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5.2.1 The MIT-SME section: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
| Guest post by: International Labour Organization |
Article Overview: Prior to 1997, the small business development function rested within a Unit whose status was equivalent to that of a department and reported to a deputy minister.
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Free Download - References: Learning to change: Skills development among the economically vulnerable and socially excluded in developing countries By International Labour Organization |
5.2.1 The MIT-SME section: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
Prior to 1997, the small business development function rested within a Unit whose
status was equivalent to that of a department and reported to a deputy minister. However,after a restructuring in 1997, the SME Unit was dismantled.25 It was re-instituted as the
MIT-SME Section in July 2003 as the importance of SME development was elevated
within the current government.
However, the Section is still small – in November 2003,
it consisted of a head of section and two professionals, and had added one more
professional by early 2004.26 Planning documents propose that the Section be expanded
to 12 professionals by early 2004. The Section will have three divisions: (i) Improved
Business Environment (BEST Programme); (ii) Information on SMEs and SME
Development; and (iii) Financial Services and BDS for SMEs. In addition to adding to its
staff complement, the SME Section will have to initiate the setting up of an SME
Development Data Bank, produce an Annual Report on SMEs and a quarterly SME
Newsletter, and develop a standardized information collection tool for on-going and
planned SME interventions that will feed into the SME Development Data Bank.
The MIT-SME Section will act as Secretariat to the SME Forum, publish the
Annual SME Report, and carry out the following tasks:
• prepare and review SME policy, undertake monitoring and evaluation of various
interventions;
• prepare plans and programmes for the development of SMEs and the informal sector;
• monitor and evaluate the performance of SMEs and the informal sector;
• establish and operate management information systems for SMEs;
• enhance linkages between industrial support organizations (ISOs), research
organizations and SMEs;
• mobilize resources for SME development and administer the National
Entrepreneurship Development Fund (NEDF);
• coordinate SME development and liaise with ministries and other relevant
institutions;
• enhance the capacity of financial and non-financial service providers in serving
SMEs;
• set standards for delivery of BDS for SMEs;
• initiate relevant research on SMEs; and
• publish statistics on SMEs.
1.2 Mission Objectives: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
1.1 Background and Introduction: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
1.3 Methodology: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
8.0 Promotion of women’s entrepreneurship: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
4.0 The state of women’s enterprises in Tanzania: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
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About the Author: International Labour Organization RSS for International's articles - Visit International's website Click here to visit International's website   101 The education system Support for Growthoriented Women Entrepreneurs in Tanzania 2005 752 Social capital community organisations and NGOs Institutional design and capacity building 71 Making the case for reform A propoor training strategy 515 Conclusions Working Out of Poverty References Learning to change Skills development among the economically vulnerable and socially excluded in developing countries |
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