The Gambia - Formulating the National Entrepreneurship Policyunctad.org/en/PublicationsLibrary/diae2017d1_en.pdf · 2017-11-23 · ACKNOWLEDGMENTS iii ACKNOWLEDGMENTS Content for

U N I T E D N AT I O N S C O N F E R E N C E O N T R A D E A N D D E V E L O P M E N T

THE GAMBIA

FORMULATING THE NATIONAL ENTREPRENEURSHIP POLICY

U N I T E D N AT I O N S C O N F E R E N C E O N T R A D E A N D D E V E L O P M E N T

THE GAMBIA

FORMULATING THE NATIONAL ENTREPRENEURSHIP POLICY

New York and Geneva, 2017

ii FORMULATING THE NATIONAL ENTREPRENEURSHIP POLICY – THE GAMBIA

© 2017, United Nations

This work is available open access by complying with the Creative Commons licence created for intergovernmental organizations, available at http://creativecommons.org/licenses/by/3.0/igo/.

iiiACKNOWLEDGMENTS

ACKNOWLEDGMENTS

Content for The Gambia - Formulating the National Entrepreneurship Policy was prepared by a team led by

vCONTENTS

CONTENTS

Acknowledgments ........................................................................................................................................................................... iii

List of acronyms .............................................................................................................................................................................. vii

Introduction ........................................................................................................................................................................................ ix

National Entrepreneurship Policy of The Gambia ...................................................................................................... ..........1

1. Mission, Vision, Objectives ............................................................................................... ........ 1

2. Optimizing the Regulatory environment .......................................................................... ........ 6

2.1. Examine regulatory requirements ............................................................................. ........ 6

............... ........ 7

2.3. Increase the predictability of enforcement ............................................................... ........ 9

2.4. Help the private sector to overcome administrative barriers ................................... ........ 9

3. Enhancing Entrepreneurship Education and Skills Development .................................. ...... 10

3.1. Integrating entrepreneurship competencies and skills into formal and informal education ................................................................................................................. ...... 10

3.2. Develop quality and relevant entrepreneurship curricula ......................................... ...... 11

3.3. Train teachers ........................................................................................................... ...... 12

3.4. Strengthen linkages between private sector and educational institutions ............... ...... 12

4. Facilitating Technology Exchange and Innovation .......................................................... ...... 14

4.1. Support the diffusion of ICT to the private sector .................................................... ...... 15

4.2. Promote public private partnerships to develop and diffuse innovation .................. ...... 16

...................... ...... 17

....................... ...... 18

4.5. Promote the participation of small scale entrepreneurs in renewable energy production and distribution ...................................................................................... ...... 19

5. Improving Access to Finance ........................................................................................... ...... 20

............. ...... 20

.................................... ...... 21

5.3. Promote funding for innovation and sustainable development ............................... ...... 22

6. Promoting Awareness and Networking ........................................................................... ...... 24

6.1. Instill the entrepreneurship mind-set in society ....................................................... ...... 24

6.2. Address negative cultural biases ............................................................................ ...... 25

........ ...... 25

6.4. Stimulate private sector-led initiatives and strengthen networks among entrepreneurs ........................................................................................................... ...... 26

Bibliography .............................................................................................................. 27

Annexes .................................................................................................................... 28

vi FORMULATING THE NATIONAL ENTREPRENEURSHIP POLICY – THE GAMBIA

FIGURES

Figure 1. Illustration of the results chain for the National Entrepreneurship Policy (NEP): The Gambia ............................................................................................................................ ........ 2

Figure 2. Institutional Coordination Framework- The Entrepreneurship Forum - for the implementation of NEP in The Gambia .................................................................................. ........ 4

Figure 3: An innovation system framework for harnessing technology, research and development in support of entrepreneurship development in The Gambia .................................................... ...... 16

............................................................. ...... 21

Figure 5: UNCTAD’s survey results for The Gambia ............................................................................. ...... 28

Figure 6: UNCTAD’s survey results by areas ......................................................................................... ...... 29

TABLES

Table A. The Government of The Gambia main economic policies, 2012-2016 ................................. ........xi

Table B. Role of the institutions providing key support services to entrepreneurs in The Gambia ..... .......xii

..................................................................................... ........ 5

Table 2: Enhancing entrepreneurship education and skills development ........................................... ...... 10

Table 3: Facilitating technology exchange and innovation .................................................................. ...... 14

Table 4: Improving Access to Finance ................................................................................................. ...... 20

Table 5: Promoting awareness and networking ................................................................................... ...... 24

........................ ...... 30

viiLIST OF ACRONYMS

LIST OF ACRONYMS

ADB

ASSET

ANRP

BDS

CBG

DWA

ECOWAS

EDB

EDS

FIA

FDI

FSQA

GAFDP

GBoS

GCP

GCCI

GDP

GEW

GIEPA

GNIAP

GRA

GSB

GTHI

GTMI

GTTI

HDI

ICT

IEC

IFAD

ILO

IPR

ISO

ITC

IRENA

LECRD

MDI

viii FORMULATING THE NATIONAL ENTREPRENEURSHIP POLICY – THE GAMBIA

MFI

MoA

MoBSE

MoHERST

MoYS

MSME

NAMA

NAQAA

NAWEC

NBFI

NCAC

NEA

NEDI

NEPS

NES

NGO

NICIP

NWC

ODI

PAGE

PIA

PSDS

PURA

RDI

RE

RIA

SDGs

SIGI

SPS

SMIIC

SWR

TVET

TGSB

UNCTAD

UNDP

WTO

ixINTRODUCTION

INTRODUCTION

essential to promote the policy environment in which

methodology.

of policies and programmes, and consider ways in

to stakeholders.

THE STATUS OF MSMES AND ENTREPRENEURSHIP IN THE GAMBIA

imbalances.

the long term.

described as micro and small enterprises operating in

x FORMULATING THE NATIONAL ENTREPRENEURSHIP POLICY – THE GAMBIA

employed and size of investment: Micro enterprises

small

Medium-sizedworkers, with an average investment of more than

restrained.

proprietorships, a form of ownership which tends to

ROLE OF THE ENTREPRENEURSHIP POLICY IN THE GAMBIA’S DEVELOPMENT OBJECTIVES

a bearing on aspects of private sector development,

have emerged.

increased economic growth and employment.

development and promotion as the main vehicle

xiINTRODUCTION

lead to the formulation of a coherent National Entrepreneurship Policy Documentthe following items:

a. To considerably increase the proportion

b. To improve the overall living standards at the grass roots level. This will be achieved by

c. Creation of a competitive and dynamic

implementation of seven different components

These are:

As mentioned above, according to government

providing a new strong orientation for private sector development.

Table A. The Government of The Gambia main economic policies, 2012-2016

Vision 2020

Growth and Employment

Trade

MSME and Entrepreneurship

NEP 2016-2020

xii FORMULATING THE NATIONAL ENTREPRENEURSHIP POLICY – THE GAMBIA

MAIN ECONOMIC INSTITUTIONS AND PROGRAMMES

these is the need to rapidly improve the integration

stakeholders and role players remains a critical

Table B. Role of the institutions providing key support services to entrepreneurs in The Gambia

Governmental institutions

MOTIE

GIEPA

Private sector institutions

GCCI

AmCham

Programmes

The Empretec programme

many cases.

(NEDI)

Nema

The Startup Incubator

1

NATIONAL ENTREPRENEURSHIP POLICY OF THE GAMBIA

1. MISSION, VISION, OBJECTIVES

MISSION

economic growth and development.

VISION

and an enabling and strengthened ecosystem,

OBJECTIVES

1. General objective – To improve the general conditions for enterprise creation and enterprise

prone to migration, who represent the main drivers

national level.

SPECIFIC OBJECTIVES2. Optimizing the Regulatory Framework –

enforcement of contracts.

3. Enhancing Entrepreneurship Education -

integrate its teaching across other disciplines

training and skill development systems by widely

4. Facilitating Technology Exchange and Innovation -

processes.

5. Improving Access to Finance

to all levels of society.

6. Promoting Awareness and Networking -

and cooperation among the diverse private sector

MONITORING AND EVALUATION

implementation will be the responsibility of the

report, presenting progress in the implementation,

for implementation.

2 FORMULATING THE NATIONAL ENTREPRENEURSHIP POLICY – THE GAMBIAFi

gure

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1. MISSION, VISION, OBJECTIVES 3S

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4 FORMULATING THE NATIONAL ENTREPRENEURSHIP POLICY – THE GAMBIAFi

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pren

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for t

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(with

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FA, C

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of In

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1. MISSION, VISION, OBJECTIVES 5

sector and its agencies, to encompass the private

participation is critical to seeking ways and means

any system with different role players and decentralised

plan.

establishment of the agencies network – the

Policy objectives Priority Actions

a. Examine regulatory requirements and make improved services accessible nationwide

• collected by government or private sector to assess and benchmark changes in the

• No transparent process in place for

•

b. Reduce the cost of doing business and increase

formalization

• persist despite reforms

•

c. Increase the predictability of enforcement

•

d. Help the private sector to overcome administrative barriers

•

•

available nationwide, and not accessible online

nationally

Table 1: Optimizing the regulatory framework

6 FORMULATING THE NATIONAL ENTREPRENEURSHIP POLICY – THE GAMBIA

2. OPTIMIZING THE REGULATORY ENVIRONMENT

also be transparent and predictable. Table 1 below

2.1. EXAMINE REGULATORY REQUIREMENTS

and to identify appropriate options for making the necessary reforms.

reviewing and streamlining national and municipal regulations

efficiency is weak. This area received the lowest

monitor and assess private sector feedback on the

needs strengthening.

private sector development strategy.

Priority Actions: Assess regulatory requirements

• Improve SME data collection:

gather data by size. Additional information to identify new bottlenecks and to benchmark the

sectors and regions against each other within

• National Inventory of essential regulations and administrative procedures: Formally

• Customer Service Charters: Charters can take the form of a statement of commitment describing the level of service a

• Regulatory Impact Assessment: This is a process for anticipating the impact of new laws

• Copyrights:

2. OPTIMIZING THE REGULATORY ENVIRONMENT 7

framework component.

2.2. REDUCE THE COST OF DOING BUSINESS AND INCREASE BENEFITS OF FORMALIZATION

procedures

to many global indicators, is an important barrier to

Registering a business:

registry staff to engage more directly with the informal sector in the regions to bring in more applicants.

Land registration:

The legislative framework for mapping, titling, street mapping, street naming and registration needs to be strengthened. The preparation of cadastral maps

coordination and sharing of information. Vacant land

absorption of land by the government and sales of

even more problematic.

Taxation: scores below the regional average in the ease of

1

private sector. Private companies have to comply with

Utilities:

responsible for transport, water and sewage sector,

1 http://data.worldbank.org/


renewable energy projects especially community based projects, and the production or fabrication of equipment for the development and utilization of renewable energy in the country”

Technical and other standards:Trade Policy 2011 notes that the strengthening of

step both towards the development of standards

informed on the standards that they need to meet

was established in 2011 and it is a member of the

standards and labels for renewable energy. This is

Priority Actions: Reduce doing business costs and

•

•

2 systems.

•

them as legal entities and review, where

•

•

citizen more like a client.

•

energy.

•

women.

2

2. OPTIMIZING THE REGULATORY ENVIRONMENT 9

2.3. INCREASE THE PREDICTABILITY OF ENFORCEMENT

judicial institutions

practice.

commercial judicial system

•

enforcement to enhance the predictability

•

They are convenient and accessible, affordable

2.4. HELP THE PRIVATE SECTOR TO OVERCOME ADMINISTRATIVE BARRIERS

guidelines

There is a lack of systematization and display

Priority Actions: increase and improve the information on business regulations

•

need clear and detailed information to facilitate

•

•

how, to adapt service delivery on local realities.

•

service delivery on local realities.


3. ENHANCING ENTREPRENEURSHIP EDUCATION AND SKILLS DEVELOPMENT

climate change science. Table 2 below gives a


a. Integrate entrepreneurship competencies and skills into formal and informal education

•

•

• training into apprenticeship and

2. Promote academic and policy oriented research on

programmes

b. Develop effective entrepreneurship curricula

• materials for the different levels of

•

• school programmes

c. Train teachers • in place

trainers

d. Strengthen inter-linkages between private sector and The Gambia’s education system

•

Table 2: Enhancing entrepreneurship education and skills development

3.1. INTEGRATING ENTREPRENEURSHIP COMPETENCIES AND SKILLS INTO FORMAL AND INFORMAL EDUCATION

the importance of private sector development and

of institutions to favor vocational and skill based training and encouraged entrepreneurship as a cornerstone of education


acknowledged that technical and vocational training

design training programmes and activities consistent with the demands of the job market. A information system

employment and the growth of micro and small enterprises, and to develop their trade capacity.

across other disciplines at all levels of schools.

Priority actions: Introduce entrepreneurship as an

the delivery of non-formal entrepreneurship education programmes

•

• research in the development of the national

promote academic and policy oriented research

private sector development for policy makers and the private sector.

•

of whom are actively providing advisory services

•

•

reached alarming proportions.

3.2. DEVELOP QUALITY AND RELEVANT ENTREPRENEURSHIP CURRICULA

play” approach.3

3


and vocational education

Vocational schools do not systematically offer

Priority actions: Develop entrepreneurship curricula and strengthen the status of vocational training and apprenticeship, linking them up to entrepreneurship training

•

science, environmental science, climate change

•

and interactive teaching methods. These

the local environment and involve local roles models.

•

3.3. TRAIN TEACHERS

to meet this need.

Priority actions: strengthen capacity of institutions in the formal and informal education structure

•

will reinforce the delivery capacity of formal

•

•

across all layers of society.

• This

effective way to enhance cooperation between enterprises and schools.

3.4. STRENGTHEN LINKAGES BETWEEN PRIVATE SECTOR AND EDUCATIONAL INSTITUTIONS

rely on a myriad of smaller partners to interact with along

private sector. The involvement of the private sector

interaction between the private sector and education


services. The lack of interaction between the private

knowledge sharing and therefore the adaption of

Priority actions: establish programmes and schemes allowing collaboration between the private sector and educational institutions

•

enterprise visits, are an effective way to instill

schools and enterprises.

•

sharing between schools and the private sector

•

mechanisms, can lead to the establishment of


4. FACILITATING TECHNOLOGY EXCHANGE AND INNOVATION

The low level of technological development and

negatively impacts the level of competitiveness and


a. Support the diffusion of ICT to the private sector

•

to innovative enterprises•

technology in the private sector • •

b. Promote the diffusion of innovation through inter-

•

• innovation

together

c. Promote public private partnership to develop and diffuse innovation

•

• accredited laboratories for

•

weak linkages between foreign

d. Support climate-smart agriculture and

it to tourism

• • •

marginalized

e. Include small

renewable energy production

•

local providers of renewable energy

energy

based on renewable energy

Table 3: Facilitating technology exchange and innovation


for women is a priority. The challenges of climate

4.1. SUPPORT THE DIFFUSION OF ICT TO THE PRIVATE SECTOR

high speed internet connection affects economic

networks allow many different economic actors to

7. Nonetheless,

the past few years. There are three mobile operators,

it also has an impact on other important sectors for

There is a legal framework for the development

is facing some challenges, namely, the obsolete

7

gambia/

diffusion

for women, the 300 million global gender gap in mobile

Priority actions: facilitate the adoption of ICT by small scale enterprises and target groups

• of relevant market information, facilitating the

•

transparent information concerning government


•

•

and foreign investors.

• platform provided by

global markets is in that regard an appropriate

•

concerned stakeholders.

https://www.shetrades.com/

4.2. PROMOTE PUBLIC PRIVATE PARTNERSHIPS TO DEVELOP AND DIFFUSE INNOVATION

the type of relations between these actors and the 10.

and knowledge between the different parts of the innovation system, to link the research to the rest

10

Research institutes

Universities

Private sector research

Polytechnics / Training institutes

SMEs Large corporations

Financial organisations

Seed corn /venture capital

Standards

Regulation

Multinationals

SMEs

Local final customers: Firms / households / Government

FDI / Trade / Remittances

Skills inflow from

diaspora

System – wideInputs (Gambia)

Global inputs

Technologyinflow

IPR regime

Overseas final customers: Exports

Trade / industry

associations

Legislative regime

Social / cultural norms

Global / social / cultural norms

Global innovation

system

Other global inputs

Bridging org’s

Research Base

Production network

Final customers

Research institutes

Universities

Private sector research

Polytechnics / Training Institutes

SMEs Large corporations

Multinationals

SMEs

Local final customers: Firms / households / Government

Overseas final customers: Exports

Bridging org’s

Research Base

Production network

Final customers

Figure 3: An innovation system framework for harnessing technology, research and development in support of entrepreneurship development in The Gambia


facilitate access to the global innovation systems

National Innovation System

This component received the lowest score in

The private sector development strategy for Vision 2020 is

a technology and innovation policy and the establishment

considers the establishment of a national innovation park

establishment of a national innovation system.

Priority actions: Link entrepreneurs to research, technology and innovation

• promote and disseminate marketable

•

Africa and private sector.

•

private sector.

•

access to markets, trainings, and mentoring from

•

•

• companies together by allocating land and facilitating companies to relocate to the park.

4.3. PROMOTE INTER-FIRM NETWORKS THAT SPREAD TECHNOLOGY AND INNOVATION

information sharing, generate knowledge spillovers

Priority actions: Strengthen horizontal and vertical linkages among SMEs and between SMEs and larger

•

•


•

tenders.11

•

4.4. SUPPORT CLIMATE-SMART AGRICULTURE AND FISHERY AND LINK IT TO TOURISM

are the main economic activities affected. Poverty rates for these two sectors of economic activity is higher

of factors. Unless these are addressed properly, the to make The Gambia a

tourist paradise and a major tourist destination through product innovation, quality improvement, improvement

Gambia’s tourism produc

The adoption of innovation is dependent on

investment in research.

extension services

11

services are weak and the delivery not cost effective.

12 or 13 whereby

workers still tend to interact with male farmers, even

tourism sector

Priority actions: increase the effectiveness of extension services and strengthen ties between agriculture and the tourism industry

•

12

13


•

services. This can be combined and integrated

• services. Providing women on the farms with

•

4.5. PROMOTE THE PARTICIPATION OF SMALL SCALE ENTREPRENEURS IN RENEWABLE ENERGY PRODUCTION AND DISTRIBUTION

the rural poor population

energy production

•

•

programmes.


5. IMPROVING ACCESS TO FINANCE

generated by government borrowing, the provision

and services available to all levels of society. This

5.1. STRENGTHEN THE CAPACITY OF THE FINANCIAL SECTOR TO SERVE THE PRIVATE SECTOR

rates for the private sector. A sectoral analysis of loans

credit is therefore directed to activities with lower risks.

associated with lending in these sectors, there are a

The weak legal framework for lenders and borrowers

The collection of information concerning loan

lenders to access the necessary information to

Policy objectives Policy Actions

a. Strengthen the capacity of the

sector to serve the private sector

•

information

collateral registry

information

b. Build the capacity of

sector to serve start ups

•

• providers in regions

•

c. Support the development

services for innovation and sustainable development

•

development 2. Channel some of the remittances from diaspora

Table 4: Improving Access to Finance


credit registry is very narrow. A collateral registry was

Priority actions: improve information to facilitate credit

•

electronic system of collateral registry was not

• registry is limited. To improve the gathering and

and private registries need to be strengthened.

•

•

market information.

5.2. BUILD THE CAPACITY OF THE FINANCIAL SECTOR TO SERVE START UPS

These indicators prove that the banking sector is

has to improve its capacity to serve nascent and

of society.

sector deserve to be noted:

• The banking sector is composed of twelve banks

•

•

FINANCIAL SECTORFinancial services offered and used in rural areas by people of all income levels

services for poor and low-income people

Agricultural


banks need to make additional efforts to screen their

money transfer services, which are needed, offered

costs for farmers.

17

and there are many approaches based on the target

17

•

•

•

certainly be a barrier to increased savings and is a factor of debt.

•

•

5.3. PROMOTE FUNDING FOR INNOVATION AND SUSTAINABLE DEVELOPMENT

schemes associated with early stage needs is based


Priority action: Develop special funds to encourage

development

•

• Channel some of the remittances from diaspora

to be combined with knowledge sharing and

•


6. PROMOTING AWARENESS AND NETWORKING

to development has been highlighted and embraced

6.1. INSTILL THE ENTREPRENEURSHIP MIND-SET IN SOCIETY

an initiative of the American Chamber of Commerce


a. Instill the entrepreneurship mind-set in society

• term awareness raising campaigns

•

•

b. Address negative cultural biases

•

among others

c. Raise awareness of entrepreneurship opportunities

•

employment •

to offer

of formalization

d. Stimulate private sector-led initiatives and strengthen networks among entrepreneurs

• organizations

es

Table 5: Promoting awareness and networking

256. PROMOTING AWARENESS AND NETWORKING

the wider public

and its development partners, commitment to

poor systematic coordination and integration of

barriers and misconceptions.

barriers.

Priority actions: strengthen the capacity of the main actors involved in awareness raising and develop a regional culture of entrepreneurship

their impact.

•

local

•

•

6.2. ADDRESS NEGATIVE CULTURAL BIASES

6.3. RAISE AWARENESS OF ENTREPRENEURSHIP OPPORTUNITIES, ENHANCING FORMALIZATION


Priority actions: Use the Sustainable Development Goals (SDGs) as a platform for the promotion of entrepreneurial opportunities

•

•

• of formalization for different categories of informal

6.4. STIMULATE PRIVATE SECTOR-LED INITIATIVES AND STRENGTHEN NETWORKS AMONG ENTREPRENEURS

organizations

network or coalition of stakeholders may be an effective way of deriving economies of scale, where there is an appetite for sharing information and

Priority actions: Strengthen the associative network.

• Use the different programmes as a base to

•

•

27BIBLIOGRAPHY

BIBLIOGRAPHY

Reinventing Government: How the Entrepreneurial Spirit Is Transforming the Public Sector.

International Journal of Education and Development Using Information and Communication Technology


ANNEXES

Figure 5: UNCTAD’s survey results for The Gambia

0.289

0.193

0.169

0.168

0.165

0.227

0.000

1.000

Formulating NationalEntrepreneurship Strategy

Optimizing the RegulatoryEnvironment

Enhancing EntrepreneurshipEducation and Skills

Facilitating Technology Exchangeand Innovation

Improving Access to Finance

Promoting Awareness andNetworking

Entrepreneurial Ecosystem Perception Scorecard

Source: Unctad survey.

29ANNEXES

Figure 6: UNCTAD’s survey results by areas

0.22

0.30

0.34

0.29

opportunities, specify goals and set priorities

Ensure coherenceof entrepreneurshipstrategy withother nationalpolicies

Strengthen the institutional framework

Measureresults,ensure policylearning

0.26

0.21

0.07

0.13

Embed entrepreneurship informal and informal education

Developeffectiveentrepreneur-ship curricula

Train teachers

Partnerwith theprivatesector

0.09

0.09

0.27

0.21

services on appropriate terms

Promotefundingforinnovation

sector to serve start-ups

Provide

literacytraining toentrepreneursand encourageresponsibleborrowingand lending

0.14

0.22

0.20

0.21

Examine regulatoryrequirements for start-ups

Minimize regulatoryhurdles forbusinessstart-ups whereappropriate

regulatory environment

Guide entrepreneursthrough the start-upadministrativeprocess andenhance the

formalization

0.19

0.28

0.03

0.17

Support greater diffusionof ICTs to the private sector

Promote

networksthat helpspreadtechnologyand innovation

Build bridges between public bodies, researchinstitutions, universities and the private sector

Supporthigh-techstart-ups

0.27

0.24 0.17

Highlight the value of entrepreneurshipto society and address negative cultural biases

Raiseawarenessaboutentrepreneurshipopportunities

Stimulate privatesector-ledinitiatives andstrengthennetworks amongentrepreneurs



Pillar Item Rank Component

Weakest

Faciltating technology exchange and 4C 0.032258 Build bridges between public bodies, research institutions, universities and the private sector

Enhancing entrepreneurship education 3C 0.072413 Train teachers

5B 0.088881 Promote funding for innovation

5A 0.090958 appropriate terms

Enhancing entrepreneurship education 3D 0.133333 Partner with the private sector

Strongest

Promoting Awareness and Networking 6A 0.267571 Highlight the value of entrepreneurship to society

and address negative cultural biases

Faciltating technology exchange and 4B 0.28172technology and innovation

Formulating National Entrepreneurship Strategy

1D 0.293561 Measure results, ensure policy learning

1B 0.302273 Ensure coherence of entrepreneurship strategy with other national policies

1C 0.338807 Strengthen the institutional framework


Layout and Printing at United Nations, Geneva – 1734260 (E) – November 2017 – 636 – UNCTAD/DIAE/2017/1

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