Ilo evaluation
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- Bu səhifədəki naviqasiya:
- Immediate Objective 1: Industry associations or other industry coordination mechanisms continue to market and organize SCORE training for SMEs;
- Output 1: Sub-sectors and clusters with high decent job creation potential and strong sector organizations selected/expanded
- Changes in employment status
- SME Walk Through Checklist Score
- Survey workers in SME’s benefiting from SCORE Score
- Opinions and Appreciations of SCORE by partners and beneficiaries 2.1 SCORE team
- 2.4 Companies/Enterprises
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The visit confirmed that the presented outputs and outcomes in the monitoring reports were realised to a large extent. SCORE SA observes a gap in achieving the outputs to support sustainability at the three levels: financial, technical and institutional. To avoid moving forward without concrete advances, a limited number of Key Milestones within the performance plan are tracked and used by ILO and donors to judge if adequate progress is being made to justify continuation of the project. These are defined in a special rescue plan, agreed upon early 2015. While the project is currently envisaged to continue until the end of 2017 (as in the PRODOC) a decision could be made to discontinue the activities in South Africa at an earlier point if these Key Milestones are not met. These Key Milestones and the results are set out in below text box:
Focus has been on SCORE module 1. Achievement is above target in detriment of achievement in training for follow up modules. A reason to focus on module 1 is the high demand originating from the provinces and CTOs. This demand confirms also the market study results in 2013. The latter showed an important market under SMEs with, < 49 workers in the tourism / hospitality sector, beyond wild life tourism only, searching for performance enhancing. Already two companies were awarded in 2015; “Bush Camp of the Year” and the “Tourism Challenge”. Visited companies (both employees and owners) urge for the follow up, especially because staff members are enthusiast and motivated by the quick positive effects. In addition, module 3 and 5 are under revision. 75 % of Participants rate the training between good and very good. Another important achievement is the accreditation of the general SCORE training by SABPP. CATHSHETA under reorganization due to weak management, the SABPP offers an important alternative. It opens pathways for companies to make use of the Skills Development Levy, and pay for SCORE training. It might positively influence and speed up the cooperation with FEDHASA, SAN parks and SA Productivity Also for trainers and their companies, SCORE training becomes more attractive with a strong sales pitch: workers, managers, and owners receive NQF certification of their skills and become qualified (level 5) opening career opportunities. In general, SCORE uses the monitoring to inform on progress and as a consequence adequates and fine-tunes her implementation strategy. This is shown by the fact she initially started her implementation through national focus, now she adds the approach of working through the provinces and municipalities. Outcomes reported on the M&E online platform until 20 December 2015 are presented below:
At the highest level, outcomes were reported on job-creation effects. The results (until 20 December 2015) are presented in the table below:
During the evaluation visit the evaluators have visited three SME’s to confirm achievement of outcomes in enterprise walkthroughs. The changes observed at SME level are presented in the table below. The average scores are given on a three-point scale (1=low, 2=sufficient, 3=good)
Appreciation of workers on the application of SCORE in their companies are presented below on a five-point scale (1=not at all/very low, 2=low; 3=sufficient, 4=high, 5=very high):
2.1 SCORE team The SCORE team in South Africa is composed by two members; the national coordinator and the financial administrator. As a consequence, the national coordinator combines all tasks in the project ranging from micro management to strategic management. Both staff members consider that SCORE integrates well in the country policies of the ILO and they appreciate the support from the central SCORE team. The team receives positive feedback from SMEs participating in the SCORE Training. However, at the same time they question the sustainability, the level of gender equity in SMEs after SCORE and the appreciation by the ILO constituency. 2.2 Government External stakeholders report that SCORE intervenes at the right moment, it increases the productivity and profitability of the SME sector in tourism in the provinces and communities where training took place.
Governmental stakeholders (5; 2F/3M) express that enterprises are in need for development of additional value to their accommodation to maintain attractiveness and repeating client visits. This is also an overall aim for the tourism sector. In addition, considering the widely extended responsibility of local and provincial institutions, explicit focus on only one type of enterprise (for example hospitality only) is strongly questioned by these stakeholders. Addressing specific tourism enterprises will only reach out to a part of the tourism businesses in their locations and this means excluding others. 2.3 Trainers A total of 9 (4 M/ 5F) trainers have been interviewed. The trainer group is growing, and according to the trainers becomes an important building stone for sustainability if properly managed. Table: Opinion Trainers
Female trainers interviewed in the MTE only joined the trainer group more recently. They observe a lower appreciation of SCORE by owners. This can be explained by the fact the female trainers recently joined the network and experienced mainly the training for public owned enterprises. They expressed that these managers are less interested in business improvement: “They work in the parks for the gaming and education on environment/wildlife”. Private trainers expect more support from SCORE to achieve the desired level for certification and develop towards expert trainers, using accredited SCORE training. Such certification and accreditation will enhance their competitiveness in the BDS market. Gender equity is perceived higher by female trainers in comparison with male. This can be explained that measures and practices in the lodges are not perceived as encouraging gender equity. For example: appreciated were the tips and hints given by SCORE for “late at night room service Private trainers show eagerness to market SCORE to their clients and they constitute and organize clusters and deliver regular training and follow-up company visits. This will help them to manage their planning agenda. Private trainers are operating in many networks, which to their opinion, are not sufficiently used by ILO. 2.4 Companies/Enterprises 4 managers/owners and 12 workers (11F/1 M) were interviewed. Visited companies express that they see clear additional results in systematic dialogue between workers and management ensuring continuous improvement, cleaner workplaces, better storage, less energy use, waste management, efficient water use and benefits from recycling. Quality of training is good, and distinguishes itself from other SME training. This because of its combination of classroom training, gathering lower and higher positions and as such the full company, with follow up visits. This is considered to be unique and effective. Follow up is composed by on-the-job visits, reflections and advices involving again both managers and employees of the company. Staff and management show curiosity and eagerness to continue the follow up modules. They want to experience the highest level of performance growth they might achieve. Most notable and relevant is that cooperation between workers and managers improves, a culture of communication between owners/ managers and staff causing that workload of managers and staff is decreased because of continuous improvement towards and use of lean systems in the work (5S). Workers, both men and women, are empowered in the participating enterprises: “they do not fear to speak with the boss” and act more independently in achieving higher performances standards. Participating private enterprises in SCORE, being small and risk sensitive, express that they had to be convinced through various channels of communication, including personal contact with the trainer, to participate in the first module. After participation managers observed that workers that participated in SCORE were not immediately accepted by the other workers. Owners observe they play a major role in achieving success. Nevertheless they also observe that now the success is felt, changes are made, workers are eager to continue with the follow up modules. Owners request as such respect of the training calendar and its implementation. At DEDEAT, they observe that for public enterprises, trust building is also needed however respect of the training calendar by these enterprises is an important challenge. Table: Opinion owners/managers
Owners were clear about the fact that the question about trade union organizing was not applicable in their company. They even state that unionisation could be the end for their company. Instead they claim they will ensure the dialogue on the work floor while avoiding formal unionisation. Also unions might be less interested to organize workers, due to size of targeted companies. Table: Opinion Workers
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