quality of products, poor packaging, inadequate marketing
skills and stiff competition. In general inadequate marketing services have been
prohibiting SMEs to become competitive in local and international market.
2.2.2.3 Access to Financial Services
SMEs face a major challenge in accessing finance and financial services for
initiating and developing their businesses. While the need for finance is unlimited
and lack of it is said to be a major scare to businesses development, yet SMEs are
limited in obtaining funds. Several challenges face SMEs in accessing financial
services; these include inadequate bankable project proposals, high interest
rates, ability to fulfill the collateral requirements, inadequate mechanisms to
provide information on creditworthiness and failure of SMEs to utilize available
bank facilities to develop their trustworthy with particular banks. Supportive
programmes like the SMEs Credit Guarantee Scheme though operationalised,
has a very limited outreach to bring about the desired impact. Strategies have
to be developed and pursued to ensure increased access to available financial
resources for development as well as operational ambitions of the sub – sector.
2.2.2.4 Regulatory Environment
Non conducive regulatory environment, particularly location related factors,
registration, licensing and reporting requirements have contributed to high
transaction costs in small enterprises. This has prevented some micro and small
enterprises from formalizing and hence missing some opportunities such as
access to credit available in the formal sector. Initiatives to minimize or eliminate
regulations which discourage business development need to be taken.
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2.2.2.5 Technology Search, Acquisition and Dissemination
Technology advancement and transfer are important aspects for SMEs
development. SMEs have limited access to technology partly because they lack
the relevant information. The problem is further compounded by the existence of
internal industrial support institutions which are generally weak and do operate
in isolation without focusing on the actual requirements of the SME sub – sector.
Furthermore, available technologies are minimally disseminated to the potential
clients. In addition, SMEs cannot afford the services like chemical analysis and
research costs provided by the relevant institutions. As a result of the above, SMEs
continue to hold on crude and obsolete technologies.
2.2.2.6 Linkage and Sub-contracting
There are benefits for SMEs to engage in business linkages, partnerships and
sub-contracting with large industries. Currently, such linkages are weak and
consequently growth and development of SMEs is limited. Linkages and subcontracting are not well practised in Tanzania and barriers need to be identified,
for example the need for sub-contracted firms to upgrade their technologies
and produce according to market requirements, legal and regulatory framework
to support the system. The challenge in this respect is how to facilitate SMEs’
consistent growth through stages of enterprise development from small to
medium and then to large, but also how to make large enterprises support
development and growth of small enterprises.
2.2.2.7Infrastructure
The development of the SMEs in Tanzania is adversely affected by poor
infrastructure facilities such as working premises, roads, cold rooms, warehouses,
communication and utilities. Even where these services are available, the supply
is unreliable and costly. Serviced land or business premises are in short supply
in most of the cities and towns, especially for industrial use. The impact of
poor infrastructure on SMEs is manifested through limited production and
markets. The challenge is how to promote increased public-private partnership
in developing basic infrastructure required for enterprise development.
2.3 Performance review
The performance review of CSP III shows that there was an increase in the
realization of the impact as a result of SIDO services. The CSP III contributed
much to the realization of SIDO vision, mission and objectives, compared to
previous plans. The higher impact obtained from CSP III was due to increase in
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
awareness of SIDO services, good working relationship and support from Central
and Local Government as well as private sector. The contribution in enterprise
creation in the area of manufacturing and agro processing increased from 7,600
to 12,516 (65%) and 9,289 to 18,357 (98%) respectively compared to that in CSP
II. Also there was a shift of emphasis of enterprise creation from urban to rural
from 28,714(68%) and 13,513 (32%) in CSP II to 48,546 (58%) and 35,045 (42%)
respectively. The trend reveals the fact that, in urban areas the rate of enterprise
creation was increasing at a decreasing rate while in rural areas it was increasing
at an increasing rate (refer figure 1-7).
As stated, SIDO main goal is to contribute to poverty reduction and enterprise
creation through development and promotion of activities, which create
employment and generate income. Thus, the 2008/09 – 2010/2011 Corporate
Strategic Plan was developed to address issues, complement efforts made in
CSP I and CSP II which focused on the greatest contribution to the realization
of enterprises and employment creation hence income generation. The trend
analysis for the three CSP performed are highlighted for further improvement of
CSP IV as indicated below.
Overall impact: A combination of services led to creation of 83,441 enterprises
allover the country in different sectors/fields, creating 208,602 direct employment
opportunities. This makes an average of three (3) jobs per enterprise created. The
performance trend shows that there is an increase on enterprises creations from
22,780 CSP I to 83,441 CSP III.
Figure 1:
Source: SIDO MIS Reports
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Figure 2:
Source: SIDO MIS Reports
I. Income generation: In respect to employment created, the additional
income generated to the community to the tune of estimated Tshs. 12
billion, considering minimum average income of Tshs. 60,000/= per
head per month. The effect of SIDO services delivery shows a positive
contribution to income generation by increasing from 2,800 (80%)
(CSP I to II) to 5,700 (90%) (CSP II to III).
Figure 3:
Source: SIDO MIS Reports
II.Outreach: Overreaching effect reached to at least 3,129,030 people,
considering family members of those employed by these enterprises,
suppliers of materials and other services and those who depend on
those SMEs’ products as their main source of merchandise for sale. Each
new unit established contributes to the welfare of at least 23 people on
average.
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Figure 4:
Source: SIDO MIS Reports
III. Sectoral effect: The effect of SIDO services was most felt in the
contribution of the following five main sectors; Trading, Manufacturing,
agro based enterprises and services. Specific sub-sectors in which the
services excelled are agro based processing, metal works, textile, wood
works and handicrafts. The contribution of SIDO services on the
enterprises creation at agro processing and manufacturing at CSP III
increased by 98% and 65% respectively compared to CSP II.
Figure 5:
Source: SIDO MIS Report
IV. Locational balance: On rural – urban imbalance, 58% of SMEs
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promoted were based in urban areas and the distribution is quite even
regional wise. On the other hand the SIDO services went to rural
areas and its contributions on enterprises establishment was 42%. The
limited human, financial and capital resources are the main constraints
to provision of adequate services to the rural areas.
Figure 6:
Source: SIDO MIS Reports
The creation of enterprises in rural areas is gradually increasing
while decreasing in the urban setting as viewed above.
V. Development trend: The services provided stimulated development
enthusiasm, which led to creation of 48,546 new enterprises in urban
and 35,045 in rural areas. The organization intends to maintain the
trend.
Figure 7: Source: SIDO MIS Reports
15
CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
2.5
2.5 SWOC Analysis
SWOC Analysis
TheThe
general
evaluation
ofofoperational
andSIDO’s
SIDO’s
intent
capacity
general
evaluation
operational environment
environment and
intent
andand
capacity
to
to cope
and
cope identifies
identifies the
the following
following set
set ofofstrengths,
strengths, weaknesses,
weaknesses, opportunities
opportunities and
challenges:
challenges:
STRENGTHS
WEAKNESSES
1. Majority of staff are well qualified,
skilled and experienced.
1. Inadequate Funds for development and
operational activities.
2. Wide
operating
network
with 2. Inadequate extension services in rural
extension offices in 21 regions of
areas due to capacity limitations.
Tanzania Mainland.
3. Inadequate integrated management
3. Long experience (since 1973) working
Information system.
with Micro, Small and Medium
4. Inadequate capacities with respect to
Enterprises.
various activities for example Project
4. SIDO has already developed and is
planning and management, training and
operating SME development programs.
data management
5. SIDO is the largest and in most regions
the only service provider offering a
package of business development and
financial services.
6. SIDO’s credibility has won confidence
of local and international collaborators
and
therefore
attracting
other
stakeholders
into
activities
of
development and promotion of SMEs.
OPPORTUNITIES
CHALLENGES (THREATS)
1. Government policies, strategies and 1. Global investment and business
dynamism necessitates service providers
directives recognize the importance and
in the area to conform and adhere to
therefore support the development of
the pace of operational transformation.
SME sector.
2. Growing economy creates prospects for 2. Inadequate SME capacity to cope with
the rate of current technological
SME sector to prosper.
advancement due to lack of R & D
3. Government, development partners are
capacity at SME level.
interested and committed to support
3. Provision of SIDO services is influenced
the SME sector through SIDO.
by the national, regional and global
4. Environment creates a ready market
14
16
CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
especially in the rural areas, poverty,
youth, and school/college graduates.
5. The majority of population appreciates
the role of SIDO.
6. Expanding local, regional and global
market for SME’s products and services
creates prospects for SIDO services to
grow.
7. Stable
and
environment.
supportive
economic changes.
4. The socio – economic
HIV/AIDS pandemic.
effect
of
5. Ability to effectively respond to natural
calamities and external shocks timely.
political
CHAPTER THREE
3.0 Vision, Mission and Development objectives
3.1
Vision
A leading business support organization in Tanzania, providing efficiently and effectively
in a business-like manner quality services that unlock potentials for growth and
competitiveness of SMEs in rural as well as in urban areas.
3.2
Mission
Create and sustain indigenous entrepreneurial base through the promotion and support to
development of SMEs by providing them with business development services and specific
credit services on demand particularly to productive economic sectors that contribute to
wealth creation.
3.3
Development Objective
To contribute to poverty reduction and enterprise development thereby contributing to
economic development through provision of demand driven services that will create
employment and generate income to the service user.
3.4
Core Values
In achieving its vision and fulfilling its mission, SIDO shall operate on the following core
values:
3.4.1 Relevance
Provide services for which there is a market. However, SIDO shall in its development
role stimulate and create markets for the Business Development Services products.
3.4.2 Sustainability
SIDO shall position itself to achieve the highest possible level of self-financing and attract
sponsorship for the balance in line with best practices.
15
17
CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
CHAPTER THREE
3.0
Vision, Mission and Development objectives
3.1Vision
A leading business support organization in Tanzania, providing efficiently and
effectively in a business-like manner quality services that unlock potentials for
growth and competitiveness of SMEs in rural as well as in urban areas.
3.2Mission
Create and sustain indigenous entrepreneurial base through the promotion and
support to development of SMEs by providing them with business development
services and specific credit services on demand particularly to productive
economic sectors that contribute to wealth creation.
3.3
Development Objective
To contribute to poverty reduction and enterprise development thereby
contributing to economic development through provision of demand driven
services that will create employment and generate income to the service user.
3.4
Core Values
In achieving its vision and fulfilling its mission, SIDO shall operate on the
following core values:
3.4.1 Relevance
Provide services for which there is a market. However, SIDO shall in its
development role stimulate and create markets for the Business Development
Services products.
3.4.2 Sustainability
SIDO shall position itself to achieve the highest possible level of self-financing
and attract sponsorship for the balance in line with best practices.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
3.4.3 High outreach:
SIDO will also use intermediaries in delivering some of the services to ensure
high outreach.
3.4.4 Impact creation:
SIDO will put more emphasis on services and service areas that are likely to bring
high impact to the economy and peoples way of life.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
CHAPTER FOUR
4.0
OBJECTIVES, STRATEGIES AND TARGETS
The fourth Corporate Strategic Plan for the period 2011/2012 – 2013/2014
is expected to produce results that will substantiate relevance and extent of
services being provided and making the organization comprehend its mission
effectively and in a sustainable manner. The plan provides well defined objectives,
strategies and performance targets to support SMEs development by exposing
physical, financial and human resources required. The objectives and strategies
narrate technology and technical support services, entrepreneurship, business
and managerial skills, market development, promotion and rural enterprise
development are strategies to enhance growth and competitiveness of SMEs. It
identifies the following core objectives and therefore the route through which
SME development initiatives are to be provided:-
OBJECTIVE 1:
4.1
TO ENHANCE TECHNOLOGY INNOVATION, TRANSFER AND PROVIDE TECHNICAL SERVICES
Output 1
4.1.1
Enterprise productive capacity, productivity and product quality increased.
The demand and need for technology innovation and inputs in development of
SME activities is quite enormous and therefore much has to be done to cope with
the development temple. There is a need to establish and strengthen capacities
of SMEs to produce and create income in innovative and sustainable ways.
Initiatives have been taken to identify, acquire and disseminate technologies.
Value addition and support to innovative SMEs products have been extended
through programs such as incubation, clusters, recycling, new technologies
sourcing and dissemination. Provision of technical advisory services such as
choice of technology, plant layout, machine installations and testing, repair
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
and maintenance, contribute to SMEs technological development and their
competitiveness. Increase in enterprises productive capacity, productivity and
product quality will be realized through:
4.1.1.1 Source of new Technologies
Technology sourcing means identification, acquisition and making it available
for use by SMEs. It enables SMEs to improve their skills improve productivity
and efficiency in utilizing unique resources available in their locality for speedy
development of urban and rural economies. Information on technologies is
obtained through different channels such as information centers and international
collaborative initiatives like SS – GATE.
In order to complement efforts of development and promotion of district specific
products, 536 technology leads were identified and obtained from different
sources during the previous plan. These include milk pasteurizing, peanut butter
processing, cashew nut processing, pineapple juice processing, honey processing,
banana products processing, avocado oil extraction, and textiles, leather
processing, mining and metal work.
During this plan period, choice of technology will take into account various
factors such as the size of the potential market, optimal development of natural
resources, appropriate scales of production, the desirability of geographyical
dispersal, the impact on environmental and technical efficiency in terms of
material and human resources requirements. The scope and potential of such
factors have been specifically elaborated in the ODOP and MUVI programmes.
Target 1:
Identify 80 types of new technologies based on agro processing, farm implements, textiles, leather, sugar (khandasari sugar), building materials and energy saving environment in line with ODOP strategy and MUVI value chain commodities by the end of June 2014
Target 2:
Prepare 55 technical profiles to support Techno-Economic Profile based on ODOP products and MUVI value chain commodities by the end of June 2014.
4.1.1.2 Technology development and innovation
Technology innovation and diffusion will continue to spearhead establishment
of small industries in rural and urban areas especially in utilization of abundant
resources. Technologies to be developed and/or innovated will be geared
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
towards solving specific production problems and therefore add value to the end
products. The application of technologies will be situational depending on their
appropriateness, affordability and demand of the target beneficiaries.
During the plan period, surveys to identify appropriate technologies required
by SMEs will be carried out and products that are particular to the application
of the technologies will be developed. TDCs and SMEs will be encouraged to
innovate, and empowered to develop and disseminate the required technologies
to the focused target group based in areas specific potentials under One District
One Product strategy.
Target 1:
Conduct 3 Technology needs assessments by the end of June 2014
Target 2:
Develop 22 New technologies for SMEs by the end of June 2014.
Target 3:
Disseminate 15 types of new technologies to SMEs by the end of June 2014
Target 4:
Support 11 technology innovations by SMEs by the end of June 2014.
4.1.1.3 Commercialization of Technology
Commercialization is the process of acquiring the technology and produces
products and provides services based on the acquired technology on commercial
scale. It is the process of off-loading the research results to the market for
commercial production. This process facilitates uploading proven technologies
from local R & D and ISOs to enterprises capable of producing them in big
quantities and ensuring their availability to end users. Commercialization of
appropriate technologies from outside the country will be pursued through
franchising and joint ventures with technologies owners.
During the previous plan, popularization and commercialization of 23
technologies namely bio gas, charcoal stove, cassava chipping and grating, milk
processing, honey processing and compressed bricks were made. The technologies
were demonstrated in specific events of SMEs’ products exhibitions and trade
fairs.
In this plan SIDO aims at supporting SMEs and TDCs to acquire and develop
technologies and use them to produce goods and services for marketing. Due
to its importance, the service of commercializing proven technologies will be
provided. This will involve both existing and new technologies in order to expose
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
and create more opportunity for SMEs in rural and urban areas to adopt.
Target 1:
Initiate collaborative networks with 6 technology developers by the end of June 2014
Target 2:
Commercialize 36 technologies by the end of June 2014
Target 3:
Facilitate transfer of five technologies through joint ventures and franchising under SS- Gate initiative by the end of June 2014
4.1.1.4 Support development of agro processing industries
Tanzania is endowed with various agricultural products that are suitable for
industrial processing. Initiatives to develop local capacity to add value to agro
products at different levels is inevitable. SIDO aims at supporting development of
agro processing industries in order to add value to agricultural products, utilize
raw materials, increase shelf life, commercialize and popularize traditional foods,
reduce post harvest losses and create wealth and employment. It will provide
supportive services such as technology sourcing and transfer to agro based SMEs,
upgrading product packaging, working premises improvement and product
certification to agro processing industries. SIDO will provide support on the
development/improvement, processing, packaging, labeling, certification and
commercialization of traditional food products for marketing through direct
interaction with entrepreneurs and through development of food processing
industrial parks.
Target1:
Conduct 252 courses in food processing techniques and packaging to entrepreneurs by the end of June 2014.
Target 2:
Provide technical assistance to 73 agro industrial units by the end of June 2014.
Target 3:
Support availability of 36 new food processing technologies by the end of 2014
Target 4:
Promote development and commercialization and popularization of 6 traditional food products by the end of June 2014.
Target 5:
Facilitate 87 training events to be conducted in the agro processing by the end of June 2014.
Target 6:
Transfer 6 new agro processing technologies developed by TDCs and SMEs by the end of June 2014.
Target 7:
Support innovation in 12 food processing products by the end 23
CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
of June 2014
Target 8:
Establish one food processing industrial park by end of June 2014
4.1.1.5 Strengthen Capacities of Technology Development Centers (TDCs)
Technology Development Centers (TDCs) are general engineering facilities
established within SIDO industrial estates. They were established purposely to
study the environment and establish technology needs; develop and/or adapt
the already developed technologies to suit local operational requirements; assist
technology commercialization to SMEs; produce machinery products and spare
parts to support establishment and sustainable running of industrial enterprises
in both urban and rural area; and provide general engineering services to
industrial units within the estates and those in the neighborhood. The status of
their machinery and equipment has deteriorated over the years due to aging.
The centers will be up-graded to be models of excellence for development and
innovation of new products and services.
During the previous plan, 1,439 various machines and equipment were produced
by the centers. Focus was on cashew nuts shelling, cassava processing, chalk
making, sugarcane crushers, edible oil extraction, wood works, honey processing,
milk processing, farm implements, palm processing as well as building materials
manufacturing machines.
The centers will in this plan focus on developing innovative machinery and provide
services to support ODOP strategy, MUVI and other sub sectors on demand.
Due to the increasing needs of rural industries, the centers will spearhead the
development, popularization and dissemination of small appropriate machineries
to support artisans in the rural areas. New capacities will be developed in
Morogoro, Singida and Dar es salaam and existing centers will be upgraded.
Target 1:
Support extension services to 1092 enterprises by the end of June 2014
Target 2:
Develop 1,529 machines by the end of June 2014
Target 3:
Demonstrate 30 types of technologies suitable for SMEs requirements by the end of June 2014
Target 4:
Upgrade the capacity of 7 TDCs by the end of June 2014
Target 5:
Establish 3 new TDCs by the end of June 2014.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
Target 6:
Innovate 20 new machines / processes by June 2014
4.1.1.6 Promote Subcontracting between SMEs and Large Enterprises
Cooperation between large and small enterprises can be in the form where large
enterprises support small enterprises to meet specification of subcontracted
works. Another form is by supporting SMEs to produce components of large
enterprises’ products. During the previous plan, 205 entrepreneurs were supported
to cooperate and produce spares and provide services to large enterprises. The
subcontracting services were provided to fish industry, engineering products, oil
milling, fruits processing, honey processing and cassava products.
Large enterprise will be sensitized to build a culture of subcontracting SMEs to
supply them products and/or services in win win situation in order to nurture
the growth of SMEs’ businesses. Large enterprises will give specifications and
standard levels of components and services to be provided by SMEs, but on
the other hand will invest in their capacity development for the purpose. The
intervention aims at stimulating the growth and sustainability of the market of
SMEs products and services.
Target 1:
Promote 291 subcontracting between SMEs and large enterprises by the end of June 2014.
4.1.1.7 Revive foundry industry in the country to catalyze SMEs growth
Foundry is an important industry in supporting industrial development in the
country. Using appropriate foundry technology products with intricate shapes,
like engine blocks, gears and pulleys sprockets which are important in supporting
the industrial production such as agro- processing, leather and mining can be
produced at lower costs. Currently the country’s foundry industrial capacity
has declined leaving the manufacturing sector to depend on micro foundries
incapable of producing adequate and quality spare parts and a few corporate
units like TATC, Mzinga and TAZARA which are not easily accessible to the
business community as they have their own priority and sometimes operate not
in a business-like manner hence failing to address the demand generated by
SMEs as and when required.
During the plan period, it is envisaged to facilitate establishment of foundries
25
CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
to support TDCs in their respective zones and encourage SMEs to improve and
start new micro cupola foundries with capacities of melting metal up to 2 tons
and employing up to 15 people to serve the sector in small jobs requirements in
production of simple spare parts. The establishments will also have heat treatment
facilities.
Target 1:
Construct 3 foundries to be linked by TDC by the end of June 2014
Target 2:
Assist SMEs to start and run 20 cupola foundries by the end of June 2014.
4.1.1.8 Provide Technical Advisory Services
Effective utilization of technologies needs follow-up of technical support services
to enterprises. The intervention assists SMEs to face challenges of a dynamic
business environment and technological advancement. During the previous
plan, SIDO provided guidance through 18,459 consultations to SMEs on choice
of technology, plant layout, machine installations, repair and maintenance.
The organization will carry out industrial diagnosis in order to identify weak
points or bottlenecks that reduce production yield or product quality that hinder
industrial growth and competitiveness.
Target 1:
Carry out 218 industrial diagnostic studies by the end of June 2014.
Target 2:
Provide 22,492 technical consultations by the end of June 2014
Target 3:
Provide 33 technical skills events to upgrade product quality by the end of June 2014.
Output 2
4.1.2 Basic infrastructural development for SMEs provided
The development of basic infrastructure is important for development of the
SME sub – sector. They are needed to support SMEs by providing common
facilities such as workplaces, mini foundries and information centers to enable
entrepreneurs access relevant market information and technical facilities to
enhance their businesses. Initiatives to develop clusters and construction of
working premises will provide conducive environment for producing quality
products.
26
CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
4.1.2.1 Industrial Cluster development
A Cluster is defined as a configuration of SMEs grouped in a predetermined area
around a profession or trade. Cluster member units share a common source of
information, qualifications, socio-business relationships and infrastructure in a
given sector. Operating units belonging to the cluster are inter-linked by trading
relationships, common customers or partners in their operating environment.
The kind of relationship produces synergies that are vital to individual units’
efficiency and clusters’ general performance. During the previous plan, SIDO
established infrastructure for an agro processing cluster in Rombo district and
improved palm based innovative industrial cluster in Kigoma.
The clusters will be promoted and linked with local resources in line with
commodities products identified with ODOP strategy and MUVI programme
in selected growth poles and development centers. The organization will
work in close engagement with the local government to set aside land for SME
development. In collaboration with local government SIDO will strive to create
an SME land bank, and encourage local governments to make work places for
SME development a priority in their development planning agenda.
Target 1:
Establish 3 new industrial clusters by the end of June 2014.
Target 2:
Sensitize establishment of 21 innovative clusters by the end of June 2014
Target 3:
Set aside 102 plots for development of SMEs workplaces as part of SME land bank by the end of June 2014.
4.1.2.2 Establish and develop industrial estates
Industrial Estate is an area allocated and utilized for establishing SMEs industrial
working premises for production of goods and services. During the previous
plan, SIDO facilitated establishment of SMEs’ operational base by rehabilitating
existing buildings, and partnering with the private sector under (BOT – PPP) to
build new ones. These efforts enabled 205 working structures with the capacity of
holding up to 540 entrepreneurs to be developed.
Development of the estates in the regions is based on the fact that SMEs need
infrastructure in the establishment for industrial purposes. It is being envisaged
that four such estates will be developed in Pwani, Manyara, Morogoro and
Dodoma regions.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
Target 1:
Develop 4 industrial estates by the end of June 2014.
Target 2:
Ensure effective utilization of 157 buildings within the industrial estates by the end of June 2014.
Target 3:
Facilitate development of undeveloped land in existing 10 estates by the end of June 2014.
Output 3
4.1.3 Artisans support services provided
Artisans or Craftsmen are skilled manual workers who use tools and machinery in
a particular craft like blacksmithery, tinsmithery, carpentry, handicrafts, weaving
and motor vehicle mechanics. Artisans play a big role in addressing specific
tastes and requirements of the communities. They are important to serve urban
and rural communities as the only group available despite of the infrastructure
problems. The group also serves specific demands like farm implements, home
appliances and decoration equipment.
4.1.3.1 Provide artisan support services
It has been realized that artisans’ production capacity is low, working spaces
are inadequate and products are of low quality. This makes their products serve
markets in their proximity and uncompetitive to the market far beyond their
reach. During the previous plan, 417 types of technologies were disseminated,
400 tool kits were distributed and different support services were provided to
1389 artisans mostly in the rural areas.
The organization will continue to support artisans to increase their production
capacities and improve quality of their products. Efforts will be concentrated
to develop and strengthen capacities of blacksmiths, tinsmiths, carpenters,
handicraftsmen and weavers. The intervention will be in the form of skills
upgrading aimed at quality improvement, provision of working tools/machines
and working spaces.
Target 1:
Involve 1500 artisans groups in skills upgrading training by the end of June 2014.
Target 2:
Support 1200 artisans groups with working tools and BDS services by the end of June 2014.
Target 3:
Introduce 15 new artisan products to artisan by the end of June 2014.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
Output 4
4.1.4 Technology Incubation Program enhanced
Technology incubation is the process of nurturing and supporting development
of ideas into physical marketable products and services. It aims at supporting
entrepreneurs who have innovative and creative technological or industrial ideas
for commercial undertakings. It increases the chance of establishment, growth
and survival rate of enterprises. SIDO has been and will continue to encourage
innovation of new products and services through incubation provide modular
work premises with common facilities, managerial support and back up services
to products developers. During the previous plan, eight industrial sheds were
renovated and converted to create working space for incubation activities in Tanga,
Arusha and Rukwa regions and a completely new structure was constructed in
Mwanza region.
Efforts to link incubate with technology development institutions such as
Universities and other BDS providers will continue. The process starts at concept
development, starting product development or improvement to a stage when the
product reaches a marketable stage. The whole incubation period ranges between
six months and three years. Initiative taken so far includes establishment of
incubation units to provide support environment for innovative ideas. Post
incubates will continue to be supported in collaboration with other stake holders
following out of the wall methodology.
4.1.4.1 Convert Industrial Estate Structures to become
Incubation Facilities
Strategically, SIDO aims at converting industrial estate structures in ten (10)
regions into incubation facilities. These buildings will be renovated to suit specific
requirements of the type of products to be developed.
Target 1:
Convert 10 industrial estate structures at Dar es salaam, Singida Mwanza, Kigoma, Ruvuma, Iringa, Shinyanga and Mara to become incubation facilities by the end of June 2014.
4.1.4.2 Operationalization of Incubation Facilities
In areas where the premises have been developed already, facilitation of the whole
incubation process, from identification, recruitment and provision of support
services will be done. SIDO will ensure effective utilization of the building
structures already converted for the purpose. The operationalization will also
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
involve the converted industrial estate structures in Dar es salaam, Singida,
Mwanza, Kigoma, Ruvuma, Iringa, Shinyanga and Mara regions.
Target 1:
Incubate 84 products ideas by the end of June 2014.
Target 2:
Provide advisory services to 124 Incubates by the end of June 2014.
Target 3:
25 successful ideas will graduate and form new businesses by the end of June 2014.
Output 5
4.1.5 Leather sector development programme enhanced
SIDO considers leather sector as one of the priority areas to the development
of SMEs in both rural and urban areas. Activities in the sub sector enhance the
effort to contribute to value addition to agricultural and livestock raw produce.
It addresses the challenges encountered while promoting leather tanning
technologies and leather goods manufacturing applicable at micro leather
processing level. Such constraints relate to better work environment in terms
of working premises and facilities, working capital and after service supportive
services. As a national strategy, SIDO program will operate in all regions, targeting
groups of college graduates, school leavers and cobblers. The implementation
approach during this plan will be through shared resource center, technological
base support, and skills development training.
4.1.5.1 Establish Shared Resource Center
Shared Resource Center for leather products is the center that has all common
facilities required to cover for the whole process of leather products manufacturing
which include designing, cutting, manufacturing and finishing section. The
facility will be used to train and assist leather products manufacturers with
innovative solutions through incubation process that will provide specific needs
of the industry.
Target 1: Establish 4 leather products manufacturing shared resource centers in collaborations with LGAs by the end of June 2014
Target 2: Equip 4 leather products manufacturing shared resource centers with working tools in collaborations with LGAs by the end of June 2014.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
Target 3: Conduct 6 technological training courses through established centers by the end of June 2014.
4.1.5.2 Conduct leather skills development
The competitive ability of leather products in the market is determined by the
quality of the final product. Specific skills development is required in developing
SMEs’ capacities to attain the specified quality and standard of their products.
So far, a total of 396 entrepreneurs have acquired skills of tanning leather and
manufacturing different leather products in 17 regions and enabled establishment
of 63 leather based enterprises, which created 272 direct jobs.
SIDO will continue to conduct skills development interventions so as to enhance
the capacity of producing high quality and competitive leather and leather
products.
Target 1: Conduct 90 courses on leather tanning by the of June 2014.
Target 2: Conduct 46 courses on leather products manufacturing by the of June 2014.
Target 3: Conduct 2 TOT course on leather products manufacturing by the end of June 2014.
4.1.5.3 Provide technical support to SMEs
Development and growth of leather and leather products is constrained by
inadequate support and production guidance from experts. The technical
support involves provision of machinery and equipment for the purpose of
encouraging firms to invest and employ state of the art technology on leather.
The intervention seeks to support small firms to acquire technology, machines
and equipment. The facilitation aims at supporting SMEs to increase efficiency,
quality and productivity. The facilitation will be done through the resettlement
fund to be established purposely to speed up the implementation process.
Target 1: Establish a fund to be used to assist leather enterprises by the end of June 2012
Target 2: Provide support to 153 enterprises to access working facilities by end of June 2014.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
Output 6
4.1.6 Energy efficient and environmental friendly technologies
provided
Energy and environment are equally vital elements for SME’s development.
Inefficient use of energy resources results into higher production costs and trigger
more environmental degradation due to increasing efforts in search for energy to
satisfy increased demand. Therefore while SIDO encourages SME’s development,
it will implement initiatives which ensure environmental requirements are
observed. Such initiatives are like advocating for efficient energy uses and
promotion of increased use of environmentally friendly energy sources among
its stakeholders, especially renewable energy resources.
Renewable energy resources are naturally existing or self replenishing type
of energy resources including Solar, Wind and Biomass. On the other side,
strengthen the capacity of SME’s to use recycled or recyclable raw materials is
inevitable; this is to ensure sustainable use of resources and maintaining the
quality of environment by decreased waste and decreased raw material demand.
The Organization will continue to support SMEs and TDCs to develop and
improve energy efficient technologies such as solar, wind, bio-energy and hydro
power. The intervention will be in the form of skill upgrading, provision of
working spaces.
4.1.6.1. Disseminate energy efficient technologies to SMEs
Consumption of energy is proportionally increasing with the level of development
requirements. Since the fossil fuel which is non replenish able is highly used so
there is need to use renewable and energy saving technologies to prolong the use
of the same.
During the previous plan, the Organization identified and disseminated 63
technologies in biomass, briquettes, energy saving equipment and solar energy
aimed at reducing dependency and consumption of firewood and charcoal. The
Organization will add up to a list of technologies to be disseminated to include
solar, wind, bio fuel and bio gas during the plan period.
Target 1: Transfer 7 new energy efficient technologies to SMEs by the end of June 2014.
Target 2:
Involve 1000 SMEs in skill upgrading on energy efficient technology by the end June 2014.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
4.1.6.2. Promote waste management
Waste generation from industries, public and institutional activities has a negative
environmental effect and impact to the society. The minimization of negative
impact of waste can be done through reducing waste generation, recycling and
installing waste consuming industries.
During the previous plan, SIDO facilitated SMEs to engage themselves in
activities of waste management; 132 groups of waste collectors were organized,
given proper training and thereafter provided with simple working tools used
in the collection, sorting, grading solid waste materials and supplied them to
recycling units. Concentration of recycling activities was on paper, plastic, saw
dust and waste fish.
The organization will contribute to waste management through disseminating
waste consuming and recycling technologies.
Target 1: Transfer skills on waste management to 945 SMEs by the end of June 2014.
Output 7
4.1.7 Research Services provided
Logically, healthy organizations are derived from well researched information
and data. It is through research that the organization can have accurate and
relevant information in updating and enhancing improvement of its services.
Research explores the required need of the society; it helps to address the real
demanded services to the potential and existing clients. Results of the researches
will be used to develop interventions focusing on specific SMEs requirements.
Specific focus will be placed on research for use of scientific result to improve the
competitiveness of SMEs.
4.1.7.1 Conduct Research
In the planning period, the organization will conduct research on services offered
to SMEs, agro processing development and metal works and establishing their
impact to the community. The research results will be used as a catalyst in planning
new and improvement of existing initiatives that support SMEs development.
Target 1:
Conduct 3 researches by the end of June 2014.
Target 2:
Disseminate research findings from 3 researches to stakeholders by the end of June 2014.
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Target 3:
Develop 2 programs resulting from research findings by the end of June 2014.
OBJECTIVE 2
4.2
TO IMPROVE TRAINING, CONSULTING AND EXTENSION SERVICES
Output 1 4.2.1
Training Programmes for SMEs Implemented
The organization will continue to upgrade skills, knowledge and attitude to its
clientele Small and Medium Enterprises (pre starters, starters, existing, growth
oriented enterprises and at Maturity stage enterprises), one of critical factors that
hinder creation and growth of enterprises is the lack of entrepreneurship and
business skills that would enable them to overcome some of the obstacles they face
or plan strategically to grow in spite of them. This limits SMEs potential from the
stage of opportunity identification, through business planning, implementation
and management, diversification to accessing new markets and growth. However
SIDO will in addition provide technical skills development and ICT and other
specialised trainings including Training cum Production Centers (TPCs) that
will help to stimulate economic development in rural areas.
This intervention will result into establishment, growth and sustainability of
enterprises in various sectors. Moreover, the intervention will address National
Strategies especially One District One Product (ODOP), “Kilimo Kwanza” and
MKUKUTA in areas of value addition to agricultural products, increase shelf
life of processed food products, reduce post harvest losses, and create more job
opportunities, increase income of the target beneficiaries.
In three years period, SIDO plans to strengthen training programs by increasing
the number of courses and participants through collaborations with other
development partners through:
4.2.2.1. Conduct Training Needs Assessments (TNA) for SMEs and Training Providers
The analysis identifies training gaps on SIDO clientele (Pre starters, Starters,
Existing, Growth oriented and mature Enterprises at Micro, Small and Medium
levels) and sectors in focus through entrepreneur’s own assessment of the
problems and potential solutions. SIDO will further conduct training needs
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
assessment of its own staff and those of other BDS providers. During the previous
plan, 533 training needs assessments were conducted. The assessment result will
ultimately lead to developing training programmes that will address knowledge
gaps identified.
Target 1: Conduct 1973 TNAs in 21 regions by the end of June, 2014.
4.2.1.2. Develop/Improve Innovative Training Products / Programmes / Services for SMEs
The knowledge, opportunities and skills gaps identified will lead to development
of new and or in improving existing training programme for SMEs, staff and
other business development service providers. During the previous plan, 87
existing modules were improved.
Training programmes to be designed or improved will aim at responding to
specific training needs to be identified and ensure efficient delivery of training
programmes to maximize their impact. There is evidence that well designed
training programmes and continuous improvements to learning mechanisms in
SMEs have a substantial impact on productivity and added value.
Target 1: 12 training programs designed/developed at SIDO Head Office by June, 2014
Target 2: 96 training programs designed/ improved by June, 2014.
4.2.1.3 Conduct training for SMEs
SIDO has the responsibility to organize, conduct, monitor and evaluate the
implementation of training programmes for SMEs. During the previous
plan, training in the following main areas was conducted: 374 Courses in
entrepreneurship skills development; 725 Courses in Business Management Skills
development; 347 courses in Technical skills and 284 in ICT basic requirements
and use.
The training will address requirements of specific groups like pre starters, starters,
existing and growth oriented SMEs. The programmes will cover all categories of
skills such as entrepreneurship, business management, ICT and technical skills.
Target 1: 720 Entrepreneurship and Business management courses conducted resulting into 18,000 participants trained by June 2014.
Target 2: 300 Food processing courses conducted resulting into 7,500 participants trained by June 2014.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
Target 3: 450 Technical courses conducted resulting into 11,250 participants trained by June 2014.
Target 4: 252 Organizational skills courses conducted resulting into 6,300 participants trained by June 2014
4.2.1.4 Support services to Training Cum Production Centers (TPCs)
TPCs help to stimulate economic development in rural areas by providing
opportunities for employment and poverty reduction through enabling the
potential trainees to acquire skills in technology, production and marketing. The
TPCs are currently Food Processing Training Cum Incubation Centers (DSM
and Morogoro), Njombe TPC, Dodoma Leather Centre, DSM Bamboo craft,
Usangi and Mwanza Sewing School. These will continue to be strengthened in
order to bring more impact to both rural and urban population.
Target 1: Conduct 488 skills development courses to 12,200 SMEs by the end of June 2014
Target 2: 6 TOT courses conducted resulting into 150 participants trained by June 2014.
Output 2
4.2.2 Business Consulting Services Provided to SMEs
SMEs should not be left alone in their fight for survival after motivating and
training to start new business, they need to be facilitated to grow, multiply and
replicate into a sufficient (critical) mass across industries and sectors. In the
process, the level of competitiveness and dynamism of domestic enterprises
and, by implication, of the economy as a whole will be greatly enhanced through
delivery of business information or advice to SMEs at their places of business.
The problems to be addressed include lack of business information, technical
and business skills among SMEs. According to past initiative enterprises were
provided with business advisory services. During the planning period, the
organization is committed to strengthen the services through:
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
4.2.2.1 Provide Management Advisory Services
Business advisory services are pieces of information provided by SIDO extension
officers to guide SMEs to establish, operate, monitor and make corrective
measures to their businesses. The services are provided in office, on site and by
using ICT.
During the previous plan, 19,655 entrepreneurs were provided with advisory
services in different business aspects. In terms of numbers, this is the activity
with the overall highest number of clients. Normally, starters need to identify
business opportunities and those in business need to improve productivity and
profitability and sustainability. The organization will ensure the capacity to
appropriately guide them is in place.
Target 1: Provision of advisory services to 75,599 enterprises by the end of June 2014.
4.2.2.2 Conduct business diagnostic Studies
Business diagnosis is the process of checking the status of an ongoing business to
uncover the inherent weaknesses and challenges. Many SMEs don’t operate well
and the need for this service is potentially high. However the service offered has
to be paid for as it is resource and professionally very demanding. During the
previous plan, operational status of 583 operational enterprises was established
and proper guidance provided.
The intervention will be continued during the plan period with the aim of
identifying operational and managerial gaps then facilitate prescribing solutions
to the businesses prosperity, growth and sustainability.
Target 1: Conducting 255 enterprises’ diagnostics studies (health checks) by the end of June 2014.
4.2.2.3 Carry out Area Development Surveys (ADS)
An area development survey is a study which explores the potential resources/
opportunities available in a location for utilization in investment decision making.
During the previous plan, 131 surveys were conducted in different districts. The
survey results are used as inputs for investment undertaking and establishment
of project feasibilities.
Target 1: Conducting 255 Area Development Surveys by the end of June 2014.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
4.2.2.4 Prepare Techno Economic Profiles (TEPs)
A techno economic profile is a document containing technical, market, financial,
social and environmental analyses used as a guide for an investment opportunity.
SIDO uses Computer Model for Feasibility Analysis and Reporting (COMFAR)
and Company Project Profile (CPP) software as analytical tools to establish
viability of business opportunities and enable potential investors to undertake
further analysis for investment decision.
Target 1: Prepare 255 techno economic profiles by the end of June 2014.
4.2.2.5 Provide Counseling/Coaching services to SMEs
Counseling is a guided process of self discovery, which could also be described as
‘coaching’. The counselor helps a client to identify challenges, opportunities and
resources, define options and select a course of action. However, small business
owners cannot afford to access commercial expertise. Besides own staff, SIDO
will use experienced entrepreneurs by way of knowledge, skills and attitude
transfer to continuously guide young businesses for success and stability.
Targets 1: Conduct counseling and coaching to 2,257 SMEs by the end of June 2014.
Output 3 4.2.3 SME Industrial Cooperatives, Associations & Self Help Organizations (SHOs) Strengthened.
SMEs including special groups/ associations like women, youth, disabled and
retirees are facing common business enterprises problems such as lack of group
formation skills, savings mobilization skills, management skills for savings and
credit services, entrepreneurship skills and lack of skills to formulate group
constitutions. These challenges have been pulling back the SME efforts to grow.
According to past initiatives, SIDO supported formation of SME cooperatives /
associations and 478 were strengthened. SIDO also facilitated 591 SMEs access
to other business / financial services. During the plan period, the organization
will continue with its supportive efforts on formation and strengthening SME
cooperatives / associations as follows:
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
4.2.3.1 Facilitate formation of SMEs cooperatives/associations/
SHOs
SMEs cooperatives/associations are voluntary groups or associations of
individuals and/or individual businesses who share and jointly pursue a common
interest. They have all come into being as a result of an original and genuine
act of collective self help. SIDO realizes that with its limited means it will not
be able to reach a majority of enterprises and provide them with all required
services. It is therefore building on initiatives within the sector for the mutual
provision of services of entrepreneurs to each other, in particular by forming selfhelp organizations for the mutual provision of services by members to each other.
Target 1: Facilitate formation of 306 SME cooperatives, associations and SHOs by the end of June 2014.
4.2.3.2 Facilitate Strengthening of SMEs cooperatives, associations and SHOs
Strengthening in this case means improvising capacities in terms of management
of the cooperatives/associations. SIDO will provide capacity strengthening
services to SME associations, in the areas of leadership skills development,
constitution making, savings mobilization, credit provision, administration and
general business management.
Target 1: Support strengthening of 502 SME cooperatives, associations and SHOs by the end of June 2014.
4.2.3.3 Access to SME business service providers
SIDO supports Cooperatives and SME association to have easy access to financial
resources, business development services, and organizational skills through
network of differentiated services.
Target 1: Facilitate 1565 SME cooperatives, associations and SHOs to access business services by the end of June 2014.
Target 2: Facilitate 764 SME cooperatives, associations and SHOs to access financial services by the end of June 2014.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
Output 4
4.2.4 Regional Offices Service Delivery Capacity Strengthened
Regional Offices are the main actors of SIDO and as such improving their
performance is at the heart of the Organization. Higher efficiency results from
increased knowledge and skills of the staff, more and better working tools and
equipment constant monitoring and evaluation which results into better feedback
for prudent and quick decision making. Regional offices are the hub of extension
services and as such proper and frequent networking with SME stakeholders is
necessary. During the plan, monitoring of Regional Offices’ meetings, supervision
implementation of business plans, networking and collaboration with partners
and stakeholders will be adopted and implemented:-
4.2.4.1 Train Extension Staff and BDS Providers
With respect to Extension Staff training, there are still gaps between the SME
demands and the services provided by SIDO. Staff skills at all levels have been
developed in order to create harmony and ensure smooth implementation of
strategies in the Corporate Strategic Plan. Additional resources will be needed
to upgrade/develop skills of staff on new products and systems at HQ’s and RO’s.
Preference is given to group approach so that each professional staff undergoes at
least one training (basic or upgrading) in a year.
There are a number of public and private institutions supporting development of
SME, through provision of business development services. The challenge is how
these institutions can be mobilized and coordinated so that not only they apply
best practices in supporting SME development but also address their constraints
to have far reaching consequences in terms of impact and outreach.
Target 1: 15 staff group training by June 2014.
Target 2: 10 group training for BDS providers conducted by June 2014.
4.2.4.2 Supervise implementation of the Regional Offices’ Business Plans
It is an ongoing good practice that every year Regional Offices prepare business
plans which are being discussed and agreed upon by the Management for
implementation. These plans are usually subsets for the Board approved
Corporate Strategic Plan. Through the MIS, the Head Office is in a better position
to supervise implementation.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
Target 1: Supervise preparation of 96 Business Plans by the end of June 2014.
Target 2: Monitor implementation of 252 Business Plans by the end of June 2014.
4.2.4.3 Strengthen Networking and Collaboration with Stakeholders
SIDO alone cannot satisfy SMEs’ requirements of capital, technical and capacity
building services hence the importance to build synergies with other stakeholders
in order to address SMEs’ needs. During the previous plan, 577 contacts were made
with stakeholders aimed at discussing, supporting and exchanging experiences
for the benefit of the SMEs in their particular areas. Concerted efforts were made
to enable clients to access services from different providers such as loans, tenders,
markets and financial assistance.
The organization will continue to play its role in developing capacities of SMEs’
support organizations to network between themselves and others. These efforts
will be up scaled during the plan.
Target 1: Number of meetings with 1260 stakeholders by the end of June 2014.
Target 2: Facilitate implementation of 510 joint interventions by the end of June, 2014.
4.2.4.4 Organize Regional Offices’ meetings
There is an operating Management Information System for easy information
dissemination. It is statutory for the Regional Offices to hold monthly management
meetings and quarterly meetings of the RSMEAC as tools of activities monitoring
and evaluation. Reports and minutes are being submitted to the head office for
information, advice and decision making if need be. Smooth implementation
enables the head office at any time to know what is happening in the regions and
to take remedial measures where needed. It is however important to stress the
fact that most of the decision making has been decentralized to the regions.
Target 1: Organize 567 Regional Offices’ meetings by the end of June 2014.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
Output 5: Rural Industrialization and Value Addition Strategies and Programmes Implemented 4.2.5.1 One District One Product Strategy (ODOP) Implemented
The One District One Product (ODOP) is a rural industrialization strategy
emulated from the One Village One Product (OVOP) of Japan, where products
are developed based on resources and features unique to particular villages. Due
to scarce resources in Tanzania and our level of development, the ODOP strategy
is being implemented at district level. The strategy focuses on achieving equitable
rural economic development and reduction of constant rural urban migration
through promotion and development of district specific products and services.
The same is done by capacity building of interventions of communities/enterprises
and value addition to local resources through processing and marketing.
The ODOP approach encourages farmers or firms to develop a product or service
unique to their district and develop it into a nationally and a globally recognizable
product. Furthermore, it intends to identify unexposed unique products in a
district by considering local resources and skills available based on comparative
and competitive advantages.
The Government is in full support of this strategy and has already committed some
funds to the tune of Tshs. 303 million for the development and operations during
the previous plan period. In implementing this strategy SIDO is partnering with
LGAs and the private sector through TCCIA under TPSF. The outreach to SMEs
is done through provision of credit, capacity building and advisory services. The
responsibility of selection of products lies on the LGAs and the private sector.
The challenges in implementing the strategy are inadequate funding and
inadequate working facilities. The success so far are reflected in the number of
SMEs served about 16% of enterprises receiving SIDO services.
4.2.5.1.1 Promote ODOP Strategy
In order to make ODOP Strategy better known to stakeholders SIDO will continue
to promote the strategy country wide at all levels from village, districts, regional
and at national level. The objective is to ensure that stakeholders integrate the
strategy into their own plans. Promotion strategies will include sensitization and
awareness creation workshops, radio programmes, publicity materials, exchange
visits, organized exhibitions and other marketing programmes,
Target 1: 42
66 awareness workshops conducted in the Regions and at HQs.
CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
4.2.5.1.2 Provide services to selected district products
The strategy is being implemented through development technical economic
profiles for selected products, facilitate business plans preparations for enterprises,
and provide business development and financial services to primary producers
and processors. During the previous plan, support services through the program
were provided in 120 districts covering 40 products, facilitating establishment of
1077 small industries, which in turn created 5089 jobs.
Target 1: 1,875 New industries established by June 2014.
Target 2: 7,688 Existing industries supported by June 2014
Target 3: 9,377 Jobs created by the industries by June 2014
4.2.5.1.3 Establish working relationships with Local Government Authorities (LGAs)
In order to ensure the success and sustainability of ODOP program country wide,
SIDO in collaboration with the Ministry responsible for LGAs will develop joint
memorandum of understandings (MoUs) which will spell out how the program
activities will be mainstreamed and integrated into district plans.
Target 1: MoU signed with Ministry of Regional Administration and Local Government (RALG) by June 2014.
4.2.5.2 Rural Micro, Small and Medium Enterprises programme - “MUVI” Supported
The Rural Micro, Small and Medium Enterprises (RMSMEs) program popularly
known as MUVI was developed to support Rural Micro, Small and Medium
Enterprises through selected value chains, to deliver sustainable margins to
producers in order to increase their income and reduce poverty. MUVI targets
rural poor entrepreneurs with means and motivation to enter the market. The
programme operates in six regions of Pwani, Tanga, Manyara, Mwanza, Iringa,
and Ruvuma. Implementation of the project is done through, Communication in
Rural Business, Rural Business Support Services and Institutional Strengthening
components.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
4.2.5.2.1
Facilitate provision of communication in Rural Businesses
The aim is to enable value chain stakeholders to communicate and improve their
awareness of market opportunities and how to exploit them. So far, the Media
Implementing Partner (MIP) has been contracted with the main task of preparing
the communication strategy and coordinating its implementation.
The Media Implementing Partner has prepared and delivered a communication
strategy, which was approved thereafter. RMSMEs themes or issues to be addressed
by Media outlets include, among others; markets, technology, credit or finance;
entrepreneurship, policies and regulations. The implementation base has been
developed through MUVI branding (Log design, tag-line vision statement music
jingle), stakeholders corporate sponsors meetings, MUVI web-site establishment,
selection of partner radio stations, news paper stations adds, fliers, posters, books
etc. as well as capacity building of programme / SIDO staff and Radio staff.
On the other hand, communication will facilitate knowledge management to
improve development effectiveness. Knowledge sharing and innovation systems
will be an integral part of the program implementation framework including use
of IFADAFRICA Network and other thematic networks to share experiences.
Target 1: Number of listeners of MUVI Programme increase by 20% by June 2014
Target 2: Training bids awarded and workshops implemented by June 2014
Target 3: Printed materials distributed and radio broadcasts scheduled as per listening groups activities
4.2.5.2.2
Facilitate provision of Rural Business Support Services
The rural business support services are activities which enhance development
and strengthen the selected value chains. These include tendering process; rural
business strengthening; rural business brokerage and development services. The
actual provision of support services are being done by Value Chain Implementing
Partners (VCIPs) who were contracted to do the diagnosis and whose results led
to selection of 12 value chains in the six participating regions. The selected Value
Chains are Sunflower (in Mwanza, Manyara, Tanga, and Iringa); Cassava (in
Ruvuma, Mwanza and Pwani); Livestock (in Manyara); Fruits (in Pwani, Tanga);
and Tomato (Iringa).
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
The Value Chain development and implementation is in progress. The VCIPs
have established their operational offices, identified and linked with other value
chain actors (farmers groups, transporters, producers, processors, input suppliers
etc). They also have formed the value chain development facilitation teams,
established pilot districts, developed final participatory investment plans and
validated them.
Target 1: Increase in number and membership (male and female) of producer and trade organizations 50% by June 2014
Target 2: Increase of people in formal associations including SACCOS/
SACCAs registered increase 150% by June 2014
Target 3: Increase in number of business plans completed 175% by June 2014
Target 4: Number of brokers/BDS introduced to potential clients
4.2.5.2.3
Facilitate institutional strengthening
The programme aims at facilitating provision of skills and strengthening capacities
of public and private sector bodies involved in value chain implementation to
ensure efficient and effective support to rural RMSMEs in target regions. These
include MITM, SIDO, regional and district local government authorities and
private sector service providers. The skills development are in areas of project
accounting, tendering, procurement, knowledge learning and sharing through
exchange visits, Customer Care, and Contract Management. Also, the need
for an effective, operational Environmental Impact Assessment process will be
addressed.
During the previous plan, capacities of the offices to be actively used by the
program’s operations were enhanced by procuring and putting in place all the
necessary working systems and facilities such as monitoring and evaluation
framework, motor vehicles, office equipment, furniture and fixtures.
Target 1: Number of TA contracted by 2014
Target 2: At least 15 study tours completed for District level personnel by 2014
Target 3: At least 15 study tours completed for Regional level personnel by 2014
Target 4: At least 30 person courses for Regional staff in specific technical issues completed
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
Target 5: At least 25 person courses for District staff in specific technical issues completed
OBJECTIVE 3
4.3
TO DEVELOP AND IMPROVE MARKETING AND INFORMATION TECHNOLOGY PROGRAMMES
SIDO will strengthen strategic marketing and information communication
technology programmes so as to assist and increase meaningful participation of
SMEs in local and global economy. Moreover, SIDO will continue to increase the
pace of promoting and creating awareness on its services and activities locally
and internationally.
Output 1
4.3.1
SMEs Ability to Access Local and International Market Increased
Small and Medium Enterprises’ access to local and international markets is a tool
to spearhead creation and growth of enterprises. It opens up their minds, make
them take businesses into a wider perspective and produce goods and services
acceptable to customers. SMEs’ businesses are being conducted in challenging
and dynamic environment. Furthermore most of SMEs are operating with limited
business knowledge and skills. Recent initiatives taken include, organizing
zonal exhibitions and trade fairs, carrying out market surveys, developing/
improving marketing tools, sourcing market opportunities and availing them
to SMEs. Strategically, SIDO aims at increasing SMEs ability to access local and
international markets through:
4.3.1.1. Develop and Improve Marketing Tools
Marketing tool is a method that gives the opportunity to quickly promote
a business to a prospective customer. During the two years of CSP III, the
organization developed 3 different marketing products.
SIDO continues to explore, develop and improve different marketing tools in
response to changing market requirements like brochures, postcards, newsletters,
websites, exhibitions, marketing campaigns, mails and advertising.
Target 1: 46
Develop/improve 15 marketing tools by the end of June 2014.
CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
4.3.1.2. Conduct Periodic Market Surveys
Market survey is the process that embraces market opportunities and
requirements through promotional campaign, consumer market research and
assimilation of market feedback. The result of market surveys will provide
management with relevant, accurate, reliable, valid and current information
for proper decision making regarding planning, implementation and control of
marketing programme.
During the two years of CSP III, 128 market surveys were carried out to establish
the current real taste and demand of customers. As a result marketing programmes
were developed to respond to specific market requirements.
SIDO sees the need to explore and guide SMEs to capture market opportunities
for development and growth that cover full range of the market performance.
SIDO will carry out market surveys in order to establish facts on existing and
potential markets for SMEs products and enhance its capacity to provide well
informed market interventions. SIDO sensitizes, mobilizes and facilitates SMEs
to understand the regional and global market requirements in order to become
competitive in the markets.
Target 1: Conduct 291 periodic market surveys by the end of June 2014.
Target 2: Identify 1500 new market opportunities including market related services by the end of June 2014.
Target 3: Expand and strengthen export promotion activities for SMEs in 135 export driven events by the end of June 2014.
4.3.1.3 Promote Business Linkages between SMEs and Large Enterprises
Exposure of SMEs’ products to a wider market including large business enterprises
like hotels and super markets, Government and non governmental institutions
is a way of enhancing SMEs business growth. Most business enterprises supply
products and provide its services to markets within their reach. Though they
are aware of potentials of a wider market, but due to their limited operational
capacities they don’t explore how their businesses could be expanded to reach
that far. The fact denies them the advantages of economies of scale and of serving
different market segments.
The organization will sensitize SMEs to establish business cooperation, alliances
with large enterprises and between themselves. The arrangement will take a
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
form of working as and through agents. The intervention aims at stimulating the
growth and sustainability of SMEs products and services in a wider market.
Target 1: Promote 291 business linkages between SMEs and large enterprises by the end of June 2014.
4.3.1.4 Facilitate Tendering for SMEs
SMEs fail to participate and win tenders from various institutions including
Government Authorities due to inadequate access to information. Moreover,
lack of confidence and inadequacy of knowledge on tendering procedures are the
major challenges to SMEs in participating in the tendering exercise.
In the two years of CSP III, 123 SMEs were assisted to sell their products through
tendering system. Most of tenders were obtained from local government. SIDO
will facilitate SMEs to acquire various techniques which will increase their
involvement in tendering. SMEs will be coached on how to effectively participate
to win tenders.
Target 1: Facilitate 273 SMEs to participate in tendering by the end of June 2014.
4.3.1.5 Promote SMEs’ Business through Exhibitions and Trade Fairs
Products and services exhibition is a specific event to display and demonstrate
products and services made by SMEs. Products exhibitions and trade fair
events expose SMEs’ goods and services to potential customers, and give them
opportunity to share experiences, learn from each other, enhance their chances
to enter into new market and sharpen their competitive edge.
During the two years of CSP III, the Organization organized 17 zonal exhibitions
and facilitated SMEs to participate in DITF, Nanenane, Africa Industrialization
day and Women day. The events attracted 3104 exhibitors from different corners
of the country. As a result, exhibitors made sales of products and services worth
Tshs 2.605 billion.
SIDO will stimulate and facilitate active participation of SMEs to local and
international products’ exhibition events organized by both SIDO and others. On
the other hand, more emphasis will be placed on exposing machines, equipment
and tools to be manufactured by SMEs for developing of production and service
provision capacities of other business entities and final consumers.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
Target 1: Organize 26 SMEs’ products exhibitions by the end of June 2014.
Target 2: Facilitate SMEs’ participation to 55 trade fairs by the end of June 2014.
Output 2
4.3.2
SIDO Services Awareness and Accessibility Increased
The response of stakeholders towards SIDO services is determined by their level
of awareness and how the services are packaged and presented to them. The
demand for business development and financial services is quite high, but SIDO
is serving just a fraction of it. This is due to inadequacy of SMEs’ awareness to
SIDO services. Therefore, there is dire need of creating further awareness to a
bigger clientele to enable them to utilize the services.
In the previous plan the customers accessed information on SIDO services
through promotional events and SIDO website. In this plan, the Organization
will enhance its services and develop marketing strategy to promote and create
awareness for the public to use the same effectively.
4.3.2.1 Promote SIDO Services
To ensure SIDO services are being consumed by intended customers, the
Organization will continue to develop and avail various promotional programmes
through SIDO website, audio – visual, print media and promotional events.
During the two years of CSP III, 412 events covering the Organization activities
appeared in different television programs and articles in different newspapers
at regional and national level. The services were carried out during the SIDO
zonal exhibitions, special visits made to promote SIDO services and use of SIDO
website.
Target 1: Develop the SIDO services marketing strategy by the end of June 2012
Target 2: Promote SIDO services through 255 television broadcasts by the end of June 2014.
Target 3: Promote SIDO services through 302 articles in print media by the end of June 2014.
Target 4: Promote SIDO services through 313 radio Programmes by the end of June 2014.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
Target 5: Promote SIDO services through participating in 138 promotional events by the end of June 2014
Target 6: Promote SIDO services through website, 564 postings to SIDO website by the end of June 2014.
4.3.2.2 Develop Promotional Materials
A Promotional material is one of the tools which enable both SIDO and SMEs to
market their services to customers. SIDO has a responsibility of developing the
promotional tool for marketing its services as well as SMEs’ products.
During the two years of CSP III, 411 promotional materials were prepared
and distributed to the public. The materials produced included SIDO Habari
newsletter, brochures, fliers, wall calendar, rollup banners, business cards holders,
insurance cover stickers, T- shirts, caps and SMEs brochures.
Target 1: Develop 76 types of promotional materials to market the Organization services by the end of June 2014
Target 2: Develop 55 types of promotional materials for SMEs by the end of June 2014
4.3.2.3 Promote Networking and Collaboration
SIDO has always realized the importance of cooperating with other local and
international operators in providing support to businesses and services. Thus,
the Organization will continue to create and utilize all such opportunities. In the
two years of CSP III, 66 Meetings were organized by SIDO and its members of
staff participated in 352 meetings, seminars and conferences organized by other
stakeholders.
Target 1:
Organize 1,095 local and international meetings by the end of June 2014
Output 3
4.3.3
Information and Communication Technology Services Provided
Information and Communication Technology (ICT) is the most efficient and cost
effective tool in collecting, processing, storing and disseminating information.
Inadequate organizational capacity challenges the effort of providing supportive
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
services to SMEs. Furthermore, limited skills and access to a pool of information
hinders SMEs to produce market driven products, explore market potentials,
work on investment opportunities, technology sources and other related business
information.
In the previous plan, the organization implemented interventions that focused
at improving the capacity of information and communication technology
whereas information centers were established in the regions and trainings on
ICT applications were conducted. In enhancing provision of ICT services, the
Organization plans to:
4.3.3.1 Provide information Services through Information Centers
Knowing that information is power, SIDO mechanized techniques to facilitate
dissemination of business information to SMEs. Information and Display Centers
are being established in all SIDO regional offices to serve the purpose.
During the two years of CSP III, 15 information centers were established at SIDO
Head Office, Dar es salaam Industrial estate, Dodoma , Sumbawanga, Arusha,
Singida,Kigoma, Mwanza, Ruvuma, Lindi, Kagera, Tabora, Mara, Mtwara and
Mbeya Industrial estate. The services of the centers attracted 1281 entrepreneurs.
These Centers will provide reliable and high quality services to meet the SMEs
needs. Information Centers will be used both for building ICT capacities as well
as availing business information to SMEs. The initiatives will be taken to enable
SMEs to access information from the centers.
Target 1: Provide information services to 94,640 people through information centers by the end of June 2014.
OBJECTIVE 4
4.4 IMPROVE AND EXPAND FINANCIAL SERVICES DELIVERY
Output 1
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
4.4.1
Increase Availability of Credit Funds, Delivery and Advisory Services
Limited access to finance is among constraints facing SMEs’ business development.
This limits SMEs capacity to establish, survive, grow, expand their markets and
eventually increase incomes. It is important to improve financial services delivery
to meet increasing demand of the service by SMEs and the challenges thereafter. In
the previous plan the Organization managed to expand the capital and therefore
portfolio base and ensuring an efficient financial services delivery system.
In this plan the Organization will continue to liaise with various financial
institutions in supporting SMEs to access financial facilities. Moreover, sealing
working relationship with other institutions on provision of financial services to
clients will be made. Strategically the organization will focus on:
4.4.1.1 Improve performance of portfolios
Managing credit portfolio is an important aspect for ensuring growth, stability, and
sustainability. Apart from the virtually good looking facets, credit management
has also to lead to provision of socio economic benefits to the clientele.
In the two years of CSP III, 11,779 loans valued at TShs. 9.436 billion were disbursed
to entrepreneurs. As a result 23,945 jobs were created and the performance of the
existing portfolio was good with an average loan repayment rate of 96%.
At the same time the organization will continue making further improvement on
financial services delivery mechanism in order to meet increasing demand of the
service by SMEs and the challenges thereon.
Target 1: Disburse loans worth Tshs. 27.9 billion by the end of June 2014
Target 2: Disburse loans to 11,160 SMEs by the end of June 2014
Target 3: Increase portfolio size from 16% to 20% by the end of June 2014.
Target 4: Increase the loan repayment rate to 98%.
4.4.1.2 Mobilize Credit Funds from New Sources
The demand for SIDO’s financial support to SMEs is higher than the capacity of
the organization to meet it. The services have been mostly relying on traditional
source which is mainly capital injection from the Government. In two years of
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
CSP III, SIDO received Tshs. 940 million to boost the NEDF credit fund from
the Government budget. Efforts will be made to expand the capital and therefore
portfolio base by mobilizing credit funds from new sources which include TIB
Agro Processing Fund, NMB JUHUDI managing the credit portfolio Credit
Guarantee Fund.
Target 1: Mobilize credit funds to Tshs 10 billion from new sources by the end of June 2014.
4.4.1.3 Provide Financial Advisory Services to SMEs
Experience shows that SMEs are not only constrained by inadequate access to
finance but also financial management. Financial advisory services help SMEs
to address financial challenges that are encountered during establishing and
operating their businesses. SIDO will continue to liaise with various financial
institutions such as banks that have shown interest and willingness to collaborate
in supporting SMEs. Moreover, establish a link through which SMEs could access
their financial services and to ensure delivery system is working.
Target 1: Search and provide information on 15 types of credit schemes by the end of June 2014.
Target 2: Provide financial advisory services to 36,400 entrepreneurs by the end of June 2014.
OBJECTIVE 5
4.5
TO DEVELOP AND IMPLEMENT CAPACITY BUILDING FOR THE ORGANIZATION
Output 1
4.5.1 Human Resources Capacity Enhanced
The organization is considered healthy if its employees are competent and capable
in delivering services that cater for what are demanded by potential customers.
Recruitment of appropriate personnel, ensuring continuous staff capacity
building and other intrinsic and extrinsic motivators lead to increased efficiency
and productivity of an organization.
Business service delivery within the dynamic, challenging environment demands
for continuous human resources development to cope with the changes. In the
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
previous plan, 180 members of staff were involved in various skills development
initiatives. The imparted knowledge has had an impact on their efficiency and
productivity in delivering quality services.
In this plan the organization will continue to ensure appropriate recruitment,
maintaining and upgrading skills of the staff, establish retention, succession and
retirement schemes. Furthermore, ensure maintenance of staff health, address
issues of HIV/AIDS pandemic and set up a clear internal communication system.
Strengthen workers organization (TUICO) as a bridge between workers and
management to sustain harmony and conducive working environment.
4.5.1.1 Recruitment of staff
Recruitment of staff will be done to fill vacant posts. The recruitment will also
consider the importance and requirements of succession.
Target 1: June 2014.
Recruit 50 professional staff to fill vacant positions by the end of
4.5.1.2 Establish Succession Plan
Succession planning is a process for identifying and developing internal people
with potential to fill key leadership position in the organization. It increases the
availability of experienced and capable employees that are prepared to assume
these roles as they become available. The Organization recognizes the importance
of succession plan in improving employees’ commitment and retention, meeting
the carrier development expectations of existing employees and counters the
increasing difficulty and cost of recruiting externally. In doing so, the organization
plans to build a database that can be used to make better staffing decisions for key
positions.
Target 1: Establish and implement a succession plan by the end of June 2012
Target 2: Update staff database 6 times by the end of June 2012.
4.5.1.3 Prepare Staff Development Programmes
Staff development involves identification and preparation of training programmes,
upgrading and promoting staff, study tours and exchange programmes to improve
their performance. Employees’ performance assessments will be reviewed in
line with agreed organization objectives. Proper in house and external training
programmes will be put in place according to TNAs conducted.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
Target 1:
Implement 10 staff skills development programmes by the end of June 2014
4.5.1.4 Conduct Health Check-ups of Workers
The Organization will implement health improvement and maintenance
for its members of staff through HIV/AIDS intervention, conducting
awareness campaigns and voluntary medical check-ups for ailments like
blood pressure, diabetes, cancer etc.
Target 1: Conduct 6 health check-ups of workers by the end of June 2014
Target 2: Implement HIV/AIDS work place programme by providing incentives by the end of June 2014.
Output 2
4.5.2
Operational Capacity of Organization Enhanced
Working facilities, tools, equipment and supportive systems are among the
milestones for the quality service delivery. Provision of quality goods and services
to the clientele is limited by inadequate financial resources, office infrastructure,
working facilities like computers, transport facilities, training equipment as well
as furniture and fixtures, operational manuals and guidelines.
In the previous plan, the Organization, to some extent managed the situation
through improving building structures, facilities and systems. In that regard
the concerted efforts are needed to ensure availability and maintenance of good
working environment for better service delivery. In this plan the following targets
will be implemented:
4.5.2.1 Ensure availability of training facilities
Effective delivery of training services requires appropriate space and equipment
such as flip chart stands, Liquid Crystal Display (LCD) projectors, digital
cameras, food processing machinery and equipment. The Organization aims at
improving physical environment, comprehensive and relevant modules which
are user friendly and spacious training rooms which are furnished appropriately.
Target 1: Develop 8 training rooms by the end of June 2014.
Target 2: Equip 8 training rooms with basic facilities by the end of June 2014.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
4.5.2.2 Improve office working facilities
Office infrastructure, working facilities like computers, transport facilities, as well
as furniture and fixtures, operational manuals and guidelines are indispensable in
executing effective extension services to SMEs.
Target 1: Purchase 18 Vehicles for transport facilities by the end of June 2014
Target 2: Provide better working facilities to 15 regional offices by the end of June 2014
Target 3: Develop and upgrade 22 operational manuals by the end of June 2014
Target 4: Construct 5 regional offices by the end of June 2014
Output 3
4.5.3 Capacity of ICT System of Organization enhanced.
An efficient information system is one of the factors that facilitate the achievements
of the goals set by an organization. Basing on that, SIDO will continue to enhance
the ICT system through integrating various IT functionalities. The established
system will organize the information resources; facilitate automation and
supports interactions among users within and outside the organization.
In previous plan the SIDO system has been strengthened through acquisition of
domain and mail servers, obtained website software and updated mailing system.
During the plan, the following will be done:
4.5.3.1 Develop an Intranet of the Organization
Intranet is a computer network with restricted access, as within a company, that
uses software and protocols developed for the internet. SIDO will endeavor
to establish an intranet system which will organize the information resources
to enable staff members share Information, facilitate assignments of tasks and
schedules, share news and opinions. The main objective is to strengthen the
knowledge base and ease interactions among staff members.
Target 1: Develop an intranet of the Organization by the end of June 2013
Target 2: Develop Automatic Management Information System – MIS by the end of June 2012.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
4.5.3.2 Improvement of SIDO Website to Portal
Portal is the website that functions as an entry point to the internet by providing
useful content and linking to various sites and features. Modernization of SIDO
website will boost interactions among SMEs and the SIDO system. Development
of Web portal will focus on expanding the features of utilization of ICT resources
for SMEs such as news boards, enrichment of e-business features such as
e-marketing, support of ecommerce websites etc.
Target 1: Improve SIDO website to portal by the end of June 2014
Output 4
4.5.4 Organization capacity to document, monitor and evaluate SIDO services and systems developed
For the Organization to track the performance of its services, proper
documentation of the whole process of services provision is crucial. During the
plan period, the organization envisages to establish a Monitoring and Evaluation
(M&E) unit. The unit will be responsible to ensure the M & E process is effectively
done.
Through M&E process the organization will be in a position to understand the
path of progress of the services through implementation process and put the
services on the right track by recommending on corrective measures timely.
4.5.4.1 Establish a Functioning Monitoring and Evaluation Unit
At anyone point in time, there are various activities going on within the
organization. Feedback mechanism on the ongoing activities is imperative to the
management at all levels that is at operational and supervisory levels. Monitoring
helps in indicating the path of progress of the services through implementation
process and puts the services on right track by facilitating the management to
take corrective measures for better future implementation.
For the past three CSPs, SIDO has been improving methods of gathering
information with respect to its services offered to SMEs. The improvements
made were not properly harmonized leading to a need to establish an effective
coordinating unit which will also accommodate changes emanating from emerging
National policies, strategies, directives and programmes. In implementing CSP
IV the following will be done:
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
4.5.4.1.1 Improve Management Information System (MIS)
Management Information System is a systematic procedure of collecting,
compiling, transmitting and distributing information within an organization.
The information should then be stored in a fashion that allows easy retrieval. MIS
is a useful tool for measuring ongoing activities, quickly responding to deviations
from plans and ensuring that necessary action is taken. MIS will create a flow of
information between the operative, supervisory and managerial functions.
Target 1: Improve the existing MIS manual by the end of June 2014
Target 2:
Develop MIS software by the end of June 2014
Target 3:
Develop capacity of storing information by the end of June 2014
Target 4:
Improve a feedback mechanism to staff by the end of June 2014.
4.5.4.1.2 Track implementation of activities at all levels
The organization will monitor implementation of its activities in order to maintain
or improve its performance over time so as to ensure the targets are achieved as
planned. The monitoring will be done through routine data collection, analysis,
supervision, annual surveys and quarterly reports through visits, observations,
and recommendations.
Target 1: Prepare 306 monitoring reports by the end of June 2014.
4.5.4.1.3 Enhance evaluation of SIDO services
Evaluation is a process of analyzing and interpreting data, making deductions
and recommending better measures for future implementation. The main aim
is to determine the relevance and fulfillment of the objectives, efficiencies,
effectiveness, impact and sustainability. It allows mid-way interventions in terms
of introducing required strategic changes in implementation along with providing
an assessment of degree of attainment of objectives. Development and operations
of the Organization will be evaluated annually, though mid year reviews could be
done to track the trend and establish the direction.
Target 1: Establish SIDO evaluation system by the end of December 2011.
Target 2: Carry out 66 evaluation visits by the end of June 2014.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
4.5.4.1.4 Strengthen internal control system
Observance of established policies, procedures and limits is an integral part of
the internal control system. Variation from the set benchmarks and performance
indicators are captured and reported accordingly with recommendation of
remedies to be taken.
The internal audit is an internal control process responsible for aspects of financial
and management implementation reviews of efficiency and effectiveness of the
system within the organization. It ensures adherence to rules and procedures
during implementation. It also facilitates identification of areas of risk and
management process; provides advice about effective mechanisms to manage the
resources of the existing and new activities.
Target 1: Conduct 264 internal audits by the end of June 2014
4.6 THE MARKET
The demand for SIDO services reveals the type of clientele the services have to
be directed to. SIDO provides Business Development and financial services to
its targeted market in rural and urban areas. The main clients include formal and
informal sector enterprises which fall under micro, small and medium enterprises
referred to as SME sector.
The market segment of the SIDO services cuts across four categories of pre
starters, starters, existing and growth oriented clients and service providers. The
services being provided by SIDO are aimed at enabling capacity development
to indigenous entrepreneurs therefore facilitate their increased participation in
value addition, other income generation and job creation activities. In that case
the market will include:
4.6.1 Pre-start ups
This segment includes graduates from various higher learning institutions,
colleges, skills development centres and school leavers as well as other residents
who have not yet started any business or income generating activities.
The strategy on how to serve this segment includes the following activities; how
to Start Your Business (SYB), entrepreneurship skills, preparation of business
plan, business enterprise development facilitation and provision of information
on various available support services. The approaches that will be used include
sensitization, guidance, and facilitation to establish and run their businesses
sustainably.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
4.6.2 Start-ups
Start-ups at Micro, Small and Medium levels are entrepreneurs/ enterprises
which are in the process of investing into actual production of goods and services.
This segment will be provided with business development and financial services
comprised of marketing and Information, business linkages, skills upgrading,
working tools, credit and linkage to financial institutions; technical support
and business management training. The strategies of sensitization, guidance,
facilitation to establish and run their businesses sustainably will be based on both
clients’ demand and SIDO’s pro-activity.
4.6.3 Existing SMEs
Existing growth oriented small businesses are those already established enterprises
with growth potential in terms of income generation, job creation and market
expansion. Assistance will be provided on capacity strengthening services such
as specific business skills, technical and management support, entrepreneurship
skills, credit and financial linkages. The services will be provided on demand and
SIDO’s initiatives to attend them both in office and on site with a view of assisting
them to consistently grow to medium enterprises level.
4.6.4 Other Service Providers to SMEs
Service Providers to SMEs refers to institutions (private or public) providing
business development and financial services like LGAs, NGOs, CSOs, CBOs
and other business partners. SIDO will continue to undertake capacity building
measures in its areas of competence for other service providers in the SME sector.
4.7 TRANSFORMATION COST
4.7.1 Budget
Financial resources to be mobilized will be channeled to facilitate implementation
of the identified four strategic areas and ensuring the capacity to effect them
is appropriately developed. The strategic areas to be covered are: Technology
Development and technical services; entrepreneurship development and
extension services; marketing and information services; Financial Advisory and
Credit Services; and SIDO’s capacity development and strengthening. Annual
budget allocation details are shown in table below:
60
developed. The strategic areas to be covered are: Technology Development and technical
services; entrepreneurship development and extension services; marketing and
information services; Financial Advisory and Credit Services; and SIDO’s capacity
STRATEGIC
PLAN are
(2011/2012
development and strengthening. AnnualCORPORATE
budget allocation
details
shown– 2013/2014)
in table
below:
ESTIMATED FINANCIAL REQUIREMENT IN TSHS.’000’
ESTIMATED FINANCIAL REQUIREMENT IN TSHS.’000’
S/N
SERVICE AREA
1 TO ENHANCE TECHNOLOGY
DEVELOPMENT AND TRANSFER AND
TECHNICAL SERVICES
2 TO IMPROVE TRAINING, CONSULTANCY
AND EXTENSION SERVICES
3 TO DEVELOP AND IMPROVE MARKETING
AND INFORMATION TECHNOLOGY
PROGRAMMES
4 TO IMPROVE AND EXPAND FINANCIAL
ADVISORY AND CREDIT SERVICES
5 TO ENHANCE CAPACITY BUILDING OF
THE ORGANISATION
TOTAL
2011/2012
15,524,605
2012/2013
21,992,525
2013/2014
32,331,604
TOTAL
69,848,734
15,937,943
17,728,610
14,410,087
48,076,640
764,700
1,063,608
1,443,323
3,271,631
6,302,000
9,302,200
12,302,420
27,906,620
723,300
1,085,300
1,368,655
3,177,255
39,252,548
51,172,243
61,856,089
152,280,880
4.7.2 Sources and uses of funds
4.7.2 Sources and uses of funds
4.7.2.1 Mobilize and secure more sources of income
4.7.2.1 Mobilize and secure more sources of income
Financing of SIDO’s operational and service delivery activities depends mostly on
government
income from
of assets,
interest
on loans
and grants
Financing ofsubvention,
SIDO’s operational
anduse
service
delivery
activities
depends
mostlyfrom
on
government subvention, income from use of assets, interest on loans and grants
51
from other stakeholders. The available facilitation does not suffice the demand
and operational coverage requirement. The Organization will work to access
adequate funds by lobbying for more government budgetary allocation, pouring
more funds into loans so as to realize more interest income, improve generation
of income from assets and mobilize more grants from development partners.
Target 1: Increase the share of internal generated income to cover 50% of the total budget by the end of June 2014.
Target 2: Mobilize 5 new external sources from development partners by the end of June 2014
Target 3: Improve annual recovery of income from internal sources by 95%
4.7.3 Sources of Funds
It is anticipated that financial resources for the CSP shall be secured from four
sources:Internally generated funds and other sources
(60%)
Government subventions (40%)
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
4.7.3.1 Internally generated funds
It is expected that some of SIDO’s activities will be financed by income from the
day to day operations, particularly from consultancy services, training, technical
services, interest from credit portfolio and use of assets especially industrial
sheds.
4.7.3.2 Government subventions
The Government will continue to finance personnel emoluments as well as
development programmes.
4.7.3.3 Development Partners
In implementing different strategic development initiatives, SIDO will cooperate
and collaborate with different stakeholders where participation and facilitation
will be mutually agreed. The specific enterprise development interventions
include rural micro, small and medium enterprise development (MUVI) being
co-funded by development partners and the Government, One District One
Product (ODOP) with increased participation of local Government authorities
and the private sector. SIDO will team up with potential partners to plan and
thereafter implement the programmes.
4.7.3.4 Financial institutions
SMEs will be facilitated to access financial facilities available during the coming
planning period. SIDO will make arrangements with interested financial
institutions to establish SME financing window and through it facilitate enterprise
development and growth.
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CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
CHAPTER FIVE
BRIDGES TO SUCCESSFUL IMPLEMENTATION
The strategic plan implementation will be successful if environmental factors are
supportive. The key success factors include:
•
Increasing SIDO’s capacity in advocacy, public awareness, and
self determination so as to strengthen its sustainability, local and
international support;
•
Enabling policies such as the National SME Development Policy and
legal instruments are favored and being developed by appropriate
government ministries;
•
The current positive support and political-will such as East Africa
Common Market Protocol, to address SMEs issues at national and
international levels will prevail;
•
The Government, the private sector and development partners
provide concrete material and financial support in terms of longterm investment capital to SIDO and the sub sector it serves;
•
Socio-economic framework conditions which produce sufficient
opportunities for the SME development.
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ANNEX
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a nd Research Planning
73
p
Regional Extension Services
REGIONAL O FFICE
Training Services
Training a nd E xtension S ervices DIRECTORATE O F
Legal U nit
e
RSMEAC
n
Business Technical S ervices
t Credit services
Development eNote: RSMEAC: Regional Small and Medium
Services
Enterprises Advisory Committee
r
v
e
l
o
E
DIRECTOR A TE O F
Technology D evelopment a nd Planning
Technical S ervices
Technology D evelopment Center
Information Technology DIRECTORATE O F
Marketing a nd Information
Internal A udit Marketing Accounting
DIRECTOR G ENERAL
Accounting
Credit S ervices
DIRECTORATE O F
Finance a nd A dministration
Human R esources Development a nd Administration CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
CORPORATE STRATEGIC PLAN (2011/2012 – 2013/2014)
74