gambia entrepreneurship policy final draft

THE GAMBIA

NATIONAL ENTREPRENEURSHIP POLICYDRAFT

April, 2016

Table of Contents List of acronyms 4Introduction 6National Entrepreneurship Policy in The Gambia 111. Mission, Vision, Objectives 112. Regulatory framework 142.1. Examine regulatory requirements 152.2. Reduce doing business costs and increase benefits offormalization 162.3. Increase the predictability and enforcement 192.4. Policy objective: Help the private sector to overcomeadministrative barriers 203. Enhancing Entrepreneurship Education and SkillDevelopment 233.1. Integrating entrepreneurship competencies and skillsinto formal and informal education 243.2. Develop effective entrepreneurship curricula 25

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3.3. Train teachers 263.4.Strengthen linkages between private sector andeducational institutions 274. Facilitating Technology Exchange andInnovation 294.1. Support the diffusion of ICT to the privatesector 304.2. Promote public private partnerships to develop anddiffuse innovation 324.3. Promote inter-firm networks that spread technologyand innovation 344.4. Promote sustainable innovation 355. Improving Access to Finance 385.1. Strengthen capacity of the financial sector to serve theprivate sector 385.2. Build the capacity of the financial sector to serve startups 395.3. Promote funding for innovation and sustainabledevelopment 426. Promoting Awareness and Networking 436.1. Instil the entrepreneurship mindset in society 436.2. Raise awareness of entrepreneurship opportunities,enhancing formalization 456.3. Stimulate private sector-led initiatives and strengthennetworks among entrepreneurs 45Bibliography 47Annexes 49

N.B.: Transversal issues, such as synergies with industrial,trade and agricultural policies, the informal sector, genderand youth issues, will be addressed in the different sectionsof the NSDE

List of Figures


Figure 1: National Entrepreneurship DevelopmentCoordination Framework 13Figure 2: An innovation system framework for harnessingtechnology, research and development in supportofentrepreneurship development in The Gambia 30Figure 3: Rural finance, agricultural finance andmicrofinance 37Figure 4: UNCTAD's survey results for TheGambia 46Figure 5: UNCTAD's survey results by areas 47List of Tables

Table 1: Optimizing the regulatory framework 14Table 2: Enhancing entrepreneurship education and skillsdevelopment 22Table 3: Facilitating technology exchange andinnovation 27Table 4: Improving Access to Finance 35Table 5: Promoting awareness and networking 40Table 6: Weakest and strongest policy components in theGambia's entrepreneurship policy 48

List of acronyms

ADB African Development BankASSET Association of Small Scale Enterprises inTourismANRP Agricultural National Resources Policy 2009-2015BDS Business Development ServicesCBG Central Bank Of The GambiaECOWAS Economic Community of West AfricanStatesEDB Ease of Doing BusinessEDS Entrepreneurship Development Strategy 2014-2018FIA Financial Institution Act


FDI Foreign Direct InvestmentGAFDP Gambia Artisanal Fisheries DevelopmentProgrammeGCP Growth and Competitiveness ProjectGCCI Gambia Chamber of Commerce and IndustryGDP Gross Development ProductGEW Global Entrepreneurship WeekGIEPA Gambia Invesment and Export PromotionAgencyGNIAP Gambia National Agricultural Investment Plan2011-2015GSB Gambia Standards BureauGTTI Gambia Technical and Training InstituteHDI Human Development IndexICT Information and Communication TechnologyIEC International Electrotechnical Committee

IFAD International Fund for Agricultural DevelopmentILO International Labor OrganizationISO The International Organization for StandardizationIRENA The International Renewable Energy AgencyLECRD Low-Emission Climate ResilientDevelopmentMDI Management Development InstituteMFI Microfinance InstitutionsMOYS Ministry of Youth and SportsMSME Micro, Small and Medium Sized EnterprisesNAMA National Appropriate Mitigation ActionNAWEC National Water and Electricity CompanyNBFI Non-Bank Financial InstitutionsNEDI National Enterprise Development InitiativeNEP National Energy Policy 2006NEP National Education Policy 2005NEPS National Entrepreneurship Promotion StrategyNES National Export Strategy 2012 - 2016NGO Non-Governmental OrganisationNICIP National Information and CommunicationInfrastructure PolicyNTA National Training AuthorityODI Overseas Development InstitutePAGE Programme for Accelerated Growth andEmployment 2012-2015PSDS Private Sector Development Strategy


PURA The Gambia Public Utilities RegulatoryAuthorityRE Renewable EnergyRIA Regulatory Impact AnalysisSIGI Social Institutions and Gender IndexSPS Sanitary and Phytosanitary StandardsSMIIC Standards and Metrology Institute for IslamicCountriesSWR Single Window RegistrationTVET Technical and Vocational Education TrainingUNCTAD United Nations Conference on Trade andDevelopmentUNDP United National Development ProgrammeWTO World Trade Organisation

ACKNOWLEDGMENTS

The Draft National Entrepreneurship Policy of the Gambiawas prepared by a team led by Fiorina Mugione. The Teammembers include Abdoulie Touray, Patrick Nimo andPhilippe Rudaz. Comments have been provided by FulviaFarinelli, Jennifer Klein, Maha El Masri, Lorenzo Tosiniand Alejandro Rubias Hernandez. The draft embeds theresults of the Entrepreneurship Policy Frameworkworkshop held in Banjul, Kairaba Beach Hotel on 2-3February organized jointly by UNCTAD and the Ministryof Trade, Industry, Regional Integration and Employment,and the Gambia Investment and Export Promotion Agency.

Introduction

The Status of Entrepreneurship in The Gambia


The Gambian economy has performed steadily well registering a rate of 4.7% growth inGross Domestic Product (GDP) in 2015 (CBG, 2015), primarily driven by developmentsin tourism, inflow of remittances and re-exports. Despite this growth, the Gambiaremains one of the poorest countries in the world with over 60% of the population livingbelow the poverty line. At a Human Development Index of 0.441, The Gambia’s positionon the index is 175 out of the 188 countries and territories measured (HDI, 2015). Thenarrow range of industries able to attract either foreign or domestic investment causeseconomic and social imbalances.

With limited employment available in the public sector, coupled with weather-relatedshocks in the productive sectors such as agriculture, a growing number of Gambians areturning to the Micro, Small and Medium Enterprises (MSMEs) sector for employmentand livelihood opportunities. For the majority of rural and urban dwellers with no formalpaid employment the drive into self-employment is more a matter of survival than ofchoice. Increasingly MSMEs could play a very important role in the economy of TheGambia, not just as a source of gainful employment but also as a major contributor toeconomic growth, diversification and transformation. Entrepreneurship, harnessed morestrategically can become a powerful driving force of innovation and productive domesticinvestment over the long term.

The Gambian economy currently thrives on the MSME sector, contributing an estimated20% to GDP (Emanic, 2014).The MSME sector employs the largest share (60%) of theactive labour force (15 to 64 years) of which 70% are self-employed.

In 2014, a mapping study counted 88,940 MSMEs, 70% of them unregistered and themajority described as micro and small enterprises operating in the informal sector, themain source of income for the urban and rural poor, with typically weak compliance tolabour legislation (Emanic, 2014).

In terms of spatial distribution, the Brikama Local Government Area (LGA) has thelargest share of enterprises, (32,665) accounting for 37%. Kanifing Municipality (GBA)is the next largest local government area with 29,390 enterprises (33%). Jangjangburehhas the lowest estimated number of enterprises (2%).

By official classification, the size of an enterprise in The Gambia is determined by thenumber of persons employed and size of investment: Micro enterprises have averageinvestment of less than GMD 75,000 and are typically self-employed. Enterprisesclassified as small employ up to five workers and have an average investment of belowGMD 150,000. Medium-sized enterprises employ more than five workers, with anaverage investment of more than GMD 150,000.

The study (Emanic, 2014) showed that 70% of operational MSMEs are Gambian-owned.Overall, citizens of ECOWAS own 15% of MSMEs, with Guineans playing a relativelyprominent role (11%). Enterprises countrywide are predominantly (66%) owned by men,whilst female owners account for 34%. Moreoever, the largest age distribution of MSMEowners (41%) is within the age bracket of 18-35 years, followed by 38% in the middleage population (36-54 years). Yet despite the predominantly youthful and middle-agedsegments of population actively engaged in entrepreneurial activity, the study found thatonly 34.4% of enterprise owners had some formal business training. Of these, only 4 %employed between 5-50 workers, 17.9% had 1-4 paid employees, whilst 12.5% had noemployees (Emanic, 2014). According to the survey, 93% enterprises do not belong toany business association. Therefore, the opportunity for learning through participation inbusiness networks is also constrained.

Finally. almost 89% (46,092) of MSMEs are sole proprietorships, a form of ownershipwhich tends to be vulnerable to governance and succession risks. Only 6% of theenterprises mapped in the study are household/family-owned businesses.

Development Initiatives and Policy Frameworks for MSMEs

Vision 2020 (1996) recognizes that the creative spirit of private individuals is the maindrive toward sustainable economic development. It postulates that every individual cancontribute to this development, will enjoy the fruit of this development in a free andcompetitive environment. Vision 2020 places therefore entrepreneurship at the center of along-term strategy toward inclusive and sustainable private sector led growth.


The Programme for Accelerated Growth and Employment 2012-2015 (PAGE) is themedium term plan that focuses on inclusive growth and employment.

The Private Sector Development Strategy (PSDS) proposes concrete measures tomaximise the impact of PAGE.

The National Entrepreneurship Promotion Strategy (NEPS) provided guidelines toimprove the promotion of entrepreneurship.

The National Strategy for Microfinance Development (NSMD) in the Gambia: TheNSMD aims to start the process for a conducive policy, regulatory and legal environmentfor the promotion and development of the industry in the Gambia. The strategy stressesthe importance of building the capacity of Non-Bank Financial Intermediaries and theirstaff as well as communities in order to enable increased access to micro finance servicesto the Gambian population.

Policy guidelines for Non- Bank Financial Intermediaries (NBFIs): In the absence ofan overall micro finance policy and accompanying legal framework, the Central Bank ofThe Gambia (CBG) uses the Financial Institutions Act (FIA) of 1992 (revised in 2003),together with the Financial Regulations Act of 1994, as the guiding legal and regulatoryframework for microfinance activities. Furthermore, the CBG has put in place prudentialguidelines to guide the activities of NBFIs. These are based on the principles of reducingbarriers to entry of new NBFIs in the sector, regulating the service providers throughlicensing, financial reporting and accountability and making savings mobilizationmandatory for all NBFIs.

The National Employment Policy and Strategies and Action Plan 2010 (NEP/NEAP)This policy underscored the rate of deterioration in employment expected for modestgains in agriculture and reiterated the negative impacts of the phenomenon in terms ofthe rising rate of poverty. It also elaborates a set of strategies to reverse theunemployment trends by ensuring a policy that increased both employability and self-employment through emphasis on skills development and support to sectors that providedattraction for increased economic growth and employment. Among the recommendationsfor updating the NEP/NEAP includes access to funds by MSMEs and incentives of jobcreation or MSMEs for enhanced self-employment.

The Gambia’s Trade Policy 2011: The vision of this policy is to “strive for and bededicated to use trade as an engine for economic growth and take full advantage ofGambia’s potential in trade for greater integration into the global economy and createemployment for poverty reduction”. This combines the ethos of the NEP/NEAP andplaces emphasis of policy thrust on the creation of employment and reduction of povertythrough the use of trade potential to enhance The Gambia’s integration into the worldeconomy. This lends direct support to the reason for this study (MSMEs MarketingStrategy Development), which seeks to determine the characteristics of the Gambia’sMSMEs and existing market potential (domestic and international), and generate amarketing strategy that will use the MSMEs sector as effective economic growth levers.

The National Micro and Small Enterprise (MSE) Policy: The National MSE policy(2004) aims to establish an enabling environment for MSE development and promotionas the main vehicle for poverty reduction for the vulnerable and poor Gambianpopulation. In particular, it aims to enhance the process of equitable participation ofindigenous entrepreneurs in the economy, to put in place efficient regulatory and legalframeworks, enable increased access to microfinance by entrepreneurs, establish anentrepreneurship culture, and to build local capacities to provide Business DevelopmentServices (BDS) and training opportunities.

GIEPA: The Gambia Investment and Export Promotion Agency (GIEPA) is the nationalagency responsible for promoting and facilitating Investment, Business and ExportDevelopment and Support to MSMEs and regulation of designated export processingzones in The Gambia. It is a statutory body established through an Act of Parliamentunder the legal framework of The Gambia Investment Promotion Act, 2001 and The FreeZones Act, 2001.

NEDI: The National Enterprise Development Initiative (NEDI) was established in 2004.It is under the Office of the Vice President, but given its nature of operation to besupervised as one of the units of the Ministry of Youth and Sports (MOYS). The mainpurpose of its establishment is to empower the Gambian youth and women, through theprovision of training in business entrepreneurship. and funding them to operate


businesses in the informal sector and includes providing them with business advice toensure sustainability. However, NEDI also provides funding for support to activities ofMOYS initiated youth farm projects and to purchase products. This programme has beensustained by NEDI receiving funding mainly from the Government of The Gambia, andother partners like GAMJOBS and Bank PHB.

Gambian Chamber of Commerce and Industry: GCCI is a non-governmental voluntaryand private sector organization representing Trade and Commerce, Agriculture, Industry,Transport, Telecommunication services, Banking and Finance. The principal functions ofthe GCCI are the provision of essential business services to the private sector in generaland its members in particular, to advise and influence government in creating a favorablebusiness environment. It also serves as a one stop spot for foreign investors.

AMCHAM: The American Chamber of Commerce (AmCham) is a non-governmentalorganization which aims to promote and facilitate trade between The Gambia and theUnited States of America. It also promotes Entrepreneurship development and helpsstart-up and businesses to grow and expand.

The Gambia Technical Training Institute (GTTI): The GTTI was established in 1980 toprovide training opportunities to satisfy the middle level technical and vocational humanresource requirements of the country. The GTTI provides training in Business Studies,Further Education Teacher training, Higher Teacher training, Construction Managementconducted in collaboration with the University of the Gambia and South Bank Universityin the United Kingdom.

The Management Development Institute (MDI): MDI is an in-service institution whichspecialises in management training, research and consultancy established in 1982.

Empretec: The Empretec program in The Gambia is funded by UNDP and theGovernment of the Gambia and is anchored at GIEPA. Since September 2014, when thefirst training was commissioned. The Empretec centre has trained over 736 entrepreneursincluding 164 farmers some of whom have started manifesting success in theirbusinesses. The BDS component has also trained 93 BDS advisers, 61 of whom areactively providing advisory services to 293 businesses. By the end of the project in 2017,approximately 1,500 entrepreneurs will have been trained and prepared to establishsuccessful enterprises or to grow and expand their businesses. The project will select 15trainee trainers to undergo further training to become trainers, will be certified byUNCTAD and recruited by the Empretec Centre as trainers for the program. The projectis expected to season Business Advisors to help develop the entrepreneurial skills ofGambian entrepreneurs and by extension positively impact the Gambian economy bydeveloping internationally competitive MSMEs.

Nema Project The Nema project is designed to increase income levels of the ruralpopulation, through improved productivity, based on sustainable land and watermanagement practices. Nema is an anti-poverty rural project, which has duly recognisedand catered for their inclusion, through the Capital Investment Stimulation Fund (CISF).

The Start-up Incubator The Startup Incubator is designed to support the successfuldevelopment of young Gambian entrepreneurs through an array of business supportservices.

National Entrepreneurship Policy in TheGambia

1. Mission, Vision, Objectives

Mission

To build the national entrepreneurship ecosystem in the Gambia to supportentrepreneurship development by establishing an enabling regulatory and institutionalframework for the entrepreneurial spirit to flourish. To create new economic activities,


improve local productive capacities, provide solutions to environmental and socialchallenges and generate decent jobs.

Vision

By 2030, the Gambia will have an enabling entrepreneurship environment, qualityentrepreneurship education and a thriving entrepreneurial spirit, embracing all parts ofthe country. This transformation will have contributed to improved social conditions, inparticular for disadvantaged groups such as women and youth, and contributedsustainable solutions to current environmental challenges.

Objectives

1. General objective

To develop and implement entrepreneurship policies, taking into account thesocial and environmental challenges in the Gambia that address the legal, socialand regulatory barriers to equal, effective economic participation. To focus ontechnology and innovation advances, finance and capacity-building, educationand skill development, and the promotion an entrepreneurial spirit on a nationallevel.

Specific objectives

2. Optimizing the Regulatory Framework - To reduce the regulatory andadministrative hurdles for business start-ups by streamlining procedures,expanding access to information, reducing costs, increasing the benefits offormalization, facilitating entrepreneurs to formalize and improve thepredictability and enforcement of contracts.

3. Enhancing Entrepreneurship Education - To recognize entrepreneurship as asubject and integrate its teaching across other disciplines at all levels of formaleducation and technical/vocation training, whilst strengthening non-formaltraining and skill development systems by widely promoting learning-by-doingmethodologies such as Empretec, MyFarm and ILO programme models.

4. Facilitating Technology Exchange and Innovation – To support publicprivate partnerships (PPPs) to diffuse knowledge, develop research-industrycollaboration and trigger innovation for sustainable and inclusive development.To include enhanced use of ICT to develop and distribute/deliver new products,services and processes.

5. Improving Access to Finance – To develop targeted financial solutions forentrepreneurs (such as innovative start-ups, green and inclusive businesses,women and the youth), whilst strengthening the capacity of the financial sector toserve the private sector in general by promoting increased diversity of financialproducts and services available at all levels of society.

6. Promoting Awareness and Networking- To instil the entrepreneurshipmindset, whilst addressing cultural biases in The Gambian society, payingspecific attention to the status of women entrepreneurs and other disadvantagedgroups. To introduce initiatives in partnership with the private sector to strengthennetworking, trust and cooperation among the diverse private sector players in TheGambia.

Coordination Framework

The framework prescribed for National Entrepreneurship Development Coordination, inline with The Gambia’s Entrepreneurship Policy Promotion Strategy 2014-2018 ispresented in Figure 1 below.

Figure 1: National Entrepreneurship Development Coordination Framework


2. Regulatory framework

Rules, standards and regulations are needed to develop an enabling environment to allowbusinesses to thrive. However, imposing a heavy regulatory burden may deterentrepreneurship development. Reducing the costs and increasing the benefits of theregulatory framework are incentives for business to formalize and enterprises to grow.Rules and regulations should also be transparent and predictable. Table 1 below gives asnapshot of the policy objectives identified in the Gambia and the current constraints tobe addressed. In each area, priority policy actions have been identified.

Table 1: Optimizing the regulatory framework

Policy objectives Identified constraints

a. Examine regulatory requirements andmake improved services accessiblenationwide

• No information and data regularlycollected by government or privatesector to assess and benchmarkchanges in the regulatory environment

• No transparent process in place forregularly reviewing and streamliningnational and municipal regulations(e.g. local licenses and procedures)

b. Reduce doing business costs andincrease benefits of formalization

• Cumbersome bureaucraticprocedures persist despite reforms

• No monitoring of how much it costsand benefits for differentcategories of business to formalizeand comply with specificregulations

c. Increase the predictability ofenforcement

• Weak capacity of judicial institutions tofast-track adjudication of commercialcases and enforcement of judgements

d. Help the private sector to overcome

• Inadequate public dissemination ofinformation on rules and procedures

• Lack of institutional Charters to providecustomer service guidelines andbenchmarks on administrative

Rural finance: Financialservices offered and used inrural areas by people of allincome level

FINANCIALSECTOR

Agricultural Finance:financing ofagriculturalrelatedactivities

Microfinance: financialservices for poor andlow-income people


administrative barriers procedures• Fast-track mechanisms such as one-stop

shops and automated processing notavailable nationwide, and notaccessible online

2.1. Examine regulatory requirements

The first step in building a conducive regulatory environment is to distinguish essentialregulations from the needless red-tape and establish a transparent process for regularlymonitoring existing rules and procedures. The aim is to understand the extent to whichthey may hold back entrepreneurial activity and to identify appropriate options formaking the necessary reforms.

Identified constraints: Lack of information and data; and no process in place for regularlyreviewing and streamlining national and municipal regulations

UNCTAD's survey, as part of the policy review process in the Gambia, found that theinstitutional capacity to measure and benchmark administrative efficiency is weak. Thisarea received the lowest score of 0.14 due to the lack of mechanisms to monitor andassess private sector feedback on the regulatory environment. The full procedures, timeand costs incurred by different forms of enterprise registrants to start a business are notassessed regularly and consistently as part of formal policy monitoring and evaluationprocesses. Stakeholders recognized the good work of the Public Regulatory Authority(PURA) however its capacity needs strengthening.

Based on best practices, the following instruments, when implemented collaboratively bythe public and private sector, could significantly improve the capacity of all stakeholdersto transparently and regularly assess the regulatory environment and its soundnessrelative to the national vision, entrepreneurship and private sector development strategy.

• Business Climate Surveys. This annual exercise is necessary for both the privatesector and the government to identify new bottlenecks and benchmark thenational business climate against other countries or benchmark specific sectorsand regions against each other within the country.

• National Inventory of Business Regulations. Formally maintaining a detailed up-to-date electronic inventory of all essential business regulations (e.g. licensingrequirements and procedures) is an important tool for enhancing communicationand transparently evaluating the overall burden of red-tape as new regulations areintroduced. It is an essential prerequisite when instituting a holistic process forstreamlining, harmonising and publicising business regulations periodically. Insome countries, this is formally carried out under legislation by a tripartite bodyrepresenting the government, the judicial system and the private sector.

• Regulatory Impact Assessment. This is a process methodology for anticipating theimpact of new laws and regulations before they are enacted. To monitor intendedand unintended impact during the course of implementation. By determining thewinners and losers, regulators are able to determine appropriate modifications andintroduce mitigation measures where necessary. Showing the costs and benefits ofsome regulations could improve their compliance or help in refiningimplementation.

Priority Actions: Assess regulatory requirements

• Introduce Business Climate Surveys.

• Develop a National Inventory of Business Regulations.

• Introduce Customer Service Charters.

• Train and develop local capacities in Regulatory Impact Assessment (RIA).


Box. 1. An example of best practice: the United KingdomThe United Kingdom’s Public Sector Benchmarking Service (PSBS), launched in 2000 hasbeen developed with the key aim of promoting effective benchmarking and sharing goodpractices across the public sector. The PSBS recognizes that benchmarking is afundamental part of developing modern public services and that it enables organizations toshare knowledge and learn from the best. The aims of the PSBS are: (1) to promoteeffective benchmarking and the sharing of good practices across the public-sector; (2) tosupport public sector organisations undertaking benchmarking projects; (3) to encouragelearning through sharing knowledge and good practices in support of government reform;(4) to provide practical information on benchmarking; and (5) to signpost sources of goodpractices identified by other quality and improvement initiatives. The PSBS serves allpublic agencies, including those involved with investors.

2.2. Reduce doing business costs and increase benefits of formalization

Burdensome regulations affect business start-ups and prejudice the environment fordoing business in the Gambia. These procedures can be very costly, time consuming andmay encourage informal economic activity and create opportunities for corruption. Thelack of inter-departmental coordination and automation also adds to the costs ofregistering and licensing business activities.

Identified constraint: Cumbersome bureaucratic procedures

The burdensome regulatory environment, according to many global indicators, is animportant barrier to the efficient functioning of enterprises in The Gambia (The WorldBank, 2016). It is also an area that received the lowest score in the UNCTAD survey.

Registering a business: Although company registration in the Gambia has been madesimpler, the one-stop automated registry is only available in Banjul and Kanifingmunicipalities and this fast track service is not accessible to the public online. As a result,registration is still unnecessarily costly and it requires many steps even though TheGambia reduced registration fees and cancelled the tax deposit. According to the WorldBank Doing Business 2016, starting a business requires seven procedures, takes 25 daysand costs 141% of income per capita. This places The Gambia slightly below the regionalaverage (The World Bank 2016).

In 2013, The Gambia repealed and replaced the 1995 Companies Act and the 2005Business Registration Act with the Companies Act 2013, the Single Window BusinessRegistration Act 2013 and the Single Window Business Registration Regulations 2014.The Single Window Business Registry (SWR) officially launched in June 2015, has beenoperating since February 2014. Access to the Company Registry online could free upresources for registry staff to engage more directly with the informal sector in the regionsto bring in more applicants. Without extension of services to the region and to theinformal sector at large, the SWR will not use its full potential.

Land registration: Difficulties in registering land may hamper the start-up phase of anenterprise and the competitiveness of The Gambia as an investment destination. It isestimated that recorded ownership is 100% for the City of Banjul, but it lowers to 57%for the Kanifing municipality and less than 10% for rest of the country. There arecomplex procedures involved for the registration of individually held land in rural areas.It can take more than 14 different procedures. The legislative framework for mapping,titling, street mapping, street naming and registration needs to be strengthened. Thepreparation of cadastral maps is too time-consuming and there is a lack of data,coordination and sharing of information. Vacant land without private ownership is notknown. There is also a lack of transparency and guidelines regarding the absorption ofland by the government and sales of public land (Bensouda 2013). All leasehold land isstate-owned land and customary land regulations are even more problematic.


Taxation: According to the World Bank, the Gambia scores below the regional averagein taxation rates. Companies have to comply with 15 different tax. Firms have to make 50payments per year and spend 326 hours processing accounts (The World Bank 2016). Areform process, which consists of establishing a value added tax and reducing thecorporate income tax rates is now underway.

One of the biggest problems is the total tax rate, which amounts to 63% of Gambiancompanies' profits. The tax system is a problematic issue both for the public and privatesector. Private companies have to comply with one of the highest tax rates among theEconomic Community of West African States (ECOWAS) countries, resulting in anunfair playing field for compliant firms. The public sector has legitimate concerns over anumber of issues: lack of compliance, including the undervaluation of imports, whichleads to reduced government revenues.

Utilities: Electricity and water supply in The Gambia is provided by the National Waterand Electricity Company (NAWEC). It is positive that distribution and regulation is theresponsibility of two different entities. PURA is responsible for transport, water andsewage sector, electricity, broadcasting and telecommunication. It sets different tariffrelated to these utilities. It takes five procedures and requires 79 to get electricity. Nocompensation is offered to customers in case of outage. By the same token, there are noautomated mechanisms to monitor and restore outage. But The Gambia's score is aboveaverage for Sub-Saharan Africa according the Ease of Doing Business Indicators foraccess to electricity. It costs 25 US cents per kWh while it costs 25.4 US cents per kWhin Ghana.

The 2013 Renewable Energy Act (REA) has yet to be implemented but it signals thesupport of The Gambia to introduce green energy. Energy supply will be improvedthrough diversification, which represents an opportunity for the government to promotesustainable entrepreneurship. The REA plans to establish a Renewable Energy Fund andto promote renewable energy projects especially community based projects, and theproduction or fabrication of equipment for the development and utilization of renewableenergy in the country" (Ministry of Energy 2013, p.7).

Technical and other standards: The Gambia Trade Policy 2011 notes that thestrengthening of quality infrastructure and the enforcement of quality insurance toincrease Gambia’s export is essential. Increased cooperation with the European Union toaddress Sanitary and Phytosanitary (SPS) related challenges (particularly for fish andground nuts) is planned (MOTIE 2011).The establishment of a Gambia Standards Bureau(GSB) was an important step both towards the development of standards on imports aswell as keeping Gambian exporters informed on the standards that they need to meet inorder to enter foreign markets. This institution was established in 2011 and it is a memberof the International Organization for Standardization (ISO), the InternationalElectrotechnical Committee (IEC) and the Standards and Metrology Institute for IslamicCountries (SMIIC). It is also a member of the technical management committee of theECOWAS countries. The Food Safety and Quality Authority of the Gambia isresponsible for the official control of food safety and quality. It provides indications,although not very detailed, to importers and exporters on its websites. The NationalExport Strategy 2013-2017 is agriculture focused. The priority areas are the groundnutsub-sector, cashew, fisheries, horticulture, tourism, manufacturing and re-exports(GIEPA2013). Indeed, phytosanitary standards and quality control are of particular importance ifGambia’s farmers and fishermen want to increase their export and participation in thevalue chain.

The Gambia Renewable Readiness Assessment from the International Renewable EnergyAgency (IRINA) also recommends that the GSB establishes standards and labels forrenewable energy. This is necessary if the RE fund decided by the 2013 REA is to impacton entrepreneurship.

Priority Actions: Reduce doing business costs and increase benefit of formalization

• Remove company seal in an amendment of the Company Act to expunge itcompletely from the registration procedures. The requirement for companyseal is redundant and non-mandatory but still accounts for days, according tothe Doing Business methodology. Although the Companies Act of 2013 madeCompany Seals optional it is not considered far reaching enough by some


experts.• Upgrade the SWR by introducing online registration and reporting, and

prioritize the opening of SWR one-stop shops in the regions. For example, theGovernment of Macedonia implemented in 2006 a new, simpler,decentralized and client oriented registration system electronically integrating32 offices located throughout the country. The UNCTAD's BusinessFacilitation Programme provides such solutions and technical assistance.

• Enact a Social Enterprise Promotion Act, to institutionalize social enterprisesand recognizing them as legal entities, providing them with a favorable taxstructure.

• Digitalize, automate and integrate post-registration procedures for land with thecreation of a digital database of registered land as a first step, followed by anautomated registration system to link the cadaster with the Deeds Registry.Introduce benchmarking and e-government services, where possible, to cutdown the time and cost of administering procedures and induce a focus oncustomer service, thereby treating the citizen more like a client (Box 2).

• Introduce e-filling of taxes and e-registrations portals on administrativeprocedures aiming at transparency, simplification and public awareness, suchas the one provided by the UNCTAD's Business Facilitation Program. .eRegulation portals have been installed in Senegal and Guinea Biseau withgreat success.

• Strengthen GSB to tackle the lack of information on SPS and reach ruralcommunities. Enable GSB to implement standards on renewable energy.

• Promote the role of women entrepreneurs and, if necessary introduce legislationrelated to asset ownership rights to enable women to own, control and have thechoice over the use of productive assets.

• Assist informal economic actors, especially poor and vulnerable groups, to dealwith the most serious consequences of informality. Such policies shouldencompass, for example, the introduction of health insurance and pension optionsas a first step towards formalization.

2.3. Increase the predictability and enforcement

Confidence in the regulatory environment stems from legal stability and predictability.The UNCTAD survey indicated that business regulations were unpredictable.Entrepreneurs' confidence in the regulatory environment is the second lowest score of theregulatory pillars. There are reported expropriation cases and the power of regulators toenforce rules has also been questioned in some governmental agencies.

Identified constraint: Weak capacity of commercial judicial institutions

The efficiency of contract enforcing is crucial. The improvement of the commercial courtsystem is therefore highly recommended. An alternative dispute mechanism has beenintroduced and the bankruptcy law updated, but they do not function very well inpractice.

Priority Actions: increasing the efficiency of the commercial judicial system

• Strengthen the capacity of judicial institutions at all levels in commercial justice andcontract enforcement to enhance the predictability of regulations and transactions.This may include reinforcing the commercial division by limiting jurisdiction tocommercial matters only, increasing the number of judges assigned to commercialcases, introducing training programs for judges and magistrates on commercialadjudications, and establishing a compendium of judicial decisions on commercialcases for guidance.

• Introduce fast-track procedures and alternative dispute mechanisms for small claimswith the objective of speeding up commercial cases. 50% of Sub-Saharancountries have a court or procedures for small claims that are designed to be usedby ordinary people. They are convenient and accessible, affordable and userfriendly. They play an important role in building public trust and confidence in the


judicial system and can create an equal level playing field.

2.4. Policy objective: Help the private sector to overcome administrative barriers

A sound regulatory framework operates on predictability and transparency. Entrepreneurs need to be guided through the various administrative processes. It showsthe benefit of formalization and compliance and makes public service more customer-oriented and efficient.

Extensive body of public administration literature argues that the traditionaladministrative system is ineffective, insensitive, inefficient and often hostile to the verypeople to they are supposed to serve ((Hood 1991; Osborne and Gabler 1992; Rhodes1997). The veracity of this argument, together with the growing quest to promoteproductive and allocative efficiency and maintain responsiveness of public agencies tothe demand of citizens has necessitated a restructuring and reshaping of the public sectorin the last three or more decades.

Identified constraint: lack of information and guidelines

The systematization and display of information on regulations and administrativeprocedures on the relevant agency's website and premises is one of the initiatives that hasbeen very successful in developing countries.

Priority Actions: increasing and improving the information on business regulations

• Carry out information campaigns on regulatory requirements, linked toinitiatives in entrepreneurship awareness raising.

• Assistance to start-ups in meeting regulatory requirements, where possibleintroduce transparent information and fast-track mechanisms such as one-stop-shops to bundle procedures.

• Introduce Customer Service Charters - publicise a statement of commitmentdescribing the level of service a customer can expect from each of theregulatory agencies. It will not only improve information dissemination butalso increase compliance. As an example, South Africa drafted a servicecharter for the delivery of administrative services. Uganda similarly adoptedthis measure.

• Strengthen GIEPA's capacity to deliver its entrepreneurship developmentmandate with adequate technical, communication and coordination resourcesand know-how.

Box 2. Client charters: the Example of Uganda

In Uganda, the programme for establishing Client Charters started withtraining in customer care for heads of government agencies and front deskofficials. Subsequent stages involved each government agency preparing itsown Client Charter in the course of a brainstorming workshop. The clientcharters include the vision and mission statement to ensure that all officers,from the top management of the organization to the entry-level staffunderstood and committed to the agency’s common purpose. The ClientCharter also specified the types of services offered by the agency, standardsset for service delivery time and clearly delineated procedures and chargesfor each type of service. Upon completion of the draft client charter, privatesector representatives were invited to workshops to discuss each agency'sproposed Client Charter. Changes arising out of these deliberations wereincorporated into the final charters. Each organization was then expected todisplay the client charter near the reception desk and to promote the charterin the media and in their interactions with other government agencies.

Other country examples include: India (Citizen’s Charter, 1997), Jamaica(Citizen’s Charter ,1994), Malaysia (Client Charter, 1993), Bangladesh


(Citizen’s Charter, 2007), South Africa (People First, 1997), Sweden(Citizens’ Service, 1998), Tanzania (Customer Service Charter, 2001), andmost recently Ethiopia (Citizens’ Charter, 2012), and Namibia.

3. Enhancing Entrepreneurship Education and Skill Development

Entrepreneurship education aimes to develop entrepreneurs and an entrepreneurialculture in the Gambia. Entrepreneurship skill development is targeted directly atstimulating the establishment of start-ups or the development of business opportunity-seeking managers within established companies. Soft skills include self-confidence,persistence and the ability to develop a network. Hard skills include among others,financial literacy, business planning and managerial skills.

In the Gambia, there are five main specific groups targeted for entrepreneurship skillsdevelopment: women, youth, disabled, rural and low literacy groups which have specificneeds for entrepreneurship skills. Table 2 below gives a snapshot of the policy objectivesidentified in the Gambia and the current constraints to be addressed. Priority policyactions have also been identified.

Table 2: Enhancing entrepreneurship education and skills development


a. Integrate entrepreneurshipcompetencies and skills into formal andinformal education

• Weak implementation ofentrepreneurship as an officialsubject in formal education

• Limited reach of existing informalentrepreneurship programmes

• Weak integration of entrepreneurshiptraining into apprenticeship andvocational education

b. Develop effective entrepreneurshipcurricula

• Lack of entrepreneurship teachingmaterials for the different levels ofeducation

• Absence of customisedentrepreneurship training materialfor women, youth, rural, lowliteracy and disabled groups

c. Train teachers• Limited training of trainers

programmes in place

c. Strengthen inter-linkages betweenprivate sector and the Gambia's educationsystem

• Weak links between the privatesector and the education system insupporting entrepreneurshipeducation and entrepreneurial skillsdevelopment

3.1. Integrating entrepreneurship competencies and skills into formal and informal


education

PAGE and the National Education Policy and Education Plan and Programmes developedby the Ministry of Basic and Secondary Education (MoBSE) recognized the importanceof private sector development and the specific learning needs of some target groups(women, youth, rural, disabled people). This attention to specific disadvantaged groups isfurther reinforced by the Youth Policy (MOYS, 2009) and the Gender Policy (Ministry ofWomen’s Affairs 2010). Although policy measures are in place, embeddingentrepreneurship in the formal and informal education system is slow in implementation.The country's Vision 2020 emphasizes the importance of human resources developmentand in particular in the areas of science, technology, agriculture and industry. It states thatthe objectives in that regard include a diversification of institutions to favor vocationaland skilled based training and encouraged entrepreneurship as a cornerstone ofeducation (“Vision 2020,” 1999).

PAGE, which implements the country's Vision 2020, acknowledged that technical andvocational training needs to be expanded to the regional level. The capacities of keyTechnical and Vocational Educational and Training (TVET) institutions therefore need tobe strengthened (The National Training Authority, Empretec Gambia). PAGE also plansto design training programmes and activities consistent with the demands of the jobmarket. A reliable and efficient labour market information system is therefore necessary(Ministry of Finance and Economic Affairs 2011).

The educational pillar of the Entrepreneurship Policy should therefore take into accountefforts that have been made in the areas of vocational education and use the existingpolicy platform to support self-employment and the growth of micro and smallenterprises.

Identified constraints: weak implementation of entrepreneurship education in formal andnon-formal education

Entrepreneurship is not consistently and systematically integrated into the educationalpolicy in The Gambia. Entrepreneurship is more frequently embedded in non-formal,rather than formal education. It is not sufficiently recognized as a subject and notspecifically integrated across other disciplines at all levels of schools.

Entrepreneurship is not systematically taught in primary and secondary schools anduniversities. Extracurricular activity is promoted as well, but learning by doing andexperience based teaching are not wide-spread. Non-formal education programmes needto scale up, reach out in remote areas and develop sustainable sources of financing.

Priority actions: Introduce entrepreneurship as an official subject in formal educationand strengthen the delivery of non-formal entrepreneurship education programmes

• Teach entrepreneurship at all educational levels, integrating it across disciplines.

• Include entrepreneurship as a subject of academic research in the development ofthe national research policy and establish a research fund to promote academicand policy oriented research (PAGE, p. 86). It will tackle the lack of data onentrepreneurship and enhance the knowledge on private sector development forpolicy makers and the private sector.

• Strengthen the use of best practice training materials and programme models,developed by international organisations such as UNCTAD and the InternationalLabour Organization (ILO).

• Scale up and expand access to the current Empretec Programme in The Gambia,developing fee-based cost recovery schemes and sustainable financing options.

• Develop customised entrepreneurship training programmes for the five targetgroups (women, youth, low literacy and rural groups and the disabled).

Identified constraints: weak state of apprenticeship and vocational education

Vocational schools do not systematically offer entrepreneurship training. Apprenticeshipschemes exist in the Gambia, however they are weakly coordinated withentrepreneurship education and informal entrepreneurship training programmes such asEmpretec Gambia.


Priority actions: strengthen the status of vocational training and apprenticeship and linkit up with entrepreneurship training.

• Integrate entrepreneurship education into TVET programmes.

• Develop an apprenticeship scheme linked to formal and non-formalentrepreneurship training.

• Link TVET graduates to post-graduation entrepreneurship skills trainingprogrammes and apprenticeship scheme.

3.2. Develop effective entrepreneurship curricula

Effective entrepreneurship curricula introduce experiential learning through interactiveteaching methods but existing curricula in the Gambia have limited use of theseexperiential learning methodologies. In addition, the existing curricula do not make useof ICT-based online learning tools. Empretec Gambia and Africa Startup (Gambia), acharitable foundation based in Norway, are contributing to fill this gap through theirrespective entrepreneurship training and education in agricultural innovation andenvironmental protection. Empretec adopts a methodology based on behavioural changethat helps entrepreneurs to put their ideas into action and aids fledgling businesses togrow. The MyFarm project consists in a one hectare farm that serves as an educationcenter for children, young people and farmers, providing an education journey from seedto business. It adopted a "learning through play" approach.

Priority actions: Develop and integrate entrepreneurship into the school curricula at alllevels

• Develop curricula for all levels of education validated by the National TrainingAuthority (NTA).

• Integrate ICT-based online learning tools into the curricul.

• Develop an entrepreneurship curriculum and a post-TVET entrepreneurship skillsdevelopment programme for the TVET system.

• Building on the Empretec and MyFarm methodologies, develop training materialsfor women, youth, disabled and rural, low literacy target groups, includingmodules on social entrepreneurship.

• Integrate the MyFarm training material into formal and non-formalentrepreneurship education.

3.3. Train teachers

Entrepreneurship training needs the support of a well-trained network of teachers whoare able to demonstrate key entrepreneurial skills and serve as models and mentors forstudents. To date in the Gambia, teachers in formal education do not receive trainings inentrepreneurship adequate enough to instil the spirit of entrepreneurship in students. Nordo they have platforms to exchange best practice learning and knowledge onentrepreneurship. Programmes for training of entrepreneurship trainers initiated byEmpretec Gambia and ILO will have to be scaled up to meet this need.

Identified constraints: lack of teachers and trainers

There are no specific initiatives devoted to teacher education in entrepreneurship, and nophysical or virtual networking platforms exist to support entrepreneurship educators andtrainers.

Priority actions: strengthening capacity of institutions in the formal and informaleducation structure

• Establish training of trainers programme for teacher education and skills upgradingthat will reinforce the delivery capacity of formal educational institutions andnon-formal education.


• Use ICT based online courses for training the trainers and set up a knowledgeexchange platform.

• Mobilize business people to participate in entrepreneurship education and providethem with support in entrepreneurship training methodologies.

• Scale up the ILO and Empretec training of trainers to all regions.

3.4.Strengthen linkages between private sector and educational institutions

Large domestic firms and especially foreign ones must rely on a myriad of smallerpartners to interact with along value chains. In fact, the availability of qualified staff, ofsteady supply and reliable outsourcing possibilities enhance the benefits of foreign directinvestment (FDI). Private sector engagement in entrepreneurship education is therefore inthe strategic interest of the private sector. The involvement of the private sector in thedelivery and financing of TVET programmes is recognized in the PAGE and the NationalEducation Policy (“Education Policy 2004-2015” 2004, p.16). Moreover, with the goal tofill the gap between education and the private sector, PAGE mentions that ICT should bewore widely used as a teaching tool and should be taught more as a subject.

Identified constraints: lack of institutionalized interaction between the private sector andeducation

Schools in The Gambia engage with business practitioners and local entrepreneurs toshare their experience with students. TVET are organized by GTTI and the GambiaCollege in the classrooms and field experience is integrated in the programme throughwork placement. However, this seems to be the limited extent of interaction betweenprivate sector and education. Mentoring and coaching schemes do not exist and academicinstitutions do not partner with the private sector to provide diagnostic, advisory andcounselling services. The lack of interaction between the private sector and educationprevent information flow and knowledge sharing and therefore the adaption of educationcurricula to the needs of the private sector.

Priority actions: establish programmes and schemes allowing collaboration between theprivate sector and education institutions

• The expansion of programmes to bring entrepreneurs to the classroom to shareexperience with students to enhance information sharing between educationalstructures and the private sector.

• The establishment of mentoring and coaching schemes by and for entrepreneurs toimprove information sharing between schools and the private sector and give"entrepreneurship" more visibility among students.

• Develop schemes for students to undertake internships in SMEs.

4. Facilitating Technology Exchange and Innovation

The low level of technological development and innovation in The Gambia preventsproductivity growth and firms from gaining added value. This negatively impacts thelevel of competitiveness and reduces export opportunities. In 2013, high-tech exportsaccounted for 7.3% of total manufactured exports. ICT goods account for 0.2% of thetotal merchandise exports. Even if these scores are aaverage at regional a level(compared to Senegal, Ghana, Guinea, Benin, Togo), they are still very low globally.This is reflected in the low ranking of the Gambia in the various indexes evaluatinginnovation capacity, technology and knowledge diffusion. (annex 2).

Recognizing the challenges of inadequate public sector expenditure on science,technology and innovation, the strategy proposes to create new business opportunities byfacilitating the rapid growth of ICT to develop new products, services and processes andimprove the existing gaps. When access is facilitated, ICT plays an important role infostering inclusion. Promoting a market led approach, public private sector partnershipsshould diffuse knowledge, develop research-industry collaboration and innovation for


sustainable and inclusive development.

Table 3: Facilitating technology exchange and innovation


a. Support the diffusion of ICT to theprivate sector

• Lack of support from the government toinnovative enterprises

• Low absorption level of new technologyin the private sector

b. Promote public private partnership todevelop and diffuse innovation

• Lack of a National Innovation System(IS)

• Lack of innovation diffusion andfinancing opportunities

c. Promote the diffusion of innovationthrough inter-firm linkages

• Inadequate information and accreditedlaboratories for certification oftechnical standards

• Weak integration of SMEs into wellestablished value chains and weaklinkages between foreign firms andlocal ones

d. Promote sustainable innovation

• Weak extension services in agricultureand fishery and high concentration ofthe tourism sector

• High cost of energy and lack of technicalknow-how of potential local providersof renewable energy

4.1. Support the diffusion of ICT to the private sector

According to the World Bank, a 10% increase in high speed internet connection affectseconomic growth positively by 1.3%. Internet and mobile phone networks allow manydifferent economic actors to interact and conclude transactions. Connectivity has thepotential to bring market information, financial, education and health services to ruralareas. In addition, it raises private sector productivity, building a network for technologyexchanges and innovation.

The development of ICT is as important for economic development as physicalinfrastructure. According to recent data, The Gambia has 83 mobile cellular telephonesubscribers and 12 internet users per 100 inhabitants, which is less than in Ghana.Nonetheless, the growth of ICT has improved tremendously over the past few years.There are three mobile operators, six internet service providers, and two medium wavechannels. A 3G licence was issued in 2008. This is the result of the government'scontinued ICT liberalization and privatization efforts. A good and efficient ITCinfrastructure allows efficient use of connectivity devices for mobile banking andfinancial services and it has also an impact on other important sectors for developmentsuch as education and health.

Identified constraints: lack of framework for diffusion of ICT to the private sector

There is a legal framework for the development of ICT infrastructure, the NationalInformation and Communication Infrastructure Policy, which has been consistentlyimplemented. The ITC sectors opened for investment are listed on GIEPA website,giving a clear sign of this sector's priority in the national investment promotion strategy.PAGE admits that further development of ITC infrastructure is facing some challenges,namely, the obsolete national telecommunication backbone infrastructure and the lack ofoptic fibres in the north bank of The Gambia, which constitutes a barrier to extendingcommunication and internet services there. PAGE plans to tackle the issue and tostrengthen the ICT sector (PAGE, p. 75).

However, improved coverage and quality of ITC infrastructure does not translate into theautomatic adoption of ITC technology by start-up and SMEs. On this front, efforts topromote its diffusion to rural communities and small scale firms are less visible. The


Education Policy 2004-2015 mentions the importance of ITC as a tool for efficientmanagement of the education sector and for the achievement of the Department ofScience and Education's main priorities. It is therefore not conceived first and foremostas a discipline to be taught in itself. Yet research on the diffusion of ITC in Africa showsthat small firms have a limited usage of ICT due to their limited knowledge and skillsand high investment costs the use of ICT imply. Furthermore, taxation of internetservices is also another constraint. (Ssewanyana and Busler 2007).

Priority actions: facilitate the adoption of ITC by small scale enterprises and targetgroups

• Strengthen the legal and regulatory framework for the ICT sector, as proposedby PAGE (p. 76) and favour the emergence of mobile banking and other typesof internet-based financial services (crowd funding for example) throughappropriate regulations. It will provide support for rural communities, increaseaccess to finance and help innovative start-ups to grow.

• Reinforce the implementation of the e-Government programme, as proposed byPAGE (p. 76) and build online platforms to facilitate the diffusion of relevantmarket information, facilitating the access by Gambian suppliers to existingregional and global virtual market places platforms.

• Integrate ICT-based online learning tools into entrepreneurship education andorganize training and skills development programmes for small-scaleenterprises and target groups such as women and youth.

• Consider tax incentives to lower the cost of internet services.

Box 3. Regulating mobile money. The case of KenyaIn 2009, in Kenya the mobile phone penetration was of 80% and the bank account penetration of 21%.Leveraging the potential of mobile phones to provide financial services required a partnership betweenVodaphone and Safaricom, the Commercial Bank of Africa and Faulu, a microfinance company. Theyfounded M-PESA, as the company was named, and changed the market of money transfer in Kenya, takinga market share of 50% after the company started its activities. Today it is used by over two-thirds of theadult population and around 25% of Kenya’s gross national product flows through it. It offers loans andsavings products, can be used to pay salaries and bills. Kenya leads the world in mobile money, thanks toM-PESA. This new service binding IT and financial services changed the country ecosystem forentrepreneurs and it also changed its regulatory framework. One of reasons for the success in theestablishment of mobile money can also be attributed to the regulators' decision to let the project proceed onan experimental basis. Non-banks had to be enabled to issue e-money, and banks had to be allowed toappoint agents to take deposit. The Anti-Money Laundering Act had to be reviewed. For regulators theintegration of mobile payments into an efficient retail payment ecosystem is also a challenge. Regulatorshave to address the issue of the appropriate level of competition and have a role in the development of open,interconnected and interoperable systems.

4.2. Promote public private partnerships to develop and diffuse innovation

Innovation is an interactive process where the results depend not only on the strength ofthe different economic ‘actors’ (SMEs, large firms, multinationals, private sector researchactors, research institutes, universities, organizations such as standard setting bodies andregulatory bodies, Intellectual Property Rights regime, financial institutions, trade andindustry associations) but on the type of relations between these actors and theinstitutional behaviours.

It is vital for effective diffusion of technology and knowledge between the different partsof the innovation system to link the research to the rest of the innovation system.Bridging institutions, such as technology transfer centres and business/technology


incubators or organizations responsible for administering Intellectual Property Rights,can play an important role in relieving the difficulties facing SMEs to access informationand finance for technological upgrading and innovation and facilitate access to the globalinnovation systems and value chains.

Figure 2: An innovation system framework for harnessing technology, research anddevelopment in support of entrepreneurship development in The Gambia

Identified constraints: lack of a National Innovation System

The institutional infrastructure to link universities, research institutes and the privatesector is lacking. This component received the lowest score in UNCTAD's survey. Thegovernment does not encourage and support university-industry partnership and does notprovide support for applied research and entrepreneurial spin-offs. By the same token,there are no technology transfer offices linked to universities and public researchinstitutions.

The private sector development strategy for Vision 2020 is considering innovation relatedexclusively to tourism and the need to develop other forms of "sustainable" tourism (eco-tourism, inland, cultural and community-based tourism). The Gambian NationalInvestment Agricultural Plan (2011-2015) is also calling for innovative practices in theagricultural sector. PAGE prioritises the development of a technology and innovationpolicy and the establishment of a Science and Technology Council, of the KanilaiInstitute of Science and Technology and of a Science, Technology and Innovation Park.(“Programme for Accelerated Growth and Employment (PAGE) 2012-2015” 2011, p.84).Aligned with PAGE, the National Export Strategy considers the establishment of anational innovation park (GIEPA 2013). There is therefore growing support for theestablishment of a national innovation system.

Priority actions: Develop a national innovation system, linking entrepreneurs toresearch, technology and innovation

• Strengthen existing institutions to develop, promote and disseminate marketabletechnologies and skills for industrial growth; with capacities for the upgradingof small and medium firms, replacing inefficient, obsolete technologies withmore efficient ones.


• In line with PAGE and the National Export Strategy, establish an InnovationLab to facilitate commercial linkages among Gambian entrepreneurs, linkingit with other technological and innovation centres in the sub-region andbeyond.

• Identify and promote twinning/mentoring arrangement or projects betweenGambian and international institutions to adopt best practices in public privatepartnerships.

• Promote the establishment of co-working spaces and creative social campusesthat forge investment and innovation symmetry in urban development andagriculture.

• Mobilize diaspora communities to bridge knowledge between two country eco-systems, opening up access to markets, trainings, and mentoring from host tohome country.

• Establish linkages between existing institutions such as the Center for FrugalInnovation in Africa and the private sector, and especially SMEs in TheGambia.

4.3. Promote inter-firm networks that spread technology and innovation

The development of clusters in various sectors can generate opportunities to buildcompetitive firms. Increasing the interaction of firms due to physical proximity buildsstrong horizontal linkages that facilitate information sharing, generate knowledgespillovers and inter-firms collaboration. Vertical linkages between multinationals andlocal SMEs is another factor encouraging SMEs to move up the technological ladder andintegrate value chains.

Identified constraints: weak value chain integration

UNCTAD's survey indicated that governmental support to promote inter-firm linkages isinsufficient in creating a thriving environment for innovative SMEs able to integratenational and global value chains as PAGE 2012-2015 envisages.

Priority actions: Strengthen horizontal and vertical linkages among SMEs and betweenSMEs and larger national and international firms

• Provide training to entrepreneurs to disseminate knowledge about internationalproduct testing, certification and accreditation systems and to meet requirements.

• Upgrade existing and/or set up new product testing and certification laboratories tofill gaps in critical services.

• Adapt Public Procurement rules to facilitate the participation of SMEs ingovernment tenders.

• Stimulate linkages between large firms, domestic and foreign, via direct lendingthrough an SME development fund and/or crowd funding.

• Set up joint capacity building in partnership with lead firms in selected value chainsto generate business linkages.

• Mobilize remittances from diaspora communities to start-ups in The Gambia,combined with knowledge sharing, entrepreneurship training and businessdevelopment services. Encourage business linkages between start-ups and thediaspora.

4.4. Promote sustainable innovation

Economic growth can only be sustainable if The Gambia addresses social and economicdisparities and environmental challenges. Windstorms, drought, floods are increasinglyputting the four ecosystem of The Gambia (woodland, coastal, aquatic and urban) underpressure (Malanding 2010). Agriculture and fishery are the main economic activities


affected. Poverty rates for these two sectors of economic activity is higher than thenational average (UNCTAD, 2014). Rural development and electrification programmesshould go hand in hand. The production and distribution of renewable forms of energytherefore constitute a good opportunity to address the gap in electricity provision. Inaddition, the tourism sector in the Gambia provides an adequate opportunity to upgradeagricultural practices and develop value chains. The upgrade of the tourism industry ishowever constrained by a certain number of factors. Unless these are addressed properly,the objective of Vision 2020 (1996) “to make The Gambia a tourist paradise and a majortourist destination through product innovation, quality improvement, improvement ofinvestment returns and diversification of The Gambia’s tourism product” will be met withdifficulty.

Support climate-smart agriculture and fishery and link it with tourism

The adoption of innovation is dependent on agriculture and fishery extension services.Extension is the application of scientific research and knowledge to agricultural practicesthrough farmers' education. Extension provides the link between the lab and the field. Bytransforming knowledge into innovative practices, it also ensures a return on investmentin research.

Identified constraint: weak agriculture and fishery extension services

As the Agriculture and Natural Resources Policy (2009 – 2015) and the Gambia NationalInvestment Plan (2011-2015) admit, extension services are weak and the delivery notcost effective. In 2009, the ratio of an extension per farmer was of 1:3’500. Knowledgeand information dissemination can be carried out via mobile network. The GhanaMinistry of Agriculture Extension service portal or the crowdsourcing models ofWeFarm whereby information can be received by SMS are examples of the importanceof ICT in innovation diffusion for agricultural development. By the same token, the useof videos has proved successful, as the example of Benin demonstrates. The GlobalForum for Rural Advisory Services also provides useful, systematized and easilyaccessible knowledge to extensions agents and managers. Extension services tend to beless accessible to women due to social factors. Extension workers still tend to interactwith male farmers, even though practices are evolving. Support to rural women istherefore required.

Priority actions: increase the effectiveness of extension services

• Use the entrepreneurship curricula developed for entrepreneurship education(educational dimension of this strategy) and integrate an entrepreneurship modulein agriculture and fishery extension services training, with focus on women.

• Support the diffusion of innovation in rural areas via ICT.

• Link up the agriculture sector and the emergent eco-tourism sector.

• Set up industry-research partnership in agriculture and fisheries.

• Support direct links between women entrepreneurs in rural areas and extensionservices.

Identified constraint: high concentration of the tourism sector

According to an ODI study, The Gambia captures about one third of the tourism valuechain and about 14% of that share flows into poor households (Mitchell and Faal 2008).This is due to the predominance of a few all-included operators, four national operatorsand about 20 hotels located along the coast (WTO, UNWTO, and OECD 2013). Ruralpopulation is unorganized and uninformed and is usually left out of tourism development.Similarly, the linkages between tourism and other sectors are underdeveloped.

Priority actions: develop an inclusive and sustainable form of tourism

• Build on existing experience and projects such as “The Travel Foundation”including the rural population in decisions related to eco-tourism development inregions.

• As defined by the code of conduct for small scale service providers in the tourismindustry by the Tourism Challenge Fund of ASSET, promote the development of


linkages within the tourism sector and between the tourism and agricultural sector.In this regard Programmes such as UNCTAD's Business Linkages would besuitable to develop eco-tourism and create links to global value chains.

• Provide financial incentives (tax incentives, grants, low-interest and/or guaranteedloans) for small businesses in eco-tourism.

Promote the participation of small scale entrepreneurs in renewable energyproduction and distribution

The National Energy Policy (2005) focuses on rural electrification, the RenewableEnergy Act (2013) establishes a framework for the Renewable Energy (RE) sector, acenter for RE and a RE Fund, the Low-Emission Climate Resilient Development Strategyfor The Gambia (LECDR) (2015) proposes a RE mix for electricity production andconsumption. It is equally mentioned by the 2015 GIEPA Act.

Identified constraints: lack of technical know-how of the potential local providers andlow income of the rural poor population

The Gambia is overly dependent on fossil fuels for the production of its electricity anddistribution is not very efficient (IRENA 2013). Per capita electricity consumption in2013 was 126 kilowatt-hours, one of the lowest in the world (IRENA 2013). The averageelectrification access rate in rural areas was 12% in 2011 with some areas having anelectrification rate as low as 6% (Ministry of Energy 2011 (UNDP 2015). As the nationalaverage was 34.5% in 2012 according to the World Bank, it implies an enormousdiscrepancy between urban and rural areas. This is also a lower rate than Senegal andGhana (56% and 64% respectively) which underscores the particular effort that TheGambia has to make to increase access to electricity throughout the country.

Priority actions: include small scale firms in the renewable energy production

• Support the development of electrification programmes based on renewable energysuch as NAMA (UNDP) designed to include small scale entrepreneurs in energyproduction and include entrepreneurship modules in these programmes.

• Ensure that that the research and development activities of the newly establishedGambia Renewable Energy Center maintain close links with the private sector andespecially MSMEs, NGOs and educational structures.

5. Improving Access to Finance

The capacity of the financial sector to serve start-ups and provide funding for innovationrests on the pre-condition that the financial sector performs its function as anintermediary and offers a diverse range of products and services. These pre-conditionsare not met in The Gambia. The main policy objective should therefore be to strengthenthe capacity of the financial sector to serve the private sector. The promotion of financialdeepening, that is the increased diversity of financial products and services available toall levels of society, is a second policy objective. This will maximize the positive impactamong targeted entrepreneurs, which is a third objective. The table below shows asummary of these three policy objectives and the existing constraints.

Table 4: Improving Access to Finance


a. Strengthen capacity of the financialsector to serve the private sector

• Gaps in legal and regulatory regimeand weak credit informationinfrastructure

b. Build the capacity of the financial sector

• Low level of competition andproduct diversification in thefinancial market


to serve start ups • Low presence of financial serviceproviders in regions

• Low level of financial literacyc. Support the development of financialservices for innovation and sustainabledevelopment

• Lack of incentives for investment ininnovation and sustainabledevelopment

5.1. Strengthen capacity of the financial sector to serve the private sector

The causes of the financial sector's dysfunction in The Gambia are rooted in the macro-economic environment and monetary policy of The Gambia. The inflation target of 5%will be breached in 2016. In order to curb inflationary pressure in 2016, the interest rateof 23% will remain unchanged. Such a high interest rate, however, induces a crowdingout effect of banking funds (lending to the government at more than 23% is less riskythan lending at 23% to a multitude of entrepreneurs. Treasury bills constitute 69% of thedomestic debt. Unsurprisingly, the loan to deposit ratio was only 33.7%. It provides acheap source of investment for the banks, but results in prohibitive rates for the privatesector. A sectoral analysis of loans provided shows that 40% is for distributive trade. Thenext category (21%) is other commercial loans. 61% of the loans provided by thebanking sector are thus allocated to non-productive activities. The allocation of credit istherefore directed to the least risky activities. In turn, the priority sectors identified indevelopment plans receive far fewer funds: loans to agriculture are 4% and loans totourism are 3%. To decrease the risks associated to lending with these sectors, there are anumber of suggestions reviewed below.

Identified constraints and challenges: weak legal and informational infrastructure

The weak legal framework for lenders and borrowers is caused by the underdevelopedfinancial sector, in particular for secured transactions. One of the main issues is theidentification of collaterals. In that regard it is crucial to clarify whether pledges can betaken over movables and how collateral and secured debts (which allow credit lines of arevolving loan to be secured) are defined.

The collection of information about loans application is also weak. Legal systems ofsecured transactions should include regulations allowing lenders to access the necessaryinformation to evaluate risks. Credit information (of any kind, positive and negative, onindividual or on firms) is lacking in The Gambia. The coverage of the newly establishedpublic credit registry is very narrow. A collateral registry was established in 2014 by theSecurity Interest in Movable Property Act. An electronic system for the registration ofsecurities was also created for movable property. However, these institutions andmechanisms are not fully operational and not much information is exchanged amongbanks, hence the very low score that the ease of getting credit received in the EDB 2016(The World Bank 2016). Building the banks' capacity to use this new system is essential.

Priority actions: improve the legal and informational infrastructure

• Improve the legal framework protecting creditors and lenders.

• Establish a user manual to ensure that the new electronic system of collateralregistry is fully operational.

• Depending on institutional capacity and costs, the decentralization of credit bureauwill also improve the gathering and spreading of credit information.

• Develop public credit guarantee schemes.

5.2. Build the capacity of the financial sector to serve start ups

Interest rate spreads have dropped from 16.5% in 2012 to 12% in 2014. Domestic creditby the financial sector, excluding government debt increased up to 50% in 2014 from20% in 2007. These indicators prove that the banking sector is getting more efficient. Butthe financial sector has to improve its capacity to serve nascent and existing


entrepreneurs everywhere and to all levels of society.

Identified constraints and challenges: Weak competition and product diversification

In this regard, three main characteristics of the banking sector deserve to be noted:

The banking sector is composed of twelve banks, eleven of which are conventional andone is an Islamic bank, as well as of eleven insurances companies. The financial sector isdominated by banks, the majority of which are foreign owned. The banking sector isextremely concentrated: the four largest banks own the 68% of the total financial asset.The banking penetration rate for the urban population is of 25% and 5% for the ruralpopulation.

Further development and diversification of the products and services of the financialsector is therefore essential. Increased competition would undoubtedly benefit the realeconomic sector. Moreover, the high rate of non-performing loans (16% in 2014) seemsto suggest that banks have to make additional efforts to screen their clients and thatfinancial literacy has to be improved.

Identified constraints and challenges: low presence of financial institutions in the regions

Banks however only make up part of the financial sector. Rural finance comprises thefull range of financial services - loans, savings, insurance, and payment and moneytransfer services - needed, offered, or used in rural areas by household and enterprises.Agricultural finance refers to financial services ranging from short-, medium- and long-term loans, to leasing, to crop and livestock insurance, covering the entire agriculturalvalue chain - input supply, production and distribution, wholesaling, processing andmarketing. The Figure 3 below gives an overview of these differences

Figure 3: Rural finance, agricultural finance and microfinance

Rural and agricultural finance has been progressing, with innovative financial servicesand improved risk management on both the client and institution sides. Flexible creditschemes, value-chain finance, insurance products, promotion of financial literacy and theuse of new technologies are increasingly being used. The introduction of index-basedweather insurance allows decreasing intermediation costs and the prices of insurancepolicy for farmers.

Microfinance holds potential for reaching the segment of population that conventionalbanks cannot. In 2012, the microfinance sector in The Gambia had a volume ofoutstanding loans for about USD 2 million with USD 6 million deposits (Mix Market). The Gambia has many players (NGOS, network institutions, direct providers) and thereare many approaches based on the target (wholesale, groups, individual) or based on thestyle of service delivery (informal or formal) or the service providers (Village-basedApproach, Credit Unions Approach, Specialized MFI approach, NGO approach).Depending on all those factors (and the collateral required) interest rates vary between 15


and 30%.

70 percent of microfinance clients are women, most of them living in rural areas. In fact,90 percent of microfinance credits are allocated to women entrepreneurs. Repaymentrates are about 80 to 90 percent (African Development Bank Group 2011). Anoverwhelming majority of small loans are managed with non-conventional collateral dueto the status of women in The Gambia who cannot own and control productive assets(“The National Strategic Framework for the Development of Microfinance in theGambia” 2006). Thus, as women are the targeted client of Microfinance Institutions(MFI), these cannot use all the usual risk-management instruments for cultural and socialreasons.

Priority action: Ensure financial sector deepening and financial instrument diversity

• Identify and provide regulatory and tax incentives for financial sector productdiversification with a specific focus on rural and agricultural finance cropinsurances, weather insurances, value chain financing).

• Promote financial sector outreach by collaborating with post offices and/orsupermarkets to provide information and subscription possibilities.

• Review regulations to facilitate the emergence of mobile banking services.

• Promote financial inclusion by increasing financial literacy (financial educationcampaign) and savings culture.

• Introduce financial literacy programmes and training, in particular throughout ruralregions.

• Establish favorable conditions for women to obtain credit, removing any existingroadblocks.

5.3. Promote funding for innovation and sustainable development

Entrepreneurs running innovative and /or high growth companies have distinct financialneeds. The design of scheme associated with early stage needs risk or venture capital. The design of schemes associated with these start-ups may include the encouragement ofwealthy individuals (known as business angels) who could be mobilized from theextensive Gambian diaspora. Tax rebates or partial public guarantees may be offered tothese funds, in particular to achieve sustainable development goals including activitiessuch as water supply, waste recovery and recycling, sustainable tourism, and renewableenergy.

Priority action: Develop special funds to encourage tailored finance solutions forinnovation and sustainable development

• Set up equity co-investment programmes to channel debt and equity finance,Venture Capital (VC), to capital constrained but high potential, young and smallenterprises in target priority sectors, including water supply, waste recovery andrecycling, sustainable tourism, and renewable energy.

• Channel some of the remittances from diaspora communities to these start-up fundsalso to be combined with knowledge sharing and capacity building.

• Favour access to credit to further deepen and strengthen funds such as the one setup by the Gambia Artisanal Fisheries Development Programme (GAFDP) withtarget percentages of credit to be disbursed to women and youth; and theestablishment of dedicated lines of credit for women operators and youth.

• Set a national business angels network.

6. Promoting Awareness and Networking


Perceptions about entrepreneurship are shaped by the environment in whichentrepreneurs live and work. A positive public mind-set about entrepreneurship and itsvalue to society have been recognized as critical factors in building an enablingenvironment for entrepreneurs to thrive. In the Gambia, highlighting the positive role ofentrepreneurship and its contribution to development has been embraced by key policymakers and other stakeholders. By the end of the Empretec project in 2017, the centreanchored at GIEPA will have trained 1500 entrepreneurs. This represents a formidablenetwork, linked regionally and globally. In addition, similar trainings on entrepreneurshipskill development for target groups including women, youth and rural groups cangenerate networks. However, there are still cultural biases affecting youth, women andminorities. In addition, there is a need to promote a constant dialogue among the differentnetworks that are active in the area of entrepreneurship to raise awareness of existingopportunities, building trust within the private sector. Table 5 below gives a snapshot ofthe main policy objectives and constraints.

Table 5: Promoting awareness and networking


a. Instil the entrepreneurship mind set inthe society and address cultural biases

• Weak capacity to establish long-termawareness raising campaigns andreach the wider public

• Cultural biases affecting women,youth and minorities

b. Raise awareness of entrepreneurshipopportunities

• High social preference for paidemployment rather than self-employment

c. Stimulate private sector-led initiativesand strengthen networks amongentrepreneurs

• Segmentation of associativeorganizations

6.1. Instil the entrepreneurship mindset in society

The Government of the Gambia has sought various actions to help develop a positiveimage of entrepreneurship. The organization of Global Entrepreneurship Week (GEW) isone of the most visible efforts to raise awareness about the benefits of entrepreneurship.More than 2,500 people from across all sections of the country; diplomatic community,civil society, private sector, schools/colleges, public sector and grassroots gathered invarious manners, dimensions, purposes and locations for the latest GEW celebratedworldwide. The 2015 GEW was marked in the Gambia with the launching of the firstyouth-centred startup incubator in the country, under the theme 'Building the nextgeneration of entrepreneurs'. The high-level involvement of policy-makers such as theMinister for Finance and Deputy Governor of the Central Bank of The Gambia maysignify growing public policy interest in prioritising and expanding youthentrepreneurship. The incubator is an initiative of the American Chamber of Commerceand Industry with funding from the United States Embassy in Banjul. It is a StartupIncubator designed to support the successful development of young Gambianentrepreneurs through an array of business support services.

Identified constraints: weak capacity to implement long-term awareness raisingcampaigns and reach the wider public

The Gambia has a weak entrepreneurship culture fostered by society’s general attitudetowards entrepreneurship. Although over the last two decades, a myriad ofentrepreneurship projects and programmes have been designed and initiated by theGovernment and its development partners, commitment to sustaining implementation hasbeen a challenge. Discreet governmental and non-governmental efforts to raise the levelof entrepreneurship in The Gambia have been difficult to sustain, partly because of poorsystematic coordination and integration of entrepreneurship into education as well as thelow investment in public awareness to reduce cultural barriers and misconceptions.


Better collaboration and coordination is required among all stakeholders in theentrepreneurship development space in order to stimulate the spirit of entrepreneurshipmore widely in The Gambia, over the long-term and across cultural and languagebarriers.

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

• Involve the private sector in the delivery and financing of awareness raisingcampaigns towards establishing regular year-round events.

• Introduce a Gambia Entrepreneurs Award and a Gambia Entrepreneurs Day withspecific attention to women, youth and disabled people as a way to providerecognition and stimulate entrepreneurship in these segments of thepopulation.

• Gather case studies and stories of established Gambian entrepreneurs tofacilitate the diffusion of a Gambian entrepreneurship culture.

• Use the new Sustainable Development Goals (SDG) agenda to increaseinformation on green and social entrepreneurship.

• Engage the diaspora business community to develop regular communicationexchanges using ICT and regular networking events.

Identified constraints: Cultural biases

Of special importance for this entrepreneurship policy is the high restrictions on womento secure access to, control of, and ownership of resources. Customary law creates anadditional barrier to disadvantaged groups. .

Priority actions: Address negative cultural biases

• Sensitize government officials on the need to support women entrepreneurs andother disadvantaged groups.

• Publicly celebrate role models to sensitize target audiences.

6.2. Raise awareness of entrepreneurship opportunities, enhancing formalization

The relatively low status of entrepreneurs will not change markedly in The Gambiansociety until awareness is consistently raised about the positive value and contributionsof “entrepreneurs” in leading the risk-taking required to bring latent businessopportunities to fruition for the benefit of society. Care must be taken by regulators not tounduly criminalize common pitfalls in entrepreneurship risk-taking such as bankruptcyand delays in complying with regulations that can easily be corrected with warnings ofsanctions. Efforts to raise awareness of entrepreneurial opportunities must ensure that thebenefits of formalization are clear, consistent and well-articulated. This is an importantissue for The Gambia, where the informal economy continues to play a significant role assource of two-thirds of total employment (ILO, 2011).

Priority actions: Use the SDG as a platform for the promotion of entrepreneurialopportunities

• Organize information and career fairs on specific sustainable business models.

• Facilitate business exchange platforms, fairs dedicated to sustainabledevelopment strategies.

• Disseminate information on the expected benefits of formalization for differentcategories of informal activities

6.3. Stimulate private sector-led initiatives and strengthen networks among

Researchinstitutes

Universities

Privatesectorresearc

h

Polytechnics/Training

institutes

SMEs

Largecorporation

s

Financialorganisation

sSeed corn/venture

capital

Standards

Regulation

Multinationals

SMEs

Local final customers: Firms/ households /

Government

FDI /Trade/

Remittance s

Skillsinflowfrom

diaspora

System

-wideInputs

(Gambia)

Globalinputs

Technologyinflow

IPRregime

Overseas finalcustomers:Export

s

Trade /industryassociation

sLegislative regim

eSocial /culturalnorm

s

Globalsocial/culturalnorms

Globalinnovatio

n system

Otherglobalinputs

Bridging org’

s

ResearchBase

Production network

Final

Researchinstitutes

Universities

Privatesectorresearc

h

Polytechnics/Training

institutes

SMEs

Largecorporation

s

Financialorganisation

sSeed corn/venture

capital

Standards

Regulation

Multinationals

SMEs

Local final customers: Firms/ households /

Government

FDI /Trade/

Remittance s

Skillsinflowfrom

diaspora

System

-wideinput

s

Globalinputs

Technologyinflow

IPRregime

Overseas finalcustomers:Export

s

Trade /industryassociation

sLegislative regim

eSocial /culturalnorm

s

Globalsocial/culturalnorms

Globalinnovatio

n system

Otherglobalinputs

Bridging org’

s

ResearchBase

Production network

Final


entrepreneurs

Networking promotion efforts should take into account existing social infrastructures andbuild future actions upon it.

Identified constraints: segmentation of associative organizations

There are numerous professional organisations in The Gambia, all of which representmembers with interest in private sector and entrepreneurship development. Besides thetwo main representatives of the private sector (Gambia Chamber of Commerce andIndustry and AmCham), there is also the Association of Small Entrepreneurs (Asset), theAssociation of Gambia Entrepreneurs, the Young Entrepreneurs Association, theAssociation of Arts and Craft Entrepreneurs, the Association of Farmer Educators andTraders the Gambia Hotel Association, the Gambia's Women Finance Association.Bringing them into an umbrella network or coalition of stakeholders may be an effectiveway of deriving economies of scale, where there is an appetite for sharing informationand prioritizing and pursuing common interests. Whilst this may seem obvious, it is notalways the case and sectional interests may be much easier to pursue, depending on thepeculiar political economy of each country.

Priority actions: Strengthen the associative network.

• Use the different programmes as a base to promote the setting up of "alumninetworks "(e.g. Empretec Family Forum and others).

• Work with the numerous existing associations of professionals in The Gambia toimprove information sharing and provide incentives to group them into anumbrella network.

• Engage and support returnee Gambian diaspora networks to start/and or supportlocal businesses, using their international networks.

BibliographyAfrican Development Bank Group. 2011. “The Gambia: Country Gender Profile.”African Development Bank Group.Bensouda, Amie. 2013. “Improving Land Sector Governance in The Gambia.

Implementation of the Land Governance Assessment Framework (LGAF).”

“Education Policy 2004-2015.” 2004. Department of State for Education.

GIEPA. 2013. “National Export Strategy 2013-2017.” Gambia Investment and ExportPromotion Agency.

Hood, C. 1991. “A Public Administration for All Seasons” 69: 3–19.

ILO. n.d. “Decent Work Country Progamme The Gambia 2015-2017.”

IRENA. 2013. “Renewable Readiness Assessment 2013.” IRENA.

Malanding, Jaiteh. 2010. “Climate Change and Development in the Gambia.” Center forInternational Earth Science Information Network (CIESIN).

Ministry of Energy. 2013. “Renewable Energy Act 2013.” Ministry of Energy, Republicof The Gambia.

Ministry of Finance and Economic Affairs. 2011. “Programme for Accelerated Growthand Employment (PAGE) 2012-2015.” Ministry of Finance and Economic

customerscustomers


Affairs.

Ministry of Women’s Affairs. 2010. “The Gambia National Gender Policy 2010- 2020.”Ministry of Women’s Affairs.

Mitchell, J., and J. Faal. 2008. “The Gambian Tourist Value Chain and Prospects forPro-Poor Tourism.” Working Paper 289. ODI.

MOTIE. 2011. “The Gambia Trade Policy 2011.” Ministry of Trade, Industry, RegionalIntegration and Employment.

MOYS. n.d. “Gambia National Youth Policy 2009-2018.” Ministry of Youth and Sports.

Osborne, D., and T. Gabler. 1992. Reinventing Government: How the EntrepreneurialSpirit Is Transforming the Public Sector. Addison Wesley.

Rhodes, R.A. 1997. Understanding Governance: Policy Networks, Governance,Reflexivity and Accountability. Open University Press. Buckingham.

Ssewanyana, J., and M. Busler. 2007. “Adoption and Usage of ICT in DevelopingCountries: Case of Ugandan Firms.” International Journal of Education andDevelopment Using Information and Communication Technology 3 (3).

“The National Strategic Framework for the Development of Microfinance in theGambia.” 2006. Sahel Invest Management Intl.

The World Bank. 2016. “Ease of Doing Business 2016 - The Gambia.” The World Bank.

UNCTAD. 2014. “The Fisheries Sector in the Gambia: Trade, Value Addition and SocialInclusiveness.”

UNDP. 2015. “NAMA Design Document for Rural Electrification with RenewableEnergy in The Gambia.”

“Vision 2020.” 1996. Government of The Gambia.

WTO, UNWTO, and OECD. 2013. “Aid for Trade And Value Chains in Tourism.”

Annexes

Figure 4: UNCTAD's survey results for The Gambia


UNCTAD survey: The scores of areas, components and indicators range from 0 to 1with 0 as the least competitive level. Through a simple arithmetic average, therelevant indicators are aggregated to give the score for each component, which in turnare aggregated to give a total score per area.

Figure 5: UNCTAD's survey results by areas


Table 6: Weakest and strongest policy components in the Gambia'sentrepreneurship policy

Pillar Item Rank ComponentWeakest

Faciltating technology exchangeand access to finance

4C 0.032258

Build bridges between public bodies,research institutions, universities and theprivate sector

Enhancing entrepreneurshipeducation 3C 0.072413 Train teachers Improving access to finance 5B 0.088881 Promote funding for innovation

5A 0.090958

Improve access to relevant financialservices on appropriate terms

Enhancing entrepreneurshipeducation 3D 0.133333 Partner with the private sectorStrongest

Promoting Awareness andNetworking 6A 0.267571

Highlight the value of entrepreneurship tosociety and address negative culturalbiases

Faciltating technology exchangeand access to finance 4B 0.28172

Promote inter-firm networks that helpspread technology and innovation

Formulating NationalEntrepreneurship Strategy 1D 0.293561 Measure results, ensure policy learning

1B 0.302273Ensure coherence of entrepreneurshipstrategy with other national policies

1C 0.338807 Strengthen the institutional framework

5


gambia entrepreneurship policy final draft

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