FOURTEENTH QUARTERLY PERFORMANCE REPORT by pengxiuhui

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									Dynamise les entreprises sénégalaises




                               Accounting Revision Working Session for MEC-PROPEM


FOURTEENTH QUARTERLY PERFORMANCE REPORT
01 April 2003– 30 J une 2003

USAID PROJECT :      685-C-00-00-00002-00
SUBMITTED TO:        USAID/SENEGAL
                             PRIVATE SECTOR STATEGIC OBJECTIVE (SO1)

SUBMITTED BY:        CHEMONICS INTERNATIONAL
                     DYNA ENTREPRISES PROJECT

DATE :               15 JULY 2003
CONTACT :            TEL : (221) 865-1737
                     FAX : (221) 824-7347
                     EMAIL : INFO@DYNENTREPRISES.COM
                                  ACRONYMS
ACEP         Alliance de Crédit et d’Epargne pour la Production

ACRA         Association de Coopératives rurales en Afrique et en Amérique Latine

AFEPES       Association des Femmes pour la Promotion de l'entreprise au Sénégal

APIMEC       Association Professionnelle des Institutions Mutualistes ou Coopérative
             d’Epargne et de Crédit au Sénégal

ARAN         Associations rurales des Agriculteurs de Notto

ARLS         Associations Rurales de Lutte contre le Sida

ASCVEC       Association des Caisses Villageoises d'Epargne et de Crédit

ASESCAW      Association Socio-Educative et Culturelle des Agriculteurs du Walo

AT/CPEC      Assistance Technique aux Caisses Populaires et d’Epargne et du Crédit

BNSTP        Bourse Nationale de Sous-Traitance et de Partenariat du Sénégal

BOA          Basic Ordering Agreement

CAMC         Centre d’Arbitrage, de Médiation et de Conciliation

CAMPC        Centre Africain de Management et Perfectionnement des Cadres

CAPAF        Programme de Renforcement des Capacités des IMF en Afrique
             Francophone

CCBM/EBI     Comptoir Commerciale Bara Mboup - Espace Bureautique Informatique

CECMAK       Mutuelle d'Epargne et de Crédit des Artisans de Kolda (MEC AK)

CESAG        Centre d’Etudes Supérieures en Gestion

CETF         Centre d’Enseignement Technique Féminine

CGAP         Groupe Consultatif d’Assistance aux Plus Pauvres

CIPE         Center for International Private Enterprise

CLEC         Caisses Locales d’Epargne et de Crédit

CLEC BAKEL   Caisses Locales d'Epargne et de Crédit de Bakel

CLIN         Contract Line Item




                                         i
CMS          Crédit Mutuel du Sénégal

COCOGES      Collectif des Femmes Commerçantes du Groupement Economique
             Sénégalais

COFDEC       Collectif des Femmes pour le Développement de l’Epargne et du Crédit

CONACAP      Conseil National pour la Promotion et le Développement des Caisses
             Populaires

CREC         Caisses Rurales d’Epargne et de Crédit

CSE          Centre de Suivi Ecologique

CTC          Community Training Centers – Peace Corps

DID          Développement International Desjardins

ECI          Edelman Communications International

ENDA         Environnement Développement en Afrique

FDEA         Femme Développement Entreprise en Afrique

FEMUNI       Association des Femmes de la Cité des Nations Unies

FIARA        Foire Internationale de l’Agriculture et des Ressources Animales

FNGPF        Fédération Nationale des Groupements de Promotion Féminine

FNPJ         Fonds National de Promotion de la Jeunesse

GEC          Groupement d’Epargne et de Crédit

GERME        Gérer Mieux Votre Entreprise

GIE          Groupement d’Intérêt Economique

GOS          Government of Senegal

GRAMC        Groupe de Recherches et d'Actions avec les Minorités Culturelles

GTN          Global Technology Network

IBI          International Business Initiatives

ILO          International Labor Organization

INTER-CREC   Entre les Caisses Rurales d’Epargne et de Crédit

IPD-AOS      Institut Pour le Développement / Afrique de l'Ouest Sahel

ISPEC        Institut Supérieur Panafricain d’Economie Coopérative

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IT           Information Technology

ITA          Institut de Technologie Alimentaire

KIR          Key Intermediate Result

LOP          Life of Project

MCEG NAFA    Mutuelle de Crédit et d’Epargne et de Guarantie (Nafa is “billfold” in Wolof)

MEAC         Monitoring, Evaluation, Analysis and Communication

MEC          Mutuelle d’Epargne et de Crédit

MEC ARTZIG   Mutuelle d'Epargne et de Crédit des Artisans de Ziguinchor

MEC FADEC    Mutuelle d’Epargne et de Crédit de la Fédération des associations
             Développement Communautaire

MECFAM       Mutuelle des Femmes du Mouvement Acapes

PAEP         Programme d’Appui à l’Entrepreneuriat Paysan

PAID/WAS     Panafrican Institute for Development / West Africa Sahel (IPD-AOS)

PAMECAS      L'Union des Mutuelles du Partenariat pour la Mobilisation de l'Epargne et
             du Crédit

PAMEF        Programme d’Appui à la Mobilisation de l’Epargne dans la Francophonie

PKUMEL       Groupement d'Epargne et de Crédit de Pkumel (GEC PKUMEL)

PMC          Performance Management Consulting

PMP          Performance Monitoring Plan

PPMEH        Projet de Promotion des Petites et Moyennes Entreprises Horticoles

PROFEMU      Programme des Femmes en Milieu Urbain

RECEC        Réseau des Caisses d’Epargne et du Crédit des Femmes de Dakar

REMIX        Réseau d’Etudes et d’Informations pour la Minimalisation des Risques
             d’Exploitations

RESIG        Réseau Sénégalais d’Institutions GERME

RTT          Results Tracking Table

SEAD         Small Economic Activities Development



                                         iii
SMI           Savings Mobilization and Investment

SO            Strategic Objective

TDC           Technologie Développement Consultance

UFC           Union des Femmes Commerçantes

UGF-PAME      Union des Groupements Féminins du Programme d’Appui aux
              Microentreprises

UMEC          Union des Mutuelles d’Epargne et de Crédit - Sédhiou

UMECU         Union des Mutuelles d’Epargne et de Crédit d’UNACOIS

UM PAMECAS    Union des Mutuelles du Partenariat pour la Mobilisation de l'Epargne
              et du Credit

UNACOIS       Union Nationale des Commerçants et Industriels du Sénégal

UNACOIS-DEF   Union Nationale des Commerçants et Industriels du Sénégal –
              Développement-Economie-Finances

UNAFIBS       Union Nationale des Acteurs de la Filière Banane Sénégalaise

USAID         United States Agency for International Development

USU           Umbrella Support Unit




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                        QUARTERLY PERFORMANCE REPORT

                    Dyna-Entreprise Senegal - Chemonics Contract

                                      April 2003 – June 2003
                                         Quarter 14 of 20

CONTRACTOR:                 Chemonics International, Inc.
CONTRACT #:                 685-00-00-C-00002-00
REPORTING PERIOD:           April 2003 – June 2003 (Quarter 14 of 20)
USAID OFFICE:               Strategic Objective 1

I. EXECUTIVE SUMMARY

The Dyna Administration actively supported project activities in this quarter through its four main
divisions of logistics, contracting, accounting, and human resources. Major events dealt with by
Administration over the reporting period were the permanent closure of the Dyna Tambacounda
office, refinement of a new project administration and accounting manual, and budget forecast
analysis. The DynaTamba office was successfully closed out at the end of June as planned. The
majority of its equipment was transferred at no-cost to the new USAID Ag/NRM project, permanent
staff were released, and the BDS and MF technicians reassigned to Kolda and Ziguinchor
respectively. All Administration divisions provided input to the work of a local consultant engaged
to improved Dyna’s existing administration and accounting manual to make it more streamlined
and efficient. The logistics division worked to complete an inventory of equipment procured by Dyna
and installed at 28 different microfinance partners’ branch offices throughout Senegal. Also,
logistics cleared a major computer equipment purchase for PAMECAS through customs valued at
about $280,000 that will be installed in the coming months and which will complete the final stage of
the information technology solution Dyna agreed to provide.

The Dyna Microfinance Team added 7 new institutional partners in this quarter which brings the
total number of microfinance organizations under protocol agreement to 48. It is estimated that the
percentage of Senegal’s microfinance market served by all of Dyna’s institutional partners is 90%
which is an indicator of the potential depth and breadth of project impact to the sector. Support
activities to our partners in the period covered a full range of capacity building interventions
including the provision of training, equipment, and organizational development activities. While our
partners’ demand for training remains a constant need that we support, we see at this stage of the
project cycle a shift in assistance requests towards computerization for larger institutions and
accounting revision for partners of all sizes. In the quarter the microfinance team worked to provide
information technology solutions to PAMECAS, RECEC, CMS, UMEC and ACEP. In the
accounting revision area 9 partners with 80 branch offices received assistance to arrive at accurate
account balances, improve internal control systems, and develop accounting supports and manuals
as needed.

The Dyna Business Development Services (BDS) Division continued to do much with little.
Because of a relatively small CLIN budget BDS has been forced to seek the greatest return on its



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resources and insist on cost participation to the fullest extent possible. As a result, nearly all the
interventions it leads are financially supported by the BDS beneficiaries. This bodes well for

the likelihood that the private sector will pick up where the BDS division leaves off. During the
period examples of this were found in the major sub-sectors in which BDS works. In the horticulture
sector 7 leaders from Kolda paid 20,000 FCFA each to participate in a study tour to visit a
successful horticulture federation located in the Thies area. In the banana sector Dyna BDS
developed and published a Producers’ Guide that is being sold at 2,000 FCFA each. In the poultry
sector new actors are joining the national association FAFA and its members agreed to finance
new investments in improved slaughterhouses, storage, transport and commercialization. Some
rural radio stations supported by Dyna BDS reported more than 200% increases in monthly
revenues since receiving project assistance. The Business Development Association of Senegal,
which formed after Dyna organized Business Forums in Mbour, put on a new event termed BizFoire
with minimum outside assistance. Other activities of the BDS division for the reporting period are
described later in this report.

Monitoring, Evaluation, Analysis and Communication (MEAC) at Dyna this quarter supervised the
completion of the 3 Harvard Business School type case studies. The finished products of two BDS
cases and one MF were presented to leading Senegalese business school professors and
department heads who expressed interest to utilize them in their curriculums. An impact evaluation
of Dyna support to 4 microfinance partners was completed that provided useful insights on our
capacity building efforts to the sector. New digital videos were produced on the impact of
computerization at our partner PAMECAS as well as on Dyna’s participation at a rural fair in Kolda.
Other videos are in process. At the end of the reporting period MEAC compiled and submitted
Microenterprise Results Reporting (MRR) 2002 for 32 of Dyna’s microfinance partners and also an
MRR on our BDS division’s activities. Also, MEAC’s director accompanied USAID’s SO1
monitoring and evaluation expert to Ziguinchor where a Data Quality Assessment on Dyna was
conducted.

Approximately 70% of the project has been completed and 74% of the project budget has been
expended. Quarterly project expenditures were the highest on record at $2.58 million, or 42% more
than the previous quarter. This spike in the historical expenditure trend was due to a large
computer purchase for PAMECAS (~ $280,000) and the Award Fee (~ $95,000) which were both
registered in May. However, the timing of this anomaly created a cash flow crunch in June as the
project’s obligated funds were nearly depleted. This in turn triggered a project-wide budget
forecast analysis spearheaded by Administration. Some breathing room was given when USAID
provided a new obligation of $750,000 on 24 June 2003 with the promise of an additional $4
million obligation by the end of fiscal year. Overall, the CLIN categories of Labor and Microfinance
accounted for 87% of all expenses, even with the Award Fee included. In the BDS CLIN, only
$256,327 remained in the LOP budget balance, which will be exhausted in less than 5 months at
current expenditure levels. This coupled with the impact of the weak dollar on the budget will mean
that an amendment to reallocate funds across line items will be needed in the next quarter.




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II. BACKGROUND

This is the 14th Quarterly Report of the USAID Senegal funded project to support the Private Sector
Strategic Objective (SO #1). The strategic objective is

              to achieve sustainable increases in private sector income generating activities
              in selected sectors.

The two key intermediate results (KIRs) supported by this project are

   (1) improved access to financial services by microenterprises and small business
       entrepreneurs and

   (2) adoption by more microenterprises and small/medium enterprises of best technical and
       managerial techniques.

The project mandate is a geographic focus around Dakar’s peri-urban surroundings (Pikine and
Rufisque departments within Dakar Region and Thies Region) and rural areas in the south (Kolda,
Tambacounda, and Ziguinchor regions). The implementing team is comprised of two in-country
contractors (Chemonics International and the Umbrella Support Unit) and an expanded team
including two subcontractors (International Business Initiatives and the Center for International
Private Enterprise) plus the USAID Senegal Strategic Objective #1 team. The two technical teams
within the project, Microfinance (MF) and Business Development Services (BDS or BizDev),
correspond directly to the two KIRs listed above. The project is locally named “DynaEntreprises
Sénégalaises” to denote the objective to “dynamize” or catalyze the entrepreneurial sector in
Senegal by addressing the constraints confronting the private sector in their access to financial
resources and quality of human, technical and managerial resources. Partners and clients shorten
this formal name to “DynaEntreprises” or just “Dyna”.




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14th Quarterly Report                                   DynaEntreprises Sénégalaises



III. ADMINISTRATION

The Dyna project’s Administrative and Finance Department (DAF) plays a key role in the
implementation of project activities and the achievement of results. The DAF is divided into four
main operating sections responsible for logistics, contracts, accounting and human resources.
Major events which influenced its work during this quarter were the close-out of Dyna’s regional
office in Tambacounda, the readjustment of project budget and expense projections, and the
slowdown in contractor payments in June while awaiting a new obligation of project funds. Details
on the department’s activities are presented below.

A. Logistics. A major element of Administration’s responsibilities is the procurement, placement
and management of office and information technology equipment to improve the capacity of Dyna’s
microfinance clients. In this reporting period logistics processed new orders for equipment as well
as completed a physical check of all equipment previously purchased, delivered and installed at
partner facilities throughout Senegal. Since the beginning of the project Dyna has provided various
types of equipment to 28 different microfinance partners, many with multiple branch office locations.
The total purchase value of equipment and security improvements to-date for microfinance partners
is almost $2 million. Before the close of the project, ownership of the equipment is expected to be
transferred to the local partner provided project protocols are met and USAID approval to transfer is
received.

In the quarter a computer purchase valued at around $280,000 for the PAMECAS network was
made in the states and delivered to Senegal in June. Administration cleared the items through
customs and delivered the 79 workstations, 24 servers, and 24 kiosk PCs to PAMECAS for
deployment to network branch offices in the coming months.

At the end of June the Dyna Tambacounda office close-out was completed. The lease on the rental
property was terminated and the office space is being returned to its original condition. Upon
receiving authorization from USAID and other relevant authorities the bulk of DynaTamba’s office
equipment was transferred at no-cost to the new USAID Ag/NRM project based in Tambacounda.

B. Contracts. Because of Dyna’s outsourcing strategy the contract department is key to the
smooth scheduling and delivery of project assistance by local service and product suppliers.
Besides conducting financial negotiations of contracts prior to signature it also monitors contractor
compliance and facilitates payments upon approval of deliverables. Over the quarter 56 new
contracts were signed as seen in the accompanying table. Of the 56 new contracts signed, 20
were to establish 2 new BOA pools.                                     April-June 2003 Oct-June 2003
The two BOA pools that were                Fixed Cost Contracts               4             39
competitively bid were a microfinance      Consultants Contracts              5             18
BOA Strategic Planning pool with 11        BOA Terms of Reference             27            64
service providers and a BDS Training       New BOA Pools                      20            93
pool with 9 service providers selected.               TOTAL                   56            214



                                             Table 1: Numbers of New Signed Contracts



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The contracting department was intimately involved in the project budget review by furnishing
detailed information on all outstanding contracts, including a month-by-month forecast of payments
on future deliverables. Given that the value of local contracts outstanding is approximately
$600,000, details on outstanding contract commitments were key for the BDS and MF technical
departments who used this information to analyze their own budget forecasts and timing of
activities. The contracting department was also involved in the refinement of Dyna’s procedure
manual and the preparation of documents related to the closeout of DynaTamba.

C. Accounting. The volume of work handled by the accounting department is highly dependent on
the pace of activities in the technical departments and the rest of administration. This is to be
expected as its central responsibility is payment and recording of project expenses including
salaries, contractor payments on approved deliverables, and payments for other goods and
services. Total project billings over the 3-month period ending May were $2.58 million, the largest
quarter to date. However about $400,000 of this is attributable to invoices for the award fee and
the PAMECAS equipment procurement.

During the reporting period Accounting was also directly involved in three other activities, the first of
which was the completion of an updated administration and accounting manual. The department
worked closely with a local consultant engaged to improve Dyna’s existing manual in order to make
operations more streamlined, efficient, and effective. The Accounting department also contributed
to the project-wide budget analysis. Lastly, Accounting was intimately involved in the closure of the
DynaTamba office including the calculation and payment of closeout costs.

D. Human Resources. The major activity of the Dyna Human Resources Division this quarter, in
addition to its regular duties, was the close out of the DynaTamba office. To that end meetings
were held with the Inspecteur de Travail and the Tamba office staff to ensure that Senegalese
labor law was respected. Departing staff signed separation agreements in conformance with
Chemonics’ policy and local legislation. Two DynaTamba technical staff from BDS and MF
transferred to Dyna’s Kolda and Ziguinchor offices, respectively. Their responsibilities will remain
unchanged in their new location.

During the quarter two Dyna staff attended training in the U.S.A. The Director of Accounting and
Finance (DAF) participated in a leadership training at Cornell University and a member of the
MEAC department attended workshops in Washington D.C. on USAID policies and procedures.

E. Administration in the Next Quarter. During the next quarter Administration will be focused on
the fiscal year end close as well as maintaining tight monitoring of project budget versus expenses
and cash flow forecasts. Budget analysis will require inputs from all departments and decisions will
be taken on the timing of project contraction in the fifth project year. It is likely that many of these
decisions will emerge out of the annual Dyna strategic planning meeting which takes place around
the close of the current fiscal year and the start of the next.




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IV. MICROFINANCE SUPPORT - MFI

The Dyna Microfinance Team added 7 new institutional partners in the last quarter bringing the total
number of organizations with which Dyna has signed protocol agreements to 48. Dyna’s new MF
partners are listed in the Table below. It should be noted that Dyna’s 48 microfinance clients include
many that operate more than one credit union office so that the total number of service points or
“caisses” that have been or will be impacted by the project is 408. According to some estimates,
in terms of savings                                  CREDIT                 SAVINGS
mobilized and loans        NEW PARTNERS                                                      MEMBERS
                                                FCFA         USD        FCFA        USD
outstanding, the MF       MEC LIBERTE &
partners with which       DEVELOPPEMENT 93,447,565           166,871 323,187,236    577,120        1,395
Dyna has signed           CLEC Bakel          12,210,000      21,804 42,656,310      76,172          599
protocol agreements       ASCVEC              17,080,720      30,501 22,855,865      40,814        3,719
account for about         MECARTZIG          321,427,258     573,977 21,689,720      38,732          610
                          AFEPES              12,525,500      22,367   5,494,200      9,811          961
90% of the total          CECMAK               2,700,000       4,821   4,712,360      8,415          210
microfinance service PKUMEL                      750,000       1,339   1,680,500      3,001          201
market in Senegal.        TOTAL              460,141,043     821,680 422,276,191    754,065        7,695
                        EXCHANGE RATE: $US / FCFA = 560


                            Table 2: New Dyna Microfinance Clients Added this Quarter

The Microfinance department’s support activities over the quarter included interventions in all three
categories described in earlier reports: Training, Equipment and Organizational Development. As
always, assistance was demand-driven according to client needs. However, the two sub-
categories of computerization and accounting revision continue to account for an increasing
percentage of Dyna’s support to the sector. In addition this period saw greater use of “stagiares”
placed within MFIs and supervised by consulting firm subcontractors to help the MFI implement
capacity-building changes. Details of the Microfinance team’s activities in these and other
categories are presented below.

A. Training. Dyna has traditionally supported four sub-types of training that include microfinance,
information technology, entrepreneurship and sector-wide training.

1. Microfinance Training Dyna continues to offer training tailored to client demand provided
through subcontracts with local service providers and consulting firms. These trainings generally fall
within the two categories of basic functioning of a microfinance institution and accounting. Dyna-
sponsored training includes a follow-up program where the service provider makes field visits to the
client to help ensure that new knowledge is applied in the workplace.

   a) IMCEC CCF (Christian Children’s Fund. Training was held for 131 staff (67 women) on
      MFI planning, management, accounting and financial management. Following the first
      follow-up visit it was determined that operating procedures and supporting documents
      needed revision and this will be the subject of future support.




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   b) MECART NOTTO. A final report on the results of training and follow-up at this MEC
      concluded that its slow development was due to weaknesses in management. The structure
      is considering what steps to take next.

   c) MEC LAWTON. An analysis following training showed a positive evolution reflected in a
      78% increase in members over the first 7 months of Dyna’s assistance.

   d) MEC NOELM APF. Following training sessions a General Assembly General was called to
      invigorate the membership and take concrete actions to solve the problem of loans in
      arrears.

   e) UFC. Following the conclusion of training 5 stagiares were enlisted and placed at the
      disposition of UFC in order to ensure application of training knowledge at the weakest UFC
      branch offices which were identified in follow-up visits. They will work under the supervision
      of the local firm which conducted the training.

   f) CMECAT & GANDA. At the conclusion of training and follow-up visits to these two
      structures it was decided that stagiares would be recruited to help ensure implementation of
      agreed-upon changes. They will be under the supervision of the same consulting firm who
      led the training.

3. Entrepreneurship Training. Follow-up visits were made to the top 15 participants from among
the 85 UMECU staff attending earlier Making Cents (MC) “Esprit d’Entreprise” and “Entreprendre”
trainings. It is expected that these 15 will assist MC Master Trainers to present future training on
these modules in their respective branch offices.

4. Sector Training. Dyna supported 48 clients and partners at three different CGAP-produced
training modules delivered by REMIX/CAPAF during this reporting quarter. The three modules
were: (1) Business Plans and Financial Projections (2) Managing Arrears and Setting Interest
Rates and (3) Accounting Principles for MFIs. Dyna picked up 75% of the total cost of the training.
Dyna also supported training for 6 participants in a workshop on telephone networks for businesses
conducted by the firm FORINVEST.

B. Equipment. Dyna supplies MFIs with basic office equipment and security enhancements to
allow them to professionalize their services. Also where warranted by credit union size information
technology solutions consisting of computer hardware, software and training are also supported.

1. Office & Security Equipment. The majority of this equipment consists of tables, desks, chairs,
and filing cabinets complemented with security enhancements that can include safes, counterfeit
detectors and protective grillwork. Microfinance institutions receiving equipment in the latest
reporting period included multi-branch office networks and proto-networks (RECEC, FNGPF,
COCOGES, UMECU) and an individual institution (UGPF).

2. Information Technology (IT) Equipment. Dyna’s work in this assistance category is proceeding
on schedule. Details regarding specific MF partners are found below.


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   a) PAMECAS. A major procurement valued at around $280,000 was made in the U.S.A. and
      delivered to PAMECAS headquarters in June. The purchase included 79 workstations, 24
      servers, and 24 PCs designated for kiosk use. Dyna had already computerized 4
      PAMECAS branches and the headquarters with their software (SAF2000) as well as cabled
      19 PAMECAS offices and procured other IT equipment (Matrix and Laser Printers, UPS,
      etc…) locally. This latest purchase will be deployed in the coming period by the Dyna-
      trained PAMECAS Information Technology Department.

   b) RECEC. A call for bids on computer equipment for RECEC’s headquarters was launched
      locally for purchase and installation next quarter.

   c) CMS. Refinement of CMS’s network-wide information system design (LAN and WAN) for
      its 64 branch offices, 8 regional centers and network headquarters continues to move
      forward. Dyna identified CFAO Technologies to conduct the design study and several
      tripartite meetings between Dyna, CMS, and CFAO were held in the reporting period.

   d) UMEC. Site visits to this 24 branch office network were conducted to finalize the terms of
      reference for the cabling and information system equipment purchase.

   e) ACEP. A call for bids was launched to study and propose an information system design for
      this network of 7 regional offices plus 13 branch offices.

C. Organizational Development. Actions supported within this activity area include strategic
planning, teambuilding, accounting support, new product development and marketing.

1. Strategic Planning. Microfinance partners requesting help with strategic planning typically seek
answers to questions regarding vision, organizational structure, and growth.

   a) PROFEMU. A local consulting firm, “Association Conseil Pour l’A ction” (ACA), was
      selected following a competitive bid process to lead a strategic planning exercise for this 7
      branch network of about 10,000 members. Work will commence in the next period.

   b) ARS and ARAN. These two rural associations received assistance to further their plans to
      merge their 50 small village-based, mostly informal GECs into a single structure.

   c) RECEC. A Dyna-sponsored case study featuring this 16 branch office network was used as
      a springboard by RECEC to conduct a strategic reflection on its organizational vision and
      structure.

2. Teambuilding. A 4-day teambuilding exercise for 23 elected officials and technicians was held
in April. Discussion centered on defining a vision for UMEC over the next 4 years that led to
agreement on and adoption of new statutes and plans to improve governance and loan portfolio
management.



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3. Accounting Support. Audit and revision of accounting procedures has become the most widely
demanded technical assistance activity amongst Dyna’s partners. In the quarter 9 MFI
organizations with 80 branch offices began working with local consulting firms that were members
of Dyna’s new Basic Ordering Agreement (BOA) pool launched this year. Typical terms of
reference included determination of accurate account balances, accounting procedure audit, and
specific recommendations to improve existing accounting and control procedures. As this work
progresses branch by branch, management receives a clear and accurate picture of the quality of
its credit union operations and the strengths and weaknesses of existing systems, procedures, and
staff compliance.


ORGANIZATIONS # OFFICES                             LOCAL CONSULTING FIRMS
UMECU             50            Africonsult, Access Finance, REMIX, BST Consult, Mutualité Finance
RECEC             16                 Africonsult; Mutualité Finance; Sen Ingénierie; Badara Dione
MEC FADEC          3                                             REMIX
MEC EGAM           1                                          Badara Dione
MEC PROPEM         1                                         M21 Finances
MECART NOTTO       1                                   Cabinet Thiaw & Assoc.
UGPF               1                                           CONACAP
MEC HANN           1                                             REMIX
INTERCREC          6                                  M21 Finances, BST Consult
   TOTAL          80

                        Table 3: MFIs Receiving Accounting Support This Quarter

4. New Product Development / Marketing. Work was completed at UMECU to research and
develop new loan products with sizes greater than FCFA 5 million. The addition of new loan
products of this size will necessitate significant changes in current operations in order to properly
evaluate and process loan applications as well as to evaluate and control risk for this new loan
portfolio segment. Implementation of the new loan products will begin next quarter with the
assistance of the same local service provider (REMIX) and international consultant that conducted
the new product research.

5. Marketing. Three partners received technical assistance from members of Dyna’s BOA
Marketing pool of pre-qualified local consulting firms.

   a) MEC PROTES. In May MECPROTES worked with a local firm who trained 24 members
      and helped them develop marketing supports aimed at increasing membership and
      mobilizing savings.

   b) MUPROEL. A request for competitive bids was launched for MUPROEL to identify a local
      consulting firm that will develop and implement a marketing plan to increase membership
      and revenues.




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D. Microfinance Next Quarter

The major activities the next quarter will center on the accounting revision sub-category of
organizational development and the IT sub-category of equipment. Six partners expected to be
added to those already receiving accounting revision assistance include: PROFEMU, APROVAG,
CEMECAT, CLEC de Bakel, CAPED, and PPMEH. In the IT area competitive bids will be
requested and orders placed to begin equipping CMS with a network-wide information technology
solution. At PAMECAS the recently arrived equipment will be configured and deployed to branch
offices to create the local area networks (LANs) that will be linked to form the PAMECAS wide area
network (WAN).

The increasing use of stagiares placed at partners and working under the supervision of local
consulting firms is expected to continue. Experience has shown it to be an effective way to assist
partners to make concrete changes in operations following training and technical assistance
interventions.




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V. BUSINESS DEVELOPMENT SERVICES - BDS

The Business Development Services (BDS) Team activity for the third quarter of fiscal year 2003
focused on deepening activities in the major sub-sectors with which it has worked. Sub-sectors
receiving the greatest strengthening this quarter were horticulture, dairy, banana, and poultry. In
addition BDS led a number of activities to strengthen professional associations, rural radio, and the
propagation of new agricultural and environmental technologies.

A. Horticulture Market. Key BDS objectives for this sub-sector are to improve crop
diversification, market responsiveness and management practices. Strategic BDS activities
center on the promotion of technology transfer and the reinforcement of market chain linkages and
coordination with other support organizations and programs.

BDS first started its support to this sub-sector in December 2001 by assisting 5 groupements in
the Kolda region. Since that time the nucleus of horticulture clients has expanded to 11
groupements spread over 5 villages in the commune of Vélingara. The 5 villages are Saré Colly
Salé, Saré Oura, Kabendou, Sinthian Souma, and Bagadadji. Over the course of the BDS
assistance program 266 growers, of which 259 are women, received technical training from a
horticultural expert and two junior experts. In April, 7 leaders from these groupements paid 20,000
FCFA each to participate in an exchange visit to Niayes in Thies. While on the visit they learned
how a successful federated structure was created to tackle common problems facing horticulture
market actors in Niayes. Knowledge gained from this visit will be transferred to solve similar
problems faced in the home market of the Kolda participants.

B. Dairy Market. BDS objectives for this sub-sector are to stimulate the production of dairy
products that meet market needs. During this reporting period the Ad Hoc Dairy Committee, a
forerunner to a representative dairy association, expanded to take in new localities of Tamba,
Dahra, Linguère, Dakar and Podor. As a result of Committee meetings in Anambé and Tamba
during the quarter, the Committee decided the time was ripe to transform itself into the Fédération
Nationale des Acteurs de la Filière Lait au Sénégal (FENAFILS). Dyna BDS agreed to support
this development by making available a consultant who will help bring about the creation of this new
federation.

C.       Banana Market. BDS objectives for this sub-sector are to facilitate improvements in
quality, efficiency, and organization of Senegal’s banana commodity chain with an eye towards
increasing penetration into local, regional, and international markets. During the quarter principal
activities included publication of a banana producer’s guide, training sessions, and sensitivity
campaign meetings. The producer’s guide describes banana production and handling techniques
that conform to international quality standards. It will be sold at a cost of 2,000 FCFA each. This
134 page pictorial and text guide has been a year in research, testing and verification. BDS’
worked closely with the banana sector federation (UNAFIBS) and a young agricultural consulting
firm (ISTIC) to produce the guide. Local producers following standards defined in the manual saw
their farm gate price go from 140 FCFA/KG to 170 FCFA, a jump of 21%. The quality, longevity
and presentation of the banana visibly increased at the consumer level. A high quality Tamba-
produced banana has been given the brand name Modie, which means “Top” in Poular.



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In June three training
                            LOCATION        DATE              TRAINING TOPIC               # PARTICIPANTS
sessions were organized
                               Sédhiou    12 - 14 June Production techniques and care of         12
by UNAFIBS on topics
                                                              banana plantations
covered in the banana           Tamba     16 - 18 June Packaging techniques and the 10           10
producer’s guide. Details      (Laboya)                    aspects of banana quality
are found in the table to       Podor     26 - 28 June Production techniques and care of         12
the right.                                                    banana plantations


                            Table 4: BDS Training for the Banana Sub-sector

D. New Agricultural and Environmental Technologies Market. Vetiver and new agricultural
and environment technologies also saw a major expansion and penetration during the quarter.
Vetiver was highlighted as a significant contributor to improved agricultural and water management
during the week-long activities of the Global Environment week both in Dakar and Kaolack.
Investments using vetiver were made in new banana plantations, treatment of waste water and in
the establishment of nurseries to protect 35 km of irrigation infrastructure. Dyna commenced work
on a short digital video exposing vetiver and its commercial value. The video will put on CD and
used in the Kiosk program to expand information dissemination among Dyna’s microfinance
institutional partners.

E. Poultry Market.. BDS activities in this sector centered on assistance to the Fédération des
Acteurs de la Filière Avicole (FAFA). In May FAFA increased its membership with the addition of
producer associations from the regions of St. Louis and Thies. FAFA also was approached by the
Ministère de la PME et du Commerce and the Ministère de l’Elevage who wished to learn more
about the concerns of the poultry sub-sector. The quarter also saw implementation of some
recommendations made by the consultant contracted by Dyna to study the market. On 19 June
FAFA ratified the recommendation that producer groupements put up 18 million FCFA each to
cover investments in poultry slaughterhouses, storage, transport, and commercialization.

F. Rural Radio Market. Dyna BDS has assisted rural radio stations to become more
commercially viable and to add innovative programming that targets the small and medium
business entrepreneur segment of its listening audience. Results reported during the quarter
testified to the positive impact of project interventions. FM Awagna reported recent monthly
revenues of 220,000 FCFA, up from an average of 93,500 FCFA while revenues at the station la
Côtière increased from 652,000 FCFA to 1,422,000. Both reported increased numbers of
sponsors and listeners.

G. Cross-cutting Activities.

1. Support to Professional Associations.

   a) ACS (Association des couturiers du Sénégal). ASC counts 3,000 members and runs 10
      training centers. In response to a request to improve ASC’s training centers, BDS recruited
      the Cabinet XL Consulting. Expected outcomes of BDS assistance will be quality

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       improvement and harmonization of training plans amongst the 10 centers in terms of training
       content and duration.

   b) APEFA (Association pour la Pérennité des
      Entreprises Familiales). The firm Pathé
      Connexion was recruited to help APEFA create
      a logo and develop a brochure. APEFA
      sponsored two training sessions, one on
      “Communication in Business” and the second on
      “Principals of Arbitrage and Mediation in Family
      Business”. Attending the latter training was a
      representative of the Minister of Small and
      Medium Enterprises.

                                                 Photo 1: Arbitrage and Mediation Training

   c) Xun Pang of DIASS. On 28 May Xun Pang invited 15 other structures (associations,
      consulting firms, credit unions) to Popenguine to exchange views on the professional
      management of associations.

   d) AST (Association des Soudeurs de Tamba) and AJMET (l’Association des Jeunes
      Menuisiers et Ebénistes de Tamba). Dyna extended the contract until the end of August of
      a junior expert put at the disposition of these two associations. He will continue to provide
      on-the-job assistance to help build management capacity and increase membership at the
      two associations.

2. GERME Training Modules. Fourteen trainees each paid 250,000 FCFA for a GERME training
and follow-up sessions led by Mr. Amadou LO of the local firm CFA. In a separate training, Ephata
Training Consulting organized a training costing 100,000 FCFA per participant. In both cases the
trainers acquired the training module product with Dyna assistance but this time each training
program was presented without any subsidies, wholly supported by the participants.

3. BizFoire Mbour. The Business Development
Association of Senegal (BDAS) is a permanent
organization that grew out of the Dyna-sponsored
Business Forums organized in April 2002 in Mbour.
From 30 April to 4 May BDAS put on a BizFoire in Mbour
at which 30 exhibitors displayed their products and
services to the public. Dyna BDS provided only limited
support for the marketing of the event. Over the 5 days of
the event 4,500 paying visitors were recorded. As a
result of this event’s success the commune of Mbour
promised to provide BDAS a 500,000 FCFA subvention
to repeat the Biz Foire in future years.                   Photo 2: BizFoire Mbour Exhibits



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4. NTIC (New Information Technologies and Communications).

   a) Cyber Café. In previous years BDS sponsored training sessions in how to start and
      manage a cyber café in rural areas. To meet popular demand for this training topic BDS
      arranged to have the training module formalized and burned onto CD ROMs. The CD ROM
      version contains 4 modules: gestion comptable d’un cyber, gestion marketing, gestion
      technique and volet juridique.

   b) Web Site Appels d’offres. Following two days of meetings that solicited feedback from
      more than 60users of this site a new version was launched on 16 April. The site address
      remains unchanged: www.appel-d-offres.sn

   c) Web Site Banana. BDS recruited the local firm E-Man Consulting to develop the content
      and launch a new web site that will be focused on the Senegalese banana sub-sector.
      Among other things the site will disseminate information on best-practices in the cultivation,
      harvesting, transport and marketing of the banana.

   d) NTIC stand at Biz Foire Mbour. The Dyna BDS team installed a cyber center at the Biz
      Foire event in Mbour. About 470 visitors to the exhibit paid 150 FCFA per hour to connect
      to the internet and given guidance on this information tool.

   e) Entrepreneur Management Tools. In response to a perceived need of entrepreneurs for a
      set of practical tools they could employ to better manage their businesses, Dyna contracted
      with the local firm CFPE to develop them. On 19 June CFPE organized a meeting of 20
      organizations to present the 4 booklets of management tools that it developed. Among the
      structures participating were PPEMH of Mboro, ANCAR, SODAGRI, ADEPME, ENDA-
      GRAF and PROMER. It was decided that a committee comprised of organizations present
      would develop an action plan over the next month to test the management tools on different
      entrepreneurs and sub-sectors prior to rolling them out to a wider audience.

   5. SODAGRI. Dyna BDS provided assistance to privatize the SODAGRI slaughterhouse
      complex in Anambé (Vélingara) over the last year. During the past reporting period
      SODAGRI, the Collectivités Locales, and local cattle breeders met in Tamba to discuss
      plans for the financing and purchase of the complex. Stakeholders tentatively agreed to the
      following shareholder proportions in any final purchase:
      • Breeders                   25%
      • Collectivités Locales 20%
      • SODAGRI                    10%
      • Private owners             45%


G. BDS Next Quarter. BDS activities planned for the next quarter include marketing of the CD
ROM “How to start and manage a Cybercafe”, training sessions on “Business Communication, and
technical assistance to rural radio stations provided by Xun Pang. In addition, work to assist FAFA



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14th Quarterly Report                                    DynaEntreprises Sénégalaises



in the poultry sub-sector is planned as well as advancing to the next stage in the privatization of the
SODAGRI Anambé slaughterhouse.




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VI. MONITORING, EVALUATION, ANALYSIS AND COMMUNICATION - MEAC

MEAC staff attended the MF technical team retreat in Dakar in June to reinforce the importance of
regular, accurate and timely results reporting from partners. It was also an occasion for MEAC to
be fully briefed on MF activities plans for the future.

A. Monitoring. Monitoring activities continue to focus on quarterly results reporting from the two
technical divisions of Dyna. The quarterly performance results for both MFI and BDS are presented
in Annexes A and B, respectively.

1. Microenterprise Results Reporting (MRR) 2002. During the last quarter MEAC compiled
information needed to complete MRRs on a total of 32 microfinance partners. This year the on-line
MRR reporting system was fully operational and MEAC was able to submit all reports via the
internet. An MRR for Dyna’s BDS activities was also submitted.

2. USAID mission to Ziguinchor. From May 19-20th MEAC’s director accompanied Ousmane
Ndao, SO1 team’s monitoring and evaluation expert, to Ziguinchor. The purpose of the visit to was
to conduct a Data Quality Assessment on Dyna. Meetings were held with DynaZig technicians, the
microfinance partners FNGPF and MUPROEL, and two local service providers Sud Informatique
and Groupe OCC. What emerged from the meetings was an appreciation of the role Dyna
technicians in the field, MF partners, and local sub-contractors each play in the collection of project
performance indicators.

B. Evaluation. The impact evaluation of the Dyna support program on several small, independent
MFIs (COFDEC, MECFAM, FEMUNI and NAFA) was completed by the firm ADIRA. For each
institution examples of improvements in the professionalization of services was noted. Besides
visual examples of improved office security were findings of increased management competency
and greater confidence of members in their credit union. For example NAFA reported that as a
result of Dyna’s assistance it was able to develop relationships with employees from NESTLE and
the KEUR MASSAR Health Center thus increasing its membership and improving its financial
performance. In some cases the improvements led other donors, such asTaiwan in the case of
FEMUNI, to provide new funds for loan capital.

During the last quarter MEAC led a competitive bid process that selected Cabinet Thiaw to
evaluate the training impact of Dyna-sponsored CGAP microfinance training in Senegal. These
training sessions were delivered by REMIX in association with the CAPAF project. Over a two year
period between February 2001
                                     Training Period: Feb. 2001 - Dec. 2002       PARTICIPANTS
and December 2002 Dyna                                THEME                     M e n W o m e n Total
subsidized up to 75% of the cost          Accounting Principles for MFIs         46      17      63
of participation for more than      Managing Arrears and Setting Interest Rates 36       16      52
210 trainees.                               Financial Analysis of MFIs           39      13      52
                                      Business Plans and Financial Projections   36     7       43
                                                      TOTAL                      157    53     210


                                       Table 5: AP/CAPAF Training Evaluation


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C. Analysis. The major analytical activity this quarter was the completion of three Harvard
Business School (HBS) style case studies. The two expatriate case writers were assisted by
professors from L’Ecole Nationale d’Economie Appliquée (ENEA) in the case study research and
editing process. The first case highlighted the “professionalization” debate within MFIs using the
example of RECEC in peri-urban Dakar to animate the analysis. BDS was the focus of the other
two cases. The first BDS case dealt with the creation of UNAFIBS: a national federation of
economic actors in the banana sub-sector. The other BDS case focused on an individual
information technology entrepreneur in Ziguinchor (Sud Informatique). Once written the three case
studies were presented to a gathering of leading Senegalese business school professors and
department heads. There was much interest from attendees to utilize the cases in their curriculums
and appreciation expressed for Dyna’s role in developing HBS style cases based on local
experiences.

D. Information & Communication Technology – ICT.

1. Information Technology. The IT sub-team within MEAC was directly involved in the PAMECAS
information technology solution training at selected branches. Also, stagiares were recruited to
assist in the entry of client and financial data into the new PAMECAS software. It should be noted
that until now PAMECAS relied on a manual data-keeping system. In April the cabling of the
ground and fourth floor offices of la Cellule AT/CPEC was accomplished. Lastly the Dyna IT sub-
team led training in MS Office for the DynaZig staff.

2. Communication Technology. Dyna continued to deploy its digital videography capacity to
support its ongoing activities. A digital video illustrating the first impacts of computerization on
PAMECAS was produced from interviews conducted with PAMECAS staff and clients. A second
digital film, available on CD, was produced on the fair organized by the Ministère de la
Cooperation Décentralisée et de la Planification Régionale in Kolda from 6-10 May 2003. Dyna
was one of the agencies exhibiting at the fair and the numerous materials produced under the
project were distributed.

E. Other activities. In April MEAC welcomed Paul Laurent Ndong to a full-time position in the
department following his successful 6-month stage in MEAC where, among other things, he
assumed responsibility for the compilation of MF performance indicators submitted by partners.
Other personnel changes included the addition of Binta Mbaye as IT technician to replace
Mamadou Koné who moved from IT to work full-time in Dyna’s MF department. Mr. Koné will lead
the computerization activities at Dyna’s MF partners.

During the quarter MEAC responded to a special request from USAID for a synthesis of Dyna’s
activities in the natural region of Casamance since the start of the project. This information
assisted USAID in a presentation it made to the new USA-Senegal Ambassador Richard Allan
Roth.

F. MEAC Next Quarter. In addition to ongoing activities, MEAC will supervise Cabinet Thiaw’s
evaluation of CGAP training subsidized by Dyna. Also, English translations of reports written by


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expatriate subcontractors will be made. Digital films on the Sud Informatique and UNAFIBS case
studies will also be finished. Lastly MEAC will assist in the planning of Dyna’s next annual strategic
planning meeting.
VII. FINANCIAL STATUS

The present financial reporting period covers the calendar months of December 2002 through May
2003 because of the one-month lag in submitting and registering expenditure vouchers. Total
expenditures of $2.58 million during this three-month period were 42% above last quarter’s.
However, the volume of expenditures in the current period was clearly an anomaly even though the
project has registered record expenditures over its last five quarters ($1.85, $1.97, $1.81, and
$2.58 million, respectively). However the spike in expenses caused concern over the level of
obligated funds remaining since going into June $20.5 million was obligated whereas $19.55 was
invoiced. This triggered a decision to hold back disbursements until a new tranche of $750,000 in
obligated funds was received 24 June followed by a promise of up to $4 million in additional
obligation later this fiscal year.

Table #6 below presents project expenditure information by monthly invoice, Contract Line Item
(CLIN) and percent of total expended per line item during the project. The LOP budget, LOP
balance and the amount obligated to-date are also presented. It is clear from the table that there
was a spike in May’s recorded expenses. The reason for this was an unusually large computer
equipment procurement for PAMECAS (approximately $280,000) and the recording of Chemonics’
Award Fee for last year (just under $100,000).


                             Invoices 1-40    41              42        43         Total    % of    LOP
                   LOP         Nov-99 to                                         Invoiced   CLIN   Budget
                 BUDGET         Feb-03       Mar-03  Apr-03  May-03              To-Date Expended Balance
 1 Labor        12,385,822      8,610,294    274,753 260,294 351,762              9,497,103 77%   2,888,719
    Material &
 2                 998,303      943,610            258         818       1,383    946,069   95%      52,234
    Equipment
 3 BDS           1,647,800    1,223,953       71,542      51,136    44,842 1,391,473        84%      256,327
 4 MF          10,402,192     5,658,455      338,686     381,746 646,632 7,025,518          68%    3,376,674
 5 Base Fee        658,412      459,612       18,435      18,695    27,768    524,510       80%      133,902
 6 Award Fee       371,062       67,746            0           0    94,268    162,014       44%      209,048
               26,463,090    16,963,670      703,674     712,689 1,166,654 19,546,687       74%    6,916,403
Obligated amount: 21,250,000


       Table 6: Invoices Submitted to USAID by Chemonics (Dec. 2002 through May 2003)

Labor and MF CLIN categories continue to account for the majority (87%) of total expenditures.
BDS on the other hand showed a 23% decline in expenses over the previous period versus as it
selectively scaled back certain activities due to budget constraints. With only about $256,000
remaining in its LOP budget, BDS will exhaust its CLIN in less than 5 months. An amendment to
the contract to reallocate funds across line items will be required next quarter to allow BDS
activities to continue to the end of the project. Also, the extended weakness in the $US exchange
rate and the real possibility that it could remain that way through the next 12 months likely
necessitates reallocation of funds amongst other line items as well.


                                                         18
14th Quarterly Report                             DynaEntreprises Sénégalaises




ANNEX A       Microfinance Indicators, Targets and Quarterly Results

ANNEX B       Business Development Services Indicators, Targets and Quarterly Results

ANNEX B       Executive summary – French version




                                             19
                                         DynaEntreprises Microfinance Performance Indicators

                                                   INDICATOR DEFINITION                               FISCAL YEAR 2003
  #                 PERFORMANCE INDICATOR
                                                   AND UNIT OF MEASURE
                                                                                 TARGETS              Q1                Q2               Q3

                                                     KIR 1.2 : IMPROVED ACCESS TO FINANCIAL SERVICES

                     Number of institutions       Among institutions
1.2.1




                     using full cost-recovery     receiving assistance from         22               n/a                19                13
                      interest rates and fees     DynaEntreprises

                      Number of institutions      Number with delinquency
                                                                                    26               n/a                19                12
                      with delinquency rates      rate below 10%
1.2.2




                       below 10% and loan
                     losses under 5% of the       Number with loan losses
                                                                                    26               n/a                24                13
                    institution's loan porfolio   below 5%


                                                  Number of male                 49,071            24,794            39,575             41,768


                                                  Number of female               50,249            34,897            37,749             37,917
1.2.3




                        Number of savers
                    disaggregated by gender Number of male groups                 1,001             612              1,124               956


                                                  Number of female groups         4,976            4,449             2,998              3,047


                                                  Number of mixed groups          3,845            1,620             1,724              2,663


                                                  Number of male                 20,199            7,616             3,412              5,640


                                                  Number of female               29,220            17,022            5,000              7,003
1.2.4




                      Number of borrowers   Number of male groups                  260              118                54                238
                    disaggregated by gender

                                                  Number of female groups         3,520            2,160              398                629


                                                  Number of mixed groups           993              359               171                318
1.2.7 1.2.6 1.2.5




                      Value of loans offered      Amount of loans             13,058,607,439   6,345,594,466     2,852,761,183      5,085,285,192

                    Value of savings collected Amount of savings              9,726,515,878    3,296,609,999     5,184,586,876      5,709,036,723

                      Branch offices trained      Number                            85               n/a                16                19

                                                  Number                            201              n/a                49                69
1.2.8




                    Managers & tellers trained
                                                  % of women                                         n/a               77%               70%

                                               Ratio of the value of
                                               loans offered by Dyna-
                    Share of all decentralized
                                               funded partners to the
                     financial system loans at
1.2.9




                                               value of loans offered by
                         the National Level                                        15%         reported annually reported annually reported annually
                                               all Microfinance
                    provided by USAID funded
                                               institutions reported by
                              partners
                                               the Ministry of Finance
                                               regulatory body
                                                               DynaEntreprises Biz Dev Performance Indicators

                                                     KIR 1.3 : Increased Use of Best Technical and Managerial Practices

                                                                                  Fiscal Year 2003 Q3                                Fiscal Year 2003 YTD                   Fiscal
           PERFORMANCE             INDICATOR DEFINITION                                                                                                                      Year




                                                                                     Tamba




                                                                                                                                          Tamba
#




                                                                  Dakar


                                                                          Kolda




                                                                                                                        Dakar



                                                                                                                                Kolda
                                                                                              Thies




                                                                                                                                                   Thies
             INDICATOR             AND UNIT OF MEASURE                                                                                                              YTD




                                                                                                      Zig




                                                                                                                                                            Zig
                                                                                                            TOTAL                                                            2003
                                                                                                                                                                   TOTAL     Plan
                                  Total # of fee paying
                                                                  72      12         10       37      15      146      153      12       196      163       51      575      400
                                  participants
           # Participants from    # Private sector
                                                                  72      12         10       37      15      146      130      12       196      163       51      552      480
            SMEs, consulting      participants
1.3.1




        firms, associations and # Ag-related participants*        17      12         10       11      0       50       37       12       126       14       0       189      200
         groups that purchase # Female participants               23       0          0       8       0       31       52        0        79       31       14      176
           business training.   # Youth participants (18-
                                                                  8        1          3       21      0       33        8        1        77       45       2       133
                                30 yrs)
                                # Disabled participants           2        0          0       20      0       22        3        0        23       36       0       62
                             Total # new products &
         # New products and                                       1        1          4       0       2        8        4        9        10       4        2       29       75
1.3.2




                             services
         services offered by
                             Total # ag-related
           BDS providers.                                         0        1          4       0       0        5        3        2        8        1        0       14       52
                             products & services
           # SMEs acquiring
            quality technical
1.3.3




                                  Total # of SMEs receiving
            assistance (not                                      306       1          6      133      23      469      357      18       110      276       24      785      600
                                  BDS support
          training) from BDS
               providers.
                                  # SMEs accessing
           # SMEs, consulting                                    5876     396        91      5127     19     11,509   17,321    626      4019     6516     3424    31,906   25,000
                                  information
        firms, associations and
1.3.4




           groups that access     # SMEs accessing               792      396        91      5,127    19     6,425    2,172     626     4,019     6,516    3,424   16,757     -
          market and technical    information (not web site)
              information.        # SMEs purchasing
                                  information                    733      78         23      5125     19     5,978    1,970     129      524      5292     2002    9,917    3,000
              RAPPORT TRIMESTRIEL DE PERFORMANCE
               DynaEntreprises Sénégalaises – Contrat Chemonics
                                    Avril 2003 – Juin 2003
                                     Trimestre 14 sur 20

CONTRACTEUR                :      Chemonics International, Inc.
CONTRAT #                  :      685-00-00-C-00002-00
PERIODE DU RAPPORT         :      Avril 2003 – Juin 2003 (trimestre 14 sur 20)
BUREAU USAID               :      Objectif Stratégique #1

I. SOMMAIRE EXECUTIF

Ce trimestre l’Administration de Dyna a activement appuyé les activités du projet à travers
ses quatre principales composantes : logistique, contrats, comptabilité et ressources
humaines. La fermeture du bureau de Tamba, la mise à jour du manuel de procédures
administrative et comptable et l’analyse des prévisions budgétaires constituent les
réalisations majeures de l’Administration durant cette période. La fermeture du bureau de
Tamba a été menée à bien à la fin du mois de juin comme prévu. La majorité des
équipements a été transférée gratuitement à au nouveau projet Ag/ NRM de l’USAID, e           l
personnel administratif a fait l’objet de licenciements et les techniciens BDS et MF transférés
respectivement à Kolda et Ziguinchor. Toutes les divisions de l’Administration ont contribué
à la mission du consultant local recruté pour rendre le manuel de procédures administrative
et comptable actuel de Dyna plus rationnel et plus efficient. La division Logistique a effectué
un inventaire complet de l’équipement fourni par Dyna et installé dans 28 caisses de
partenaires microfinance à travers tout le Sénégal. La division logistique a aussi procédé au
dédouanement d’un important lot d’équipem ents informatiques dont Dyna a procédé à
l’acquisition pour le compte du PAMECAS. Ces équipements évalués à environ 300 000
dollars seront installés durant les prochains mois pour finaliser le programme
d’informatisation que Dyna a consenti à cette institution.

L’équipe Microfinance de Dyna a ajouté à son portefeuille 7 nouvelles institutions partenaires
ce trimestre, ce qui porte le nombre d’institutions de microfinance sous protocole d’accord
avec Dyna à 48. Ceci permet d’estimer à 90% le marché de la microfinance au Sénégal servi
par les partenaires institutionnels de Dyna ; ce qui constitue un indicateur de l’étendue de
l’impact du projet dans ce secteur. Ce trimestre, les activités d’appui en direction de nos
partenaires couvrent une gamme complète d’interventions en renforcement de capacités
dont la formation, l’équipement et le développement organisationnel. Alors que la demande
en formation de nos partenaires demeure un besoin constant dont la satisfaction est
continue, nous assistons à ce stade du projet à une réorientation des demandes
d’assistance en direction de l’informatisation pour les grandes institutions et la révision
comptable pour les partenaires de toutes les tailles. C’est ainsi que ce trimestre, l’Equipe
Microfinance a travaillé a la mise en place de solutions informatiques pour PAMECAS,
RECEC, CMS, UMEC et ACEP. Au niveau de la révision comptable, 9 partenaires avec 80
caisses ont reçu de l’assistance pour leur permettre d’avoir une comptabilité fiable,
d’améliorer le système de contrôle interne et de développer des supports et manuels
comptables au besoin.

Le Département Business Development Services (BDS) de Dyna continue de faire beaucoup
de choses avec peu de moyens. A cause de la relative petite taille du budget, BDS a été
obligé d’exiger un rendement plus important de ses ressources et d’insister sur la
participation payante maximale chaque fois que possible. Ainsi, quasiment toutes les
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interventions menées par BDS sont financièrement supportées par les bénéficiaires. Ce qui
lais se présager que le secteur privé va très probablement poursuivre sur cette voie après la
fin des activités du département BDS. Durant ce trimestre, on peut en trouver des exemples
dans les filières clés dans lesquelles la division BDS travaille. Dans la filière maraîchage, 7
principaux intervenants de Kolda ont payé chacun 20 000 F CFA pour participer à un voyage
d’études pour visiter une fédération de maraîchage dans la région de Thiès. Dans la filière
banane, Dyna BDS a développé et publié un Guide du Bon Producteur qui est vendu à 2 000
F CFA l’unité. Dans la filière avicole, de nouveaux acteurs ont rejoint la fédération nationale,
la FAFA et ses membres sont disposés à financer de nouveaux investissements dans
l’amélioration des abattoirs , le stockage, le transport et la commercialisation. Certaines
radios rurales appuyées par Dyna BDS ont fait état de plus de 200% de hausse de leurs
revenus mensuels depuis qu’ils ont reçu l’appui du projet. L’Association Business
Développement du Sénégal, issue du Business Forum de Mbour organisé par Dyna, a lancé
un nouvel événement dénommé BizFoire avec un minimum d’assistance extérieure. D’autres
activités du département BDS ayant eu lieu durant ce trimestre sont décrites plus loin dans
ce rapport.

Ce trimestre, le département Monitoring Evaluation Analyse et Communication (MEAC) de
Dyna a supervisé l’achèvement de 3 cas études de cas dans le style Havard Business
School. Les produits finis des deux cas BDS et du cas Microfinance ont été présentés aux
professeurs et responsables de départements des principales écoles de formation de la
place qui ont exprimé leur intérêt à utiliser ces cas dans leurs programmes de formation. Une
évaluation de l’impact de l’appui fourni par Dyna à 4 partenaires microfinance a été menée,
ce qui a permis d’avoir un aperçu utile de nos efforts de renforcement de capacités du
secteur. De nouveaux films digitaux ont été produits sur l’impact de l’informatisation de notre
partenaire PAMECAS ainsi que sur les journées de la Coopération Décentralisée à Kolda.
D’autres films sont en cours de production. A la fin du trimestre, MEAC a collecté et soumis
les MRR (« Microentreprise Results Reporting») 2002 pour 32 institutions de microfinance
partenaires de Dyna et aussi un MRR pour les activités de la division BDS. Aussi la directrice
de MEAC a accompagné le spécialiste Monitoring Evaluation de l’OS1 de l’USAID à
Ziguinchor où une évaluation de la qualité des données a été menée.

Sur la durée de vie, le projet a été exécuté à environ 70% et 74% en termes de dépenses
vis-à-vis du budget. Les dépenses de ce trimestre ont été les plus importantes avec un
niveau de 2,58 millions de dollars soit une hausse de 42% par rapport au trimestre passé.
Ce pic dans l’évolution des dépenses du projet est dû à l’acquisition d’un important lot
d’équipements informatiques pour PAMECAS (d’une valeur d’environ 280 000 dollars) et le
Award Fee (environ 95 000 dollars) qui ont été comptabilisés durant la période de Mai.
Cependant, cette anomalie a engendré un cash flow élevé en Juin au moment où les fonds
engagés du projet étaient quasiment épuisés. En retour, ces évènements ont déclenché une
opération de dimensionnement du budget par l’Administration. L’annonce d’une nouvelle
obligation de l’USAID d’un montant de 750.000 couplée d’une promesse de 4 millions de
dollars au trimestre suivant, ont apporté une bouffée d’oxygène au projet dès le 24 juin
2003. Globalement, les rubriques Frais de fonctionnement et Microfinance représentent 87%
du total des dépenses, Award Fee inclus. Dans la rubrique BDS, le reliquat budgétaire
s’élève à 256.327 dollars sur la durée de vie du projet. Ce montant devrait être épuisé d’ici
cinq mois, si l’on se base sur le niveau de dépenses actuel. A cela vient s’ajouter le niveau
faible du taux de change du dollar américain qui a eu un impact défavorable sur le budget du
projet, d’où la nécessité de procéder à un avenant dès le trimestre prochain afin de réallouer
les fonds disponibles entre les différentes lignes budgétaires.




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