GLOBAL BEST PRACTICES ON ENTREPRENEURSHIP SUPPORT AND FIGHT WITH YOUTH UNEMPLOYMENT by CEFEMacedonia

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GLOBAL BEST PRACTICES

ON ENTREPRENEURSHIP SUPPORT AND FIGHT WITH YOUTH UNEMPLOYMENT This Handbook is made for the needs of the Erasmus+ project: Global Exchange and Training for Youth Employment Services

Implemented by:

July, 2016 This project has been co-funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

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Message from the President of CEFE Macedonia Very often becoming an entrepreneur is the result of a personal decision-making process that includes assessments of opportunities and their costs. Values, beliefs and behaviors, embedded in the culture of a country and a place, influence this decision. Entrepreneurship education and start-up support, with its two-fold purpose of contributing to the creation and development of entrepreneurial attitudes and motivations and developing the skills needed to successfully run and grow a business, can play an important role in the decision making process. Promoting youth entrepreneurship has become an area of growing policy interest throughout the countries where CEFE is present. Almost all research and practice shows that many young job-seekers between age 16 and 35 have positive attitudes towards entrepreneurship, but only a few will generate value through the creation or expansion of economic activity by identifying and exploiting new products, processes or markets. Only a small percentage of youth prefer starting their own businesses to dependent employment. In survey studies, difficulties in accessing financing and appropriate premises are often listed as the key barriers. Also, only few young people learn at an early age about entrepreneurship. Many inputs are required for successful entrepreneurship. Most important are entrepreneurship skills and competences. Motivated people need the right set of skills to identify entrepreneurial opportunities and to turn their entrepreneurial projects into successful ventures. Starting early in getting familiar with the idea that running one’s own firm can be a potential career option is important and education plays a key role in this. Researches confirm that it is the local context that triggers the start-up and growth of new businesses. Generating and strengthening an entrepreneurial culture that attracts and stimulates talents should therefore be a core objective of local youth entrepreneurship support frameworks, along with entrepreneurship education, start-up support and opportunity creation. Local partnerships involving schools, higher education institutions, training providers, business development services, local authorities and local businesses are crucial to the creation and sustainability of such entrepreneurial ecosystems. This brochure extends the discussion of what constitutes a successful local entrepreneurship support framework and seeks to provide a gateway for further exchange of good practices on this topic. It presents a criteria list that has emerged from CEFE worldwide partner’s work on youth entrepreneurship, the academic debate and the work of practitioners. The selected good practice initiatives – ranging from Old Balara Christian Community Church and its mission to alleviate the poverty trough enterprise education and building competences among its students to become job creators, to Chilean business succession courses that involve young entrepreneurs in ‘real-life’ incubation – offer inspiration, but also pressure, to adapt and go beyond the prevailing paradigms that some policy makers and practitioners may have with regard to youth entrepreneurship. Work is underway to develop this criteria list further. It will be employed as assessment framework in GET YES Capacity Building Support Package and its additional tools: GET YES training modules and GET YES task force, as two main components in the Support Package. Readers are also invited to contribute to this project by sending comments on the criteria list and/or information on good practice initiatives to info@cefe.mk

Jovan Stalevski President of CEFE Macedonia

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Introduction “Aim high with great goals for yourself and do your best. And, even if you miss, you’ll land amongst the stars.” In the framework of the project Global Exchange and Training for Youth Employment Services GET-YES this handbook presents list of good practice that can be read as a ‘tool’ to self-assess and re-orient current strategies, structures and practices in youth entrepreneurship support. Short descriptions of good practice initiatives from four(?) continents provide useful guidance. The GET-YES project is co-funded by the European Union Erasmus+ Program. The Project implementer is CEFE Macedonia, and project partners are CEFE International GmbH, Germany; Business Works Limited, Jamaica; Plataforma Áurea, Chile and Philippine CEFE Network Foundation, Philippines. The main goal of the project is to tackle the issue of youth unemployment, stimulating unemployed young people's mobility and active participation in enterprising societies. The following section presents twenty-eight good practice initiatives set in place by national and local governments, schools, universities and other organizations in Germany, Macedonia, Jamaica, Philippines, Chile and Africa. Each of the project partners mapped the best practices for support of entrepreneurship development in their communities and abroad. Therefore, this brochure is a result of joint effort and research of Project Consortium members. We hope that you will enjoy reading of these best practices and that they will spark new ideas for growth of entrepreneurship in your community wherever you live in different corners of the world.

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CONTENTS MACEDONIA best practices ............................................................................................................................... 6 Micro and small enterprises project ............................................................................................................. 6 Women Entrepreneurship – A Job Creation Engine for SEE.......................................................................... 8 The LEADER Project ..................................................................................................................................... 10 Empowering Young Jobseekers ................................................................................................................... 11 ToT CEFE Macedonia ................................................................................................................................... 13 UNDP Self - employment project ................................................................................................................ 15 INVEST – why go abroad when you can stay and develop your country .................................................... 17 USAID/EDC Youth Employability Skills (YES) Network Project .................................................................... 19 Business Startup Center Bitola .................................................................................................................... 21 Youth Entrepreneurial Service (YES) Foundation, YES Business Incubator ................................................. 23 European Bank for Reconstruction and Development “Grow your business program” ............................. 25 PHILIPPINES best practices .............................................................................................................................. 28 Old Balara Christian Community School...................................................................................................... 28 Kickstart Ventures ....................................................................................................................................... 30 UP Enterprise Center for Technopreneurship ............................................................................................. 31 Idea Space.................................................................................................................................................... 33 Youth At Venture Philippines Foundation, Inc. ........................................................................................... 35 JAMAICA best practices ................................................................................................................................... 37 Network of Youth Employment stakeholders ............................................................................................. 37 Training for Employability ........................................................................................................................... 39 Revision of the National Youth Policy- National Youth Entrepreneurship Strategy ................................... 40 Specialised Treatment of The Vulnerable Youth ......................................................................................... 42 Funding Entrepreneurship among Youth for Competitiveness via Accelerator Programmes .................... 44 GERMANY best practices ................................................................................................................................. 46 Youth Employment in rural areas - Experiential Training in Agropreneurship for Rural Smallholder (Ruralopment) ............................................................................................................................................. 46 Tunisia Concept Development CEFE for self-employment.......................................................................... 48 Kuremera Programme of the MIFOTRA ...................................................................................................... 50 Global Business Exchange Program Peru / Colombia / Morocco ................................................................ 52 Entrepreneurship Skills for Young Start-ups ............................................................................................... 53 A non Traditional Approach in Livelihood Development of War Widows in Sri Lanka ............................... 54 CHILE best practices ........................................................................................................................................ 56 Development of entrepreneurship skills ..................................................................................................... 56 Teaching employability skills ....................................................................................................................... 58 4

www.getyesproject.com AKNOWLEDGEMENT ....................................................................................................................................... 60

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MACEDONIA best practices

Micro and small enterprises project Rationale and general information Enhance economic growth and increase job creation by strengthening microenterprises to maximize their contribution to the national economy. The core pool of project beneficiaries will consist of 180 microenterprises and entrepreneurs from four Macedonian regions.

Timeframe 1 July 2011 â&#x20AC;&#x201C; 30 June 2016

Budget and financing sources $ 1,979,400 USAID Macedonia

Implementer Center for Entrepreneurship and Executive Development (CEED)

Human resources Chief of Party, Information Officer, 11 staff members

Activities Practical Micro Entrepreneurial Learning Programs: CEED is adapting and expanding its existing training programs, which focus on larger enterprises, to the unique needs of micro and small enterprises and start-ups in four regions: Skopje, Polog, Southeast and Vardar. The Entrepreneurs Class program includes exchanges with more experienced entrepreneurs on topics such as access to finance, business planning, sales and marketing, as well as networking

www.getyesproject.com sessions. The more advanced Financial Program covers topics such as financial analysis and management, and includes a financial diagnostic of the company. Business Support Services for Regional Growth: Project assistance enables microenterprises to expand into regional markets, improve product offerings and introduce new management practices. It offers opportunities for finding a partner or learning about the markets in Kosovo, Albania and Serbia through the CEED offices in those countries. The project provides technical assistance in areas such as financial management, technology implementation, quality certifications and developing business plans for expansion. Small Equity, Quasi Equity and Angel Capital for Microenterprises: CEED established a new fund to invest capital into selected microenterprises that demonstrate a capability to expand profitably to local and regional markets. The fund will total $800,000 and invest in approximately 10 firms with an average investment of $80,000 per firm.

Success factors Practical Micro Entrepreneurial Learning Programs; Business Support Services for Regional Growth; Small Equity, Quasi Equity and Angel Capital for Microenterprises.

Achievements At least 250 jobs created in the assisted microenterprises; Business expansion of 10 firms through equity investment of $800,000; Increased sales by small businesses through expansion into local and regional markets; Increased sharing of information on business management practices among small business owners through stronger networking. CEED, created in 2007, is a legacy institution of USAID Macedonia. The current projectâ&#x20AC;&#x2122;s activities are based on approaches already successfully implemented with small and medium enterprises over the past ten years with USAID support. In the first year of this projectâ&#x20AC;&#x2122;s implementation, 63 entrepreneurs participated in the learning program, 63 new jobs were created in the microenterprises they run, and 30 of them introduced new practices in their businesses. As a result of the various networking opportunities, participants concluded 62 new business deals.

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Women Entrepreneurship – A Job Creation Engine for SEE Rationale and general information The overall goal of the project is to promote women entrepreneurship in South East Europe through combined efforts of both the public and private sectors. We wish to achieve cooperation between lawmakers, parliament members, civil society, economic chambers, women entrepreneurs' networks and associations and women entrepreneurs themselves as the beneficiaries of this project, for the purpose of promoting and empowering women entrepreneurship (WE).

Timeframe April 2012 - December 2015

Budget and financing sources The annual budget for direct financial support of WE is in between 1,5 – 1,8 (The American – and I believe the British convention is 1.5 in place of 1,5) million denari ( ~25-30,000 EUR) for equipment, business space arrangement and children care expenses. Donor: The Kingdom of Sweden, through the Swedish International Development Cooperation Agency (SIDA).

Partners Project Implementing Partners: Gender Task Force - Initiative for Sustainable Growth (GTF) and South East European Centre for Entrepreneurial Learning (SEECEL), responsible for Women Entrepreneurs Training Needs Analysis System (WETNAS) and the development of the second generation of WE Indicators. Project Coordination organization: Regional Cooperation Council (RCC).

Location Albania, Bosnia and Herzegovina, Croatia, Kosovo, Moldova, Montenegro, Serbia, The Former Yugoslav Republic of Macedonia, Turkey.

Human resources 5 people in GTF

Activities Small Business Act Processes  Regional Conference and national meetings on SBA policies and indicators for women entrepreneurs implemented by SEECEL;  SBA policy assessment and peer review - implemented by SEECEL;  Revise current indicators and develop 2nd generation indicators - implemented by SEECEL;  Bosnia and Herzegovina and the Former Yugoslav Republic of Macedonia baseline research and advocacy on women owned businesses - implemented by GTF; WE Capacity Building  Community of practice knowledge development - implemented by SEECEL;  National WE network/platform building - implemented by GTF;  Women Entrepreneurs’ Training Needs Analyses (WETNAS) - implemented by SEECEL;  Training modules developed in accordance with WETNAS - implemented by SEECEL;  Trade Fair for Women Entrepreneurs in South East Europe - implemented by GTF; WE Policy Dialogue  National policy mapping/monitoring - implemented by GTF;  EU/SEE Best Practices Conference - implemented by GTF;  National stakeholders’ workshops - implemented by GTF;

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SEE Ministerial and Final conference - implemented by GTF.

Success factors  

 

Creating policies that are gender sensitive, particularly aimed at women entrepreneurship, growth and development of businesses run by women; Creating regional development programs and projects for further expansion and connecting businesses and cooperation in SEE, aimed at capacity utilization for the production and exploitation of knowledge and human resources; Developing specific strategies and action plans and work with women in business to improve business; Improving gender equality in the educational programs to reduce the gender gap.

Achievements In 2013 the process of coordination between the Ministries of Economy and Interior with the GTF and Association of Business Women led to establishment of the first WE database and statistics gathering on women entrepreneurship. The FYRO Macedonia is the only SEE country to produce a database administered by the Ministry of Economy which is continuing to update the database and producing reports; Economic empowerment of women is a strategic priority of the Strategy for Gender Equality 2013-2020 and the Action Plan for Gender Equality 2013-2016. The Macedonian Ministry for Economy SME Sector has had a unit for Women Entrepreneurship and a fund for women business start-ups since 2012, as well as support measures for childcare services for newly established women’s businesses; Through cooperation with the non-governmental sector, the establishment of the WE Platform with over 60 organizations and institutions having membership, a solid basis has been built through which information from various sources can influence legislation change as well as strategies for further development; Over 60 organizations and institutions were members of WE Platform; 21,858 active legal entities owned by at least one woman in 2013; 73.91% of women owned enterprises are micro entities.

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The LEADER Project Rationale and general information The LEADER Project is sponsored by Macedonia2025 in cooperation with the Macedonian Chambers of Commerce and the Richard Ivey Business School, where the MBA Program originates. This is a unique opportunity for young professionals and entrepreneurs from Macedonia to learn from professionals in the field of Business and Economics who teach the future business leaders of Canada.

Timeframe Once a year since 2008

Budget and financing sources No specified internal budget

Partners Macedonia2025 in cooperation with the Macedonian Chambers of Commerce and the Richard Ivey Business School

Human resources Macedonia 2025 Board of directors, Honorary board members, Education board members, Leaders club, Staff, John Bitove Sr.

Activities The ten-day course that takes place in Skopje is filled with interactive participation intended to impress upon the participants:  The essentials of doing business such as branding a product;  Launching a product;  Developing a strategy;  Funding;  Turning an idea into a viable business;  Participants come with their business idea or an initial blueprint for a new business, which during the course of the ten days will develop into something that can grow.

Success factors Training of young leaders on specific topics that can be implemented in opening business.  Branding a product;  Launching a product;  Developing a strategy;  Funding;  Turning an idea into a viable business.

Achievements 200 + Alumni 8 editions so far 32 instructors worldwide

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Empowering Young Jobseekers Rationale and general information The training course “Empowering young jobseekers" took place in Strumica, R. Macedonia from 4th to 12th of October 2014 and brought together youth workers from 12 countries: Macedonia, Malta, Albania, Poland, Latvia, Lithuania, Azerbaijan, Georgia, Moldova, Romania, Serbia and Turkey. Each country was represented by 3 participants or in total 36 participants. The main objective of the project “Empowering young jobseekers" was to strengthen the vital connections between European labor market needs and skills developed through non formal education, i.e. to develop skills, knowledge and competencies of youth workers, necessary for becoming healthy, productive, creative workers and participants for building a better civic society. The objectives of this project were the following:  to empower young people for employment and economic development;  to provide participants with career development tools to fight unemployment;  to increase long-term labor market competitiveness of European youth and to assist in better integration of youth into the labor market;  to develop new skills and qualification among participants in order to respond to labor market needs and to promote lifelong learning;  to present non-formal learning methods as an instrument that can incite dialogue between young people;  to provide a new framework for dealing with youth unemployment;  To improve collaboration between organizations from the EU and SEE countries and to create stronger partnerships for future projects in the European Context. The training targeted youth workers from diverse countries where their local communities are faced with high unemployment or are dealing with young people with few opportunities. The wider target group was the future trainees who will learn skills for finding jobs or even to create them by establishing their own company; civil society organizations, and local stakeholders.

Timeframe 01 March 2014 - 01 June 2015

Budget and financing sources The amount of the EU grant was EUR 25.593, the whole project was funded by EU and its Youth in Action program. Additional funding was not applicable.

Partners Macedonia: Center for Sustainability and Advanced Education, Bitola; Malta: Malta Spirit in Action, Birkirkara; Albania: Youth for Social Changes, Tirana; Poland: Towarzystwo Edukacyjne “Wiedza Powszechna”, Gdańsk; Georgia: International Youth Association “Quant”, Tbilisi; Latvia: Jaunatnes organizaciju apvieniba “IMKA Latvija”, Riga; Azerbaijan: “For Youth” Informal group of young people, Baku; Lithuania: Jaunimo Bendradarbiavimo Centras “EUROPROJECT”, Salcininkai; Moldova: Tres Sorores, Soroca; Romania: C.A.D.D.R.U. - Centrul de Asistenta pentru Dezvoltare Durabila, Bucharest; Serbia: Студентска унија Факултета техничких наука, Novi Sad; Turkey: ADALYA YOUTH CLUB, Antalya.

Human resources Project Manager, Project Assistant, 2 Certificated Trainers

Activities The main project activity of this project is 8 days training for youth workers.

Success factors  

Training of 36 young youth? workers on specific employability topics; Successful international e-platform established.

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Achievements One of the achievements was that project participants gained knowledge and tools for ways to equip and prepare young people with necessary employment skills through non-formal methods. Also participants learnt about employment conditions in different countries in Europe, obstacles that young people are facing and skills which employers are requiring; Working on developing employment skills among young people requires limited resources and facilities, which many existing NGOs already have , This project increased the perceived importance of, and motivated the youth workers to work more intensively with the young people in their communities, to develop their competences and the capacity of their organizations, enabling them to work on unemployment, increasing self confidence among the young people and increasing mobility and volunteering among the young people, especially among the unemployed and socially excluded groups; In addition, regarding the project objectives the project team managed to contribute to strengthening the vital connections between European labor market needs and skills developed through non-formal education in this project, developing skills, knowledge and competencies of youth workers, necessary for becoming healthy, productive, creative workers and participants for building a better civic society; The project empowered young people for employment and economic development; provided participants with career development tools to fight unemployment; developed new skills and qualification among participants in order to respond to labor market needs and to promote lifelong learning; presented nonformal learning methods as an instrument that can incite dialogue between young people; provided a new framework for dealing with youth unemployment; improved collaboration between partner organizations; In regard to the needs of the participants, the project increased the competences of the youth workers and improved the quality of their work with young people facing unemployment. Also the participants got awareness about this issue and started to take concrete actions toward reducing the unemployment, through organization of workshops, promoting volunteering and mobility opportunities among the young unemployed people, developing their competences and skills through non-formal education and preparing them to perform effectively in the workforce and be productive members of their communities as well. What is more, the capacities of the partner organizations to fight youth unemployment were enhanced.

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ToT CEFE Macedonia Rationale and general information The project “ToT CEFE” was about training of trainers - ToT (members of partner NGO's) to be certified CEFE trainers; the methodology that stands for Competency based Economies, Formation of Enterprise and represents an accumulation of instruments for entrepreneurship training combined with an active and dynamic approach to work and methods of empirical learning in order to gain the competence to design tailor-made and new exercises as well as to create training programs for specific target groups or learning objectives. The main goal of the project was to tackle the issue of youth unemployment, stimulating unemployed young people's mobility and active participation in enterprising societies. The applicant had a host role in the project, welcoming 27 participants (young facilitators, trainers and educators) from 9 countries (Greece, Romania, Turkey, Albania, Georgia, Macedonia, Bulgaria, Belarus, Lithuania) and providing them a 10 day opportunity to acquire skills and knowledge about CEFE methodology regarding entrepreneurship and ownership of small and medium sized enterprises (SME) as a way for reducing unemployment. Also the project offered valuable chances for networking and enhancing the capacities of NGOs and exchange of experience, expertise and good practices. The objectives of the project were the following:  To increase participants’ competence in state of the art CEFE application;  To enhance familiarity with current tools and exercises;  To develop the ability to create new exercises and training programs;  To strengthen the capacities of NGOs in the process of taking actions for tackling growing youth unemployment;  To increase awareness of the value and importance of youth participation as a form of active engagement in the society, through boosting the entrepreneurial spirit, innovation and creativity. The target groups in which the impact of the project is most visible are participants/trainers (trained with CEFE methodology) who will be promoters of CEFE methodology and future trainees who will gain skills to be more competitive in their enterprising societies. The wider target group who will benefit from this training will be future trainees who will learn business and entrepreneurship skills in order to open a new business, develop an already existing business or otherwise enhance their chances to be employed.

Timeframe 01 February 2014 - 31 May 2014

Budget and financing sources The amount of the EU grant was EUR 21.252,00, the whole project was funded by EU and its Youth in Action program..

Partners Macedonia: Association of citizens CEFE Macedonia-applicant; Albania: UNIque Junior Enterprise, Tirana; Belarus: Public Association for women's entrepreneurship StartupByWomen, Minsk; Bulgaria: Girls Leading Our World Association, Veliko Tamovo; Georgia: Future`s Centre, Kutaisi; Greece: UNITED SOCIETIES OF BALKANS, Thessaloniki; Lithuania: POSITIVE DEVELOPMENT CLUB, Šilalė; Romania: Support for Youth Development, Cluj-Napoca; Turkey: KADIN VE GENC GIRISIM MERKEZI DERNEGI /Women &Youth Entrepreneurs, Ankara.

Human resources Project Manager, Project Assistant, 2 Certificated CEFE Trainers

Activities The main project activity of this project is 10 days training for trainers.

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Success factors ď&#x201A;ˇ ď&#x201A;ˇ

Training of 28 young trainers on specific entrepreneurship topics that can be implemented in opening business; Successful international network established.

Achievements The training promoted young peopleâ&#x20AC;&#x2122;s active citizenship in general and their European citizenship in particular, developed solidarity and promoted tolerance among young people through intercultural discussions about entrepreneurship, fostered mutual understanding between young people in different countries, contributed to developing the quality of support systems for youth activities and the capabilities of civil organizations in the youth field, promoted cooperation and new ideas for project proposals under the Erasmus+ program; Participants declared that they will commit to the mutual goal of tackling the issue of youth unemployment, stimulating unemployed young people to be active in enterprising societies and behave as multipliers of this training. They learned the methodology of delivering CEFE training in order to motivate as many young people to be participants in trainings in their organization in order to acquire knowledge for opening business, developing already existing businesses, or boosting entrepreneurship. Also the project offered valuable opportunities for networking and enhancing the capacities of NGOs and exchange of experience, expertise and good practices; Participants also enhanced their familiarity with current CEFE tools and exercises and developed the ability to create new exercises and training programs. In addition, we strengthened the capacities of our partners in the process of taking actions for tackling growing youth unemployment, thus increasing the awareness of the value and importance of youth participation as a form of active engagement in the society, through boosting the entrepreneurial spirit, innovation and creativity.

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UNDP Self - employment project Rationale and general information Reducing the country's high rate of unemployment at a time of global economic instability is an immense challenge and a top priority. The country's sustainable development depends upon success in creating more jobs and developing skills amongst the unemployed that match the needs of the labor market. The Self-Employment Programme was developed and implemented by the Government and UNDP. It has become an essential part of the country's employment strategy and is one of the seven active labor market measures of the national 2012-2016 Operational Plan on Employment. These measures have been designed to promote smart, sustainable and socially inclusive growth. The project contributes to development of the partnerships with state/governmental bodies and agencies. In particular, it closely collaborates with the Ministry of Labor and Social Policy (MLSP), Employment Service Agency (ESA), Agency for Promotion of Entrepreneurship (APE), and Central Register (CR) in development and implementation of ALMMs (Self-employment and Formalization of existing business), and with the Ministry of Education and Science (MES) and Vocational Education and Training Centre (VETC) in improving the arrangements for short-term training programmes. In addition, the project seeks to assist and initiate preparation and adoption of by-laws as part of the Law on Adult Education, and supports capacity building of the Adult Education Centre (AEC). At the same time, the project is strengthening MLSP and ESA, to further develop their capacities for performing impact assessments of already implemented activities. Moreover, UNDP provides assistance in piloting support for increasing the scope of business activities of the firms established as per 2007 and 2008 Programme, as well as implementation of the Roma Support Programme, part of the Roma Decade actions.

Timeframe 2007 to Present

Budget and financing sources Estimated per year: 207,818,300.00 MKD

Partners Ministry of Labor and Social Policy; Employment Service Agency; Ministry of Education and Science; Centre for Vocational Education; Training AduIt Education Centre; Agency for Promotion of Entrepreneurship

Human resources Project Manager, National Technical Advisor, Administrative Assistant, Procurement Assistant, 7 Monitoring Officers, IT Supporting Officer.

Activities The programme focuses on a series of measures such as:  Self-employment;  Training of unemployed in skills that are needed in the labor market;  Support to the growth of small and medium size enterprises with subsidized employment.  Community works for vulnerable groups and concrete activities, such as: Training in entrepreneurship skills for developing business ideas/plans; Support in business registration; Provision of start-up grants in a form of equipment and/or materials to expand the business and employ additional staff; Employment on a part-time basis of unemployed who face difficulties to enter into the labor market.

Success factors    

Cross-sectorial cooperation; Entrepreneurship training; Assistance in developing a sustainable business plan and registering a business; Non-refundable grants of 3000 Euros in the form of equipment and materials, and mentoring during the business start.

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Achievements Since the Programme began in 2007, more than 5,000 people have found secure employment by creating their own companies or formalizing their existing business; A remarkable 70% of the entrepreneurs who have received training and start-up equipment through the Programme over the past five years have remained in business - well above the average global success rates for new companies; In 2015, 960 small businesses were opened/formalized; in 2016, 970 small businesses are planned to be opened/formalized.

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INVEST – why go abroad when you can stay and develop your country Rationale and general information Empowering and informative project to prevent brain drain from R. Macedonia, through enhancing economic and business development. Target groups are potential entrepreneurs, small and medium sized enterprises (SMEs), public institutions and faculties colleges. The project addressed the problems of emigration of quality people from the country, the lack of entrepreneurial spirit and knowledge about potential sources of support for entrepreneurs, and the low proactivity approach to support for entrepreneurs by the state institutions and faculties.

Timeframe 01 December 2014 – 31 May 2015

Budget and financing sources $ 22.081

Partners NGO FORUM 16, NGO Center for Sustainability and Advanced Education Bitola

Human resources Project Manager, Project Assistant, Technical Assistants.

Activities Planning phase Creating an implementation plan, mapping the entrepreneurship players in Macedonia in order to join in the scenarios for making the videos, making marketing plan, creating web page, kick off event. Preparation and producing Preparation of 9 videos that contain information about different types of support for startups, as well as for existing SMEs and ideas for state institutions and colleges on how they can introduce creative and new methods for support of entrepreneurship in Macedonia on following topics:  History and roots of entreprneurship in Macedonia;  Role of government;  Philnathropy Role;  Intermediate organisations;  Leveragining Anchor Institutions;  Seed Accelerators;  Angel Investing;  Venture Capital;  Course Wrap up - The future of entrepreneurship. Organizing meet-ups Organizing meet-ups in Skopje, Bitola, Tetovo, Shtip, Ohrid and Strumica for networking, the purpose of the meet-ups was to discuss t the growth of the businesses in the region. Final one day Conference –the finished activities of the project were presented and in various sessions and groups discussions were held about joint effort and improvement of cross sectorial cooperation in order to enable a better climate for support of entrepreneurs. Follow up activities and reporting.

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Success factors      

Publishing 9 videos with information about support available to entrepreneurs in Macedonia; Number of persons visiting the web platform, at least 500 opened accounts for active participation in discussions; At least 3 initatives for future development of entrepreneurship in Macedonia; Raised number of visits on the social media platforms; More than 300 participants on the meetups from different sectors; Joining the course „“Beyond Silicon Valley: Growing entrepreneurship in transitioning economies” on Coursera, presenting the Macedonian story.

Achievements Published 9 videos with info rmation about support available to entrepreneurs in Macedonia; Creating the Macedonian key study on the course ““Beyond Silicon Valley: Growing entrepreneurship in transitioning economies” on Coursera; Facilitated sessions of the MOOC course: Beyond Silicon Valley: Growing entrepreneurship in transitioning economies by the project manager Jovan Stalevski; Participated on the Community Volunteer fair at the end of October, where the project was presented; Held the kick off meeting for more than 100 guests from different sectors; The team was present on promoting the “National Strategy for Entrepreneurial Learning”, which was held in MANU - Skopje, to promote the project; Extended cooperation with Municipality of Bitola; Conducted three-day training for high school students how to invest in Macedonia and think how to start their business-to be employers, not employees; Five entrepreneurs starting initiatives for using some of the sources of the support presented in the videos.

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USAID/EDC Youth Employability Skills (YES) Network Project Rationale and general information The Youth Employability Skills (YES) Network is a five-year project implemented by the US non-profit organization Education Development Center (EDC), and funded through the US Agency for International Development (USAID). The project targets three groups of youth aged 15-27: students in their final year in Macedonia’s secondary schools, unemployed registrants with the Employment Service Agency (ESA) and other out-of-school, unemployed and unregistered youth. Within the project scope is to work directly with secondary school teachers, staff from local ESA centers and NGOs that work with these young people. Long-term joblessness is a prominent feature of the Macedonian labor market. Youth unemployment is at nearly 50% in an economy with low levels of aggregate demand and growth for labor. In the sectors where there has been growth, employers consistently complain that job applicants lack the necessary technical skills and require extensive on-the-job training. Weak links between skills supplied through the education system and those demanded by employers in the modern workforce mean that students and out-of-school, unemployed youth lack a system of guidance and preparation for the work of work.

Timeframe 30 September 2010 - 30 June 2016

Budget and financing sources $ 6.5 million – USAID

Implementer Education Development Center (EDC)

Partners Ministry of education and science; Ministry of labor and social policy; Vocational education and training center; Employment service agency of Republic of Macedonia; Bureau for development of education; Municipality of Prilep; Municipality of Stip; Municipality of Gostivar; Municipality of Tetovo; Municipality of Strumica; Municipality of Bitola; The city of Skopje.

Human resources Project Manager, Information Officer, 13 other employees

Activities  

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Establishing Local Economic and Social Council in municipalities included in project activities. Developing three main programs for youth: 1. Work readiness skills (WRS); 2. Work based learning (WBL); 3. Career planning (CP). Adaptation of these programs for implementation in heterogeneous groups including youth with disabilities. Development of two additional programs: 1. Mentors in companies (adapted for mentoring youth with disabilities); 2. Teachers’ externships. Development of the first national Battery of instruments for professional orientation (BIPO). Upgrading Career Centers in secondary schools. Upgrading Job Clubs in ESA Centers.

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Success factors       

Networking among VET schools, Employment service Agency and business sector; Professional trained trainers and mentors in NGOs, schools and private business; Opening of career centers in secondary schools; Building capacities in schools and NGOs; Creating LESC in every partner Municipality of the project; Promoting and practicing internship in private business; Increasing the number of employment of young people in Macedonia.

Achievements The Project upgraded the Job club in each of the seven local Employment Centers, and established Career Centers in 52 secondary schools, including four special schools; The Vocational Education and Training (VET) Center adopted courses on employment preparation and work experience as elective courses for VET students, developed and introduced by the Project. During five years of implementation 10,469 students, out of which 30 students with disabilities included in the regular schools, completed the elective courses based on the new curricula (WrS, WbL and CP). Additional 185 students with disabilities from four special school participated in WRS and 36 in WBL program; ESA introduced new services in seven Job Clubs – Work readiness skills and internship interactive workshop encompassing during five years 4,037 unemployed and registered at ESA young persons, out of whom 27 are youth with disabilities; 1 In addition, youth NGOs and DPOs trained another 308 unemployed, unregistered at ESA and out-of-school youth, out of whom 21 youth with disabilities; One quarter (1,151) of all trained youth through the ESA Centers and NGOs/DPOs have been employed; The project helped the Ministry of Education and Science develop competence-based standards for professional school Career Advisors and Career planning curriculum; With project support, the municipalities of Strumica, Tetovo, Stip, Gostivar, Bitola and Skopje established Local Economic and Social Councils that will advise Municipal Councils on many issues including youth employment, through a facilitated public-private dialogue. Municipality of Prilep had already functioning Local Economic Council (LEC) that was supported by the Project in the same aspects as the newly established LESCs in the other municipalities.

Disabled persons’ organization

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Business Startup Center Bitola Rationale and general information The Pelagonia region of southwestern Macedonia is an underdeveloped and underserved region of the country, with below-average economic indicators. Despite the economic hardships of the region, Pelagonia also possesses resources and offers opportunities for entrepreneurs and micro, small and medium enterprises (MSMEs). The Bitola Business Startup Center (BSC-Bitola) sought to provide these opportunities for businesses and individuals through services targeting entrepreneurs, MSMEs, targeted vulnerable groups, students and job-seekers. Therefore BSC targeted three main challenges in the region:  Insufficient support structure for businesses and entrepreneurs in the region;  Financial & operational sustainability of BSC-Bitola, a key institutional resource of the region;  Low level of cooperation between local actors at local, regional and national levels. BSC-Bitola was a center of enthusiasts working on regional economic development issues through MSME development activities. BSC-Bitola was a registered foundation supported by three management board partners: Bitola Municipality, University St. Kliment Ohridski and the Regional Chamber of Commerce. BSC-Bitola began in March 2007. Most of the business trainings offered by BSC Bitola used CEFE methodology.

Timeframe 2007 - 2014

Budget and financing sources USAID Business Without Borders project (2011-2014) – 1.3 million $ Goal: To accelerate economic growth in southwestern Macedonia by facilitating the startup of new enterprises; the growth and competitiveness of existing SMEs; job creation and employment opportunities for the young, vulnerable and unemployed; and improving the regional framework of SMEs development in the Pelagonia region plus the municipality of Ohrid. From Idea to Business-Netherlands Government funded project (2007-2010) – 1.5 million € achieved positive direct impact on its implementation through 3 main strategies: direct poverty alleviation, capacity building and policy making. Each strategy had the goal to stimulate entrepreneurship and SME development in R. Macedonia.

Partners Bitola Municipality (public sector), Regional Chamber of Commerce (business sector), University St. Kliment Ohridski in Bitola (education sector).

Human resources 10 staff members, Executive Director, Business Incubator Manager

Activities Business Startup and support: a portfolio of assistance aimed at starting new and supporting the growth of existing SMEs and bridging the gap between job seekers and employers; as well as support of innovative SMEs-Technology transfer component.  Reimbursement of funds for company registration;  Office space under subsidized terms during the first year for companies participating in Business Plan Competitions;  Expert advice/mentoring and consultation for enhancing company performance – accounting consultations, logo and web site development, design and production of promotion materials, attendance at fairs, software solutions, “tailor-made” business consultancy and support;  Credit lines – under extra – favorable conditions (Credit for start-up and existing companies); Business Skills Trainings: Demand driven, current business topics, focused towards personal and professional development of the participants. Most of the trainings were organized using CEFE methodology and great number of participants opened new business or develop an already existing one.

www.getyesproject.com Regional cooperation in Economic Development: Enhancing the interaction between actors in four sectors (public, private, civil-society and academic) at municipal, regional and national levels through cooperation and collaboration on economic development initiatives.

Success factors      

Offer up-to-date and tailored services; Open for everyone who has an idea and wants to turn it into a business venture; Open to any kind of organizations or individuals that want to contribute with their know-how in entrepreneurship; Professional support; Wide network of collaborators not only from the country but from abroad as well; Strong cooperation with public, business, nonprofit and educational sector.

Achievements Business Startup and Support: 750 job places supported, 365 SMEs supported, 417 000 € micro credits, 62 SMEs, 7878 hours of consultations provided (984 days); Business skills trainings: 216 business trainings organized and 3970 participants trained using CEFE methodology; Regional economic cooperation: Advisory Board of the Economic Forum of Pelagonia region has been established working on realization of 2 initiatives, one focused on improvement of cooperation between the educational and business sectors; Skill gap analyses conducted (300 companies surveyed); By jobs created by BSC, regional unemployment rate was reduced by 0.6 % in 2012 and 0.1 % in 2011; BSC contributed with 2.6 % of the new permanent employees in Pelagonia in 2012 and 0.6 % in 2011; BSC supported 10% of the total number of newly opened SMEs in Bitola (2011-2012).

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Youth Entrepreneurial Service (YES) Foundation, YES Business Incubator Rationale and general information YES Foundation Skopje exists for stimulating entrepreneurship and raising the level of employment among young people through strengthening their skills and competencies to start their own business. YES Foundation stands for supporting them through many activities and subventions in order to help the local development of the currently most productive sector – SMEs. In this context the Foundation operates the YES Business Incubator. Their goal is to attract young people that are innovative and that have ideas to start their own business in the IT sector. They equip and enlarge participant’s’ business competencies and connect them with suitable business partners in order to make them competitive in the global market, and at the same time to accelerate the growth of small and medium enterprises as holders? of the national economy. YES Foundation with its business incubator for supporting micro, small and medium enterprises in the ICT field, offers access to services for accelerating their growth and development

Timeframe 2010 - Ongoing

Budget and financing sources Mainly donor supported and fees from services they offer. Below is a list of part of the projects they have implemented: 1. Development of startup businesses through direct mentoring of young entrepreneurs; Donor: City of Skopje; Duration: June – September 2012. 2. Program for career development; Donor: City of Skopje; Duration: June – October 2012. 3. Increasing the employment rate of young women from ethnic minorities in Macedonia and Albania by increasing their competences for a self-employed job; Donor: Les Paquerettes; Partners: Dorcas AID International, Albania and Tabital Foundation, Albania; Duration: January 2012 – September 2012 4. Youth Mobile and Tech Program- creating employment opportunities; Donor: Royal Norwegian Embassy, Skopje 5. Duration: February 2012 – December 2012. 6. Stimulating youth entrepreneurship and innovation through e-learning; Donor: US Embassy, Skopje; Duration: February 2012 – ongoing.

Partners Microsoft BizPark, Fakulteti.mk, Municipality of Skopje, Faculty for organizational sciences, University St. Kiril and Metodij.

Human resources Board of Directors, Director and 4 employees.

Activities Pre-incubation YES Business Incubator is the place for open cooperation and exchange of ideas for everyone wishing to start a business. They offer the following services in the first phase towards realization of a business idea:  Consulting;  Entrepreneurship materials and a business plan;  Mediation in Help with? legal services;  Business plan writing advice;  Mentoring by experts in different areas;  Trainings and courses for business and soft skills;  Modern computer lab;  Business network;

www.getyesproject.com  Co-sharing space. Incubation Package for tenants in the incubator:  Office in YES Incubator (from 11.65m2 to 17.50m2);  Standard furniture (desks, chairs, closets, telephone set);  Covered accounts for electricity, water, heating, internet to 5 GB loop;  24/7 availability of space;  Additional services (sending 10 faxes, printing and copying up to 100 pages, parking);  Free use of meeting room up to 3 hours per month (for this service must make an appointment);  Mentoring, advice and support (up to 2 hours per month with prior appointment);  Promotion of company;  Technical support;  Flexible contracts;  Promotion of business ideas;  Establishing business contacts. Package for virtual members of YES Foundation:  Free use of the meeting room up to 3 hours per month;  Mentorship, consultations and support;  Promoting the company;  Technical support;  Flexible arrangements;  Promoting business ideas;  Establishing business contacts. Mentorship: In order to provide better support for its member companies, YES Foundation has developed a mentor scheme for experience transfer by established business people to the young entrepreneurs to improve their knowledge and skills. Business areas in which the mentors specialize are: human resource management, business development, finance, administration, management, corporate communication, sales, negotiation, public relations and marketing. Courses: Because they are a certified local center of CISCO Entrepreneurial Institute, YES Incubator has great experience in organizing trainings in the area of entrepreneurship, starting a business, financing and development of the business. They also offer certificates from the European Business Competence License (EBC*L), which is a certificate for non-economists. This is an added value for those who want to start their own business, since it expands their competencies. Soft landing: YES Foundation offers “Soft Landing” services, mainly for small and medium size companies that aim to enter or to grow on the Macedonian market. Their program accelerates learning processes and helps in establishing contacts.

Success factors      

Offer up-to-date and tailored services; open for everyone who has an idea and wants to turn it into a business venture; open to any kind of organizations or individuals that want to contribute with their know-how in entrepreneurship; Professional support; Wide network of collaborators not only from the country but from abroad as well; Strong cooperation with public, business, nonprofit and educational sector.

Achievements 74 companies supported; 2000 participants on trainings; 5000 visits on events; More 250 new work places; 13 export - oriented companies; 17 tenants in the Business Incubator.

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European Bank for Reconstruction and Development “Grow your business program” Rationale and general information The European Bank for Reconstruction and Development (EBRD) has been active in Macedonia since 1993. The EBRD focuses on supporting the country's integration into regional and global markets through the EBRD's investments and other activities, especially in intensified cooperation with key partners such as the European Union and the European Investment Bank. In the field of entrepreneurship and economic development, EBRD is implementing “Grow your business program” where they helped nearly 690 enterprises to access business advice. The EBRD joins international efforts for support of the country directed to speeding the pace of structural reforms and providing stimulus for private enterprise development, in accordance with Government commitments focused on economic revitalization and job creation, as well as implementation of the Stabilization and Association Agreement with European Union. In FYR Macedonia, the EBRD helps small and medium-sized businesses grow, succeed, then grow again, becoming genuine catalysts for their local economies, then their region. In the context of “Grow your business program” EBRD connects companies to local consultants and international advisers who can help transform a wide range of businesses. From the smallest looking to grow to those going global, their expert network of doers, thinkers and advisers help the companies to step up and start thinking big.

Timeframe 1998 - Ongoing

Budget and financing sources Funding from the EBRD, the European Union, the Balkan Region Special Fund, the Central European Initiative (CEI), the Netherlands, the United Kingdom, the Private Sector Support Facility for the Western Balkans, Luxembourg, Portugal, Norway, Sweden and the Taiwan Business - EBRD Technical Cooperation Fund. Their work in Macedonia is currently funded by the European Union, Luxembourg, Sweden and the EBRD Shareholder Special Fund. EBRD has combined about €7.4 million in donor support with more than €3.4 million in contributions.

Partners Macedonian Government, Macedonian banking sector, European Union, Balkan Region Special Fund, Central European Initiative (CEI), Netherlands, United Kingdom, Private Sector Support Facility for the Western Balkans, Luxembourg, Portugal, Norway, Sweden and Taiwan Business - EBRD Technical Cooperation Fund.

Human resources Team of 3 employees from EBRD, plus database of 252 consultants.

Activities The EBRD supports businesses from many industries, such as food and beverages, wholesale and retail distribution and construction and engineering. They offer business advice and industry expertise (know how). Whether it is a new website, a quality management system, a marketing strategy or even a completely new governance structure, they work with the company to define the best project to fit their needs. Then, they support the company through the whole process to make sure the project achieves the best results. One year after every project, they return to measure the impact they made. Business Advice Usually involves working with qualified local consultants and often last four to six months. This advice covers specialized areas of expertise including:  strategy  marketing

www.getyesproject.com  organization  operations  technology  engineering solutions  quality management  financial management  energy efficiency and environment The EBRD covers a proportion of the costs of these projects, depending on the size and location of the enterprise and the type of advice it needs. Industry expertise If the company is looking to compete internationally or attract investment, EBRD offers an international adviser who brings more than 15 years of senior-management experience gained in the same industry. These projects involve a strategic review of every aspect of the enterprise, from sales and marketing to exports, investment, and financial and strategic planning. What’s more, their international advisers have a network of industry contacts developed over the course of a career, often providing connections that result in supplier/buyer and partner relationships and open up new markets. The EBRD has more than 1,500 industry experts from 65 countries in their database and their network grows every year.

Success factors  

  

Expert knowledge; Database of 252 local and international consultants who have provided business advice in many areas. Moreover, their industry experts with more than 15-year experience from Italy, Greece, Denmark, the UK, Romania, Switzerland and beyond have shared their own unique experiences and international best practices to help businesses take the next step; Offer up-to-date and tailored services; Strong cooperation with public and business sector; Building competitive markets for business advice that will thrive independently, well into the future.

Achievements Supported 690 enterprises; Helped 73% of enterprises increase their turnover, with an average increase of 48%; After working with EBRD, 21% of enterprises accessed external finance, for a total of €15.2 million in 20112013; Through their advice, 53% of enterprises increased their productivity, with an average increase of 40%; EBRD helped create 425 jobs in 2011-2013, as 66% of enterprises increased their number of employees; Supported nearly 80 companies located in rural areas and we have undertaken 189 projects aimed at improving environmental management, energy efficiency or renewable energy.

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PHILIPPINES best practices

Old Balara Christian Community School Rationale and general information Improving the lives of people in poverty has always been a challenge in the Philippines. There have been countless programs by the government aimed at solving the seemingly unsolvable puzzle that is poverty. But, one school has found a more practical approach to tackle the problem. The school was born as an outreach mission of the Old Balara Christian Community Church (OBCC). What started as a small bible study group in 1977 turned into church. Because of the positive experience the church in reaching children within the community of Old Balara, a pre-school was established in 1987. With the dedication and commitment of its staff and supporters, the small pre-school turned into a self-sustaining school that is now known as the Old Balara Christian Community School (OBCCS). The Old Balara Christian Community School (OBCCS) declares as its main mission the alleviation of poverty through enterprise education. The school strives to develop competencies among students so that they become job creators and not only job seekers in the future. What makes education at the OBCCS unique is its experiential “learning by doing” approach. At a young age, children are taught the foundations for establishing a business like how to turn problems and solutions into opportunities as well as delaying gratification for higher order and long-term goals. They are taught how to save money and make tiny investments in micro ventures.

Timeframe The school was established in 1987 and continues to the present.

Budget and financing resources The school’s funding comes from the tuition fees. They are currently on a fund drive to acquire a lot and building of their own.

Partners Old Balara Christian Community Church, the church from which the school developed.

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Human resources 11 full-time teachers and 2 administration staff.

Activities The OBCCS offers K to 12 Basic Education Program by the Department of Education (DepEd) like most schools, but what sets it apart is its inclination to teach its students entrepreneurship. Through its unique curriculum students are equipped not only with the education they need for higher learning but also the knowledge and skills to create a business of their own. The school is also a venue for workshops and seminars for parents and students.

Success factors         

Distinctively Bible-oriented Christian worldview in the curriculum; Practical and engaging methodologies employed in classrooms; Enterprise education curriculum and teaching model; The care and love that the faculty and staff provide all students; Socialized tuition that make quality education accessible to low income families; Small class sizes that allow quality interactions; Commitment of the staff and supporters; Empowerment of staff; Teachers are from the community. They are familiar with the culture, context and needs of the children in the community.

Achievements Academic Achievements: State University Exam passers: 6; Served 3,227 pupils from squatter community since its establishment in 1987; It now offers classes from Pre-school to Grade 10, with two sections each from Pre-school to Grade 2. Winning in Robotics Competition – 2 times th Student Achievements: HS students 1st year- 4 ; Sent 7 to Teachers’ College. Student-organized community projects: Building /repairing houses for poor widows; Cleaning up after the election; Repainting of Village court; Tree Planting. Media Milleage: Go Negosyo; Entrep Magazine; Entrep Book; Philippine Daily Inquirer Research: Building Enterprising Society Today: An Action Research on Enterprise Education in Primary Level. Training for Parents: CEFE Training for Parents and Village Educators; Livelihood skills training for parents to help pay for children’s tuition.

Website https://www.facebook.com/obccs

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Kickstart Ventures Rationale and general information The rapid growth of technology has given way to the rise of the Digital Age. Because of this, digital-based businesses sprang up fast and Kickstart Ventures saw a need to support small digital businesses. Kickstart Ventures is a wholly owned corporate venture subsidiary of the Philippine telecommunications firm Globe Telecom. Kickstart started in March of 2012 due to the lack of support for digital startups. Kickstart invests in digital startups and supports them from the seed-stage to post-Series A. This will make sure that small businesses will have access to capital and have a chance to grow/to succeed?. Specifically, Kickstart invests in digital media businesses, technology innovations, global or regional web and mobile platforms, disruptive business models.

Timeframe Kickstart started its operation when it obtained its SEC approval in March of 2012.

Partners Kickstart has various partners in the United States, Asia and Innov8 and Philippines, where its parent company, Globe Telecom, resides.

Human resources Several teams such as its Kickstart Team, Interns, Investment Committee, Board of Directors and Mentors

Activities Pitch: Pitch decks of would-be entrepreneurs are sent through Kickstartâ&#x20AC;&#x2122;s website and are evaluated. If the company sees potential, a face-to-face meeting is scheduled to discuss the idea and the plan of execution. However, if the company thinks that the pitch is off-strategy for Kickstart, they will immediately decline. Funding: Once Kickstart decides to fund a pitch deck, the entrepreneur will enjoy several benefits, which includes: Mentorship: Entrepreneurs will be guided by a group of mentors composed of startup founders and experts; Facilities and Resources: Entrepreneurs will be able to use co-working space and free credits from Kickstartâ&#x20AC;&#x2122;s partners; Market Access: Entrepreneurs are introduced to Globe Globe, Innov8 Sparks, Ayala Group, and SingTel affiliate companies of Kickstart for partnership and commercial deals.

Achievement Since December of 2012, Kickstart has successfully launched 20 startups and acquired several investments.

Website http://www.kickstart.ph/about/

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UP Enterprise Center for Technopreneurship Rationale and general information The UP Enterprise Center started out as a dream to establish a network of technology business incubators in the country. With operational and financial support from different key people, the dream became a reality with its inauguration in 2011. The UP Enterprise Center believes that economic progress can be achieved by taking technological innovations to the market through mentoring and networking. Mentoring will help entrepreneurs develop a business mindset with the skills to match. Networking will make sure that a community is present where the innovation can grow and develop.

Timeframe Officially inaugurated on February of 2011.

Budget and financing resources Funded by University of the Philippines and the Department of Science and Technology.

Partners Companies from both private and public sectors. Its major stockholders are the Department of Science and Technology (DOST) and the University of the Philippines.

Human resources UP Enterprise Center for Technopreneurship has an Operating Team, Steering Committee and group of advisers.

Activities Enterprise Business Incubator Program: The incubator program caters to technology fields such as information and communications technology, electronics, industrial machinery, materials/nanotechnology, digital gaming, creatives and multimedia, learning and education, health and biotechnology, food technology, agricultural technology, energy and green technology, and technology-based social enterprises turns technological ideas into businesses within six months. Physical facilities allow entrepreneurs to set-up businesses in the Enterprise Headquarters. Mentoring Sessions: Like its advocacy on mentoring, the center holds mentoring session with topics such as technology development, market research, negotiation and sales, equity distribution and financing, corporate etiquette and presentation and intellectual property management.

Success Factors   

Network of Senior Partners – U.P. Technopreneurship Business Incubator owes a big part of the effectiveness e of their support to their connections in: Employee Passion – the junior and senior partners of this business incubator put maximum energy into the projects they handle, and go even as far as hands-on support. Active in-depth support – Where many Business Incubators simply give money and do accounting, U.P. Technopreneurship Business Incubator actually takes a major role in molding the idea pitched by the startups, and considers a multi-dimensional approach that takes into account potential adaptability and inclusivity of each idea/technology.

Achievements Number of Batches/Tranches of Startups assisted: 4 Number of Startups being assisted in current batch (Batch Delta): 12

www.getyesproject.com Age Distribution of Startup Participants: (Graph Scale has missing values)

Age Distribution of Startup Participants 31 - 40 Early 20s 0%

10%

15%

20%

25%

30%

35%

(Source: Ms. Alea Ladaga, Junior Partner in U.P. Technopreneurship Business Incubator)

Website http://www.enterprise.upd.edu.ph

40%

45%

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Idea Space Rationale and general information IdeaSpace is a non-profit organization that aims to support technology innovations and ideas and turn them into successful businesses. They provide funding for startups but also help in the critical phases of a budding business. Their incubation and acceleration process include providing mentors according to their expertise, office space and housing for non-Manila startups, legal, operations and human resource support, seed funding, access to prospective investors and links to strategic partner resource and market runaway. They believe that because of technological advancements, nurturing the ideas and creativity of technopreneurs will boost the country’s economy. Their goal is to promote a culture of innovation and meritocracy to push for a new Philippine economy driven by technology and creativity.

Timeframe The organization started on 2012.

Budget and financing resources IdeaSpace is fully funded by the MVP Group of Companies.

Partners They have both local and international partners. Some of their international partners include Microsoft, Amazon and IBM and some of their local partners include the Department of Science and Technology in the Philippines. Support of the MVP Group of Companies. Belief in their core values: global ambition, speed of execution, frugality. (Are these Success Factors?)

Human resources IdeaSpace has a Board of Trustees and is managed by a full-time.

Activities To encourage people to enter into entrepreneurship, IdeaSpace holds an annual competition where the top 10 startups are able to get one million pesos worth of benefits plus Php. 500,000 cash, housing, transportation, incorporation, office space, communication, software support, mentorship and training. Technopreneurship Bootcamps. IdeaSpace conducts a series of Technopreneurship boot camps in different universities across the country.

Success Factors   

Startup – Corporate Matching - Ideaspace brokers the matching of incubated startups with large corporate entities, ensuring the optimized association of both entities. Startup – Partner Matching – besides matching the end user (corporations) and the source (startups), Ideaspace also connects the Startups with business partners that will optimize the operation of the Startup. Post-Incubation Support – Ideaspace continues supporting its successful startups even after incubation by providing office spaces and consultation.

Achievements Number of Batches/Tranches of startups assisted: 4 nd Number of Applicants in 2 Tranche: 600 rd Number of Applicants in 3 Tranche: 1048 th Number of Applicants in 4 Tranche: on-going Age Distribution of Startup Participants:

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Age Distribution of Startup Participants 50 < 40 - 50 20s - 39 0%

10%

20%

30%

40%

50%

60%

70%

(Source: Mr. Angelo Miguel Palabasan, Incubation Operations) Since they started, IdeaSpace has successfully launched 38 startups. Their most notable startup is SALt (Sustainable Alternative Lighting), the company which created the saltwater lamp. Its creator went on stage in the recent APEC Summit in the Philippines with President Barack Obama and Alibabaâ&#x20AC;&#x2122;s Jack Ma.

Website http://ideaspacefoundation.org

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Youth At Venture Philippines Foundation, Inc. Rationale and general information Youth at Venture (YaV) is a non-profit organization that pushes for entrepreneurship to alleviate poverty. Its mission is to “unlock the youth’s entrepreneurial potential by nurturing their capacity to pursue business and social enterprise development while fostering a favorable entrepreneurship ecosystem.” YaV specifically targets youth that are disadvantaged yet determined to improve their quality of life. YaV intends to achieve this by supporting the targeted youths encouraging and teaching them about entrepreneurship. Entrepreneurship programs are conducted in Entrepreneurial Centers, which are positioned in the slums. This will make sure that their participants are disadvantaged youths. Participants, mostly aged 16-24, go through a 15-month program. The program includes business skills training, guided business planning, start-up capitalization, business establishment assistance and business coaching. YaV hopes that after a youth has gone through their program, he/she will become an actual youth entrepreneurs capable of establishing a sustainable business of their own. This will be a way for the youth-individual to lift him/herself out of poverty, which will improve the quality of life for him/her and his/her family. This small chain of events will ultimately be a way to fight poverty in the country.

Timeframe Since November of 2011

Budget and financing resources Most of YaV’s funding comes from its partners and donors.

Partners YaV’s partners are other foundations, as well as banks, private companies and the Department of Education.

Human resources YaV has a Board of Trustees and small team from their offices in Pasay and Quezon City.

Activities YaV offers different tracks their youth participants would like to grow into and offers them support programs as well. Becoming Entrepreneurial YaV Youth Entrep Camp: The camp offers an intensive, problem and action-based approach, which intends to unlock their potential. The camp also encourages the participants to build business ventures as a team or individually. The camp consists of five phases where experienced entrepreneurs guide the participants. This benefits the youth as the interaction between them and the entrepreneurs gives them a glimpse of what they can be one day. YaV Lab: Experienced entrepreneurs and youth participants work as equals in a YaV lab where they team up to solve social, environmental and health issues in the community. Teams are to develop practical and sustainable solutions using entrepreneurial skills. BoP Launcher: This program matches products and services suitable for people at the Base of the Pyramid (BoP) with Out-of-School youths (OSY). Building Support Coaching Program: YaV coaches young entrepreneurs and connects them with other mentors to facilitate faster growth in their business. Mentor Program: Entrepreneurs and professionals guide the YaV Youth by taking the youths under their wing. YAV Network of Entrepreneurs: Young entrepreneurs that went through YaV’s programs are a part of the YaV Network of Entrepreneurs, a community where information, trainings and workshops and personal contacts are exchanged.

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Achievement Numerous businesses startups several categories under software as a service (saas), ecommerce, social impact and lifestyle

Website http://youthatventure.org.ph

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JAMAICA best practices

Network of Youth Employment stakeholders Rationale and general information The Jamaica Youth Employment Network (JYEN) operates under the aegis of the Jamaica Employers’ Federation. The JYEN facilitates social dialogue and the implementation of projects under the four focus areas of the JYEN, namely: employment creation, entrepreneurship, equal opportunity and employability. Target: Disadvantaged young people, in particular youth in rural communities, youth with disabilities, youth living with HIV and AIDS, youth in inner city communities, early school leavers and young people working on the street.

Timeframe Launched in Jamaica on 20 September 2005 and exists today

Partners Includes 23 stakeholders, comprising government, employers, trade unions and youth.

Human resources Twelve government organizations and the social partners in the Jamaica Employers’ Federation (JEF).

Activities   

Assist young people in understanding and appreciating the concept of entrepreneurship, challenging them to become designers of their own destiny Create avenues through which unemployed youth may connect with employment opportunities Empower youth with the skills to start their own businesses

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Create and identify avenues through which youth may become more employable Ensure that all youth have equal access to employment, business and training opportunities Promote greater relevance in, and a more coordinated approach to, the delivery of services that target youth Develop four regional committees to facilitate the coordination of JYEN networks at the local level with youth as the membership base Develop a communication strategy, including a website, brochures and tool kits. The purpose of the communication strategy is to ensure that youth have information on the facilities, services and opportunities available to them through the JYEN for accomplishing any or all of the four E’s: employment creation, entrepreneurship, equal opportunity and employability Host regional employment fairs and business development seminars, aimed at preparing youth for the job market as well as providing exposure and employment opportunities. On an informational level JYEN aims to: o Share information on best practices with other YEN lead countries o Benchmark, and adopt where possible, the best practices in youth employment and development of other YEN lead countries o Develop an employment/unemployment registry, which is intended to capture the status and demographics of youth employment in Jamaica, as well as to facilitate the connection of unemployed youth with employment opportunities

Success factors   

Dedicated Team with ownership and responsibility for management of the targets Interested partners whose regular goals are similar and, or related Supportive and enabling network e.g. Government

Achievements Raise and maintain awareness of the need to focus on results-based solutions to youth unemployment and its impact on other inhibitors to national growth and development. Public awareness concerning youth employment has risen. Tripartite initiatives allow greater visibility, both nationally and internationally.

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Training for Employability Rationale and general information To alleviate the lack of understanding of the labor market as well as the lack of work experience. Human resources development, education and training which contribute significantly to promoting the interests of young people, enterprises, and society. Target: Youth involved in the Culture and Creativity, Digi-focused sectors in Kingston, St. Andrew, St. Catherine and St. James. Purpose: Youth Employability through Skill Development and Training.

Timeframe 2008 - 2013

Budget and financing sources EUR 0.5 million

Partners European Commission, Jamaica Social Investment Fund (JSIF), HEART Trust/NTA

Human resources National Training Agency – HEART Trust NTA, Ministry of Youth and Culture, ILO, Jamaica Business Development Corporation (JBDC), Ministry of Education.

Activities    

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Employers forge strategic linkages with career counsellors thereby creating a mutual flow of information, as well as a shared understanding of priorities Employers advise school and vocational counsellors on available careers, and current and predicted skills requirements to ensure that young people can be guided into priority areas Employers become involved in initiatives related to their career guidance e.g. Career Day initiatives which are held at all Secondary schools in both rural and urban areas Employers engage young people in apprenticeship and internship programmes that provide a valuable introduction to the world of work and which have high potential to develop the vocational and technical skills of the young Ministry of Education -Technology and Employment Skills Training (TEST)

Success factors Incorporate apprenticeship and internship programmes

Achievements Trained high school teachers to become facilitators in entrepreneurship; Education and training which cultivates the skills that employers need to compete locally and internationally; Improved vocational and technical skills; Support the drive to reduce school dropout rates and unemployment; Increase entrepreneurship education among youth; Reduce rising unemployment; Improve financial management.

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Revision of the National Youth PolicyNational Youth Entrepreneurship Strategy Rationale and general information There were 196,900 young persons (14-24yrs) in the labor force as at July 2015, with the majority (57%) being male. The Youth Unemployment Rate in Jamaica decreased to 28.20 percent in the third quarter of 2015 from 31.60 percent in the second quarter of 2015. The rate averaged 32.17 percent from 2012 until 2015, reaching an all-time high of 37 percent in the second quarter of 2013, and a record low of 28.20 percent in the third quarter of 2015. Though the youth unemployment rate has been trending down, the rate still remains more than double the global average. The Green Paper for the NYP proposes to: 1. Increase access to decent employment through educational and training platforms; 2. Create an enabling environment for youth entrepreneurship; 3. Promote youth employment and skills development in the context of globalization and technological innovation; 4. Promote the designation of funds to enable employment among vulnerable groups including youth with disabilities, young women and street youth; 5. Provide expanded training programmes for youth in priority new and growth-related industries, including logistics, business process outsourcing, information and communication technologies, cultural and creative industries, agribusiness and energy; 6. Improve coordination and expansion of current efforts to engender creative innovations in entrepreneurship business start-up at supporting business start-ups among youth in areas of sport, cultural industries, ICTs, community and medical tourism, agro-industries/food sector, and other relevant sectors that emerge; 7. Promote the Decent Work Agenda to ensure employability of the youth and adequate protection of young workers; 8. Increase labor market information and monitoring mechanisms to ensure that education and vocational training is responsive to the changing demand for skills in the labor market and the economic development strategy of the country. Target: Youth enrolled and graduates of secondary and tertiary institutions as well as graduates of schools for students with disabilities.

Timeframe 2015 â&#x20AC;&#x201C; 2030

Partners Ministry of Youth, Ministry of Industry and Commerce - Jamaica Business Development Centre (JBDC), Jamaica Youth Business Trust (JYBT), Jamaica Youth Employment Network (JYEN), Young Entrepreneurs Association (YEA), Youth Entrepreneurship Programme (YEP, the Young Americas Business Trust (YABT), and the Jamaica Youth Business Trust (JYBT).

Human resources Ministry of Youth, Ministry of Industry and Commerce- Jamaica Business Development Centre (JBDC), Jamaica Youth Business Trust (JYBT), Jamaica Youth Employment Network (JYEN), Young Entrepreneurs Association (YEA), Youth Entrepreneurship Programme (YEP) and the Young Americas Business Trust (YABT), and the Jamaica Youth Business Trust (JYBT).

Activities Provision of a framework for the coordination, support and measurement of the various entrepreneurial efforts being pursued by entities involved in youth entrepreneurship. Strengthening the role of youth in national economic development by unearthing and focusing their skills and abilities into areas that make for sustainable enterprise development. Encouragement of a greater cross-section of young people to actively participate in entrepreneurial

www.getyesproject.com related sustainable enterprise development. Giving prominence to youth entrepreneurship. Since youth is a transitional period and its constituents have special needs, any approach for their engagement and empowerment must be tailored to the characteristics that define them.

Success factors   

A life-cycle approach; A holistic approach; A multi-sectorial approach.

Achievements Provide greater support and visibility for the National Youth Service Act of 1999; Represent Jamaica’s commitment to World Programme of Action for Youth Development, CARICOM Youth Development Action Plan and the Commonwealth Plan of Action for Youth Empowerment; Provided kick-off for active engagement of 525,369 persons (youth population); Approximately 274,658 between the ages of 15 and 19 years and 226,480 are 25 to 29; Promote a positive youth image and a framework for development rooted in human rights and hope for future growth.

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Specialised Treatment of The Vulnerable Youth Rationale and general information To address specific situations using specific micromanaged mechanisms and interventions. Scientific Research Council’s (SRC) Rural Youth Employment (RUYE) project Target: Unattached (and) unemployed youth in the communities within Manchester, St Thomas, St. Ann and Trelawny Population group age of 15 to 29 that, according to the available data, struggle with high poverty and unemployment rates. To strengthen the capacity of youths in Jamaica’s rural communities to capitalize on income generating opportunities in a sustainable manner, through profitable agricultural or agro-processing enterprises.

Timeframe January 2010 - December 2012

Budget and financing sources US $ 1.25 million

Partners Ministry of Agriculture and Fisheries, and the Planning Institute of Jamaica (PIOJ), United States Agency for International Development (USAID), and the United Nations Development Programme (UNDP), Social Development Commission, RADA Extension; Veterinary Services Division, Jamaica 4H Clubs and the Forestry Department; Hadden Youth in Action, Hinds Town Youth Group, Golden Grove Agricultural Society, One Love Youth Club, Coley Youth Club, Pedro River Youth Club, New Horizon Community Youth Club, Dynamic Youth Club, Western Bee Farmers Association, Grants Mountain, Small Axe Youth, Action Vibes and Wait-a-Bit Youth Club.

Human resources Project Manager, Senior Project Economist, Program Analyst, Acting Executive Director, Crisis, Stabilization & Governance Officer, Manager.

Activities Equipping the participants with the requisite skills to undertake agricultural or agro-processing ventures. Provide Financial Grants and equipment to support firms’ viability and competitiveness.

Success factors       

Project objectives must be relevant to the actual and critical situation currently facing Jamaican youths; The needs of the targeted demographic were consistent with the project objectives and proposed training and capacity development activities; The project addressed the needs of public institutions; The project’s objectives and interventions are aligned with Jamaica’s Vision 2030 and UNDP’s Country Programme priority No. 1: Promoting Poverty Reduction; Active Community involvement; Productive and strategic relationships at the community level; LESSONS LEARNED REGISTER DEVELOPED: Future similar projects and interventions should: 1. Prioritize the design and implementation of a timely baseline study; 2. Measures to improve the demand for their improved knowledge and skills; 3. Cost-benefit analyses must be implemented for all project related activities so as to have robust evidence for informed decision making.

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Achievements 543 out of 600 youths (90.0%) were equipped with skills to be employed in or initiate agro-businesses; 300 young people in over 20 communities, started their own agricultural/agro-processing ventures; Increased output for the â&#x20AC;&#x153;Buy Jamaicaâ&#x20AC;? initiative to reduce importation levels for dollar stability including: honey production/beekeeping; goat rearing; greenhouse applications and production; and sorrel and sweet potato agro-processing; 275 bee hives in September 2011, has since produced in excess of 400 quarts of honey with potential earnings of USD 5,000 at the end of each cycle; Over 50% of the participants were men; Successfully improve Mathematics, English and Comprehension skills in beneficiaries who were previously not competent; Business plan generated for all youth groups and preparation including label development now in place for commercialization of products not yet on market.

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Funding Entrepreneurship among Youth for Competitiveness via Accelerator Programmes Rationale and general information In 2012, there were over 800,000 young people between the ages of 12 and 35 in Jamaica, representing approximately 34% of the population. Of these, 200,000 young people (25% of youth) were unattached, meaning that they are neither in school nor are they gainfully employed. Youth unemployment rate at the end of 2013 stood at 31.1 per cent, almost three times the overall rate of 12.8 per cent. Purpose: To provide opportunities for new entrepreneurs to access expert business advice and coaching from experienced business persons, in a ‘learning-by-doing’ environment; paired with established businesses in a mentoring relationship for a minimum of three months. Target: Potential entrepreneurs in the areas of digital media, mobile technologies, ICT and digital content. Developed by: Enterprise Jamaica Project Management Unit- Bureau of Standards Jamaica, Business Advisory Services - Jamaica Business Development Corporation, Trademarks Department- Jamaica Intellectual Property Office (JIPO), digital entrepreneurs, angel investors and centres of excellence in the Silicon Valley and across Latin America.

Timeframe 2012 - Present

Budget and financing sources US $ 20 million

Partners Ministry of Industry, Investment and Commerce (MIIC), World Bank, Oasis500 Jordan-based investment company Devlabs — a network of technology entrepreneurs based in California, USA, Development Bank of Jamaica (DBJ); Jamaica National Building Society Foundation; Cable and Wireless (Jamaica) Limited, Ministry of Education, Ministry of Youth and Culture (MYC), Ministry of Local Government and Community Development (MLGCD), National Centre for Youth Development, National Youth Service, YUTE program and the Social Development Commission, HEART Trust/NTA, Universal Service Fund.

Human resources CEO, Office Administrator

Activities       

Establish collaborative with institutions working with youth in low-income communities and vulnerable target groups such as youth with disabilities; Provide need-based scholarship funding to facilitate the participation of the “bottom 40%” of the youth population in the training programs; Forge strong partnerships with key Ministries; Providing training in animation, software coding and online work as a means of providing youth with the skills and capacities to enhance employability, innovation and entrepreneurship; The establishment of a technology hub, called Start Up Jamaica, geared towards accelerating start-up companies with business models focused on mobile applications, animation and scientific inventions; Increasing the volume of Jamaican private sector investment in youth start-up companies by creating a viable ecosystem which supports among other things, angel investment, crowdsourcing and royalty based funding; Promote the development of science, technology and innovation through research grants and policy development.

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Success factors   

Linked Policies for Trade and Foreign Direct Investment; Linked Diaspora and other networks; Manage a combined framework of: - Governance and business climate, - Improve basic technological literacy, - Finance of innovative firms and - Develop and institute proactive policies.

Achievements Award of investment of up to US$30,000 each for to 10 persons; Establish 100-day Accelerator Programme; Provide training and coaching to 2,000 young Jamaicans, to enhance entrepreneurial skills and employability (Expected); Create about 150 startup companies in Jamaica (Expected); Establish “Startup Jamaica,” a physical hub for tech entrepreneurs (Expected); Mobilize up to US$ 7 million seed funding for tech entrepreneur startups (Expected).

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GERMANY best practices

Youth Employment in rural areas Experiential Training in Agropreneurship for Rural Smallholder (Ruralopment) Rationale and general information Farmers have a chance to significantly multiply income and improve the livelihood of their families. Most development projects focus on technical aspects and agricultural engineering. But farmers need complementary competence to turn their hard work into a viable, sustainable and market-oriented business. Ruralopment let participants â&#x20AC;&#x201C; also with no literacy - experience farm work and life in a 3 or 4-days-seminar (wherever the classroom may be). They make their own decisions, they plant and harvest, learn about calculations, independence from donations, credit, water sourcing and irrigation, training impact, cooperation and much more. And they realize by themselves that it is in their hands to achieve an up to 10 times higher cash income. These participants go home and start changing their life.

Timeframe Pilot project in 2012. Concept development: 10 working days; Training of Trainers (ToT): 7 working days; 3 Coachings: 2-3 working days.

Budget and financing sources Gesellschaft fĂźr Internationale Zusammenarbeit (GIZ, German development organization). Pilot trainings, Human Capacity Development, curriculum development: 50.000â&#x201A;Ź.

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Partners Ministry of Economy and Development (MED)

Human resources 2 international master trainers, 16 national trainees.

Activities  

 

Ruralopment simulates the situation of small farmers (and farmer groups) in a seminar. Ruralopment is based on real figures concerning the following aspects: - crops which can be planted, including the yield under traditional and slightly advanced production methods; - market prices for farm inputs, crop sales and cash needed for own survival of the farmers until first revenues from selling the harvest are gained – including price variation during the seasons; - the impact of rainy, mixed and dry season on productivity; - labor needed to manage a chosen crop production; - chances to get government support, a donation or a credit; - Typical positive or negative external influences that affect farm life. Experience farm work and life of four to six seasons 3-days-seminar; Participants make their own decisions on: - Choice of crops, plant and harvest - Use of own money and earnings, - Donations and credit, - Water sourcing and irrigation, - Training impact, - Cooperation - and much more Participants realize by themselves that it is in their hands to achieve an up to 10 times higher cash income; The participants can choose among 6 crops (paddy rice, corn, peanuts, tomato, sawi (vegetable), and kangkong (vegetable), which have been identified as the most relevant in the given living circumstances (adaptation possible, current crops based on East-Timor pilot project).

Success factors Training adapted for semi-illiterate target group; training contents mostly visualized; using case studies and examples from real farming business so that participants could immediately relate to it and apply it.

Achievements At the end of the training, participants have: experienced a simulation of 5 farming groups, in 1-2 years or 4-6 seasons; seen and understood the benefits arising from aspects like: irrigation, crop change, training, counselling; learnt to appreciate the value of own initiative in contrast to depending on external donations; enhanced entrepreneurial competences like: work commitment, planning, risk taking, creativity, decision making; understood that exploring considerable potentials depends on themselves rather than on others; increased their interest in new products and methods and their willingness in going for it; gained a basic understanding of cost calculation and cash flow; improved their ability to use calculation for decision making; Increased their ability to make use of counselling and training.

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Tunisia Concept Development CEFE for self-employment Rationale and general information As part of its systematic approach for the development and strengthening of entrepreneurship, the Support Programme for Entrepreneurship and Innovation (ISSP), asked CEFE International (CI) to conduct a baseline study of the CEFE approach in Tunisia and to revitalize CEFE trainings in order to strengthen entrepreneurship and selfemployment in Tunisia. With this project, GIZ supported The National Agency for employment and self-employment (ANETI) and the Ministry of Employment and Professional Integration of Youth in Tunisia.

Timeframe December 2011 – September 2013

Budget and financing sources Total budget: 249.847 Euros. Financing Source: Gesellschaft für Internationale Zusammenarbeit (GIZ, German development agency).

Partners ANETI (Agence Nationale pour l'Emploi et le Travail Indépendant). The National Agency for employment and selfemployment (ANETI) is a public entity. It was established under Law No. 93-11 of 17 February 1993 and is under the Ministry of Employment and Professional Integration of Youth. Its main mission is the implementation of government policy on the promotion of employment.

Human resources 4 Long-term international/regional experts and various national experts.

Activities As a conclusion to the inventory conducted in 2011, CEFE International proposed to conduct a training needs assessment. Ultimately, the following recommendations were proposed and accepted:  Technical support for the training of facilitators and updating of the CEFE approach in the CEFE program ANETI (Agence Nationale pour l'Emploi et le Travail Indépendant, Tunisia);  Development of an independent certification system for the facilitators;  Support to ANETI to update its manual of CEFE procedures and a system to monitor and control the quality of CEFE actions;  Support to ANETI to sensitize its partners on re-launching the CEFE program. The CI team, in close collaboration with the team of PAIE and ANETI realized the following activities:  Seminar on prospects of CEFE in Tunisia and revitalization of the CEFE-ANETI program;  Start of the work of ETI (Technical Team on Innovation) on four new training modules;  Realization of training workshops for facilitators on basic aspects of the CEFE approach, i.e. CEFE contents, learning cycle, communication and moderation techniques;  An early reflection on a certification system;  Conduct of a Training of Trainers (TOT) for independent consultants and development associations (entrepreneurship). Conceptualizing four new CEFE modules on entrepreneurship and self-employment: The module "Moudeber" is a five days training with three sessions of two hours each day, i.e. six hours per day and a total of thirty hours of training for the whole module. The objective of the module is that participants acquire entrepreneurial skills. Module "Forca" (the market): The module "Força" is a five-days training with three sessions of two hours each day, i.e. six hours per day and a total of thirty hours of training for the whole module. Two additional days are designated for the supervision of the conduct of a market research in the field. The condition for entry is that the participant has at

www.getyesproject.com least one project idea. The objective of the module is to develop further the participant's project idea as a real business opportunity in a market and to control the process of its market study. Module "Moukhattat" (the business plan): The module "Moukhattat" lasts 12 days, 5 days training for six hours a day and 7 days of group support (possibly including some further specific training). The condition for entry is that the participants have developed their strategic market research. The objective of the module is that the participant develops its business plan and appreciates business management elements. Module "Mourafek" (support): This module provides a set of tools. The tools are generally individual or group interventions with a duration ranging from half day to three days. The action can be either training or group/individual support. The support is divided into two phases: accompaniment to the creation and coaching after creation (post created).

Success factors In previous project phases, ANETI has trained 275 facilitators: 1995-1999 formation of 106 facilitators and 2000-2004 formation of 169 facilitators. In 2011, there were 114 active CEFE facilitators out of which 97 accompanied ANETI in their roles as CEFE trainers. In 2011, ANETI organized 287 trainings based on the CEFE approach and reached 7175 beneficiaries. With the Ministry of Higher Education, ANETI organized 60 training courses for a total of 1,500 participants. The course content emphasized business plan development. Until Before? Since? 2011, ANETI trained 61,000 participants according to the CEFE approach, the results for the last four years.

Achievements CEFE trainers received an update in CEFE trainings and learned to apply the new training modules. They now apply those courses independently and can offer them on different levels (at the level of associations, schools, universities, etc.). The project supported the trainers to be more market oriented when providing trainings and emphasized the necessity to conduct trainings on the job and coaching for persons who have successfully accomplished a CEFE ToT. In addition, Tunisian CEFE facilitators now have access to a certification system.

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Kuremera Programme of the MIFOTRA Rationale and general information Execution of training seminars implemented by CEFE Rwanda LTD. The Kuremera seminars were extremely short (50% below minimum standard duration) and did not focus specifically on business creation, but also included improvement of existing businesses.

Timeframe February - May 2013 Duration of training: 10 days / half-day

Budget and financing sources GIZ (ECO-EMPLOI). The total cost of the training (budget for CEFE Rwanda) was 74 Mio. Francs (111.000 USD).

Partners MIFOTRA - Ministry of Public Service and Labour, Republic of Rwanda

Activities Conduct of 46 seminars. Duration of training: 10 days / half-day. Number of participants: 1043 (78% women).

Achievements The total cost of the training (budget for CEFE Rwanda) was 74 Mio. Francs (111.000 USD). Allocating this equally among all persons who created a business and those who found employment in additionally created jobs, the cost is 87 USD per person, directly benefitting. This does not include those who improved their business, or family members. Despite rather problematic training setup (focus, duration), the CEFE courses directly impacted significantly business creation and improvement as well as employment generation and income increase – at very economical cost. The training is relevant, effective and efficient. Change of the situation of the participants after the CEFE training 32,4% created a business (= 327 businesses); 50,9% improved their existing businesses (= 532 businesses); Only 7,8% are still unemployed (= 82 persons); 931 additional jobs (apart from the participants themselves) were created, = almost 1 additional job per participant; 79,4% report that their income situation improved much or very much (= 829 persons); 92,2% report that the CEFE training contributed much or very much to these changes (= 962 persons); A basic impact survey (CEFE Impact Compass) was carried out on 05-06 Feb. 2014 using telephone interviews. The random sample comprised 102 Kuremera participants (9,75% of all), who had been trained in 2013 by the participants of the seminar. The survey revealed: Business Creation and Improvement  Individual businesses created - 32  Individual existing business improved - 18  Business groups created - 1  Business groups improved - 34  Participants who found employment - 9  Participants who are still unemployed - 8 Numbers of additional jobs created - 91 Present income situation  Much worse - 0  Worse - 3  Unchanged - 18  Better - 61

www.getyesproject.com  Much better - 20 How much did the CEFE training contribute to this?  Not at all - 1  Little - 3  Half - 4  Much - 43  Very much - 51

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Global Business Exchange Program Peru / Colombia / Morocco Rationale and general information Sustainable economic development is significantly influenced by the qualification of managers in the private sector. The aim of the Global Business Exchange Program (MTP) is to strengthen the management skills of executives from small and medium enterprises through training, dialogue and networking and to qualify them simultaneously for the requirements of international economic relations, particularly with Germany. The target group are top managers of SMEs on the one hand and young professionals of middle management on the other. The manager training is offered in the various countries (Peru, Morocco and Colombia) by national providers (especially universities). In the Global Business Exchange Program realized by the GIZ, CEFE International was responsible for the training of trainers in CEFE with a special focus on export management. Participants of this course were professors from the universities in the respective countries. The training includes modules on various topics, such as Management Tools and Skills, International Economic Relations / cooperation, market access, intercultural skills etc. A special feature of MTP is the participant-centered, action-oriented training method, specifically aimed at selfempowerment of participants. Such methods are hardly used in the partner countries. The ToT qualified participants to apply such methods in management trainings in the partner countries.

Timeframe ToT - 2 weeks; coaching - 7 days per teaching institution in the partner country; overall timeframe - approximately 10 weeks

Budget and financing sources GIZ – Deutsche Gesellschaft für Internationale Zusammenarbeit BMZ – Bundesministerium für wirtschaftliche Zusammenarbeit und Entwicklung

Human resources 2 Trainers, 1 Assistant, Backstopping personeal.

Activities Training of Trainers in Germany, Coaching sessions in the partnering countries.

Success factors The participative facilitation approach which was new for the institutions in the partner countries is one of the major success factors. This way, participants of the ToT in Germany learned how to teach adults in a better way. Part of the ToT were excursions to German businesses. This renders the training program more interesting and helps participants to understand the German private sector.

Achievements Approximately 80 trainers trained. Development of management programs for partner countries.

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Entrepreneurship Skills for Young Start-ups Developed by Small Enterprise Center (SEC) Association (http://www.sec-pal.org/) and financed by UNDP – DEEP (Deprived Families Economic Empowerment Program).

Rationale and general information The objective of the DEEP II project is to offer solutions for the growth and development of potential “start-ups” and existing SMEs in Palestine. The SEC fulfilled its vision by delivering services to SMEs in support their growth and the expansion of their business potentials, including income increase and creation of employment opportunities, by using the CEFE solid training approach. Approach:  Enhance competencies of participating entrepreneurs (deprived families and youth) in development of business plans;  Support the targeted participants in shaping business ideas, and qualify them to start and run their businesses;  Enhance the competencies of a pool of trainers and consultants in the West Bank;  Enhance the professional advancement of the trainers in the business training and consultancy fields.

Timeframe Phase two: April 2013 – September 2014

Budget and financing sources Financed by UNDP – DEEP (Deprived Families Economic Empowerment Program).

Activities The SEC used the Competency based Economies Formation of Enterprise (CEFE) approach which is a comprehensive set of training instruments using an action – oriented approach and experiential learning methods to develop and enhance the business management and personal entrepreneurial competencies of a wide range of target groups.

Achievements A total of 1478 small businesses established in the Gaza Strip, Jerusalem and the West Bank; A total of 37 trainers and consultants had been trained and certified; This Best Practice from Palestine demonstrates a large scale CEFE project. Over a period of 1 ½ years SEC was able to train 1478 businesses and enhance competence of several trainers to continue with making follow up of such businesses.

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A non Traditional Approach in Livelihood Development of War Widows in Sri Lanka Rationale and general information CEFE Net Sri Lanka launched an integrated livelihood development project for war widows in the Batticaloa District, East of Sri Lanka. CEFE Net SL has gone beyond the traditional approach in livelihood development. An A to Z package has been introduced including developing a team of Rural Micro Enterprise Business Counselors to provide regular business counseling and mentoring support for war widows during the program period. The first step of this project was conducting a market study for identifying potential market opportunities and trends of products and services which could be introduced for starting micro enterprises under the envisaged livelihood development program. Second step was developing a team of educated and un-employed youths as Rural Micro Enterprise Business Counselors for facilitating war widows by providing necessary counseling services in micro enterprise formation and management of these enterprises. A 10 days micro business counseling training program was conducted using CEFE micro and small business counseling training module developed for 20 such youths 80% being females. RuMEC Counselors have efficiently worked in their respective areas in identifying potential entrepreneurs and coaching participants for developing the business plans. This coaching practice was very much effective in business plan completion because of the lower level of numeracy of this target group. Third step was conducting a CEFE micro enterprise start up training program for a selected group of war widows for 7 days leading towards creating a micro business plan for implementation. Twenty-five women were trained in CEFE Entrepreneurship & Business Planning. The training program concentrated on identifying and developing the personal entrepreneurial competencies of war widows, assessing their personal net worth, their life goals, business environment among others. Licensed CEFE facilitators of the CEFE NET Sri Lanka conducted the training. Koralaipattu DS Division was selected as one of the most war affected areas in the Batticaloa District. The activities were arranged in locations close to their homes for easy access for participation. A day care centre for the children of these war widows was also conducted during the course of training to facilitate the learning process without interruptions. The Rural Micro Enterprise Business Counselors assisted the war widows during the training program and after providing much needed counseling in micro business plan formulation. Fourth step was providing technical training on selected businesses. Training on food processing, tailoring, cement work, etc. was given according to the needs identified as per the micro business plans prepared by the participants. The Rural Micro Enterprise Business Counselors were also involved in undergoing the technical training as a means of acquiring additional competencies. Fifth step was providing credit facilities. Based on feasibility of the CEFE Micro Business Plans prepared for individual businesses of the war widows, Sampath Bank (A local private commercial bank in Sri Lanka) granted micro credit facilities at an annual interest rate of 9 % (50% of the market rate of interest) without collaterals. This was the first time in the history that a private commercial bank in Sri Lanka has initiated a loan scheme for a vulnerable group as war widows. The Rural Micro Enterprise Business Counselors assisted the war widows in the documentation of the loan application and processing by the bank and are now engaged in facilitating the loan repayments by the war widows while continuing with the business counseling in implementation of the business plans. During the business plan implementation, it has been identified that there is a need of having a proper record keeping system for micro entrepreneurs. They have no capacity to hire experts in managing accounts and stock records. To meet this need, CEFE Net Sri Lanka has developed a simple package of accounts and record keeping system in the form of 4 books. RuMEC Counselors had been trained on the use of CEFE Accounting and Recordkeeping Books. Thereafter, counselors have introduced this system for micro entrepreneurs to continue proper record keeping in their businesses.

Timeframe 2012

Budget and financing sources Financial assistance received from German International Cooperation Peace Building through Vocational Training (GIZPB VT) Project.

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CHILE best practices

Development of entrepreneurship skills Rationale and general information 73% of students of technical colleges dependent industrial municipal educational system of Antofagasta, Chile are in a position of vulnerability, this in a community with high incomes and high cost of living in the north of Chile. A proposal was presented to the Economic Development Agency of Chile, focusing on skills development for entrepreneurship and innovation, social and communication for a mixed group of 400 young people between 13 and 18 years of age in these educational establishments.

Timeframe The entire project lasted 10 months.

Budget and financing sources The proposal was funded by the Economic Development Agency of Chile who contributed with $ 70,000,000 pesos ($ 146,628 USD) and Minera Escondida Foundation who contributed with 100 million pesos ($ 102,639 USD).

Partners Plataforma Ă urea, the Centro de Entrenamiento Industrial Minero CEIM, Minera Escondida Foundation and the Economic Development Agency of Chile.

Human resources 3 CEFE facilitators, 3 administrators and Logistical support.

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Activities We divided the youth into groups of maximum 25 persons who participated in 32 hours of workshops to develop the above skills and skills generation networks plus an 8 hours mentorship to develop business models for the ones who decided to develop a project. There was a total of 18 groups. Also, we trained a group of 22 teachers in the same skills. This was not a ToT; the teachers participated as trainees.

Success factors ď&#x201A;ˇ ď&#x201A;ˇ ď&#x201A;ˇ

The flexible? method provided by the CEFE methodology added to focus on the "soft skills" (personal and social skills) needed for a stronger emphasis on self-confidence and confidence in the group. The deep rapport achieved by the facilitators with the target group, allowing them to generate powerful insight by the young people. The continuous feedback from participants to the process, allowing us to adjust the contents in service of group learning goals.

Achievements 0% dropping out of participants in the program; Increased by 96%, of the skills worked in the workshops, as assessed pre- and post-participation; 45% of participants created their own employment opportunities through entrepreneurship; 27% of participants found jobs; 12% of participants generated their own opportunities for access to high education.

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Teaching employability skills Rationale and general information “Lifetime Employability - the capacity to be productive and keep employers is not guaranteed by education and training received in childhood and youth. Structural changes affecting the economy have increased the importance of updating skills and competences. Responding to these requirements involves developing effective lifelong learning strategies." Source: OECD (2001) Education. Employability skills are a set of knowledge, skills and attitudes expressed throughout the careers of individuals, favoring their performance in the phases referred to as "obtaining", "maintenance" and "progress" in a job. General objective: Make available to the education system of high schools, technical training centers and adult education centers a proven curriculum teaching employability skills and entrepreneurship methodology. In the pilot phase the project focused on attending the requirements of the Technical and Vocational High School, Adult Education (CEIAS) and technical training centers (CFT), ranging from the Metropolitan Region to Region of La Araucania. Young beneficiaries of the project were students in the transition between education and work, mostly between 16 and 18 years of age from low-income families.

Timeframe The entire project lasted 24 months.

Budget and financing sources The proposal was funded by the Economic Development Agency of Chile, under the Ministry of Economy, and private’s sources. No information on the budget was located.

Partners Training and Employment Corporation of Sociedad de Fomento Fabril, Economy Development Agency; Ministry of Education; National Training and Employment, Sence, Ministry of Work; Technical Training Center Lota-Arauco.; National Training Institute, INACAP; Primary Instruction Society of Santiago, SIP; Foundation Los Nogales; Society for Industrial Development Sofofa; National Foundation for Education Trade, Comeduc.; Skills Use Vica, United States; Employability Skills Forum, Canada.

Human resources The project worked with a network of 30 mentors.

Activities Seminars in Santiago and regions of Maule, Bio Bio y Magallanes y la Antártida. 680 people, 70 institutions; International Forum on Employment Skills; Three publications developed.

Success factors      

High interest in participating from institutions. 32 institutions, 200 teachers and 6,500 students; Focus has been developing Employability and Entrepreneurship Skills relevant to the education system and meeting the requirements of the productive business? production? sector; High material valuation it structured, step by step, supporting role facilitator of learning and strengthens active role of the student; Flexible Methodology. Employability modules can be worked in hours freely available or integrated into related specialties; Teacher participants transferred to the whole community their learning and educational experiences; First reports indicate alumni usefulness and validity Portfolio evidence in the selection process.

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Achievements Incorporated into training programs with: SENSE (Training and Employment National Service) Training Program (youth, women, microenterprise); Training PROEMPLEO in SENSE; Evaluation and certification of tourism sector; Demonstrative Experiences Chile Rate; Training companies via tax exemption; Support for employment in municipal employment programs and job NGO; Technical Centers and Institutes training; Networks Vocational Guidance Program Chile Rate; Media Education establishments, professional technical and humanist scientist; Program Evaluation and Certification Employment Agents.

NOTES

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AKNOWLEDGEMENT This Handbook was prepared by the members of the Consortium of the project: Global Exchange and Training for Youth Employment Services GET-YES. The project is co-funded by the European Union Erasmus+ Program. Each of the project partners mapped the best practices for support of entrepreneurship development in their communities and abroad. Therefore this brochure is a result of joint effort and research of project Consortium members.

Project implementer: CEFE Macedonia Project partners: CEFE International GmbH, Germany; Business Works Limited, Jamaica; Plataforma Áurea, Chile and Philippine CEFE Network Foundation, Philippines. Special thanks to the contributors and researchers: Katerina Kimovska, CEFE Macedonia, Macedonia and CEFE team (Elena Gagacheva, Jovan Stalevski, Mihajlo Mitkovski and Elena Stojanovska) – www.cefe.mk Angelita Bajaro Resurreccion and Rene San Luis Resurreccion, Philippine CEFE Network Foundation, Philippines www.passionforperfection.net Marlinde Elisabeth Bärenz and Laura Dorn, CEFE International GmbH, Germany – www.cefe.net Andrea Camille Livingston Prince, Business Works Limited, Jamaica – www.businessdon.weebly.com Alejandro Javier Reyes Arellano, Platforma Aurea, Chile – www.plataformaaurea.cl