« Dynamise les entreprises sénégalaises »
SMALL ENTERPRISE COMPONENT REVIEW
USAID PROJECT : 685-C-00-00-00002-00
SUBMITTED TO: USAID/SENEGAL 
 PRIVATE SECTOR STATEGIC OBJECTIVE (SO1) 
SUBMITTED BY: CHEMONICS INTERNATIONAL 
 DYNAENTREPRISES PROJECT 
DATE : 30 APRIL 2002 
CONTACT : TEL : (221) 865.17.37 
 FAX : (221) 824.73.47 
 EMAIL : INFO@DYNENTREPRISES.COM
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Table of Contents 
I. Executive Summary......................................................................................................... 4 
II. Rationale for Consultancy and Approach ...................................................................... 7 
III. DynaEntreprise’s Market-Driven Approach to BDS.................................................... 9 
3.1 Responding to demand............................................................................................ 11 
3.2 Summary of BDS activities to date......................................................................... 12 
3.3 Improving quantity and quality of supply............................................................... 13 
IV. Monitoring and Evaluation......................................................................................... 15 
4.1 Proposed Indicators................................................................................................. 15 
4.2 Data collection ........................................................................................................ 18 
4.3 Proposed Targets..................................................................................................... 18 
USAID SENEGAL DYNAENTRPRISES............................................................ 19 
V. Recommendations to Make Biz-dev More Dynamic................................................... 20 
5.1 Integrate M&E into Biz-dev activities.................................................................... 20 
5.2 Increase emphasis on stimulating demand.............................................................. 21 
5.3 Improve links between Biz-dev and Microfinance................................................. 22 
5.4 Expand combined training and technical assistance............................................... 23 
5.5 Support the development of new and improved products and services.................. 24 
5.6 Continue creative use of new technologies to disseminate information................. 25 
VI. Requirements Needed to Support the Recommendations .......................................... 25 
6.1 Consensus and Commitment to Market-Driven Approach to BDS........................ 25 
6.2. Systematic collaboration between Biz-dev and Microfinance............................... 26 
Annex A. Scope of Work.................................................................................................. 27 
Annex B. Monitoring and Evaluation Indicators.............................................................. 30 
Annex C. Draft Regional Indicator Reporting Documents............................................... 32 
Annex D. Reference Materials Used for Assignment....................................................... 36 
Annex E. List of Contacts................................................................................................. 37 
Annex F. FY 2001 Results Data ....................................................................................... 39 
This report was prepared by Ms. Anita Campion and Mr. Andrew Baird of Chemonics 
International, Inc, prime contractor to the U.S. Agency for International Development for 
the DynaEnterprises Project in Senegal.
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List of Acronyms 
ALS Appel d’offres 
BDS Business Development Services 
CR Contractor Results 
CTO Contracting Technical Officer 
DES DynaEntreprises Senegalaises
GERME Gerer Mieux Votre Entreprise 
GOS Government of Senegal 
GPS Global positioning system 
ICT Information communication technology 
M&E Monitoring and Evaluation 
ME Microenterprise 
MFI Microfinance Institution 
NGO Non-governmental organization 
PME Petite et moyen entreprise
PMU Project Management Unit 
USAID United States Agency for International Development 
SME Small and medium enterprise 
SO Strategic Objective 
SOW Scope of Work 
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I. Executive Summary 
In March 2002, Chemonics International sent out two of its in-house enterprise 
development specialists, Anita Campion and Andrew Baird, to Senegal to review strategy 
and indicators used by the Biz-dev (i.e. business development services) component of the 
DynaEntreprises Senegalaises (DES) project in Senegal and to identify ways to increase 
its impact. This activity was in response to the receipt of the annual award letter from 
USAID/Senegal in February 2002. 
BDS accomplishments to date. The BDS component team has made a number of 
significant achievements over the first two years of the project. Among those that are 
difficult to quantify, is the degree to which Dyna has begun to “change the landscape” for 
the provision of business development services (BDS). BDS providers who have worked 
with, or been exposed to, the Dyna project become much more aware of client rather than 
donor needs and are becoming responsive to client demands. BDS clients are turning to 
private providers and demonstrating a willingness to pay for services that have typically 
been provided by donors and donor funded projects. Many of Dyna’s accomplishments 
have been generated by sharing their approach and creating an environment for a 
dynamic BDS market. Dyna’s monitoring and evaluation unit is working to develop 
accurate accounting of accomplishments in the first two years of the project. This 
information will be provided to USAID/Senegal as soon as it is available. The following 
is a partial list of Dyna’s activities:
• Two TechnoFoires (Tambacounda 
and Kolda) 
• Information days 
• Business Forum 
• Training – various topics 
• Technical assistance/Follow-up to 
training 
• Strengthening professional 
associations 
• Sub-sector studies (banana and 
dairy) 
• Appel d’offre web-site 
• Sustainable soil conservation 
technologies (including Vetiver) 
• Rural radio broadcasts 
• Entrepreneur guide 
• Business registration manual 
• Internet “passport” guide 
The approach. The two consultants reviewed reports and met with the Biz-dev team in 
Dakar to understand their approach, activities, indicators and vision for the future. They 
met with the Monitoring and Evaluation Specialist, Fatou Thiam, who assisted them in 
understanding the systems and went with them to the regional offices. They interviewed 
four of the five regional SME coordinators, eight service providers, and several SMEs 
that have worked with Dyna. They worked with the USAID and Biz-dev teams to 
develop new monitoring and evaluation indicators that satisfied both teams’ information 
needs and interests. 
Key Issues. The consultants were pleased to learn that the DES project was having a 
significant impact on small and medium enterprise development. The review identified 
two key issues that were causing the Biz-dev component to appear less active than it 
really was: 
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¾ Misunderstandings about the market-driven approach to business 
development services (BDS). There was a disconnect between USAID and the 
project staff resulting in part from the lack of a common language and framework 
within which to discuss, understand and assess the impact of this market-driven 
approach to business development services. In addition, USAID’s Strategic 
Objective indicators for BDS were more supply-oriented and did not connect well 
with Dyna’s demand-driven approach.
¾ Monitoring and evaluation indicators did not capture the full impact of the 
project. The market-driven nature of the project made it difficult to predict what 
activities would be undertaken as the monitoring and evaluation system was 
initially designed. Now, with two years of experience, it is easier to forecast 
potential impact.
Hence, the consultants spent the majority of their time addressing these two issues. In 
collaboration with the Dyna office management team and the Chemonics Home Office 
management team, the consultants developed targets for the next three years of Dyna’s 
BDS activities, which are presented in the table on page 18. These targets build on the 
results achieved in FY 2001, which were recalculated based on the new indicators and 
are presented in detail in Annex F. 
Recommendations. While the consultants acknowledge that Dyna has had many 
successes in applying the approach to BDS, the Biz-dev team is spending a lot of time 
explaining the market-driven approach and could be more proactive in stimulating market 
demand for BDS services. Based on the findings of the review, the consultants made the 
following six recommendations to ensure greater impact of Biz-dev’s activities: 
1. Integrate monitoring and evaluation better into Biz-dev activities, through staff 
training, decentralizing systems and setting individual performance targets. 
2. Strengthen the monitoring and evaluation unit and its relationship to both the Biz-Dev 
and Microfinance units. Regional technical staff should gain a clear understanding of 
their specific roles and responsibilities for conducting M&E, and its importance to 
successful project planning and implementation. 
3. Increase the emphasis on stimulating demand by: expanding promotional activities, 
targeting sub-sectors that show market potential, minimizing time spent on analyzing 
enterprise constraints and use the tender process to help determine appropriate responses. 
4. Improve links between Biz-dev and Microfinance by using sub-contracts to identify 
BDS providers and setting baseline for future monitoring, conducting a survey of MFI 
clients to better understand non-financial needs, asking MFIs to promote BDS providers 
in their regions and building MFIs’ ability to target SMEs in certain sub-sectors. 
5. Expand combined training and technical assistance programs, such as the ILO GERME 
training and those offered by Making Cents. 
6. Support the development of new and improved products and services, such as tax and 
fiscal services, training in capital equipment maintenance, and sub-contracting strategies 
and contracts. 
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7. Continue creative use of new technologies to disseminate information such as 
websites, radio broadcasts, and linkages to cybercafes. 
Requirements Needed to Support the Recommendations. The consultants identified the 
following two conditions that must be put in place for the above recommendations to be 
effectively implemented:
 
1. Consensus and Commitment to Market-Driven Approach to BDS, which can be 
achieved by having the key stakeholders including USAID/Senegal, Dyna project team, 
and other collaborating donors and NGOs, read best practice materials on BDS and by 
enhancing communication between Dyna and USAID staff. 
2. Systematic collaboration between Biz-dev and Microfinance, which would require the 
two component teams to hold regular meetings and to follow up more on information 
shared across the two components. 
This report summarizes the findings of the consultancy and proposes new reporting 
indicators and targets for monitoring and evaluation. The consultants would like to thank 
everyone who gave their valuable time and provided useful information and feedback, 
which contributed to this report. In particular, the consultants would like to acknowledge 
the USAID and Dyna teams for the openness and willingness to share information and 
speak frankly about the issues at hand. The consultants would also like to recognize 
Chemonics project management unit, especially Joel Schlesinger for his thoughtful 
comments and questions, and Mike Meyer for his administrative support. 
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II. Rationale for Consultancy and Approach 
The DynaEntreprises (DES) project in Senegal recently underwent an in-depth review by 
USAID which determined that the project has been very successful, particularly in cost 
control and innovation. As a result, Chemonics received 90 percent of the contract award 
fee. Nonetheless, in the spirit of commitment to excellence, Chemonics responded to 
USAID’s concerns by conducting a consultancy to address the issues that were raised in 
the award letter, specifically: 
¾ To identify ways to maximize the results of the business development services 
(BDS) or “Biz-dev” component of the project; and 
¾ To address the inconsistencies in the contract commitments and the Contractor 
Results (CR) indicators used to report on progress, as well as the lack of regional 
reporting. 
Chemonics enlisted two of its in-house enterprise development specialists, Anita 
Campion and Andrew Baird, to conduct the review, propose new indicators and make 
recommendations on how to address USAID’s concerns and to make the BDS component 
even more dynamic over the remaining three years of the contract. Both Ms. Campion 
and Mr. Baird have extensive experience in enterprise development (over 15 years each) 
and have direct experience promoting business development services in West Africa. 
Specifically, the consultants were contracted to complete the following objectives: 
1. Review the current DES/SME strategy and approach and its responsiveness to 
contract requirements as well as to market demands for DES-type services. 
2. Identify opportunities for expanding DES-like SME activities, and accelerating 
their impact, within the Senegalese SME sector. Attention was paid to the role 
and capacity of Senegalese BDS providers and professional associations and the 
potential for associating them more fully in the project. 
3. Identify new ways to build a more productive relationship between the micro￾finance and SME components of the project. 
4. Review the DES/SME practice of charging user fees for BDS events, including 
the origin of the fees and the sustainability of this approach. 
5. Based on data collected and analysis, recommend realistic modifications to the 
DES/SME strategy to more rapidly and widely build the capacity of BDS 
institutions, and more closely connect BDS and micro-finance activities. 
6. In light of the current Senegalese environment and DES experience, revise, 
clarify, and modify project M&E indicators to bring them in line with BDS best 
qualitative and quantitative measurement practices. The indicators should be 
presented in a format agreed to by the field office and USAID/Senegal SO team. 
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7. In coordination with USAID/Senegal, DES personnel, and other stakeholders, 
develop realistic targets for the revised indicators. 
(See Annex A for the detailed scope of work for this assignment). 
Prior to departure, the consultants reviewed all quarterly reports and a variety of best 
practices publications and information in preparation for the assignment (see Annex B). 
They spoke with Chemonics’ Project Management Unit (PMU), including Joel 
Schlesinger, Project Supervisor, and Mike Meyer, Assistant Project Administrator, 
soliciting their input and insight into the project. They also met with the other consultant 
team that was going out to document successes of the Dyna project to date to understand 
their mission and to coordinate where the two assignments overlapped. In addition, the 
consultants held a teleconference with two of USAID’s Microenterprise Development 
office experts, Jeanne Downing and Anicca Jansen, seeking their advice and input. 
Upon arrival to Senegal on Wednesday, March 6, Ms. Campion and Mr. Baird met with 
USAID/Senegal’s Joseph Van Meter, the CTO for the DES project and his team. (See 
Annex E for a list of all contacts met during the course of the assignment). The 
USAID/Senegal team shared some of their specific concerns about Dyna’s BDS 
component: 
• Overemphasis on vetiver grass; 
• Minimal work to date with professional associations; 
• Lack of impact reported in the areas of business planning and adopting 
appropriate technologies; 
• Concern that Dyna’s 100 percent money-back guarantee offer was not effectively 
communicated to people receiving trainings; and 
• Desire to add clear links to the project’s impact on agribusinesses. 
 
Then, over the next few days, the consultants met with the project’s Biz-dev team in 
Dakar to understand their approach, activities, indicators and vision for the future. They 
met with the person responsible for monitoring and evaluation (M&E), Fatou Thiam, who 
went with them to Kolda and Tambacounda for the second week of the assignment. 
Together, they met with the regional technicians and some of the service providers and 
SMEs that had worked with Dyna to understand the realities and limitations of BDS 
programming in the rural areas. At the end of the second week, the consultants held 
meetings with the USAID and Biz-dev teams to discuss the findings and to review 
proposed changes to the CR indicators to ensure buy-in from all stakeholders. During the 
third week, the regional office in Thies was visited. The regional Biz-dev coordinator 
reviewed the draft indicators, and commented on the field offices’ ability to provide the 
required information. In addition several partner service providers were interviewed. 
Several days were spent in the Dakar office working with the monitoring and evaluation 
unit to draft the regional reporting forms that will feed into the CR indicators. Upon 
return to Washington, the consultants debriefed the Chemonics PMU, held a briefing at 
USAID/Washington for the incoming CTO and other interested individuals from the 
Microenterprise office, and wrote this report. 
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It quickly became evident that the lack of adequate monitoring and evaluation 
instruments for the Biz-dev component was a major contributor to the general perception 
that this component was underachieving. Therefore, most of the level of effort was used 
on developing appropriate monitoring and evaluation indicators that would more 
accurately capture the project’s activities and better reflect their impacts. 
The next section discusses DynaEntreprise’s approach to business development services, 
results to date and strategies for the future. The following sections propose new 
indicators and targets that could be used to better capture the full results and impact of 
these activities and offers recommendations for making Biz-dev even more dynamic by 
building on the solid foundation that has been laid. The report closes with a discussion of 
the requirements that are needed to ensure that the project can reap the full benefits of 
proposed changes and recommendations. 
III. DynaEntreprise’s Market-Driven Approach to BDS 
DynaEntreprise’s BDS component, known as “Biz-dev,” has already made an important 
contribution to the Senegalese enterprise sector in its first two years. In particular, 
Dyna’s market-driven approach to enterprise development has made a significant impact 
on the mentality of Senegalese business development service providers and micro, small 
and medium enterprises (SMEs). The project’s approach has encouraged BDS providers 
to focus more on understanding 
customer needs (i.e. the needs of 
SMEs) than on donor concerns and 
interests. Dyna requires SMEs to 
pay a substantial portion of the 
costs of providing the business 
development services they seek, in 
an effort to reduce donor 
dependence and encourage the 
development of for-profit BDS 
consulting services. This approach 
is helping BDS providers to 
become more responsive to their 
target markets and more willing 
and able to offer business 
development and consulting 
services for which SMEs will pay. 
However, Dyna’s past BDS 
indicators did not capture the full 
impact of its activities. In addition, 
Dyna could be even more actively 
promoting and disseminating its 
approach and stimulating BDS 
markets. This section describes 
Cultivating a Private Sector Approach to Ag-Technology
One of the key pillars of the DynaEntreprises approach is the 
use of the business sector as the means to introduce new 
concepts, ideas, and technology into Senegal, as well as 
develop markets for technologies that are profitable. This 
principle’s success is well illustrated by the huge demand for 
the technology and its application by rural firms. During a 
TechnoFoire in Tambacounda, one exhibitor presented vetiver 
technology as an inexpensive way to combat soil erosion and 
improve soil quality, and provide income for rural enterprises. 
The amount of interest generated by vetiver’s application was 
overwhelming. In collaboration with the business sector and 
other community-level partners, Dyna established 
demonstration sites in its targeted zones. In order to meet 
expected demands, partnerships were formed with local 
nurseries and service providers who rapidly became suppliers 
and advisors of the technology. The explosion of interest in 
vetiver has continued unabated. More and more sectors 
(banana, market-gardens, environment, reforestation, 
construction and individual farmers) are buying plants and 
paying service providers to implement the technology correctly. 
Current supply in the decentralized zones cannot keep pace 
with demand. Several recent orders have been for tens of 
thousands of plants. A Vetiver Club has formed in Senegal, and 
an increasing number of businesses have gone into nursery 
production. Through a minor investment in demonstration 
sites, training and involving the right private sector actors, Dyna 
has assisted a new market to take off in Senegal.
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Dyna’s market-driven approach to business development services and discusses the pros 
and cons of its application in Senegal. 
Dyna’s Biz-dev team is using a “state-of-the-art” BDS- market development 
methodology to strengthen SMEs in Senegal that focuses on developing the market for 
business development services. Many of these methodologies are considered to be best 
practices by USAID and are described in Business Development Services for Small 
Enterprises: Guiding Principles for Donor Intervention1
 and Designing BDS 
Interventions as if Markets Matter.
2
 One of the fundamental differences between the 
market driven approach and others used in the past is the emphasis on creating a “level 
playing field” for BDS providers. Past and many current BDS programs typically focus 
on developing the capacity of one or several BDS providers, thereby crowding out other 
private sector providers and establishing little incentive for the near monopolistic 
providers to be responsive to the needs of the BDS clients. Therefore in order to 
minimize market distortions, it is important for BDS providers to have broad access to 
the services of market facilitators. Facilitators are often donors or donor funded projects 
or NGOs who are working to develop both the supply and the demand for BDS. The 
diagram below serves to illustrate the distinction between the Dyna’s market 
development approach from that which was common with earlier BDS projects.3
 
Specifically, the Dyna approach works to simultaneously develop both the demand and 
the supply of business development services whereas past approaches most often focused 
uniquely on developing the supply of BDS. 
In past approaches, donors or donor-funded projects often acted as a substitute for the 
market in the provision and allocation of BDS by acting directly as service providers and 
then later, by working through a few or single BDS provider. Dyna’s approach 
emphasizes working with and through multiple organizations or facilitators to develop 
the market for BDS. 
 
1
 by Committee of Donor Agencies for Small Enterprise Development, February 2001. 
2
 by Michael Field, Rob Hitchins and Marshal Bear, DAI, November 2000, available at www.mip.org. 
3
 Adapted from “Business Development Services for Small Enterprises: Guiding Principles for Donor 
Intervention,” Committee of Donor Agencies For Small Enterprise Development, February 2001. 
*
*
ME Client ME Client ME Client ME Client 
Service Provider
(NGO, Government, 
or Donor Project) 
Donor Funding
BDS Providers 
BDS Facilitators
Donors
ME Clients 
BDS Project
Past Approach BDS Market Development 
Supply
Side 
Demand
Side 
* Demand for BDS is stimulated through project and provider initiatives. 
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3.1 Responding to demand 
The example in the textbox below illustrates how this approach to BDS is applied by the 
Dyna project. Once a BDS need is identified, Dyna drafts a scope of work and puts a 
tender out to bid. BDS providers learn about the “appel d’offre” from the newspaper or 
website (www.appel_d_offres.sn) developed by Dyna. The BDS providers that respond 
include private consulting firms, professional associations as well as non-governmental 
organizations (NGOs) that 
work in enterprise 
development. Dyna organizes 
a committee of technical staff 
to systematically review and 
evaluate all bids, using a pre￾determined scoring sheet to 
assess each response. Dyna 
selects the winner based on its 
ability to provide quality 
services at a reasonable price. 
Dyna then communicates back 
to all bidders on the quality of 
their response with information 
as to what was good and how 
they could have improved their response. By adhering to its committed timeframe and 
communicating the transparent and competitive process used, Dyna has had a substantial 
impact on the use of public tenders for contracting services in Senegal. In just one year, 
the web site Dyna created for tenders is now being used by a broad array of contractors, 
including public and private sectors. In 2001, Dyna issued 43 appels d’offres (ALS), 35 
ALS PME and 25 ALS Microfinance tenders for BDS services. In March 2002, when the 
consultants reviewed the site, there were 45 tenders listed, of which only one was from 
Dyna. By setting the standards for how business is conducted, as one consultant working 
in Senegal put it, “Dyna is changing Senegal.” 
 
¾ Issue: Understanding of Market-driven BDS. While the above is a significant 
impact in itself, Dyna has had less impact to date on the supply side of the 
equation, which is the primary cause for USAID/Senegal’s concerns. After initial 
discussions with USAID and Biz-dev staff, it became evident to the consultants 
that there was a disconnect between USAID and the project staff resulting in part 
from the lack of a common language and framework within which to discuss, 
understand and assess the impact of this market-driven approach to business 
development services. The Dyna office must place a greater emphasis on 
developing a common vision for the project, particularly the BDS component and 
its activities. Through this shared vision of the approach, a better understanding 
of the results and impacts will result. 
In a related issue, by reviewing the Strategic Objectives (SOs) under which USAID 
was monitoring this project, it became clear that USAID/Senegal was still geared 
toward supply-oriented BDS interventions. The consultants spent time with both the 
How Dyna identifies BDS demand. According to Dyna’s 
BDS technical staff, needs for business development 
services are most often identified as constraints raised by 
an entrepreneur or service provider. For example, in Kolda 
a women’s group approached Dyna in search of a solution 
to their difficulty in selling traditional soap at a profitable 
price. The constraint was that the price of one of the main 
inputs, peanut oil, was going up quickly. For each 
constraint, Dyna analyzes the situation to identify the true 
need and determines whether or not it is a common 
constraint that could be addressed by a BDS provider and 
fits Dyna’s mandate (private sector constraint within target 
areas). In the case of the soap making sector, cheaper 
and locally available neem oil was substituted for the 
peanut oil. Six groups were trained to make soap using 
this new methodology by a local service provider. 
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Dyna and USAID teams helping them to use the best practices framework for BDS 
Market Development, which is organized around the following four stakeholders in 
enterprise development:4
• Customers, who are usually entrepreneurs or farmers that will benefit from the 
services. 
• BDS providers, who directly supply business development services to the 
customers. These include private consulting firms, professional associations, 
NGOs or cooperatives. 
• Facilitators, who stimulate the market for BDS by designing and developing 
services and events, and providing seed funds to do so. In this project, Dyna acts 
as a BDS facilitator, but professional networks and associations can also play the 
role of a facilitator. 
• The Market, which is the general population of people exchanging goods and 
services on a commercial basis. The Dyna project is attempting to demonstrate 
commercial viability and sustainability of its BDS services by encouraging others 
to replicate its services and offer them at full cost recovery throughout the market. 
With this framework in hand, the USAID and Biz-dev teams should be able to 
communicate more effectively, which should minimize the potential for 
misunderstandings in the future. Hopefully, this framework will help USAID to 
understand and quantify the impact the Biz-dev team has had on developing market 
demand for BDS. Since the market-driven approach is so new to Senegal, the Biz-dev 
team has had to spend a lot of time explaining the approach to the various stakeholders. 
In the first year, Dyna organized several events to promote the approach and to stimulate 
demand for its services, including Information Days and Business Forums, in which 
microfinance institutions (MFIs), BDS providers and SMEs were invited. Dyna also 
emphasized the approach at every training cycle (12 held during the period), and in 
review discussions with all of the service providers. Nonetheless, Dyna’s Biz-dev team 
could be even more proactive in stimulating market demand for BDS services and in 
improving the quality and quantity of BDS services available in the market. 
Recommendations for stimulating demand further are discussed in section V. 
3.2 Summary of BDS activities to date 
Despite the lack of activities reported in the quarterly reports to date, the consultants were 
pleased to note that the Dyna Biz-dev team had conducted a considerable number of 
activities, both in Dakar and in the target regions through their regional offices. As the 
quarterly reports are one of the principle ways in which the project team communicates 
its impact and activities to USAID, this weakness in reporting underscores the need to 
have a consistent reporting format originating from the regional offices that more 
 
4
 Performance Measurement for Business Development Services: A Preliminary Framework, by Mary 
McVay, DAI, August 1999. 
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accurately captures M&E data. The following list briefly summarizes the types of 
activities that Dyna has engaged in over the first two years and which form the basis from 
which to grow during the remainder of the project: 
• Training (through service providers) – Dozens of service providers and more than 
500 entreprises have been trained under project activities. Further, many service 
providers are now offering training on those topics in which they have been 
training, beginning the desired multiplier effect. Management, production 
techniques, accounting, tax/fiscal, and marketing have all been themes. 
• Technical assistance – Follow up to each of the training themes offered above has 
been conducted in the form of individual consulting by service providers to each 
recipient. One follow-up visit occurs one month after training, the second occurs 
three months after training. 
• Sub-sector studies – Dyna has identified a number of sub-sectors with particular 
growth potential and has commissioned sub-sector studies to be conducted by 
local service providers. These include studies of the dairy, cyber café, and banana 
sub-sectors. 
• BDS provider capacity building – This is occurring at several different levels. 
BDS providers are benefiting from training and TA supported by Dyna. In 
addition, many have increased their capacity to respond to tenders through the 
feedback offered by the Dyna staff subsequent to the tender process. (Both 
winning and losing offerors to Dyna tenders are provided with extensive feedback 
on their proposals.) Those who have been awarded contracts have benefited from 
broadening their experiences, and often increased their market visibility. Dyna 
has given feedback to 121 offerors on their bids. 
• Market and technical information dissemination – This has occurred in a number 
of ways including four business forums that bring private sector actors together to 
share information about markets, products and services: 
o Two TechnoFoires, with a third planned, that expose local populations to 
new technologies that are available locally or regionally; 
o radio broadcasts; 
o launching websites that introduce e-Commerce and e-Information; and 
o study tours dedicated to specific sub-sectors. 
Through both the natural increase in demand, and re-doubling efforts to market Dyna’s 
services and scale-up activities, these and other initiatives will continue to expand and 
have a larger impact on microenterprises and BDS providers throughout the life of the 
project. 
3.3 Improving quantity and quality of supply 
In its first two years, Dyna’s Biz-dev team spent a substantial amount of time promoting 
its market-driven approach and in laying a market-oriented foundation from which to 
build. While many of its efforts focused on understanding needs and developing demand 
for BDS services, Dyna has also worked with several BDS providers to develop their 
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products and services and to strengthen their institutions. The tender process alone has 
had an impact on the supply-side of BDS. For example, M. Oumar Diallo, the General 
Director of one BDS provider in Kolda said that participating in the competitive tender 
process forced them to improve the quality of their proposals, which helped the NGO to 
win other contracts and improved its visibility. In the next three years, the Biz-dev teams 
plan to focus on the following three strategic challenges, which will serve to develop the 
supply of BDS providers and to improve the quality of their services: 
1. Develop professional associations. The Biz-dev team has begun to identify 
professional associations with which it could work to improve their 
representation (i.e. responsiveness to its member needs) and enhance the 
quality of the services they offer. Dyna is helping them to link with markets, 
such as for raw materials or retail outlets, to improve their managerial skills 
and, when possible, to access financial services at preferential rates. 
According to the framework discussed above, this will be an intervention at 
the facilitator level, as most of these associations will not be BDS providers 
but will promote and facilitate members’ access to BDS providers and 
markets. 
2. Develop decentralized regional BDS providers. Dyna will work directly 
with BDS providers to develop their ability to offer high quality business 
development products and services. Dyna will help interpret customer 
demand for BDS services and will work with BDS providers to develop their 
capacity to satisfy that demand with quality products and services. Most of 
these BDS providers will be identified through the tender process. To ensure 
development of regional BDS providers, Dyna requires all winning bidders to 
team with a BDS provider in the region where the intervention or service 
provision will take place. 
3. Improve competitiveness of enterprise markets. In addition to work at the 
facilitator and BDS provider levels, Dyna also plans to monitor individual 
companies, particularly within certain industries or sub-sectors that offer 
market growth potential, including dairy, bananas, neem, vetiver, and fruit and 
vegetable transformation. Dyna has already conducted a number of sub-sector 
studies that have identified more clearly the constraints and needs of these 
sub-sectors. Dyna will build on those findings and work to develop 
communication networks through which SMEs can learn new technologies 
and share ideas and experiences. Dyna has initiated this strategy through its 
TechnoFoires, special session to training cycles and in the business forums. 
In addition, Dyna organizes sub-sector specific conferences that provide new 
information and technologies and that expand their role as facilitators in a 
manner that encourages a focus on solutions rather than problems. 
These are excellent strategies for developing BDS and enterprise markets. However, 
without clear targets and indicators, the project risks losing focus and falling short of its 
potential for impact. The next section proposes changes that can be made to the 
monitoring and evaluation of the BDS component to ensure that it not only satisfies the 
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15
contractual commitments but maximizes the benefits and impact of the demand-driven 
approach to enterprise development. 
IV. Monitoring and Evaluation 
This section presents new indicators for DynaEntreprise to use to monitor and evaluate its 
BDS impact, discusses data collection and proposes targets for Biz-dev’s team to work 
toward over the next three years. 
4.1 Proposed Indicators 
In revising the indicators used to monitor and evaluate the Dyna project, several 
considerations had to be weighed. First, the needs of USAID/Dakar and the contract 
requirements were reviewed. Second, the needs of the project and the Dyna staff’s ability 
to monitor their own progress and to draw conclusions useful for directing project 
interventions were considered. Finally, the ability of the monitoring and evaluation unit 
and the regional technicians to gather the required information was factored in. 
Ultimately four indicators as detailed in Annex B are proposed. 
As mentioned earlier, the indicators previously used for the BDS monitoring and 
evaluation system were not adequately capturing the full range of activities and impacts 
of the project. This can be attributed to three main causes: 
1. Project indicators primarily provided supply-side information and impacts in 
order to feed into the USAID/Dakar’s supply-oriented SO indicators. These 
measures did not conform well to the market-driven approach and 
accomplishments of the project. 
2. The market-driven nature of the project made it difficult to predict what activities 
would be undertaken and did not fit the monitoring and evaluation system initially 
designed. With two years of activities and impacts to draw upon, it is much easier 
to design indicators that will better capture the full range of project impacts. 
3. The inherent difficulty in assigning attribution (i.e. causality) to BDS 
interventions, particularly as it pertains to the impact of training is clearly a factor. 
A combination of quantitative and qualitative data will be necessary to reflect the 
broad range of activities and project impacts. 
With input from the stakeholders, new indicators were developed that address the general 
considerations cited above, as well as many specific concerns outlined in the following 
discussion of the four indicators agreed upon by USAID’s SO team and the Dyna senior 
staff. In addition, three of the four regional SME coordinators were consulted with 
regard to two major concerns in establishing the indicators. The team attempted to 
identify indicators that would be accessible (i.e. collectable) and capture the majority of 
the results and impacts of the activities. After discussing a number of possibilities, the 
following four indicators are proposed: 
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Indicator 1.3.1 – Number of participants from SMEs, consulting firms, associations and 
groups that purchase business training. 
This indicator reports on those purchasing training from BDS providers through Dyna 
supported events as well as those purchasing training from BDS providers who have 
received assistance from Dyna. For example, three service providers (among a number 
of other participants) in the region of Tambacounda participated in a Dyna-sponsored 
training using the International Labor Organization (ILO) training curriculum. 
Subsequent to this training, two of the three private sector BDS providers have offered 
the ILO management and accounting training. This indicator will count both the 
participation of the providers in the Dyna sponsored training, as well as the number of 
participants subsequently trained by those providers. As the project continues, 
exponential growth is expected in the number training participants as the number of BDS 
providers offering quality training services grows. 
Three subcategories of this indicator will be reported on. 
1. Total number of fee paying participants – The total number of Dyna 
sponsored training clients and Dyna-supported BDS providers’ clients that 
purchase training. This addresses one of USAID/Dakar’s reporting 
requirements under KIR 3, SO 1. 
2. Number from private sector – Private sector refers to SMEs, for-profit 
consulting firms, associations and business networks when the organization’s 
own funds are used to purchase training. The question of sustainability is 
addressed by distinguishing those paying for training with their own means, 
from those receiving training subsidized or paid for by an NGO or other 
donor. The project assumes private sector participants are not subsidized. 
3. Number from ag-related sectors – Will quantify the demand coming from 
agricultural sectors including processing, production, and other ancillary 
sectors. 
Each of these subcategories will be further disaggregated to show the number of females, 
youth (defined by the GOS as 30 years of age or less), and disabled. 
Indicator 1.3.2 – Number of new products and services offered by BDS providers. 
This indicator reports strictly at the BDS provider level and aims at providing an 
assessment of project impact on building the capacity of providers (ie. supply of BDS 
services). This indicator should go well beyond the new training offerings of BDS 
providers and include such services as product development, market information services, 
linkages, tax and fiscal services and products, business plans, sub-sector studies, etc. 
Dyna develops the capacity of providers both through the training and TA it supports, but 
also through the tenders it issues and the experience gained by local consulting firms. 
For example, after identifying the market potential in the dairy sub-sector in the region of 
Kolda, a tender was released to conduct a detailed sub-sector study. The firm who was 
awarded the contract, Sahel 3000, gained considerable experience while conducting this 
study and is now offering that service to other clients in the local market. 
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Two subcategories of this indicator will be reported on: 
1. Total number of new BDS products and services – New BDS services will include 
those not previously offered by the provider, as well as those they may have been 
considerably improved. 
2. Number of ag-related products and services – Will quantify the number of 
products aimed at the agriculture sector and in some measure reflect the demand 
for services in that sector. 
A table has been developed (presented in Annex C) that will list the new products offered 
and the BDS provider offering them. 
Indicator 1.3.3 – Number of SMEs acquiring quality technical assistance (other then 
training) from BDS providers. 
This client-level indicator will capture the number of SMEs, individuals, etc. who 
purchase BDS services such as product design or development, business plans, individual 
tax consulting, market development, export market assistance, ICT, or TA related to other 
technologies. This will include the technical assistance provided as a part of the training 
package, but occurs on an individual or smaller group basis at intervals after the 
completion of training. A table (presented in draft form in Annex C) will detail the 
various types of non-training BDS services that are being demanded. This indicator will 
assist the project staff to observe potential opportunities where gaps in services may 
appear, or focus more closely on sub-sectors where there is a higher demand for services. 
Indicator 1.3.4 – Number of SMEs, consulting firms, associations and groups that access 
market and technical information.
This indicator will capture many of the activities that have previously not been reported, 
but represent many of the important impacts of the project. The impacts of many of these 
activities are extremely difficult to quantify, but are clearly having an effect in such areas 
as the market for BDS, SME perceptions of technical assistance, sharing market 
information etc. For example, what is the real impact of organizing a TechnoFoire,
where a number of innovative technologies are demonstrated to several thousand 
individuals? A number of anecdotal incidents suggest that there have been a number of 
productive contacts made during these events. Examples include finding new markets, 
procuring orders for a particular product, sourcing inputs, or discovering a new 
technology. Most of these impacts will occur outside the view of the project, however, 
and remain undocumented. Anecdotal information combined with accurate accounting of 
participants at business forums, information days or hits on the appel-d-offres website 
may serve as proxy indicators of larger impact. 
Other information such as the sale of sub-sector studies, business registration manuals, 
entrepreneurial guides, or tax manuals will also be quantified. Each of these activities 
will be accounted for individually in the table found in Annex C. 
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4.2 Data collection 
The responsibility for data collection begins with the technicians in the Dyna regional 
offices, but ultimately involves everyone in the Biz-dev team. Quarterly reporting from 
the regions must include both qualitative and quantitative data that feed directly into the 
project indicators. Regional data will now be accessible in both the regional offices and 
the main Dakar office. Reporting to USAID will be broken down by region as per the 
contract requirements. The draft forms referenced above and found in Annex C form the 
foundation of this reporting system. 
In general, provider and facilitator level data required by the indicators can be gathered 
by the regional technicians on an on-going basis. Client level data and some provider 
level data will be gathered by a firm or firms sub-contracted to gather specific 
information. For example, an annual survey of providers will be conducted to obtain 
information on new products offered or developed, as well as the number of firms, 
individuals, etc to whom they have sold BDS. 
In addition to the quantitative data being collected, the monitoring and evaluation unit 
will develop a short format to systematically collect anecdotal information on the project 
impacts. Success stories, events, or illustrative incidents will be collected on a quarterly 
basis and folded into the overall reporting on the projects activities and impacts. 
This data will be collected and consolidated by the Monitoring and Evaluation specialist 
who will oversee its collection and prepare the tenders with input from the Biz-dev team 
for assistance needed to obtain data on several of the indicators. 
4.3 Proposed Targets 
The detailed results according to the new indicators for FY 2001 is provided in Annex F. 
With this information as a basis, the consultants proposed targets in consultation with the 
Dyna office management team and the Chemonics Home Office management team. 
Using these country-wide indicator targets, the Dyna Biz-dev team will also set targets 
for each of the regional field offices. Based on the results experienced to date, the 
consultant team anticipates that each of the five field offices will produce approximately 
20 percent of the overall results, with slightly greater results in Tambacounda (due to its 
high levels of performance to date) and slightly fewer results from Ziguinchor (due to the 
fact that it is just beginning operations). The one outlier in the indicator data is in number 
of people accessing data (indicator 1.3.4), of which the majority of results will likely 
continue to be in Dakar, where more people have access to the Internet. The following 
table presents proposed targets for Biz-dev’s future activities.
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19 
# USAID SENEGAL DYNAENTRPRISES PERFORMANCE PERFORMANCE 
INDICATOR INDICATOR
INDICATOR DEFINITION & 
UNIT OF MEASURE 12 – Month Targets 24 – Month Targets 36 – Month Targets Totals 
KIR 1.3 Increased Use of Best Technical and Managerial Practices 
Total # of fee paying participants* 400 600 800 1,800 
Number of participants from SMEs, # from private sector* (5) 320 480 600 1400 
consulting firms, associations and groups 
that purchase business training. (1) # from ag-related organizations* 60 200 300 560 1.3.1 
Dyna Units of Measure: *total as well as # of females, 
youth and disabled (6) 
Total # of new BDS products and 
services 
30 40 60 130 
# of ag-related products and 
services 
Number of new products and services 5 20 23 48 
offered by BDS providers. (2) 
See Table 1 listing products and 
services offered by BDS providers 
1.3.2 
Dyna Units of Measure: # of products/services and # ag-related 
Total # of SMEs receiving BDS 
support 
250 300 400 950 Number of SMEs acquiring quality 
technical assistance (other than training) 
from BDS providers. (3) See Table 2 listing technical assistance offered by category. 1.3.3 
Dyna Units of Measure: # receiving BDS and appropriate technology assistance 
# of SMEs accessing information 
(7) 
7,000 8,000 7,000 22,000 
# of SMEs purchasing information 300 400 600 1300 
Number of SMEs, consulting firms, 
associations and groups that access 
market and technical information. (4) See Table 3 for market information 
accessed by category 
1.3.4 
Dyna Units of Measure: # accessing and purchasing information 
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V. Recommendations to Make Biz-dev More Dynamic 
Section III described the Biz-dev team’s vision for the next three years, which if 
implemented as planned, will result in increased impact. Below are six additional 
recommendations that would serve to make Dyna’s BDS Component even more 
dynamic. 
5.1 Integrate M&E into Biz-dev activities 
Much of the Dyna’s success is due to the dynamic and innovated style of the project 
leadership. While this leadership needs to continue its forward looking nature, the 
importance of periodically reviewing where one has been needs to be emphasized. The 
use and value of monitoring and evaluation activities to more effectively manage future 
activities needs to be stressed among all project management staff. This will empower 
the M&E unit to collect the information necessary to create useful tools to help guide the 
project. 
Making the proposed changes to the BDS indicators and setting targets will be helpful in 
showing the full impact that Biz-dev activities are having on enterprise development in 
Senegal. However, unless these changes are fully integrated into the monitoring and 
evaluation systems and supported by the Biz-dev team, the project will not fully benefit 
from them. The consultants made efforts to ensure “buy-in” (i.e. acceptance) of the 
proposed indicators, but recommend the following additional measures to guarantee that 
the new indicators and targets are used to guide, monitor and evaluate the Biz-dev team’s 
activities: 
¾ Train staff. All Dyna’s technical staff should receive training on monitoring and 
evaluation in the next two months. This training should be done by an outside 
consultant who is familiar with USAID’s approach to project monitoring and 
evaluation, in collaboration with Dyna’s Monitoring and Evaluation Specialist, 
Fatou Thiam. The training should emphasize the importance of M&E and discuss 
the roles and responsibilities of technical staff in collecting and updating M&E 
data. The training should be participatory in nature, and help staff to see the value 
the M&E system has in ensuring quality project results. 
 
¾ Decentralize systems. Dyna should work with the regional offices to develop 
regional M&E databases and create templates for the regional offices to use to 
store data and have it systematically feed into the central M&E database in Dakar 
on a quarterly basis. Reporting templates or formats should solicit qualitative as 
well as quantitative data, to ensure the full range of results is recorded. The 
Component leaders should regularly check to ensure that the regional data for 
their component are captured in an accurate and timely manner. 
¾ Set individual targets for performance monitoring. The Biz-dev Component 
leader should break down the proposed project-level targets and allocate 
responsibility for achieving part of the impact to individual technical staff. By so 
doing, the technical staff will have a better sense of what they are expected to 
Draft Report - Senegal/DES Small Enterprise Component Review 
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achieve and by when. While it is understood that the market-driven approach 
makes accurate prediction of demand challenging, the results of the first two years 
of the project should be used to inform the process of establishing regional 
targets. Progress towards these individual target results should be linked to 
performance appraisal and the Component leaders should monitor individual 
progress and hold technical staff accountable for results. 
5.2 Increase emphasis on stimulating demand 
In conducting the review, the consultants noted that the Biz-dev technical staff were 
spending a lot of time communicating the market-driven approach to BDS, as the 
approach is new and unfamiliar to most Senegalese SMEs and BDS providers. Often 
these orientations are given to people coming to the Dyna offices one at a time. To help 
the Biz-dev team be more efficient in communicating the approach so they can achieve 
results faster, the following efforts could be used to stimulate demand: 
¾ Create a CD ROM to explain the market approach to BDS. Building on the 
success of the “Scenarios du Sahel” CD ROM for increasing awareness about 
HIV/AIDS in Senegal, Dyna could create a CD ROM that would explain its 
market-led approach to enterprise development that it could show to all people 
interested in understanding the Dyna project. The CD ROM could be stored on 
information kiosks and placed on the Internet for all interested parties to access, 
and distributed through cyber cafes. This would reduce the technical staff’s time 
and frustration with having to repeatedly explain the approach and free up time to 
work on facilitating BDS interventions. The Dyna project already has much of 
the necessary computer equipment, but would probably need additional technical 
support to create such a CD ROM. 
¾ Minimize time spent on analyzing enterprise constraints and use the tender 
process to help determine appropriate responses. Another finding was that the 
Biz-dev technical staff spends a lot of time analyzing enterprise constraints and 
trying to identify potential solutions. Using the market driven approach, Dyna 
operates as a facilitator and in some cases a funder of activities and not as an 
implementer or direct provider of services. While a certain amount of analysis is 
necessary, the consultants felt that the Biz-dev team could use the tender process 
to assist in the analysis and in determining the best course of action to overcome 
the enterprise’s constraint. In addition, the Biz-dev team could issue tenders for 
BDS support services in areas that the team identifies as a need, even if an 
expressed demand has not yet arisen. For example, a tender could be issued to 
help SMEs improve their understanding of the importance of investing in 
maintenance of their capital assets, or developing market linkages.
¾ Expand use of promotional activities. In the first two years, Dyna held a 
number of “Information Days,” Business Forums and TechnoFoires at which they 
disseminated information on the Dyna approach to enterprise development. The 
consultants recommend that Dyna continue to hold such events that can 
simultaneously communicate the new approach to BDS as well as work to transfer 
Draft Report - Senegal/DES Small Enterprise Component Review 
22 
BDS knowledge, especially for targeted sub-sectors or client groups. In addition, 
Dyna can develop brand name recognition for participating BDS providers by 
reducing the emphasis on promoting “Dyna” and by ensuring that the marketing 
(e.g. newspaper advertisements or promotional flyers) highlights the name of the 
consulting firm or professional association holding or organizing the event. 
¾ Pro-actively target sub-sectors that show market potential. Dyna has already 
conducted a number of sub-sector studies to gain a better understanding of certain 
market niches, such as for dairy and bananas. With the information gained in the 
studies, Dyna could proactively issue tenders to stimulate these markets by 
supporting the creation of the missing links identified in the studies. For example, 
rather than waiting for the dairy producers to organize and make a request for 
BDS support, Dyna could establish a tender to create an opportunity that would 
motivate the dairy producers to organize and work together, such as organizing a 
training on dairy production processes or packaging. Following the model used to 
stimulate demand for vetiver grass, Biz-dev could nurture other sub-sectors that 
have market potential, such as for neem, sesame seed oil, honey, karité, and fruit 
and vegetable processing. 
¾ Improve enabling environment for BDS market approach. Dyna could seek 
opportunities to share its approach, impact and results with other donors and 
NGO’s working in enterprise development. While there is evidence that other 
donors are beginning to mimic some of Dyna’s methods, the more quickly that 
this occurs, the faster a “level playing filed” can be created for the development of 
the BDS market. 
5.3 Improve links between Biz-dev and Microfinance 
By working together more closely, the Biz-dev and microfinance components could 
create synergies and achieve greater impact. Below are just a few ways Biz-dev could 
leverage its impact by collaborating with the microfinance stakeholders: 
¾ Use sub-contracts to identify BDS providers and set baseline. Building on the 
activity started by the Microfinance team, Biz-dev could use GPS positioning to 
identify where all the BDS providers are in target areas. By overlaying this 
information with the mapping of microfinance institutions, Biz-dev could identify 
potential collaboration links and note gaps in services available in that region or 
sector. In addition to location, such a mapping should also include a listing of 
what each BDS provider does, along with its institutional structure, funding 
sources and target markets, and set a baseline for number of clients served. 
¾ Conduct survey of MFI clients to better understand non-financial needs. The 
Biz-dev team could also be proactive in identifying common non-financial 
constraints to enterprise development by conducting a market survey of MFIs’ 
SME clients and to identify concentrations by subsector. The results of this 
market survey combined with the mapping exercise above could offer Biz-dev 
insight into how to satisfy SME needs by addressing gaps in BDS services. 
Draft Report - Senegal/DES Small Enterprise Component Review 
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¾ Ask MFIs to promote BDS providers in their areas. The Biz-dev team could 
benefit from the relationships built with MFIs by asking them to provide 
information on BDS providers in their regions, for example, by putting up 
promotional posters in branches or distributing brochures. By facilitating the 
development of marketing materials for multiple BDS providers in the region, 
Biz-dev could reduce their costs of promotion and help them establish market 
linkages with MFIs. The MFIs would benefit from having their clients’ 
businesses strengthened and, therefore, more able to put loans to productive use. 
¾ Build MFIs’ ability to target SMEs in certain subsectors. Many MFIs in 
Senegal are offering standard microfinance loan products, with little flexibility to 
respond to the diverse needs of their clients. Dyna could support those MFIs 
interested in developing more specialized loan products that target SMEs in 
productive sub-sectors, such as SMEs that work in dairy production or the 
processing of fruits, vegetables and neem. At a minimum, microfinance in 
Senegal could benefit from learning about the latest approaches to rural and 
agricultural microfinance lending, in which loan officers develop knowledge of 
agricultural markets and risk. Currently, rural SMEs have a difficult time 
accessing loans because of the lack of rural land titling needed for guarantees and 
banks’ refusal to accept livestock as collateral. These policy issues will need to 
be addressed before a significant impact on rural SMEs can be made. 
¾ Have Biz-dev and MF teams (in Dakar and in regional offices) collaborate 
more regularly. Dyna’s Biz-dev and Microfinance teams should hold monthly 
meetings so that they have a systematic way to share information and identify 
potential for further collaboration. In addition, Dyna management should 
encourage more integration of BDS and Microfinance components in project 
activities, such as sub-sector specific TechnoFoires. 
5.4 Expand combined training and technical assistance 
The Biz-dev team should recognize 
that what it has been calling BDS 
training is in fact a combination of 
training and technical assistance. 
This type of activity should be 
expanded and applied to the sub￾sector groups that offer the most 
market potential. By combining 
training and technical assistance in 
one “training package,” Biz-dev is 
strengthening the training and 
ensuring quality control. For 
example, Biz-dev offers the 
following two part (five steps) 
managerial and technical training: 
Sustainability of charging participation fees. In general, Biz￾dev requires users to pay at least 25% of the costs of the BDS 
service. For the GERME trainings, Biz-dev charges participation 
fees that cover the direct costs of the training (other than for 
development of the training module), but the fees do not cover 
the follow-up technical assistance costs. This approach is 
consistent with BDS best practices that suggest such follow-up 
technical assistance act as an evaluative measure, which 
simultaneously provides feedback to the BDS provider on the 
training and can be used to improve the quality of the training for 
each progressive training cycle. However, based on input from 
the regional offices, it is likely that a move toward full cost 
recovery for such a training package would be slower in the 
remote areas than in Dakar, because of the need for Dyna to 
spend more time strengthening the BDS providers in places, 
such as Kolda and Tambacounda. To test the market’s ability to 
pay full costs, Dyna should gradually increase participation fees 
over time. 
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Part I – Management Training 
1) Accounting Training – classroom training 
2) Marketing Training – follow up one-on-one technical assistance 
Part II –Technical Training 
3) Technical training #1 - practicum 
4) GERME – integration of accounting, marketing and technical information 
5) Technical training #2 – follow up one-on-one technical assistance to ensure 
learning 
The follow-up technical assistance acts as a check, ensuring that the participant has not 
only grasped the concepts taught in the training but also that he or she is applying them 
effectively to the enterprise. This mechanism virtually negates the need for the 100 
percent money-back guarantee since participants who argue they did not learn the 
material from the training will receive the necessary technical assistance in the form of 
two visits following the training that will further improve their capacity. The textbox 
above discusses the practice of charging participation fees, including how they are 
determined and extent of cost recovery. After completing a training and technical 
assistance cycle, Dyna should factor in additional institutional building support time for 
rural BDS providers and monitor their ability to sell the trainings after the initial Dyna 
support has ended. While the implicit subsidies supporting the provision of technical 
assistance are justified in helping to develop quality training and TA modules, Dyna 
should begin to explore ways in which technical assistance can be delivered in more cost 
effective manners. Bundling TA with other services, embedding it in relationships with 
other firms, or providing it to small groups are all ways that may be worth exploring. 
5.5 Support the development of new and improved products and services 
Upon award of the tenders, Biz-dev’s technical staff has spent a lot of time working with 
the winning BDS providers to develop a new product or service that meet’s Dyna’s high 
quality standards. Now that the Biz-dev team has worked with several BDS providers 
building their technical capacity in delivering the initial round of services to SMEs, there 
is likely to be a multiplier effect in terms of impact as these BDS providers begin to 
replicate what they learned from the Biz-dev team and replicate the concepts in 
developing and delivering new products and services with a larger and larger body of 
SME clients. So, rather than the linear growth in impact that traditional BDS projects 
have, the Dyna project will likely experience a more exponential growth curve as the 
project’s supported activities are replicated in the market. Since replication of services 
and future SME clients of the BDS partners will be some of the most important measures 
of impact of this project, Dyna should sub-contract a local consulting firm to assess the 
BDS component’s impact beyond its initial support. Every year, Dyna should hire a 
subcontractor to contact all its BDS provider partners to see how many additional clients 
were served as a result of the initial intervention. For this measure to be effective, Dyna 
will also need to collect client information from each of its BDS provider partners at the 
onset to set the baseline. 
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5.6 Continue creative use of new technologies to disseminate information 
Dyna has been extremely innovative in the use of modern technologies, including 
computer technology, video, and the Internet to promote the project and to disseminate its 
results. The use of multimedia CD ROMs to promote AIDS awareness and making BDS 
market research and sub-sector studies available for download from the Internet are cost 
effective means for distributing information widely. In addition, the use of new 
technologies generates enthusiasm and promotes innovation, which are crucial to the 
market-led approach to BDS. The consultants suggest that the Biz-dev team continue to 
push the BDS frontiers forward by using new technologies to promote enterprise 
development in Senegal. Senegal’s future competitiveness depends largely in its ability 
to harness the use of these new technologies while balancing concerns for the 
appropriateness of the technologies for the Senegalese environment. 
 
VI. Requirements Needed to Support the Recommendations 
There are several conditions that must be met for the above recommendations to be fully 
implemented and effective, which are discussed below. 
6.1 Consensus and Commitment to Market-Driven Approach to BDS 
The first condition that must be met is that all stakeholders agree to a framework for this 
market-driven approach. While the consultants began the initial work on providing the 
framework based on best practices in BDS, Dyna must go further to ensure that all 
stakeholders have a clear understanding of this framework, are using the same language 
to communicate and are committed to the agreed upon objectives against which the 
project will later be measured. 
¾ Read best practice materials on BDS. To build understanding and consensus 
for the framework, all stakeholders, especially Biz-dev team members and 
USAID staff, should read the best practices documents, such as Business 
Development Services for Small Enterprises: Guiding Principles for Donor 
Intervention5
, Performance Measurements for BDS: A Preliminary Framework6
and Designing BDS Interventions as if Markets Matter.
7
 Then, the Biz-dev team 
should organize discussion sessions to ensure understanding, address concerns 
and build commitment for the framework. 
¾ Enhance communication between Dyna and USAID staff. Biz-dev should 
work toward better communication with USAID/Senegal. For example, Biz-dev 
should hold quarterly information sharing meetings to update USAID staff on the 
project’s progress and performance and to seek input. Quarterly reports must 
reflect the information that is necessary to accurately communicate project 
activities and impact. Project leadership must ensure the USAID staff is given the 
opportunity to become more fully engaged in project activities and build a clearer 
understanding of project goals, philosophies and achievements. Among other 
strategies, joint field trips with USAID staff should be encouraged. 
 
5
 by Committee of Donor Agencies for Small Enterprise Development, February 2001. 
6
 by Mary McVay, DAI, August 1999, available at www.mip.org. 
7
 by Michael Field, Rob Hitchins and Marshal Bear, DAI, November 2000, available at www.mip.org. 
Draft Report - Senegal/DES Small Enterprise Component Review 
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6.2. Systematic collaboration between Biz-dev and Microfinance 
Dyna could achieve additional synergies if the Biz-dev and Microfinance teams had more 
systematic ways of collaborating. 
¾ Hold regular meetings. The consultants recommend that the Biz-dev and 
Microfinance teams hold regular meetings, at least monthly, at both the 
headquarters and regional office levels. By setting aside one hour on the first 
Monday of every month, for example, the two teams could ensure that they 
find time to share information and bounce ideas for potential collaboration off 
one another. For these meetings to be effective in achieving greater 
collaboration and project impact, a strong commitment from Dyna’s 
management and a greater level of involvement of the COP in the Biz-dev 
activities is required. 
¾ Follow up on information shared. While information has been shared 
across the Biz-dev and Microfinance components, such as sub-sector reports, 
more follow up would be useful to ensure that the information is understood 
and used, and would result in even more impact. For example, Dyna could 
help MFIs interpret the results of sub-sector studies and determine the relevant 
implications, such as how to target SME markets that offer the most growth 
potential. 
Draft Report - Senegal/DES Small Enterprise Component Review 
27 
Annex A. Scope of Work 
SENEGAL/DES SMALL ENTERPRISE COMPONENT REVIEW 
A. Background 
The Senegal DES project has been operational for just over two years. The 
purpose of the project is to help Senegal achieve sustained increases in private 
sector income generation. In this context, DES implements multiple activities 
targeted, ultimately, at micro, small, and medium scale enterprises within the 
Senegalese private sector. 
From the Field Office HQ in Dakar, a small and medium enterprise team (PME) 
plans and supports an overall program of activities aimed at contracting with, and 
strengthening the institutional capacity of, Senegalese institutions and individuals 
that directly support small and medium scale entrepreneurs. DES also has 
established field offices and operates programs in four regions outside of Dakar. 
Recently, DES underwent an extremely positive in-depth review as part of the 
annual contract award fee process. The review noted, however, that the progress 
of the enterprise component of the project did not match the scope and depth of 
impact of the micro-finance component. The mission therefore would like to see a 
“scaling up of business development support” activities under the new work plan. 
In addition, the review process pointed to the need to revise and modify the 
indicators and targets established under the DES contract in light of experience 
and lessons learned since the project began. 
Another related review of the project, carried out under separate scope of work, 
will document the results of the overall project to date (“looking back”). It may 
take place concurrently with this assignment. However, the work to be carried out 
under the scope of work proposed herein, while interrelated with that other 
review, will focus on how to accelerate the program, and expand the impact, of 
the small enterprise component over the remaining three project years (“looking 
ahead”). The implementers of this scope of work will no doubt benefit from 
interaction with the personnel carrying out the related review of progress to date. 
The personnel selected to carry out this proposed scope of work will collaborate 
closely with USAID/Senegal SO staff and the Mission program officer 
responsible for M&E as well as the DES/SME division. 
B. Objectives 
Working as a team, the two implementers will be responsible for completing the 
following objectives: 
Draft Report - Senegal/DES Small Enterprise Component Review 
28 
1. Review the current DES/SME strategy and approach and its responsiveness to 
contract requirements as well as to market demands for DES-type services. 
2. Identify opportunities for expanding the spread of DES-like SME activities, 
and accelerating their impact, within the Senegalese SME sector. Attention should 
be paid to the role and capacity of Senegalese BDS providers and professional 
associations and the potential for associating them more fully in the project. 
3. Identify new ways to build a more productive relationship between the micro￾finance and SME components of the project. 
4. Review the DES/SME practice of charging user fees for BDS events, including 
the origin of the fees and the sustainability of this approach. 
5. Based on data collected and analysis, recommend realistic modifications to the 
DES/SME strategy to more rapidly and widely build the capacity of BDS 
institutions, and more closely connect BDS and micro-finance activities. 
6. In light of the current Senegalese environment and DES experience, revise, 
clarify, and modify project M&E indicators to bring them in line with BDS best 
qualitative and quantitative measurement practices. The indicators should be 
presented in a format agreed to by the FO and USAID/Senegal SO team. 
7. In coordination with USAID/Senegal, DES personnel, and other informants, 
develop realistic targets for the revised indicators. 
C. Deliverables 
1. The implementers of this scope of work will provide a draft oral report 
before leaving Senegal. The draft, and subsequent final, report will cover, 
at a minimum, information that fully satisfies the objectives listed above in 
section B. 
2. A final report will be written and delivered to the DES office and 
Chemonics Home Office. This report will be finalized and delivered 
within two weeks of departure from Senegal. The main body of the report 
should not exceed thirty pages including all visuals. There is no limit to 
the number or type of annexes. While the field work will be carried out 
largely in French, the report should be written in English. 
D. Level of Effort 
1. Achievement of this scope of work will require a period of intense 
consultation in a limited timeframe. The assignment should begin on/about 
March 3, 2002, and the workdays will follow consecutively until the work 
is completed on/about March 29, 2002. The principle duty post will be 
Draft Report - Senegal/DES Small Enterprise Component Review 
29 
Dakar, Senegal. However, in-country travel to at least three of the four 
DES regional offices will be included. 
2. This assignment will require a very significant amount of information to 
be collected, analyzed, and organized into a final report. To ensure 
efficiency, the consultants will be allowed to work six day work weeks. 
The total number of workdays proposed is 41 divided between two 
implementers as described below. 
Person days 
1. 2 days. One for each implementer in the US for briefing, organization, and 
reading of appropriate documents. 
2. 29 days. One implementer will spend 15 workdays in country plus two 
travel days, and the second will spend 10 plus two travel days. 
3. 10 days. Five workdays for each implementer to prepare and send the final 
report, once preliminary feedback on the draft oral report has been 
received from the DES office. 
E. Supervision and Logistics 
1. The implementers will work under the general supervision of the DES 
COP. For day to day support and guidance the consultants will report to 
the director of the DES/PME unit or other individuals as designated by the 
COP. 
2. Implementers will use local transportation for travel within Dakar. Travel 
in-country will be coordinated by the director of the DES/PME unit. Basic 
office space will likely not be available at the DES office and the 
implementers should bring laptops. 
Draft Report - Senegal/DES Small Enterprise Component Review 
30 
Annex B. Monitoring and Evaluation Indicators 
(See notes on following page) 
#
FrequencyTeam(s) Frequency
Method & 
Approach to 
Data 
Collect. & 
Calc.
USAID SENEGAL 
PERFORMANCE INDICATOR
DYNAENTREPRISES PERFORMANCE 
INDICATOR
INDICATOR DEFINITION & UNIT OF 
MEASURE
DATA 
SOURCES
Dyna Data 
Acquisition
Dyna 
Analysis & 
Reporting
Team(s)
Total # of fee paying participants* Dyna SME partners training reports on-going PME & MEAC quarter PME & MEAC
 # from private sector* (5) Dyna SME partners training reports on-going PME & MEAC quarter PME & MEAC
# from ag-related organizations* Dyna SME partners training reports on-going PME & MEAC quarter PME & MEAC
Dyna Units of Measure: *total as well as number of females, youth and disabled (6)
Total # of new BDS products and 
services
Dyna SME 
partners
survey, report 
& sum 
figures
annual 
& 
quarter
PME & 
MEAC
annual 
& 
quarter
PME & 
MEAC
# of ag-related products and services Dyna SME partners survey, report & sum figures annual & quarter PME & MEAC annual & quarter PME & MEAC
See Table 1 listing products and 
services offered by BDS providers.
Dyna Units of Measure: number of products/services and # ag-related 
Total # of SMEs receiving BDS 
support
Dyna SME 
partners
survey, report 
& sum 
figures
annual 
& 
quarter
PME & 
MEAC
annual 
& 
quarter
PME & 
MEAC
See Table 2 listing technical assistance 
offered by category.
Dyna SME 
partners
survey, report 
& sum 
figures
annual 
& 
quarter
PME & 
MEAC
annual 
& 
quarter
PME & 
MEAC
Dyna Units of Measure: number receiving BDS and appropriate technology assistance
# of SME's accessing information (7) Dyna SME partners reports and web site hits on-going PME & MEAC quarter PME & MEAC
# of SMEs purchasing information Dyna SME partners reports and invoices on-going PME & MEAC quarter PME & MEAC
See Table 3 listing market information 
accessed by category.
Dyna Units of Measure: number accessing and purchasing information
FrequencyTeam(s) Frequency
Method & 
Approach to 
Data 
Collect. & 
Calc.
1.3.1
USAID SENEGAL 
PERFORMANCE INDICATOR
KIR 1.3 : Increased Use of Best Technical and Managerial Practices
DYNAENTREPRISES PERFORMANCE 
INDICATOR
INDICATOR DEFINITION & UNIT OF 
MEASURE
DATA 
SOURCES
Number of participants from SMEs, consulting 
firms, associations and groups that purchase 
business training. (1)
Team(s)
Number of SMEs, consulting firms, 
associations and groups that access market 
and technical information. (4)
1.3.2
Number of new products and services offered 
by BDS providers. (2)
Number of SMEs acquiring quality technical 
assistance (other than training) from BDS 
providers. (3)
1.3.4
1.3.3
Draft Report - Senegal/DES Small Enterprise Component Review 
31 
Definitions: 
1. This indicator includes Dyna-sponsored group training as well as training given by BDS providers who have received assistance through Dyna. 
BDS providers are consulting firms, associations and networks that offer business-related training and technical assistance to SMEs. 
2. New products offered by BDS providers include those that have been improved as a result of Dyna interventions. For example, an improved 
accounting training offered as a result of Dyna supported training will be included. 
3. Technical assistance are those services offered as a part of the training package, as well as other non-training services purchased from Dyna 
supported BDS providers. Technical assistance includes one-on-one capacity building as well as customized group practicums. 
4. This indicator captures the number of people accessing and purchasing various forms of market information. These include sub-sector studies and 
reports sold, "appel d'offre" web site hits, paying participants at Information Days, TechnoFoires, and Business Forums. 
5. Private sector refers to SMEs, for-profit consulting firms, associations and business networks when the organization’s own funds are used to 
purchase training. 
6. Youth is defined as 18 to 30 (inclusive) and conforms to the definition used by the Government of Senegal. Disabled refers to those whose are 
physically challenged. 
7. SMEs include: groups, associations, networks, micro and small enterprises and other private sector firms. 
Draft Report - Senegal/DES Small Enterprise Component Review 
32 
Annex C. Draft Regional Indicator Reporting Documents 
Reporting Region: Dakar
PME INDICATOR 1.3.1 Number of Participants from Consulting firms, Associations, Groups,
and SMEs that purchase business training
Reporting Period: Fiscal Year 2001 (October 1-September 30)
Data entered by:
# Region Period Category Training Org. Name Training Name Training Dates TOTAL TRAINED # Private Sector # Ag. Related # Women # Youth (18-30 yrs) # Disabled
1.3.1 Dakar FY2001 Consulting Firm
1.3.1 Dakar FY2001 Consulting Firm
1.3.1 Dakar FY2001 Consulting Firm
1.3.1 Dakar FY2001 Consulting Firm
1.3.1 Dakar FY2001 Consulting Firm
1.3.1 Dakar FY2001 Consulting Firm
1.3.1 Dakar FY2001 Consulting Firm
1.3.1 Dakar FY2001 Consulting Firm
1.3.1 Dakar FY2001 Consulting Firm
1.3.1 Dakar FY2001 Consulting Firm
1.3.1 Dakar FY2001 Consulting Firm
1.3.1 Dakar FY2001 Consulting Firm
1.3.1 Dakar FY2001 Consulting Firm
1.3.1 Dakar FY2001 Consulting Firm
1.3.1 Dakar FY2001 Consulting Firm
1.3.1 Dakar FY2001 Consulting Firm
1.3.1 Dakar FY2001 Consulting Firm
1.3.1 Dakar FY2001 Consulting Firm
1.3.1 Dakar FY2001 Association/Group
1.3.1 Dakar FY2001 Association/Group
1.3.1 Dakar FY2001 Association/Group
1.3.1 Dakar FY2001 Association/Group
1.3.1 Dakar FY2001 Association/Group
1.3.1 Dakar FY2001 Association/Group
1.3.1 Dakar FY2001 Association/Group
1.3.1 Dakar FY2001 Association/Group
1.3.1 Dakar FY2001 Association/Group
1.3.1 Dakar FY2001 Association/Group
1.3.1 Dakar FY2001 Association/Group
1.3.1 Dakar FY2001
1.3.1 Dakar FY2001 Dyna Project
1.3.1 Dakar FY2001
1.3.1 Dakar FY2001
1.3.1 Dakar FY2001 Other
1.3.1 Dakar FY2001
1.3.1 Dakar FY2001
1.3.1 Dakar FY2001 TOTALS 000 0 0 0
Training Organization Training Event Fee Paying Training Participants
Draft Report - Senegal/DES Small Enterprise Component Review 
33 
Reporting REGION: Dakar
PME INDICATOR 1.3.2 : Number of new products and services offered by BDS providers
Reporting Period: FY 2001 (Oct 1-Sep 30)
Data entered by:
# Region Period Category Providor Name Type Description
TOTAL # New 
Products or 
Services
# Ag. 
Related
1.3.2 Dakar FY2001 Consulting Firm
1.3.2 Dakar FY2001 Consulting Firm
1.3.2 Dakar FY2001 Consulting Firm
1.3.2 Dakar FY2001 Consulting Firm
1.3.2 Dakar FY2001 Consulting Firm
1.3.2 Dakar FY2001 Consulting Firm
1.3.2 Dakar FY2001 Consulting Firm
1.3.2 Dakar FY2001 Consulting Firm
1.3.2 Dakar FY2001 Consulting Firm
1.3.2 Dakar FY2001 Consulting Firm
1.3.2 Dakar FY2001 Consulting Firm
1.3.2 Dakar FY2001 Consulting Firm
1.3.2 Dakar FY2001 Consulting Firm
1.3.2 Dakar FY2001 Consulting Firm
1.3.2 Dakar FY2001 Consulting Firm
1.3.2 Dakar FY2001 Consulting Firm
1.3.2 Dakar FY2001 Consulting Firm
1.3.2 Dakar FY2001 Association/Group
1.3.2 Dakar FY2001 Association/Group
1.3.2 Dakar FY2001 Association/Group
1.3.2 Dakar FY2001 Association/Group
1.3.2 Dakar FY2001 Association/Group
1.3.2 Dakar FY2001 Association/Group
1.3.2 Dakar FY2001 Association/Group
1.3.2 Dakar FY2001
1.3.2 Dakar FY2001
1.3.2 Dakar FY2001
1.3.2 Dakar FY2001 Other
1.3.2 Dakar FY2001 Other
1.3.2 Dakar FY2001 Other
1.3.2 Dakar FY2001
1.3.2 Dakar FY2001 TOTALS 0 0
Service and/or Product Providor Product or Service
Draft Report - Senegal/DES Small Enterprise Component Review 
34 
Reporting REGION: Dakar
PME INDICATOR 1.3.3 : Number of SMEs acquiring quality Technical Assistance (other than training) by BDS providers
Reporting Period: FY 2001 (Oct 1-Sep 30)
Data entered by:
# Region Period Category Providor Name Type Description
TOTAL # 
SMEs 
Receiving 
BDS Support
1.3.3 Dakar FY2001 Consulting Firm
1.3.3 Dakar FY2001 Consulting Firm
1.3.3 Dakar FY2001 Consulting Firm
1.3.3 Dakar FY2001 Consulting Firm
1.3.3 Dakar FY2001 Consulting Firm
1.3.3 Dakar FY2001 Consulting Firm
1.3.3 Dakar FY2001 Consulting Firm
1.3.3 Dakar FY2001 Consulting Firm
1.3.3 Dakar FY2001 Consulting Firm
1.3.3 Dakar FY2001 Consulting Firm
1.3.3 Dakar FY2001 Consulting Firm
1.3.3 Dakar FY2001 Consulting Firm
1.3.3 Dakar FY2001 Equipment Supplier
1.3.3 Dakar FY2001 Equipment Supplier
1.3.3 Dakar FY2001 Equipment Supplier
1.3.3 Dakar FY2001 Equipment Supplier
1.3.3 Dakar FY2001 Equipment Supplier
1.3.3 Dakar FY2001 Equipment Supplier
1.3.3 Dakar FY2001 Association/Group
1.3.3 Dakar FY2001 Association/Group
1.3.3 Dakar FY2001 Association/Group
1.3.3 Dakar FY2001 Association/Group
1.3.3 Dakar FY2001 Association/Group
1.3.3 Dakar FY2001 Association/Group
1.3.3 Dakar FY2001
1.3.3 Dakar FY2001
1.3.3 Dakar FY2001
1.3.3 Dakar FY2001
1.3.3 Dakar FY2001
1.3.3 Dakar FY2001
1.3.3 Dakar FY2001
1.3.3 Dakar FY2001 TOTALS 0
Service and/or Product Providor Product or Service
Draft Report - Senegal/DES Small Enterprise Component Review 
35 
REGION: Dakar
Reporting Period: FY 2001 (Oct 1-Sep 30)
Data entered by:
# Region Period Activities # of SMEs Accessing Market Information # of SMEs Purchasing Information
1.3.4 Dakar FY2001 Banana Seminar on Sub-sector Study
1.3.4 Dakar FY2001 Banana Study Tour
1.3.4 Dakar FY2001 Banana Sub-sector Study
1.3.4 Dakar FY2001 Banana Sub-sector Study on CD
1.3.4 Dakar FY2001 Business Family
1.3.4 Dakar FY2001 Business Forum
1.3.4 Dakar FY2001 Business Registration Manual
1.3.4 Dakar FY2001 Cyber Directory
1.3.4 Dakar FY2001 Dairy Seminar on Sub-sector Study
1.3.4 Dakar FY2001 Dairy Study Tour
1.3.4 Dakar FY2001 Dairy Sub-sector Study
1.3.4 Dakar FY2001 Dairy Sub-sector Study on CD
1.3.4 Dakar FY2001 Entrepreneur Guide
1.3.4 Dakar FY2001 NTIC Day
1.3.4 Dakar FY2001 Gardening management and planning
1.3.4 Dakar FY2001 Radio Broadcast
1.3.4 Dakar FY2001 SME Expositions
1.3.4 Dakar FY2001 Soil & Water Conservation
1.3.4 Dakar FY2001 Sustainable Agriculture
1.3.4 Dakar FY2001 Technical Fair (exhibitors)
1.3.4 Dakar FY2001 Technical Fair (visitors)
1.3.4 Dakar FY2001 Web site hits "Call for Bids"
1.3.4 Dakar FY2001 Web site hits Technical Fair Dakar
1.3.4 Dakar FY2001
1.3.4 Dakar FY2001
1.3.4 Dakar FY2001
1.3.4 Dakar FY2001
1.3.4 Dakar FY2001
1.3.4 Dakar FY2001
1.3.5 Dakar FY2001 TOTALS
PME INDICATOR 1.3.4 : Number of SMEs, Consulting firms, Associations and Groups that access market information
Draft Report - Senegal/DES Small Enterprise Component Review 
36 
Annex D. Reference Materials Used for Assignment 
Designing BDS Interventions as if Markets Matter, by Rob Hitchins, Michael Field and Marshal Bear, DAI, 
November 2000. 
“First Annual Report,” DynaEntreprises Senegalaises, Chemonics International, October 1999 - September 
2000. 
“Initialization Report,” DynaEntreprises Senegalaises, Chemonics International, March 31, 2001. 
Performance Measurements for BDS: A Preliminary Framework, by Mary McVay for DAI, August 1999. 
“Quarterly Performance Report,” DynaEntreprises Senegalaises, Chemonics International, November 1999 - 
March 2000. 
“Quarterly Performance Report,” DynaEntreprises Senegalaises, Chemonics International, April – July 2000. 
“Quarterly Performance Report,” DynaEntreprises Senegalaises, Chemonics International, August - October 
2000. 
“Quarterly Performance Report,” DynaEntreprises Senegalaises, Chemonics International, October - December 
2000. 
“Quarterly Performance Report,” DynaEntreprises Senegalaises, Chemonics International, January - March 
2001. 
“Self-Assessment and Award Fee Report,” DynaEntreprises Senegalaises, Chemonics International, October 1 
to September 30, 2001. 
“Strategic Workplan 2000,” DynaEntreprises Senegalaises, Chemonics International, 2000. 
USAID Contract Number 685-C-00-00-00002-00 for the DynaEntreprises Senegalaises project, signed by 
Chemonics International, November 8, 1999. 
Draft Report - Senegal/DES Small Enterprise Component Review 
37 
Annex E. List of Contacts 
Washington D.C. 
Joel Schlesinger, Chemonics International, Senegal DES Project Supervisor 
Jeanne Downing, USAID/Office of Microenterprise 
Anicca Jensen, Regional Microenterprise Development 
Lucie Phillips, International Business Initiatives 
David Fernandes, Chemonics International 
Dakar 
Joseph Van Meter, USAID/Dakar, SO1 CTO, Senegal DES Project 
Susan Fine, Program Officer, USAID/Dakar 
Papa Barka Diallo, USAID/Dakar 
Bassirou Ba, USAID/Dakar 
Ousman N’Dao, USAID/Dakar Monitoring and Evaluation Specialist 
Charles May, COP, Senegal DES Project 
Criss Juliard, BizDev Component Leader, Senegal DES Project 
Victor Luboyeski, Consultant, Senegal DES Project 
Abibatou Diop, Dyna Biz-Dev ICT coordinator 
Bachir Ndiaye, Dyna Biz-Dev Sub-sector study coordinator 
Ibrahima Diaw, Dyna Biz-Dev Association coordinator 
Fiona Macaulay, Founder, Making Cents, Inc. 
Thomas Bruns, Small Enterprise Program Manager, Peace Corps Senegal 
Fatou Thiam, Monitoring and Evaluation Specialist, Senegal DES Project 
Kolda 
Simon Gomis, SME coordinator, Dyna Kolda Regional Office 
Ibrahima Diaw, Coordinator of Professional Associations, Dyna Kolda Regional Office 
Omar Diallo, President, Sahel 3000 
Ousmane Samba, Sahel 3000 
Yousef Ba, Sahel 3000 
Ousmane Ce, Sahel 3000 
Amadou Thiam, Sahel 3000 
Seydou Sow, Sahel 3000 
Famara Koita, entrepreneur and UNACOIS member 
Ibrahima Kande, entrepreneur and UNACOIS member 
Chere N’Daiye, General Manager, Mutuel de UNACOIS 
Ibou Fall, GIE le Fermier 
Natalie Cash, Peace Corps Volunteer Leader, Kolda 
Tambacounda 
Ousman Balde, SME coordinator, Dyna Tambacounda Regional Office 
Draft Report - Senegal/DES Small Enterprise Component Review 
38 
Ahmed Hady Seydi, Microfinance Technician, DynaEnterprise, Tambacounda 
Seyni Sagna, Banana Federation 
Landing Sagna, Gouloubou Banana Group 
El Hadji Malick Diallo, GECOM (Consulting firm) 
Bakary Traore, GECOM (Consulting firm) 
Abdoulaye Sarr, AgroBio Service (Consulting firm) 
Moussa Sow, Independent Consultant 
Shannon Gordon, Small Enterprise PCV, Tambacounda 
Thies 
Massamba Diop, SME coordinator, Dyna Thies Regional Office 
Sidy Lamine Ndiaye, Microfinance coordinator, Dyna Thies Regional Office 
Bamba Fall, Centre d’Accueil de Formation et de Consultance des PME, Consultant 
Draft Report - Senegal/DES Small Enterprise Component Review 
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39 
Annex F. FY 2001 Results Data 
PME INDICATOR 1.3.1 : Number of participants from SMEs, consulting firms, associations and 
groups that purchase business training. (1) 
FY 2001
Region Trainer Training Type Training Dates Total 
Trained 
 Private 
Sector 
Ag. 
Related 
Women Youth 
(18-30 
yrs) 
Disabled 
Dakar Gestion Plus ACCOUNTING Jun. 25-28, 2001 18 18 12 16 2 0 
Dakar Ynternet.org & 
LHOU AFAGO 
GESTION CYBERCAFE Jun. 26-29, 2001 15 15 0 2 6 1 
Dakar I.P.G ACCOUNTING Jun. 19 - 21, 2001 21 21 5 12 3 0 
Kolda Sud Consultance ACCOUNTING Feb. 13-15, 2001 16 16 6 1 6 0 
Kolda Pool des 
formateurs GERME 
de kolda 
ACCOUNTING, 
MARKETING, COST 
Sept. 10 -14, 2001 8 8 2 0 4 0 
Kolda ASADE NEEM Apr. 21-26, 2001 15 15 15 11 7 4 
Tamba Gestion Plus MARKETING Nov. 23-28, 2000 43 43 21 41 11 0 
Tamba Hodar Conseil MARKETING Dec. 18-20, 2000 22 22 20 22 4 0 
Tamba Max Consulting 
Group 
MARKETING Aug. 30-Sept. 1, 
2001 
16 16 0 1 12 0 
Tamba Vie Active SERIGRAPHIE Jan. 21-28, 2001 14 14 0 4 14 14 
Tamba BIT GERME TRAINING OF TRAINERS May 1-11, 2001 20 20 4 3 2 0 
Thies Gestion Plus ACCOUNTING Sept. 1-3, 2001 15 15 15 10 8 0 
Thies Ynternet.org & 
LHOU AFAGO 
GESTION CYBERCAFE Jun. 20-23, 2001 6 6 0 0 6 1 
TOTAL 229 229 100 123 85 20 
Draft Report - Senegal/DES Small Enterprise Component Review 
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PME INDICATOR 1.3.2 : Number of new products and services offered by BDS 
providers 
FY 2001
Region Provider Name Product/Service Type New Products Ag. Related 
Dakar PMII Web site development 1 
Dakar PMII Events web site 1 
Dakar Ynternet.org Cyber training 1 
Dakar Ynternet.org Global positioning mapping 1 
Dakar DIRECO Data base web site 1 
Dakar Gestion Plus Training needs assessment 1 
Dakar Flourikounda Soil & water conservation product 1 1 
Dakar GMV Enterprises Soil & water conservation product 1 1 
Dakar RADI Soil & water conservation product 1 1 
Dakar Hort Taouey Guier Soil & water conservation product 1 1 
Dakar Ri Espace Vert Environement Soil & water conservation product 1 1 
Kolda GRAD Accounting 1 1 
Kolda GRAD Marketing 1 1 
Kolda ONG 7A Marketing 1 1 
Kolda ONG 7A Accounting 1 1 
Kolda ONG Sahel 3000 Accounting 1 1 
Kolda ONG Sahel 3000 Marketing 1 1 
Kolda Fuladu Net Cyber training 1 
Thies CAPG Accounting 1 1 
Thies CAPG Marketing 1 1 
Thies ACDA Accounting 1 1 
Thies ACDA Marketing 1 1 
Thies Trade Point Thies Internet Business Service 1 
Thies Bambaji Cyber Training 1 
Thies Art et Métier Réuni Accounting 1 1 
Thies Art et Métier Réuni Marketing 1 1 
Thies EPFI Accounting 1 0 
Thies EPFI Marketing 1 0 
Thies Groupe Chalenger Accounting 1 1 
Thies Groupe Chalenger Marketing 1 1 
Thies Unacois/MBOUR Accounting 1 0 
Thies Unacois/MBOUR Marketing 1 0 
Thies PMI Accounting 1 0 
Thies PMI Marketing 1 0 
Tamba Agro Bio Services Accounting 1 1 
Tamba Agro Bio Services Marketing 1 1 
Tamba Directoire Femmes Eleveurs Accounting 1 1 
Tamba Directoire Femmes Eleveurs Marketing 1 1 
Tamba FEGAP Accounting 1 1 
Tamba FEGAP Accounting 1 1 
Ziguinchor Action Sud Marketing 1 0 
Ziguinchor Action Sud Accounting 1 0 
 TOTAL 42 25 
Draft Report - Senegal/DES Small Enterprise Component Review 
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PME Indicator 1.3.3: Number of SMEs acquiring quality technical assistance 
(other than training) from BDS providers
FY 2001 
# Region Fiscal 
Year 
Provider Name Description Product/Service 
Category 
Product/Service Type Number SMEs 
Receiving BDS 
Support 
1.3.3 Dakar 2001 Gestion Plus Training 
Follow up 
GERME ACCOUNTING 18
1.3.3 Dakar 2001 Institut Privé de 
Gestion 
Training 
Follow up 
GERME ACCOUNTING 21
1.3.3 Dakar 2001 Internet.Org & Lou 
Afagho 
Training 
Follow up 
NTIC GESTION CYBERCAFE 15
1.3.3 Kolda 2001 ASADE Training 
Follow up 
TRANSFORMATION NEEM 15
1.3.3 Kolda 2001 Sud Consultance Training 
Follow up 
GERME ACCOUNTING 16
1.3.3 Tamba 2001 Gestion Plus Training 
Follow up 
GERME MARKETING 43
1.3.3 Tamba 2001 Hodar Conseil Training 
Follow up 
GERME MARKETING 22
1.3.3 Tamba 2001 Max Consulting 
Group 
Training 
Follow up 
GERME MARKETING 16
1.3.3 Tamba 2001 Vie Active Training 
Follow up 
SERIGRAPHIE SERIGRAPHIE 14
1.3.3 Tamba 2001 BIT GERME Training 
Follow up 
GERME TRAINING OF 
TRAINERS 
20
1.3.3 Thies 2001 Gestion Plus Training 
Follow up 
GERME ACCOUNTING 15
1.3.3 Thies 2001 Internet.Org & Lou 
Afagho 
Training 
Follow up 
NTIC GESTION CYBERCAFE 6
 TOTAL 221
Draft Report - Senegal/DES Small Enterprise Component Review 
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PME Indicator 1.3.4: Number of SMEs, consulting firms, 
associations, and groups that access market information 
FY 2001 
# Region Fiscal 
Year 
Activities # of SMEs Accessing 
Market Information 
# of SMEs Purchasing 
Information 
1.3.4 Dakar 2001 Radio Broadcast 105 0 
1.3.4 Dakar 2001 Web site "Call for Bids" 5,671 0 
1.3.4 Kolda 2001 Business Forum 38 38 
1.3.4 Kolda 2001 Dairy Sub-sector Study on CD 5 5 
1.3.4 Kolda 2001 NTIC Day 6 6 
1.3.4 Kolda 2001 SME Expositions 30 30 
1.3.4 Kolda 2001 Soil & Water Conservation 13 13 
1.3.4 Tamba 2001 Business Forum 77 77 
1.3.4 Tamba 2001 Improved Stoves Study on CD 16 16 
1.3.4 Thies 2001 Business Forum 50 50 
1.3.4 Thies 2001 Soil & Water Conservation 40 0 
 TOTAL 6,051 235