Developing Bds Markets For The Poor

Developing BDS markets for the poor: The case for community based eco-tourism

By Dunwell Ekow Eku Support Programme for Enterprise Empowerment and Development (SPEED) Accra, Ghana Email: [email protected] Website: www.speedghana.org

Table of content Abstract 1.0 Introduction 1.1 Context of pro-poor private sector development 1.2 The community eco-tourism case 2.0 Rationale 2.2 Overview 2.3 The pro-poor rationale for reforms 3.0 The general market constraints 3.1 Ghana’s BDS environment 3.2 Are the poor benefiting? 4.0 SPEED Ghana’s Interventions/approach 4.1 General 4.2 BDS component 5.0 Results 6.0 Lessons and challenges 6.1 Lessons 6.2 Challenges and implications

List of abbreviations BDS Business Development Service DANIDA Danish International Development Assistance DFID Department for International Development DP Development Partner FF Funding Facility GoG Government of Ghana GPRS Growth and Poverty Reduction Programme GTZ Deutsche Gesellschaft fuer Technische Zusammenarbeit ICT Information and Communication Technology IDEAS Innovations and Development in Enterprise Assistance Scheme IFC International Finance Corporation IT Information Technology MCA Millennium Challenge Account MDA Ministries Departments and Agencies MDGs Millennium Development Goals MFI Microfinance Institution MSME-FIs Micro Small and Medium Enterprises Financial Institutions NGO Non-Governmental Organization PFIs Partner Financial Institutions PSC Programme Steering Committee PSME Promotion of Small and Micro Enterprises SPEED Support Programme for Enterprise Empowerment & Development SME Small and Medium Enterprises TA Technical Assistance TOR Terms of Reference UNDP United Nations Development Programme

Ron Brown Institute International Business Conference, South Africa Abstract Development assistance in the world today looks at making a bigger impact on poverty alleviation. Private sector development has become an important route to achieving this. Wherever there had been discussions on private sector development, the issue of creating an enabling environment and making markets work, and in particular making markets work better for the poor has been highlighted. The Support Program for Enterprise Empowerment and Development or SPEED II that covers the period October 2006 to September 2009 is a GTZ-DANIDA-Government of Ghana intervention that aims to support Micro Small and Medium Enterprises (MSMEs) by providing better access to financial and non-financial services. The idea is that with these services, the MSME sector will grow in terms of asset building, turnover, and income and create new jobs. These expected developments in turn are linked to the Millennium Development Goals to cut by half extreme poverty in the world by 2015, an objective that is also strongly endorsed and supported by the Government of Ghana and her development partners. A wide range of stakeholders in Ghana are engaged in BDS1 market development. The outcomes have been varied and rather nascent. This paper discusses SPEED Ghana’s experiences in the BDS market development effort using a community based eco-tourism development project as a case. It sheds some light on the market assessment process and offers some lessons.

1.0 1

Introduction

BDS = Business Development Services

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Ron Brown Institute International Business Conference, South Africa 1.1

Context of pro-poor private sector development

Strengthening the ability of all groups in society but in particular the poor to effectively participate in economic development is crucial for ensuring that growth becomes both equitable and sustainable, and thus an efficient vehicle for reducing material poverty. Poverty in Ghana and for most countries in the developing world has rural convergence. Indeed poverty in Ghana is 80% rural. Private sector development has been seen as an effective instrument for reducing poverty. This is based on the understanding that: •

direct inclusion of the poor in economic activities, contributing to their employment, income and return to labour, and reduced vulnerability

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economic growth as the means of generating resources in society and enhancing productivity, employment and income

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redistribution so that the resources generated from growth are invested meaningfully for the poor, especially in human resources development.

In this paper, the fundamentals of a pro-poor private sector development, (PSD), are captured as follows: •

•

•

•

Competitive markets are characterised by fair competition, free entry of new enterprises and efficient systems for exit of failing enterprises, and low degrees of distortions. In these markets, the market failures should be minimised, implying that the private benefits are equal or near equal to societal benefits. The incentive structure of such markets should favour the inclusion of the poor. Entrepreneurship is human creative action in the commercial sphere which triggers innovation and structural change, and drives the creation of new enterprises, but also the development of the large ones. It is a critical ingredient to make markets dynamic, evolutionary and not just competitive. A fair, non-discriminatory and effective property right is essential for entrepreneurs and other private sector operators to be willing to take commercial risks and invest. Non-existing, unclear and poorly formulated or implemented property and tenure rights are claimed by some researchers as the most significant factor explaining ‘under-development’. Clear and fair property rights are essential for the assets of the poor. Decent work conditions and sustainable use of the environment are critical

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Ron Brown Institute International Business Conference, South Africa elements of pro-poor private sector development in order to achieve a fair share of the benefits of the market forces, and avoid exploitation of the environment which will impact negatively on current and future generations. PSD is not limited to a sector in a conventional sense, but encompasses agriculture, manufacturing and services, including trade, and increasingly also infrastructure and social services. It also includes all types of market players, from the self-employed in the informal economy, small, medium and large enterprises, to transnational companies These fundamentals are clearly reflected in the community ecotourism case chosen for this paper. The SPEED2 programme facilitates the development of the financial market and business development services for Ghana’s micro small and medium enterprises (MSMEs), which contributes to their competitiveness. SPEED Ghana supports intermediaries such as business development and microfinance service providers to deliver market-oriented and sustainable technical and financial services. The programme has three components namely; Business Development Services (BDS), Technical Assistance to financial institutions with microfinance component (TA to MFIs) and a wholesale Funding Facility (SFFL). Together, these components work to create synergies in achieving SPEED’s objectives. The focus of the BDS component is at three outputs: 1. IDEAS3:Development of the BDS market in selected sectors4 2. Best Practice Lab:gathering, managing and disseminating experiences in BDS market development in Ghana 3. Multi Stakeholders Dialogue: Identifying and addressing sector-related bottlenecks with emphasis on macro-level issues 1.2 The community eco-tourism case Tourism, especially the development of community-based tourism projects, is attracting a lot of national development attention in recent times. The sector has been recognized as an important Non-Traditional Export (NTE) sector that can play a vital role in generating foreign exchange and creating job opportunities. In the new Growth and Poverty Reduction Strategy (GPRS II), the tourism sector has been identified as a priority sector with great potential for growth in Ghana. The President of the Republic summed up these growing sentiments during his last sessional address to parliament when he described the tourism sector “as a goldmine that awaits exploitation” The project also fulfills some of the basic principles enshrined in the Millennium Development Goals (MDG) documents and also the SPEED Ghana Programme. Specific steps towards achieving the MDG-7 include the initiation of measures to stem land degradation and the promotion of 2

SPEED= Support programme for Enterprise Empowerment and Development IDEAS=Innovation and Development of Enterprise Assistance Schemes 4 The following five sectors are chosen for support: Tourism, Garments & textiles, Wood products, Natural plant products 3

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Ron Brown Institute International Business Conference, South Africa integrated ecosystem management. It also involves human centered bio-diversity conservation initiatives. The project specifically aims at the effective and sustainable management of a riverine ecosystem and the conservation of endangered but unique flora and fauna within wildlife sanctuaries. In terms of the SPEED Ghana Programme, the project aims at piloting and developing private sector-led, small scale innovative ecotourism products within four rural and largely depressed administrative districts in the Brong Ahafo Region of Ghana. This project involves the long term preservation of all flora and fauna within these sites. Another uniqueness of these sites is the courting of local communities to establish and manage these wildlife sanctuaries. This is in conformity with the requirement of the National Forestry and Wildlife Policy of 1994, which emphasizes the participation of all stakeholders (local communities, private sector, civil sector etc). Thus, the introduction of a new but effective tested programme known as Community Resource Management Areas (CREMA) through which local communities outside Protected Areas (PA) system will own and manage their plant and animal resources on a sustainable basis. Additionally, attempt is being made to link the projects to the market place either through web-sites or directly to tour operators. The communities themselves manage the project through the CREMA Concept. Secondly, the joint promotion, networking and marketing of the sites through commercial tour operators, hoteliers, ‘Home-Stay’, print and electronic media is seen as innovative. These provide alternative livelihood support to alleviate rural poverty. The primary importance of the project is the promotion/dissemination and marketing of joint community-based Eco-Tourism sites in the region as well as promotes the CREMA concept to the potential tourism sites. The project has the following objectives; •

To promote and market the Community based-Eco-tourism sites in the Dormaa, Asutifi, and Asunafo South Districts

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To promote and market the Community Resources Management Areas (CREMA) concept to Eco-tourism communities in the four target districts

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To facilitate the integration of community based Eco-tourism into commercial tourism/tours operations.

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To circulate widely the major outcomes of the project results to other areas for possible replication

The realization of these objectives would help to improve upon the quality of the environment. It will contribute to the livelihoods of groups of people in the community. Local manufacturers of handicrafts and souvenirs, transport operators, hoteliers, gift shop operators and in general, the and national economy. , It is likely to Dunwell Ekow Eku BDS Advisor, SPEED Ghana

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Ron Brown Institute International Business Conference, South Africa facilitate social cohesion between the host communities and guests. On the other side, visitors and recreationists like school children, community members, Ghanaians living outside the area and foreigners would enjoy these improved eco-tourism environment. 2.0

Rationale 2.1 General overview Ghana is currently pursuing a Private Sector Development Strategy with the ultimate goal of poverty reduction. As indicated poverty in Ghana is 80% rural. It is concentrated amongst subsistence farmers. Geographically, poverty is focused in the north of the country, where there is limited non-agricultural private sector economic activity but also in the predominantly agrarian regions. Over 40% of Ghana’s population lives in the urban centres of Accra, Kumasi, Sekondi-Takoradi and Tamale. It is here that most nonhousehold, non-agricultural private sector activity is centred. Most firms are micro or small enterprises, and much private sector activity takes place informally or semi-informally. It is notable that the vast majority of households in Ghana is also engaged in some form of private sector activity particularly in the rural and peri-urban areas. The market system in Ghana is currently undergoing some transformation and some strides have been made, however the spectre of mal-function is still evident. International and regional competitiveness benchmarking makes it clear that Ghana needs to do more to develop the kind of markets in which the private sector can thrive and become competitive. Key systemic issues identified include - weaknesses in the financial sector; underdeveloped infrastructure including utility connections and services especially for the rural areas; weak public service, unpredictable and uncertain laws and policies; weak tax administration; slow systems for business registration; limited access to timely and effective commercial dispute resolution; and limited access to land due to problems with property titling. This is the environment within which MSMEs are struggling to survive and grow. 2.2

A pro-poor rationale for market place reforms

The expected outcome of SPEED’s BDS interventions in the BDS market is that, the quantity and quality of market-oriented business development services in specific subsectors of the MSME sector would increase not only in the main urban centres but also in the remote areas and bottlenecks to enterprise development have been reduced. Incidence of success in the implementation of BDS market development efforts in the urbanized localities by several players including government agencies, is still limited and rather embryonic. Pushing this to Ghana’s rural and remote regions is to say the least challenging, but this is where it is needed most, if the objective of reducing poverty is to be achieved. With limited staff resource the BDS team at SPEED is confronted with the task of looking for creative ways to reach players in the BDS market in remote regions. In such a context how can SPEED’s BDS interventions create a dynamic market? Dunwell Ekow Eku 8 BDS Advisor, SPEED Ghana

Ron Brown Institute International Business Conference, South Africa 3.0

The general market constraints

Generally markets in developing countries such as Ghana are competitive, yet they have not led to the level of growth and development expected. Many markets are characterised by an over-supply of similar traditional products or services, leading to cut-throat competition, low profit margins, and sometimes prices pressed below production costs. This is often the situation in markets in which poor producers engage, such as in peasant agriculture producing for local markets, in petty trading and other aspects of the informal economy. In general, these markets are characterised by low technology levels, a low degree of diversification, lack of innovation and easy replication. The markets are very local. Women, often being over-represented in agriculture, small scale production and local trading, tend to be particular victims of such cutthroat competition. Markets require continuous technical development, innovation, enhanced productivity, diversification, quality upgrading and expansion in order to contribute to economic growth and better returns to the producers and the employees. The market for BDS is no different although the suppliers in the rural economy are hard to locate. 3.1

Ghana’s BDS environment

The Ghanaian MSMEs sector is not a homogeneous but rather a highly segmented tar-get group with a varying need and demand for business development services. Consequently, SPEED takes into consideration, among others, the size, the sector and the specific socioeconomic environment of MSMEs business operations. The informal economy currently engages about 90% of the labour force. Out of this it is estimated that around 70% are women entrepreneurs. The majority of the MSMEs’ activities are found in agro-processing, manufacturing, transportation and commerce sectors. In spite of the majority stake, MSMEs contribute less than 30% to the gross domestic product. They have generally been known to be handicapped as a result of their inability to take advantage of technology transfers, inappropriate governance structures, weak institutional and market linkages and inadequate capacity. The MSME sector faces a wide array of institutional, managerial and technological challenges, including the following: 1. Inappropriate corporate governance structures and managerial capacity: Research/studies on the SME sector have shown that MSMEs lack appropriate governance structures. This is irrespective of the type of business as more often than not, family members constitute the bulk of management. The reporting structures do not encourage transparency in the work processes. MSMEs are known to be reluctant in contracting competent personnel to manage their business and to learn from such perDunwell Ekow Eku 9 BDS Advisor, SPEED Ghana

Ron Brown Institute International Business Conference, South Africa sonnel to build their own capacity. Although the manager/owners may be qualified to put up such a business, they lack the managerial expertise required to manage and grow the business. Systems are usually ad hoc and structured to suit an order and not the work process. 2. Poor access to lucrative markets: MSMEs generally have limited opportunities to develop and market their products. This makes or creates the perception that the product is of low quality. In a number of cases, the packaging or branding is below the standards to export to the international markets and therefore affects the ability of MSMEs to penetrate and establish them-selves there. Other issues hampering access to lucrative markets include costing and meeting order volumes and deadlines required by these markets. 3. Limited technology transfer opportunities: Unlike in the developed economies where there are established technology parks and resource centres that the MSMEs can tap into in order to improve on production, Ghana hardly has such organized networks. There are only a few initiatives to promote such knowledge transfers and where there is a park, it is usually located far away from the rural settings where most MSMEs can be found. So far, GTZ supported small industrial zones in district capitals in Brong Ahafo and the GRATIS project supported some ITTUs, however, the demand for technology transfer is of far larger size. 4. Very limited linkages and economies of scale from a clustering approach: For the most part MSMEs do not have firm contracts to ensure a continuous supply of their inputs and markets of their produce. This is the case both on the domestic and foreign markets. The absence of forged linkages means that MSMEs are unable to sustain the growth of their business. Also MSMEs tend to withhold information on their business. This is termed as “trade secret” which is believed to provide competitive advantages. This attitude inhibits the possibility to develop a clustering approach thus a development where a group of MSMEs within the same sub-sector come together and gain collective advantages from the synergistic effect. 5. Poor business enabling environment The needs of the MSMEs sector would be better served if an enabling environment (or investment climate) was created to facilitate their development. The private sector policy and sub-sector policies should streamline the government bureaucratic process and ensure that institutional arrangements support SME sector growth. Currently, SMEs face the same registration processes as large firms. The legal framework is applicable to all business and does not distinguish between the types or size of businesses. Dunwell Ekow Eku BDS Advisor, SPEED Ghana

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Ron Brown Institute International Business Conference, South Africa 6 Limited access to finance Whereas numerous financing schemes that target MSMEs are operational in Ghana, the factual access to finance by MSMEs is very limited. This is not only caused by a hampering mode of operation of such financing schemes, but also the underdeveloped awareness of MSMEs about accessing this. The services market that facilitates linking the demand for and supply of finance is underdeveloped. The Government of Ghana has been actively supporting the private sector for a long time. Different institutions and programmes have been set-up to provide direct and indirect support to the sector. There is currently a paradigm shift from providing direct publicly funded BDS towards developing the markets for BDS. The underlying reasons are twofold: First, there is the acknowledgment that donors, development organisations and government are not able to provide easily accessible services to a significant number of MSEs. Secondly, there is the realisation that the market for private BDS does exist but needs to be developed by improving existing and developing new services and by increasing the awareness of their benefits. 3.2 Are the poor benefiting? There are a few studies that have sought to provide comparative information on urban and rural markets. Both found that urban BDS markets were somewhat stronger than rural BDS markets. Although when individual service markets are considered, this did not hold true in every case. Certainly there are some services that tend to have better penetration in the rural markets. 4.0 SPEED Ghana’s Intervention/approach 4.1General The central problem at the beginning of the SPEED programme was insufficient financial and non-financial services available to support micro, small and medium-sized enterprise (MSMEs) development in Ghana. This informed the design of the programme. Under the second phase, this central problem is addressed in a multi-pronged – systemic – approach whereby interventions are mainly targeted at the institutional (so-called “meso”) level in a manner designed to create impacts on the MSMEs (“micro”) and policy (“macro”) level. In the case of the financial sector, interventions are also targeted at the micro level of the financial sector, namely MSMEs financial institutions (component 2 of SPEED II). Through the mediation of MSMEs financial institutions and BDS providers, SPEED would particularly contribute to the upgrading and growth of micro-enterprises and their rapprochement to the formal SME sector. If asked about their needs most groups in the Dunwell Ekow Eku BDS Advisor, SPEED Ghana

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Ron Brown Institute International Business Conference, South Africa informal sector would mention the need to learn how to manage their businesses to ensure that it can grow. Some would request more skills within their vocation/occupation; some would ask for raw materials and markets. But all of them would talk about financial problems and the need for financial capital – either for equipment or for goods to sell, etc. The upgrading of microenterprises through BDS and finance is a considerable challenge: for BDS providers and MSMEs-FI alike, this segment is particularly costly to serve, and fraught with risk. Experience in Ghana and elsewhere has proven that the micro enterprise target group has often been neglected in MSMEs support programmes. SPEED’s methodological approach copes with this specific challenge and is structured to overcome this bottleneck.

4.2 BDS Component Guiding principles for SPEED II interventions in designing facilitation services is hinged on the willingness and ability of BDS providers to cooperate according to objectives and milestones jointly defined and a well-defined cooperation framework that at the same time is flexible enough to cope with changing needs of BDS providers especially in the not-so-endowed rural areas. The approach at the meso level seeks to enhance the efficiency, effectiveness and sustainability of BDS institutions through institutional development with a view to improving their services. SPEED therefore assists BDS providers and other intermediaries to develop and offer services that are customised to the needs of MSMEs operators within the agriculture, industry and services market chains. The programme also assist BDS providers to develop and offer more services that are market-driven and support the ability of MSMEs to access markets and generate new revenues. In the process SPEED strategically ‘sells’ the value of fee-for-service BDS to the MSMEs business community to achieve a balance between maximising the positive impacts of BDS subsidies and minimising market distortions attributable to subsidies. Through the multi-stakeholder mechanism it is planed to set up mechanisms to certify quality BDS providers and establish a clearing house for BDS service requests, linking demand to supply. Ultimately, the success will be measured against one question: how can SPEED stimulate the demand of MSMEs for BDS without subsidizing individual BDS? In implementing the targeted and comprehensive approach aimed at achieving a broad outreach SPEED engages: a. BDS providers to: • conduct market chain service inventories with local BDS providers to catalogue gaps in service provision in the three targeted sectors • expand and customise private sector services outreach to meet the needs of market-oriented firms We will provide training and TA, twin local providers with our team to mentor as direct assistance is delivered • develop a managerial and technical competency guide for both the managerial technical staff in the three sectors with the local BDS providers • develop specific added value skills in non-consulting BDS providers such as packaging design and preventive maintenance for equipment belonging to common MSMEs service centres Dunwell Ekow Eku BDS Advisor, SPEED Ghana

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Ron Brown Institute International Business Conference, South Africa • organise “technofairs” to accelerate skills and technology transfers for potential clients of new input supplies, production and processing methods. b. associations and industries to: • build MSMEs commodity and service delivery association capacity through coaching, training, TA access to financial services, technological knowledge and collaboration with successful associations to serve as clearinghouses for information. • increase ability to offer market access and business brokering services and a solid advocacy agenda; • Foster Apex organisations that can play a role in leading business development efforts. We work with such organisations such as FAGE, PEF and the AGI; • develop competitive marketing strategies with lead firms for targeted services and commodities addressing basic information on roles and responsibilities of the private and public sectors, market analysis, opportunity identification and quality standards; • facilitate private sector caucus – groups of leading business people and associations members to help industry cluster development to map sub-sector policy and regulatory frameworks, chart existing sub sector linkages, identify market requirements and changes and interests of buyers in the global marketplace and benchmark Ghana against other countries and track shifts. SPEED believes that its focus contributes to a better targeting of the micro enterprise segment: In supporting the development of value chains, local economic development, and the promotion of priority sectors SPEED takes into consideration the strategic development objectives of the Ministry of Finance and Economic Planning (MoFEP).

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Ron Brown Institute International Business Conference, South Africa Results-based model for SPEED programme

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Ron Brown Institute International Business Conference, South Africa 4.0 Results It is rather early to pinpoint tangible results in the light of the stated objectives however, some specific outputs have been offered, for which service providers have benefited. In the specific case of the Eco-tourism project some 120 persons have benefit from livelihoods support ventures and have set up their own enterprises in Bee keeping, Snail farming, production of soya bean products and some cultural industries( cultural entertainment). This is at the completion of the first phase of the four-phased eco-tourism project. It is noteworthy that even though the BDS team at SPEED is acutely aware that NGOs may not be the best of BDS providers. In this particular case, the NGO (Green Shepherd Ghana) involved has proven quite capable and has immense credibility with the rural communities associated with the project. Similarly 14 service providers out of 28 who benefited from IDEAS grant facility have developed and added new services and products to their portfolios. Ten of these new services are now being rolled out to MSME beneficiaries. Allowing time for procurement and usage, the expected impacts would be measured. 5.0

Lessons and challenges 5.1 Lessons NGOs as BDS providers? They are the ones you are likely to find in the remote region as active partners. Assess them on their own merit, it may be a case-bycase situation Upfront payment or contribution as results-based incentives to partners? Implementation of some IDEAS project in the first phase (SPEED I) have been unduly delayed. Having received the first or second tranche of funds it appears the motivation for some providers to keep to the pace, dwindles. Inclusiveness is key: involve beneficiaries at all stages of the project development, use the decentralized administrative structures (district and municipal assemblies) the add to project’s credibility and provide vital information and support, but be careful what you promise. 5.2

Challenges and implications

Multiple donor support leverages vital resource, but can be a nightmare administratively speaking. Identifying suitable partners in rural settings can be exacting and costly. One cannot leave things to chance, thorough preliminary investigations are a must.

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Ron Brown Institute International Business Conference, South Africa

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Deutsche Gesellschaft für Technische Zusammenarbeit (GTZ) GmbH, Value Chain Analysis and “making markets work for the poor” (M4P), 2006

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