Memorandum of agreement
Thebe Foundation Trust and UJ Centre for EntrepreneurshipPreliminary Project Report 2019List of Acronyms and Abbreviations TFTThebe Foundation Trust UJ University of Johannesburg UJCfE University of Johannesburg Centre for EntrepreneurshipED Enterprise Development SDSupplier Development ESD Enterprise and Supplier Development Programme SBEP Small Business Enrichment Programme NQF Level National Qualification Framework B-BBEEBroad-based Black Economic Empowerment SMESmall Medium EnterpriseSMMESmall Medium and Micro EnterpriseSLP Short Learning Programme LearnersSmall business owners undergoing the UJ SBEP programme Table of Contents TOC \o "1-3" \h \z \u Strategic Highlight PAGEREF _Toc41322267 \h 5Looking forward PAGEREF _Toc41322268 \h 6ESD Programme Overview (refer to proposal sponsorship outline PAGEREF _Toc41322269 \h 7Summary of 2019 success PAGEREF _Toc41322270 \h 7About UJ Centre for Entrepreneurship PAGEREF _Toc41322271 \h 8Structure for Operations PAGEREF _Toc41322272 \h 10ANNEXURE 1 PAGEREF _Toc41322273 \h 12ANNEXURE 2 PAGEREF _Toc41322274 \h 13ANNEXURE 3 PAGEREF _Toc41322275 \h 14ANNEXURE 4 PAGEREF _Toc41322276 \h 15ANNEXURE 5 PAGEREF _Toc41322277 \h 16ANNEXURE 6 PAGEREF _Toc41322278 \h 17ANNEXURE 7 PAGEREF _Toc41322279 \h 18ANNEXURE 8 PAGEREF _Toc41322280 \h 19ANNEXURE 9 PAGEREF _Toc41322281 \h 20ANNEXURE 10 PAGEREF _Toc41322282 \h 21ANNEXURE 11 PAGEREF _Toc41322283 \h 22ANNEXURE 13 PAGEREF _Toc41322284 \h 23ANNEXURE 14 PAGEREF _Toc41322285 \h 24ANNEXURE 15 PAGEREF _Toc41322286 \h 25The Centres PAGEREF _Toc41322287 \h 25Looking ahead PAGEREF _Toc41322288 \h 27Executive Summary Strategic HighlightThe Thebe Foundation Trust and University of Johannesburg Centre for Entrepreneurship established a partnership in 2010 with the core objective of addressing development needs of small medium enterprises. Of the 5,6 million SMMEs in South Africa, 2,25 million are made up of micro and small enterprises CITATION Bus18 \l 1033 (Business Tech , 2018), however, the contribution of these micro and small enterprises to the overall turnover contribution across all industries is not congruent to the SMME sector composition CITATION Dep20 \l 1033 (Department of Statistics South Africa, 2019). Photo credit: Statistics SA, .za The statistics bear testament to the fact that the SMME sector are mostly overlooked by development agencies due to their lack of business sophistication. These enterprises, which are at the bottom of the pyramid, are responsible for jobs creation and creating sustainable livelihoods in their communities yet they fail to access SME support programmes. Having the Centre as an implementing partner to address this development gap, the Foundation has made an intentional investment in the growth of SMEs from local communities thereby empowering communities and changing lives. 2019 brought about an important improvement to the UJCfE-Thebe Enterprise and Supplier Development programme, the Foundation introduced a Business Summit. By adding the Summit’s commercial focus to the development model, shared value between the Thebe Investment Corporation and SMEs was successfully created. To date, the Foundation’s meaningful contribution to SME development and has impacted approximately 400 SMEs, across 13 industries and has unlocked a minimum of R100m worth of procurement opportunities within the Thebe Investment Corporation value chain. “Our partnership with the University of Johannesburg Centre for Entrepreneurship is one made in heaven. The enterprise development model used to support SMEs validates the Foundation’s ethos of seeing communities as the bottom line” Mr. Lehlohonolo Chabeli, CEO of Thebe Foundation Trust At the time of preparing this report, South Africa has just entered a technical recession and a national COVID-19-related lockdown was in effect. The pandemic brought about challenges of epic proportions with small businesses shutting down leading job losses and threatened sustainable livelihoods of affected families. UJCfE responded to this disruption by transforming its ESD programme delivery model to address the needs of our SMMEs’ during- and post-COVID. The revised UJCfE innovatory programme is custom-designed to develop effective, ethical and enterprising global leaders with impeccable problem solving and critical thinking skills. With an emphasis on contextual intelligence and conscious learning, SMME owners are equipped to successfully navigate and overcome the complexities of the world today, while advancing the evolution of the business environment for the benefit of their organisations and society. That said, our development work is far from over; we’ve only just begun. The Foundation is set to play a pivotal role in reviving the local economy and “build communities”, and UJCfE is proud to add value in this important undertaking. Looking forwardThis report is a testament to the work accomplished by the UJ Centre for Entrepreneurship in 2019, as per the contractual agreement. It also serves as a reminder that the meaningful and consistent support offered by the Foundation has expressly catalysed the competitiveness of beneficiary enterprises, reinforcing the Foundation’s hallmark as a community oriented enterprise. The document will report two on two key performance areas for 2019; Project implementation of Small Business Enrichment Programme as per 2019 contractual agreement; and Launch of Thebe Foundation Business SummitAs we prepare for the Thebe Foundation 2020 Business Summit on 18 November, the Centre re-commits itself to the partnership and the development mandate at hand. Sincerely, The UJ Centre for Entrepreneurship Team Johannesburg Business School About UJ Centre for Entrepreneurship The University of Johannesburg Centre for Entrepreneurship, (previously known as the Centre for Small Business Development) was launched in 2006 and is located on the University of Johannesburg’s (UJ) Soweto Campus (SWC). The strategic location is intended for easy access to primary markets and to to entrench the role of the SWC as an integral part of the University and to be close to its primary target market in Soweto. UJCfE was housed in the former Faculty of Management (FoM) up to 2017. In 2017, the former FoM and the former Faculty of Economic and Financial Sciences (FEFS) merged to form the College of Business and Economics (CBE). One of the Schools within the CBE is the Johannesburg Business School (the “School”) which now houses the Centre for Entrepreneurship (UJCfE); a merger of the former Centre for Small Business Development (CSBD) and the Centre for Social Entrepreneurship and Social Economics (CSSE).Mandate To develop and implement strategic programmes that enable the target market to “graduate” from their existing very small enterprise (VSE) status to a small and medium enterprise (SME) status with higher levels of operations and profitability.To conduct and publish research reports on the status and success strategies of VSEs and SMEs in Soweto and other relevant environments.To take advantage of UJCfE brand equity in creating market-access opportunities for SMEs. Function as a knowledge hub by facilitating intellectually stimulating public lectures and events for SMEs and key stakeholders in the entrepreneurship ecosystem VisionTo become the global centre of excellence in entrepreneurship development.Mission To provide integrated entrepreneurial development services aimed at building the culture of entrepreneurship, developing start-ups and existing businesses for increased participation in the economy. Structure for Operations UJCfE adopts a project-based business model in delivering entrepreneurship development programmes. It is made up of a team of 11 SME development practitioners with relevant competencies to deliver on UJCfE four functional areas, as listed below:Figure 1: UJCfE Core Functional AreasAccountability Structure At higher level, the UJCfE operates under the strategic and operational guidance of its UJ Management Committee, but is at all times subject to the requirements of the Higher Education Act, the Institutional Statute and the Institution Rules of the UJ. The UJCfE Director reports directly to the JBS Senior Director. The UJCfE Director oversees the functioning and implementation of all the activities of the Centre on a day-to-day basis. She is also assisted by two equal teams (4 members each) situated at two decentralised geographic locations (Milpark and Soweto). See Annexure A for team structurer and competencies.The UJCfE-TFT Enterprise and Supplier Development Programme ESD Programme Overview Each year, UJCfE implements an Enterprise and Supplier Development programme sponsored by the Foundation. The Thebe Foundation ESD programme is intended to empower SMEs with strategies, business models, tools and lenses to compete and thrive in the market place. While the course focuses on a variety of business management topics, UJCfE uses the integrated business development model to ensure SMEs translate the in-class theory into practical application in respective businesses. Enterprise Development Programme Outline The ESD programme is underpinned by two strategic priorities namely Enterprise Development Programme (business development training and support) and Supplier Development Programme (market access and preferential procurement). The ED programme is a 6-month programme. Figure 2: The UJ Thebe Foundation Supplier Development Programme The Enterprise Development Programme comprises of the following interventions: SME resources and capabilities assessment Customised business development training which comprises of Small Business Enrichment Programme, an NQF level 5 UJ short learning programme (see Annexure B for detailed programme outline)Productivity and quality management training offered by Productivity SA Knowledge transfer, situational guidance and professional development Business Turnaround Strategies Presentation Coaching, Mentorship and After-care Support For a detailed ESD programme outline, please refer to Annexure C of the report. Supplier Development Programme Outline With 9 years of successfully implementing the ED programme in partnership with UJCfE and impacting over 400 SMEs; the Foundation realised that there is a development gap that needs to be filled in order for the ED programme to have sustainable impact on supported SMMEs. The report published by Creative Value Creation CITATION Gaz17 \l 1033 (Gazevoort, W, 2017) states that SA corporations hold an estimated R26 billion worth Enterprise and Supplier Development spend, however, only 16% of small and medium black-owned enterprises successfully access the spend. An even a far lesser percentage accesses procurement opportunities attached to the spend. The Foundation recognises that there is a steadily growing number of black-owned SMMEs, even more so the alumni of the UJCFE/TFE Small Business Enrichment Programme, that have the required competency to access procurement contracts yet haven’t. The SBEP programme alone, if not coupled with an intentional reinvestment into graduate SMME’s businesses, will fail to create sustainable development and business growth. To close this gap, in 2019 the Foundation took a strategic decision to reinvest in the alumni SMMEs it supports through UJCfE by unlocking procurement opportunities throughout the Thebe Investment Corporation’s value chain, thereby providing SMME’s with much the needed market-access while creating shared-value. The Business Summit was launched as a market place where corporate buyers meet SMMEs to form partnerships and secure preferential procurement contracts. (see Annexure C for Business Summit launch press release).Figure 3: The UJCFE/TFT Supplier Development Programme Model The Business Summit, implemented in partnership with UJCfE, functions as the Supplier Development layer that augments the current Enterprise Development programme (SBEP). Going forward, each year’s SBEP alumni will graduate into the Supplier Development programme to access preferential procurement opportunities to improve profitability and create new jobs. Impact Overview of 2019/2020 Enterprise and Supplier Development Number of black-owned small businesses supported with business development and trainingValue of preferentail procurement opportunties unocked for small businessesNumber of small busnesses linked to the Thebe Investment Corporation’s value chainNumber of small businesses graduating from the University of Johannesburg Small Business Enrichment ProgrammeEnterprise Development: Small Business Enrichment Programme – 2019/2020 Project Implementation In March 2019, Thebe Foundation and UJCfE entered into an MOA to implement the annual Enterprise Development programme known as the Small Business Enrichment Programme (SBEP). The duration of the programme is over 24 months, starting in June 2019. This interim report serves to record the successful implementation of the development programme by the University of Johannesburg’s Centre for Entrepreneurship on behalf of the Foundation, for FY 2019/2020. The deliverables reported The 2019/2020 SBEP programme, cohort 7, officially started in September 2019. Figure 3: FY2019/2020 ED project scheduleThe 24-month programme is divided into two main phases: Phase A involves a UJ short learning programme (NQF level 5), a 1-week Productivity SA workshop, and final assessment and identifying SMMEs for the Business Summit. Phase B involves a structured mentorship programme for SMME beneficiaries, compile impact assessment report and a case study. 75% of the overall project deliverables, as outlined in the programme schedule (figure 3) extracted from the 2019 MOA, have been successfully completed. Of the 40 recruited SMMEs, 38 successfully participated in a 4-month contact. It is also important to note the minor challenges encountered, albeit resolved: Of the 38 learners that successfully completed Phase A of the project, four (4) were found to be owing the University. As a result, the learners could not be academically registered for the SBEP qualification, thus they will not receive a certificate from the University. The four leaners did, however, fully participate in all learning and training programmes in spite of their financial shortfall with the University. The Productivity SA workshop, which was due to take place in late February 2020, was delayed due to the facilitator’s availability. Later, the programme failed to sit because of a national lockdown. UJCfE and Productivity SA agreed to conduct the workshop using UJ’s online learning platform. Productivity SA is currently recording the learning material, once completed they will communicate a revised date for an online workshop. The graduation ceremony, which was due to take place in March 2020, has been deferred to June 2020 as a result of the national lockdown. The graduation will be hosted virtually.Phase A of the programme has three exit opportunities.10 SMMEs were found to be supplier-ready and have been selected to take part in the annual Thebe Foundation UJ Business Summit that will take place on 18 November.Business profiles of all 2019/2020 alumni will be included in the investor booklet which is distributed to all Business Summit corporate buyers. 10 top performing SMMEs were selected to receive high-impact individualised mentoring over a period of 12 months. Recruitment, Selection and On-boarding3810028575The Centre outsourced SMME recruitment to a UJCfE alumni, Dimpho Media and Ka-Lute. The process involved the use of various marketing platforms to announce the ‘call for applications’ for 2019 ESD programme. SMMEs were sourced using UJCfE social media, community business chamber, local community newspapers and partner organisations in the entrepreneurship ecosystem (i.e. Shanduka Black Umbrellas). The call attracted 95 hopeful candidates who tendered completed application forms for consideration. 00The Centre outsourced SMME recruitment to a UJCfE alumni, Dimpho Media and Ka-Lute. The process involved the use of various marketing platforms to announce the ‘call for applications’ for 2019 ESD programme. SMMEs were sourced using UJCfE social media, community business chamber, local community newspapers and partner organisations in the entrepreneurship ecosystem (i.e. Shanduka Black Umbrellas). The call attracted 95 hopeful candidates who tendered completed application forms for consideration. Recruitment marketing for Cohort 07 was outsourced to a joined venture between Dimpho Media and Ka-Lute (UJCfE Alumni). Recruitment programmes involved routine and standardised approaches, including but not limited to community outreach campaigns, telemarketing, email broadcasts and social media campaigns to promote the programme in the local environment. The SBEP has stringent academic application and admission criteria. Potential candidates who meet the eligibility requirements are selected into the programme commensurate to set criteria. The following steps are executed: Submitting a completed application form inclusive of: certified identity card/document copy poof of operating a business for a minimum of 2 years academic and BEE certificatesFinal vetting and shortlisting Interviews Shortlisted candidates are invited to a workshop where they are formally evaluated on a set of assessment activities provided.1047751223050 Personal interviews allow candidates to be assessed for their entrepreneurial spirit, creativity and potential to succeed in attaining key exit objectives. Students are normally asked, among other questions as to why they would like to join the programme; and what they plan to do to ensure that their journey throughout the programme become successfulNeeds Assessment SBEP Programme Schedule Class Structure and Class Attendance Evaluations by Learner SMMEs and LecturersAssessment, Certification and Graduation Monitoring and Evaluation Mentorship Supplier Development: UJ/Thebe Foundation Trust Business Summit – 2019 Project Implementation Summit overview (dashboard) Beneficiaries Project implementation (recruitment, training) Market Linkages of the Foundation’s partnership, Through this partnership, approximately 250 SMEs have been impacted and over R100 million worth of business and procurement opportunities have been unlocked throughout TIC’s value chain; ringing true to the Foundation’s value of seeing ‘communities as the bottom line’.As the world of business celebrated Global Entrepreneurship Week, on 21 November the University’s Johannesburg Business School (JBS) Centre for Entrepreneurship in partnership with Thebe Foundation Trust launched a Business Summit initiative. The initiative’s purpose is to enable aspiring black entrepreneurs gain access to significant supply chain opportunities. In South Africa, black-owned enterprises often lack access to the estimated R6.2 billion worth of Enterprise and Supplier Development (ESD) funds available in the corporate sector. Only 8.3% of black-owned businesses can access funding. The Summit addresses this growth inhibitor by creating an access-to-market platform where Small and Medium Enterprises (SMEs) are linked to procurement opportunities, thereby encouraging shared value and sustained growth for SMEs. During the Summit, ten (10) business owners, alumni of the SBEP, had the opportunity to pitch to an audience of pre-secured buyers who immediately committed purchase offers ranging from R850?000 to R20 million each. The Summit will be an annual event for all Centre for Entrepreneurship graduates SMEs who have gone through various development programmes; ensuring growth from one business development phase to the next. Next StepsAbout UJ Centre for Entrepreneurship The University of Johannesburg Centre for Entrepreneurship, (previously known as the Centre for Small Business Development) was launched in 2006 and located on the University of Johannesburg’s (UJ) Soweto Campus (SWC) for easy access to primary markets and to capitalise on the Soweto brand (to entrench the role of the SWC as an integral part of the University and to be close to its primary target market in Soweto). It was housed in the former Faculty of Management (FoM) up to 2017. In 2017, the former FoM and the former Faculty of Economic and Financial Sciences (FEFS) merged to form the College of Business and Economics (CBE). One of the Schools within the CBE is the Johannesburg Business School (the “School”) which now houses the Centre for Entrepreneurship (UJCfE), a merger of the former Centre for Small Business Development (CSBD) and the Centre for Social Entrepreneurship and Social Economics (CSSE). MANDATE It is extremely vitally important to note that UJCfE is an Academic Unit and its main strategic objectives, as quoted from the 2007 Charter, are two-fold: To develop and implement strategies and programmes to enable the target markets to “graduate” from their existing very small enterprise (VSE) status to a small and medium enterprise (SME) status with higher levels of operations and profitability.To conduct and publish research reports on the status and success strategies of VSEs and SMEs in Soweto and other relevant environments.VISIONTo become the global centre of excellence in entrepreneurship development.MISSION To provide integrated entrepreneurial development services aimed at building the culture of entrepreneurship, developing start-ups and existing businesses for increased participation in the economy.Offer Short Learning Programmes in entrepreneurship development.Achieve quality action-based research and produce academic publications.Host entrepreneurial public lectures and events.Mobilise stakeholder support through value-adding partnerships.GOALSThe ongoing goals (each with a relative set of objectives) of the Centre are:To use its strengths in collaboration with key stakeholders to ensure that small businesses are fully equipped to compete effectively in the market.Generate research that improves the quality of programmes and anise forums that are intellectually stimulating and that address community aspirations.Structure for Operations UJCfE is dominantly project management oriented and comprises of nearly five functional areas which have been placed under three integrated and adequately resourced key areas of responsibility. ORGANIZATIONAL SERVICES-Education, Training and DevelopmentShort Learning Programmes (Development, Delivery & Quality Assurance) and Public Lectures, Project Management (Third party training project implementation and management) -Business Development Services and Relationship MobilizationBusiness Consulting, Coaching, Mentoring & Incubation Stakeholder & Business Community Mobilization, (including Workshops, Think Tanks and Conferences / Events)-Research Research Output Papers & PublicationsOPERATIONAL INFRASTRUCTUREThe Centre is wholly owned by the University of Johannesburg and has been allocated appropriate infrastructure, including, offices and access to UJ-wide resources: -Classrooms -Computer Labs-Libraries-Conference Halls, etc. ACCOUNTABILITY STRUCTURE At higher level, the UJCfE operates under the strategic and operational guidance of its UJ Management Committee, but is at all times subject to the requirements of the Higher Education Act, the Institutional Statute and the Institution Rules of the UJ. The UJCfE Director reports directly to the JBS Senior Director. The UJCfE Director oversees the functioning and implementation of all the activities of the Centre on a day-to-day basis. She is also assisted by two equal teams (4 members each) situated at two decentralised geographic locations (Milpark and Soweto). MANAGEMENTThe Centre has appropriately restructured key management roles, responsibilities and organizational structure, within the approved staff strength, to enable effective implementation of evolving Annual Strategic Plans. Sstaff and qualifications ANNEXURE A ANNEXURE BSmall Business Enrichment Programme (SBEP) Small Business Enrichment Programme (SBEP) is UJCFE’s premier short learning programme designed for business owners and entrepreneurs. It is an NQF Level 5 business development programme implemented over a four (4) month period, and participants attend once per week. The programme targets beneficiaries who have been in business for a minimum of 2 years, or merited by work experience and level of personal development. It is tailor-made for enterprises across varied sectors and meets specific developmental needs. Participants are required to develop business turnaround reports based on strategies and lessons learnt on the programme. Documented business turnaround strategies due to be implemented in their businesses beyond the training programme are used as key referral material to advance in future opportunities. The Small Business Enrichment Programme entails the following units which have been successfully facilitated to date: Strategies for Business Growth Employer-Employee Relations Regulatory Environment for SMMEsBusiness Performance ImprovementsSupplier Readiness and Compliance Risk Management Sales and Marketing Management IT as a Business Growth EnablerFinancial Management and Costing Productivity and Quality Management Systems ProgrammeBusiness Ethics, Corporate Governance and ComplianceSmall Business Enrichment Programme Outline1Title Small Businesses Enrichment2NSB FieldSmall Business Management3NSB Sub-fieldEntrepreneurship4NQF Level 5 5Credits (allocated for credit bearing short learning programmes only)None6Course DurationThe short learning programme comprises of 12 modules delivered in 96 hours, over a 13-week period. Each module lecture runs for 8 hours a day, once a week. 7Target MarketThe short learning programme is targeted at entrepreneurs with small businesses of no less that two (2) year in operation. 8Entry level requirement and rules of admissionGrade 12 qualification Registered business A business with a minimum two years in operation9Rationale for offering the short learning programme Small business owners lack the tools, strategies and skill to adopt befitting business models that give them a competitive advantage in the highly volatile and uncertain business environment. The programme adopts a lean business model to craft competitive value propositions, identify customer-jobs-to-do, align business models for product-market fit, explore and exploit profit engines, analyse the industry and competitive arena for disruptive trends and adopt IT in their business to give a performance edge. 10Purpose Statement The programme aims give small business owners the confidence to engage with big firms, identify and exploit opportunities, empower with business tools to plan and manage business growth. 11Brief Description of Content Formulation of competitive strategies and related business models; Redefine business models and value proposition (customer jobs-to-do); Competitor and industry trends analysis; Customer lifecycle management as a business development strategy; Financial management and costing; Teams Management, HR and Personal Leadership; Negotiation skills, business communication and presentation skills; Business ethics, compliance and corporate governance; Leveraging IT tools for small businesses; Sales and marketing; Project management.12Specific OutcomesAt the end of this SLP the students should be able to do achieve the following:13Assessment CriteriaStudents will be competent if :Be able to describe and explain strategies used to grow a firm in the industries.The business environment affecting a firm is correctly described and analysedThe firm’s business cycle and the challenges at each phase are determined Business growth strategies are correctly identified and implementedThe risks of growth are accurately identified and reduced.Evaluate the impact of the regulatory environment on efforts at their efforts at managing their firmStatutory requirements correctly identified for business compliance. The results of business compliance are accurately implemented to reduce costs Critically evaluate and analyse market opportunities to retain and increase customer base.Appropriate marketing strategies used in growing markets are correctly identified and implemented.Methods to retain and grow customer base are identified Customer Care methods are determined to retain customersEffectively apply financial management and costing principles in business Cash flow management methods used to manage cash are correctly identified and implementedBreak even analysis is used correctly to plan for company growthElements of costing are used in pricing are correctly determinedTo plan and implement effective operations and business process systems to effectively management business growth The value chain used in business growth is appropriately identified.Implementation, monitoring, corrective action as methods in management are correctly identifiedElements of quality and operational effectiveness used in managing firms are correctly identified and implemented.To practically apply people and teams management tools to motivate staff and increase productivity. People management challenges in a growing business are correctly identified.Methods for motivating employees are identifiedIndustrial relations and workplace challenges; andCritical Cross-field Outcomes Problems inhibiting SME growth are identified and cases studies discussed to give learners best practices. The programme will train learners to collect information from networking and scientific information gathering strategies, to analyse the information for growth decisions to be municate effectively using visual and or language skills in the modes of oral and written persuasion. Use language skills to encourage learners to articulate as a recommendation from the Advisory Board of the DoE.To use science and technology developed within the department and other departments at UJ to empower SMEs.Teaching and Learning Strategies Programme modules are delivered in two parts: a) knowledge transfer and tools application delivered by lecturers in an in-class discussion format, b) case analysis and panel discussion sessions with established business Methods of assessmentProgramme modules assessment takes a form of practical written assignments, case studies, group work, and a presentation of the SME’s turnaround strategy to panellist. The proposed Implementation Programme entails the following milestones per cohort: ?Two Month Promotion, Selection, Enrolments and Initial assessments: Promoting the programme through recruitment marketing activities and selecting beneficiaries through panel interviews.Assessing beneficiary enterprises using qualitative and quantitative assessments and self-assessment needs. Qualitative assessments will cover Entrepreneurs’ Background, Business Model, Challenges Experienced, and Expectations out of the programme.Quantitative assessments will cover Governance, Financial reporting, human resources, marketing etc. Collated Assessments will be used to collect diagnostic information on development requirements of each participating business. ?Four months Business Training = Small Business Enrichment Programme: Undertaking business lectures and completing formative and summative assessments Conducting summative evaluations to select 10 mentees.Undertaking select business coaching workshop and group/speed mentoring sessions Exposure to business events, public lectures and think tanks NB! Training is attended once per week to give participants time to attend to their own business needs. ?Fourteen Month Post Training Support Services (Mentoring = Advising, Coaching and After-Care)Mentoring is an important component to any entrepreneurial development programme as it provides direct engagement between entrepreneurs and skilled mentors to develop a growth plan for their individual businesses, identify potential obstacles for the achievement of desired growth, and development of an action plan on how to address identified obstacles. The dedicated mentorship service is offered in a one-on-one session, physically, and also through group, speed and advisory board sessions. Other critical business development services, such as access to finance, business opportunities, and big-small company linkages, have been integrated into the mentorship offering. Below are the goals/deliverables for Mentorship Programme: Ten (10) select beneficiaries Access to business opportunities from private & government sectorsAccess to financiers and investors Operational efficiency and ICT optimisationProfitability optimisation Creation of employmentAccess to business information and tools ?Networking The Programme provides participants with opportunities to broaden and expand their networks and relationships within and beyond their current business locations. ?Knowledge and skills transfer The Programme provides participants/mentees with opportunities to develop specific skills and abilities, increase their knowledge of content areas, draw experiences from lessons learnt, and gain new perspective on recent developments in their business. ?Professional development Participants/mentees gain “real-world knowledge” learn how to apply academic education to real business issues in a value-added way, and further understand how input-output fits into a business’ success. ?Situational guidance The Programme enables participants to gain coaching, guidance, and advice on how to handle business-related projects, duties, dilemmas, challenges and problems. The mentorship programme includes the following interventions: ?Group/Speed mentoring ?One-on-one mentoring Group mentoring In this component of the mentoring Programme, each mentor works with a group of 10 mentees. Logistically, the mentor is required to conduct one physical meeting, between four and six hours long, each month, which is attended by all mentees at the same time. During the meeting, the mentor provides instruction and guidance, answers questions, and presents discussion topics to the entire group of mentees in a mini-workshop setting. In general, the mentoring discussions are restricted to topics determined by initial business assessments, which are a mandatory Programme requirement. Mentees are allowed to submit specific issues, questions, and work situations they would like to discuss during the meeting call. Once the mentor and topics to be discussed are determined centrally, mentees sign up accordingly for each slot. One-on-one mentoring One-on-one mentorship is a key growth driver of many start-up and small businesses as evidenced by numerous studies within South Africa and globally. The one-on-one mentorship component harnesses the knowledge and experience of a mentor to help mentees learn what they need to know to start, grow and sustain a business. Relationships between mentors and aspiring mentee are established on the basis of each entrepreneur’s needs and preferences, balanced proportionally with the client’s requirements. Mentoring services are only and largely educational in the nature of their design. All business decisions remain under full control of the participating mentees. In other words, mentors are there to help accordingly, but the ultimate decisions and results lie with the entrepreneursANNEXURE 3ANNEXURE 4ANNEXURE 5 ANNEXURE 6ANNEXURE 7ANNEXURE 8ANNEXURE 9ANNEXURE 10ANNEXURE 11ANNEXURE 13ANNEXURE 14ANNEXURE 15 ................
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