Start and Improve Your Business: Implementation Guide

Start and Improve
Your Business
Implementation Guide
Start and Improve
Your Business
Eva Majurin Small and Medium Enterprises Unit (SME)

Enterprises Department (ENTERPRISES), International Labour Office, Geneva
Copyright © International Labour Organization 2014
First published 2014
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Majurin, Eva
Start and improve your business (SIYB): implementation guide / International Labour Office. Geneva: ILO, 2014
ISBN: 9789221288060; 9789221288077 (web pdf)
International Labour Office

enterprise development / entrepreneurship / small enterprise / employment creation / training system / training
package / ILO Programme / developing countries
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Foreword
This Guide is intended as a practical tool to support the implementation of the
Start and Improve Your Business (SIYB) programme. It provides step-by-step guid-
ance for the successful introduction of SIYB in a given context, from carrying out
an initial market assessment to planning for sustainability. We trust that the Guide
will facilitate the introduction of the programme in new contexts and enhance its
effectiveness where it is already operational. The intended audience of this guide
are Private Sector Development (PSD) practitioners in governments and private sec-
tor institutions who want to run the SIYB programme. Its ultimate beneficiaries are
potential and already established entrepreneurs who are equipped to create more
and better jobs.
Recent research shows that the majority of jobs in the world are provided by Micro,
Small and Medium Enterprises (MSMEs), and that in low income countries this share
is almost 80%. However, these entrepreneurs often face a number of challenges
which prevent them from reaching their potential, including a limited access to
Business Development Services (BDS) such as market information, legal advice, and
managerial training.
The International Labour Office (ILO) has designed and tested responses to these
challenges. In the area of business management skills, the SIYB programme has
been at the forefront of the ILO’s efforts to support potential and already established iii
entrepreneurs in its member countries since the late 1970s. Today, the programme

is one of the largest of its kind worldwide. Through a network of over 17,000 SIYB
trainers across regions it has reached an estimated 6 million enterprise-level clients.
Demand for the SIYB programme continues to grow, including among new partners
such as government departments. Maintaining quality standards globally and pro-
viding support for the design and execution of SIYB interventions is therefore critical.
Eva Majurin, the author of this Guide and SIYB Global Coordinator, has built on a
group of highly engaged practitioners and her own expertise to now put forward a
guide that establishes the fundamentals of the programme and its quality standards
for the years to come.
Peter Poschen Merten Sievers

Director VCD and BDS Coordinator
Enterprises Department Small and Medium Enterprises Unit
ILO Geneva ILO Geneva
Acknowledgements
This Guide is based on the experience of SIYB practitioners – in particular Master
Trainers and Trainers – who have tested, shaped, and rolled out the programme
in different regions over the past three decades, and would not have materialised
without their contributions. It builds on the rich body of literature and guidance
materials on SIYB that has emerged in the course of the implementation of the
programme.
Many thanks are due to SIYB senior Master Trainers Sibongile Sibanda, who field-
tested the Guide through the “Executing SIYB” course in Turin, Italy, in October 2013;
to Walter Verhoeve, whose 2012 “SIYB Programme Management Guide” inspired
much of its contents; and to Gemunu Wijesena for his review of the draft manuscript
and suggestions based on the experience of the SIYB Association of Sri Lanka.
The review efforts and technical contributions of the ILO’s Small and Medium Enter-
prises Unit (SME) colleagues Markus Pilgrim, Virginia Rose Losada, Stephan Ulrich
and Charleine Mbuyi-Lusamba are also gratefully acknowledged.
Finally, special thanks go to the SIYB Global Coordination Team members who pro-
vided invaluable support to the development and finalisation of the Guide: Merten
Sievers (SIYB Global Coordinator from 2009 to 2014), Pranati Mehtha and Thokozile
Newman.
iv
Contents
Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii
Acknowledgements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iv
Acronyms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vi
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii
About this Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . viii
Part I - OVERVIEW OF SIYB. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

1.1 What is SIYB?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
1.2 Steps in Introducing and Implementing SIYB. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Part II - STEP-BY-STEP GUIDANCE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

2.1 Market Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
2.2 Partner Organization Identification and Partnership Development. . . . . . . . . . . . . . . . . . . . 10
2.3 Trainer Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
2.4 Master Trainer Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
2.5 Materials Adaptation, Translation, Printing and Distribution. . . . . . . . . . . . . . . . . . . . . . . . 22
2.6 Entrepreneur-Level Training Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
2.7 Monitoring and Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
2.8 Planning for Sustainability. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Part III - POSTSCRIPT - THE GOLDEN RULES OF SIYB IMPLEMENTATION. . . . . . . . . . . 41

Postscript: Ten Golden Rules of SIYB Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Key References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
v
Annexes

Annex 1: Glossary of SIYB-Specific Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
Annex 2: Summary of Trainer and Master Trainer Development Process and
Certification Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Annex 3: List of Key SIYB-Related Documents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Annex 4: SIYB Contacts. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
Figures and tables

Figure 1: The SIYB packages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Figure 2: The SIYB implementation structure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Figure 3: Trainer development process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Figure 4: Expanded Trainer development process for two packages. . . . . . . . . . . . . . . . . . . . . . 15
Figure 5: The inter-linkages of the Training of Master Trainers (ToMT), Training of Trainers (ToT)
and Training of Entrepreneurs (ToE) cycles in the development of Master Trainers . . . . . . . . . . . 21
Figure 6: Training of Entrepreneurs (ToE) cycle. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Figure 7: M&E flow between entrepreneurs, Trainers and the national coordinating body . . . . . . 34
Figure 8: Screenshot of SIYB Gateway . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Figure 9: The dimensions of SIYB sustainability. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Table 1: SIYB participant selection criteria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Table 2: Cost information about SIYB trainings in selected countries . . . . . . . . . . . . . . . . . . . . 27
Table 3: Costing of an SYB workshop and follow up support for 20 participants. . . . . . . . . . . . . 28
Table 4: Possible intervention model for SME management training interventions such as SIYB . 31
Table 5: Overview of main monitoring tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Boxes
Selection criteria for TSPs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Examples of SIYB partner organizations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Minimum requirements for Trainer Certificate of Competence . . . . . . . . . . . . . . . . . . . . . . . . . 14
Requirements for Master Trainer certification. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Examples of outcome and Higher Level Outcome indicators (disaggregated by sex) . . . . . . . . . . 32
Different SIYB sustainability models. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
Additionally, boxes on how to address gender issues and on what support the SIYB Global Coordina-
tion Team can provide are contained in the following chapters:
Gender concerns: Chapters 2.1, 2.3, 2.4, 2.6, 2.7
What support can the SIYB Global Coordination Team provide?: Chapters 2.1, 2.2, 2.3, 2.4, 2.5, 2.6,
2.7, 2.8
Acronyms
BDS....................... Business Development Services
CRW . ................... Competency Reinforcement Workshop
DFID...................... Department for International Development, UK
EYB....................... Expand Your Business
GDVT.................... General Department of Vocational Training, Vietnam
GYB (or GYBI)....... Generate Your Business Idea
ILO........................ International Labour Organization
ITC . ...................... International Training Centre
IYB........................ Improve Your Business
M&E..................... Monitoring and Evaluation
MOLISA................ Ministry of Labour, Invalids and Social Affairs, Vietnam
MOLSS.................. Ministry of Labour and Social Security, People’s Republic of China
MoU..................... Memorandum of Understanding
MSME................... Micro, Small and Medium-sized Enterprise
vi MT........................ Master Trainer
NGO...................... Non-Governmental Organization
RBCT..................... Royal Business Consult Trust

SAIE...................... South African Institute for Entrepreneurship
Sida....................... Swedish International Development Cooperation Agency
SIYB...................... Start and Improve Your Business
SME �� Small and Medium-Sized Enterprise; in the ILO, the Small and
Medium Enterprises Unit
SOE....................... State-owned Enterprise
SYB....................... Start Your Business
ToE (or ToPE)........ Training of Entrepreneurs (or Training of Potential Entrepreneurs)
ToMT.................... Training of Master Trainers
ToR........................ Terms of Reference
ToT........................ Training of Trainers
TSP........................ Training Service Providers
TVET..................... Technical and Vocational Education and Training
VCCI...................... Vietnam Chamber of Commerce and Industry
Executive Summary
The Start and Improve Your Business (SIYB) programme is a management training
programme with a focus on starting and improving small businesses as a strategy for
creating more and better employment for women and men, particularly in develop-
ing economies.
The programme is composed of a set of inter-related training packages and support-
ing materials for different levels of business maturity from starting to growing enter-
prises. It is implemented through a three-tier structure comprising Master Trainers,
Trainers, and entrepreneur-level end beneficiaries. This provides a means to assure
quality and to reach scale through a multiplier effect, and explains why SIYB is one of
the world’s largest programmes in this field, with an estimated outreach of 6 million
trainees and a network of over 17,000 Trainers.
This Guide aims to provide advice on SIYB implementation to individuals or organiza-
tions which are or will be involved in rolling out SIYB activities at the country level. It
is composed of three parts:
•• Part I consists of a brief overview of the origins and contents of the SIYB pro-
gramme, and its implementation mechanisms;
•• Part II provides practical guidance on each of the steps in SIYB implementation,
namely: assessing the market for SIYB; selecting partner organizations; develop-
ing Trainers and Master Trainers; accessing and adapting materials; rolling out vii
training at the entrepreneur level; monitoring and evaluation, and planning for

sustainability;
•• Part III concludes the Guide with a short synopsis of what have emerged from the
past three decades as the “golden rules” of SIYB implementation – such as aiming
for impact, reaching scale or assuring technical quality and financial viability – for
building a programme that provides demand-driven and sustainable responses to
decent work deficits through enterprise development.
The Guide, developed by the SIYB Global Coordination Team housed in the Small and
Medium Enterprises Unit (SME) of the ILO’s Enterprises Department (ENTERPRISES),
is based on a compilation of regional practices and provides minimum standards
only; country standards may in some cases therefore be more stringent.
About this guide
The Start and Improve Your Business (SIYB) programme is a management training
programme with a focus on starting and improving small businesses as a strategy for
creating more and better employment for women and men, particularly in develop-
ing economies. With an estimated outreach of 6 million trainees and a network of
over 17,000 Trainers1 as well as a range of materials translated into over 40 lan-
guages, it is one of the world’s largest programmes in this field.
Through its four inter-related packages – Generate Your Business Idea (GYB), Start
Your Business (SYB), Improve Your Business (IYB), and Expand Your Business (EYB) –
SIYB aims to create jobs by enabling potential and existing small entrepreneurs to
(i) start viable businesses, (ii) increase the profitability of their existing enterprises
and (iii) improve the working conditions of their employees in a way that enhances
productivity.
Its implementation model is based on a three-tier structure comprising Master
Trainers, Trainers and the end beneficiaries – potential and existing entrepreneurs
– which enables both large-scale outreach through a multiplier effect as well as qual-
ity control through the feedback mechanisms between the actors.
This Guide is intended for organizations or individuals who will be coordinating or
implementing SIYB activities in a country or regional context and who need to gain
viii
an introduction to how SIYB programmes are set up and rolled out. It also serves as a
refresher for those who are already familiar with the international standards applied
to SIYB implementation.
The Guide consists of an introductory part which provides an overview of what SIYB
is, how it works and what steps are normally involved in its introduction and imple-
mentation. This is followed by an operational “how to” part which explains what is
entailed in each of the steps in the process of introducing and implementing SIYB,
covering the following topics:
•• Assessing the market for SIYB;
•• Selecting partner organizations;
•• Developing Trainers;
•• Developing Master Trainers;
•• Accessing and adapting materials;
•• Entrepreneur-level training implementation;
•• Monitoring and evaluation (M&E);
•• Planning for sustainability.
The Guide concludes with a summary of the “golden rules” for SIYB implementation,
based on the key lessons learned in the past three decades in terms of what works
when implementing SIYB.
It should be noted that the Guide has been kept synthetic for the sake of simplicity.
More detailed guidance on SIYB can be obtained from issue-specific documents or
from the SIYB Global Coordination Team, which is responsible for SIYB coordination
globally and is part of the Small and Medium Enterprises Unit (SME) of the Enter-
prises Department (ENTERPRISES), located at ILO headquarters. The Team, which is
1 In this Guide, “Trainer” is used to denote an SIYB Trainer, while “trainer” refers to trainers generally (i.e.
persons who train other methodologies/programmes, but not necessarily SIYB).
staffed by Merten Sievers (VCD and BDS Coordintor; SIYB Global Coordinator from
2009 to 2014), Eva Majurin (Monitoring Officer; currently SIYB Global Coordinator),
Pranati Mehtha (Junior Technical Officer), and Paula Miguel (Administrative Assis-
tant) can be contacted by email on siyb@ilo.org. The Team can facilitate contact
with the ILO’s regional Enterprise Specialists and projects backstopping field-level
implementation, as well as with Master Trainers.
ix

Part I
OVERVIEW OF SIYB
1.1 What is SIYB?
The SIYB programme is a system of inter-related training packages and supporting
materials for small-scale entrepreneurs to start and grow their businesses. It aims
at increasing the viability of Micro, Small and Medium Enterprises (MSMEs) through
management principles suitable for the environment of developing countries. The
ILO assists Business Development Service (BDS) organizations to develop the skills
required to implement, monitor, manage and finance the training programme, and
sets up a sustainable training system at the national level, thus contributing to sus-
tainable economic growth and employment generation.
How did SIYB come about?

The SIYB programme originated from a management training package called “Look
After Your Firm” which was developed in the late 1970s by the Swedish Employ-
ers´ Federation for local small and medium entrepreneurs. In 1977, the Swedish
International Development Agency (Sida) funded a project for the ILO to adapt the
materials to reflect the needs and situations of entrepreneurs in developing coun-
tries. The adapted training package was called the “Improve Your Business” (IYB)
programme. In the early 1990s, an ILO technical cooperation project in Fiji developed
the “Start Your Business” (SYB) training package addressing potential start-ups. The
programme, after an initial development stage, quickly spread around the world.
2
The product range grew as the “Generate Your Business Idea” (GYB) package was
developed. All of these training packages use the “SIYB Business Game” as a key
motivational and learning tool that simulates a real life business situation.
As all the programmes had a similar design, in the late 1990s the ILO decided to
group the GYB, SYB and IYB training packages and associated management tools
within a common framework, calling it the “Start and Improve Your Business” (SIYB)
programme. In the early 2000s, the ILO developed the next generation of training
modules and interventions for growing small enterprises called “Expand your Busi-
ness” (EYB) and this also became part of the SIYB programme.
The training packages

Figure 1: The SIYB packages
The SIYB programme is structured into four
separate training packages, Generate Your
Business Idea (GYB), Start Your Business Plus subsector adaptations and simplified packages:
Enterprise Growth
- Tourism
(SYB), Improve Your Business (IYB), and - Construction
Expand Your Business (EYB) which are de- - Grassroots
signed to respond to the progressive stages

of business development. EYB
•• Generate Your Business Idea (GYB) is
intended for people who would like to
start a business, and who, through the
training, develop a concrete business
idea ready for implementation. A GYB IYB
course typically lasts 2-3 days. SYB
GYB GYB =
SYB =
Generate your Business Idea
Start your Business
Time
IYB = Improve your Business

EYB = Expand your Business
•• Start Your Business (SYB) is for potential entrepreneurs who want to start a small
business and already have a concrete business idea. The programme is a combi-
nation of training, field work and after-training support, and helps participants as-
sess their readiness to start a business and to prepare a business plan and evalu-
ate its viability. SYB courses are usually delivered in 5 days.
•• Improve Your Business (IYB) introduces already practising entrepreneurs to good
principles of business management. Its six modules (marketing, costing, buying
and stock control, record keeping, planning for your business, and people and
productivity) can be taught individually or all combined in a full course. If the full
course using all modules is delivered, its duration is approximately 7 days.
•• Expand Your Business (EYB) gives growth-oriented SMEs the practical tools for
business growth, assisting them through training and non-training interventions
with a focus on business strategy to expand their business. The main output from
the training programme is a business growth plan, which includes chapters on
marketing, operations, human resources, financial and strategic management.
Chapters can also be used as stand-alone training and support products. If the full
content of EYB is delivered, its duration is 1-2 weeks; like for the shorter courses
above, the course delivery can be spread over a longer time span (e.g. 1-2 days
per week over several months) if this is preferred.
The SYB and IYB packages also include the SIYB Business Game, a practical simulation
tool to help participants understand the realities of starting and running a business.
3
The EYB Business Game simulates an expanding business during training to help par-
ticipants experience the impact of strategic decisions on their business operations.

Apart from these “core” materials, available in English and in some 40 other lan-
guages, adaptations for specific sectors (e.g. agriculture; construction; tourism),
specific target groups (e.g. youth; low literacy populations; rural workers) or geo-
graphical settings (e.g. specific countries) also exist.
The implementation model

The SIYB programme was designed with an institutional approach and a multiplier
strategy. After assessing the market for busi-
Figure 2: The SIYB implementation structure ness services in a given country or region
and establishing the demand for business
management training solutions, the ILO
SIYB trains on three levels Master Trainer builds the capacity of local training provid-
Developers
ers to effectively and independently imple-
1 Master Trainer Developers ment SIYB training and related activities. In
Marketing and Branding
train SIYB Master Trainers

addition, it provides international training
MT MT MT MT
and certification to a group of “SIYB Master
Trainers”, to whom the management of the
2 Master Trainers train SIYB SIYB programme and the quality assurance
Trainers in BDS providers
system will eventually be handed over.
T T T T T T T T T By using this multiplier strategy, the ILO
T T T T T T T T T intends to create a sustainable training and
SIYB Trainers train clients:
quality assurance system at the national
3
MSEs and Start-Ups level. Figure 2 illustrates the implementa-
Start-Ups,
tion of the SIYB methodology.
Micro and Small Entrepreneurs
Key actors
At the global level, the coordination and monitoring of SIYB activities in different
countries falls under the responsibility of the SIYB Global Coordination Team located
in the SME Unit of the Enterprises Department at ILO headquarters. Its key functions
include the development and certification/licensing of Master Trainers; maintaining
the quality of SIYB materials through updates of the international versions and qual-
ity control of local adaptation efforts; and leading M&E efforts through the develop-
ment and maintenance of tools for tracking and assessing SIYB activities globally.
Overall in-country coordination of the introduction and implementation of SIYB is
often initially handled by an in-country ILO office or project or, in some instances,
by a national public or private organization involved in SME development to which
ILO has delegated this function. Once SIYB has been introduced in a country, in cases
where the coordination of activities was initially carried out by the ILO, this task is
gradually handed over to a national organization with which the ILO signs an agree-
ment. In some countries, SIYB associations have been set up to perform this role.
In relation to training implementation, SIYB Trainers are based in local organizations
which regularly provide services to MSMEs; in the SIYB system these organizations
are called “Training Service Providers” (TSPs). The management of the TSPs where
the Trainer is based signs an agreement with the SIYB coordinating body in which
the use of the programme and outreach numbers are defined before the Trainer is
4 trained.
SIYB Master Trainers, who are selected from amongst Trainers and further trained
and certified by the ILO, have a key role in planning, organizing and conducting Train-
ing of Trainers (ToT) programmes and follow-up measures. They are also responsible
for marketing the SIYB programme, selecting new partner organizations, quality
control of the SIYB programme, material adaptation, and conducting SIYB impact
assessments and evaluations at the national level.
Apart from the main actors described above, other organizations may be involved,
depending on the country context. For instance, the printing or distribution of mate-
rials may be delegated to a specific organization in a country.
1.2 Steps in Introducing and Implementing SIYB
SIYB is often introduced in a country as part of an ILO project. However, there is
also increasing demand from other actors, in particular government entities, for the
introduction of SIYB, which take a leading role in the process. When an ILO project
or national counterpart wishes to introduce SIYB in a country, contact should first
be made with the SIYB Global Coordination Team, which will authorise the process
and guide the institution on the steps involved, resources required, and other op-
erational matters.
Once the institution leading the in-country process has the agreement of the SIYB
Global Coordination Team, the actual introduction of SIYB will normally consist of
the following steps, outlined below and described in further detail in the remaining
chapters of this Guide:
The steps normally comprise:
•• Assessing the market for SIYB: An assessment needs to be made of the demand
for and supply of business management training in the context at hand, so as
to determine whether there is sufficient (paying) demand for the programme,
whether there are other similar or competing offerings, what the local SIYB pro-
gramme should look like in terms of content so as to respond to the needs of
potential beneficiaries, and what implementation arrangements would work best
in the specific context. 5
•• Selecting partner organizations and defining partnerships: Based on the results

of the market assessment, partner organizations are evaluated and selected for
both the delivery of training (TSPs) as well as for ensuring other supporting func-
tions such as materials production and distribution.
•• Developing Trainers: The next step is normally the selection of potential SIYB
Trainers from among the trainers affiliated with a TSP partner organization. Once
selected, the candidates will undergo a Trainer development cycle including tak-
ing part in formal trainings in a workshop setting as well as a practice period of
conducting training, following which successful candidates are certified as SIYB
Trainers.
•• Developing Master Trainers: While international Master Trainers may be con-

tracted to develop a first batch of Trainers in a country, it is usually desirable to
have a group of Master Trainers in country to ensure higher level functions includ-
ing the training of further Trainers, marketing and monitoring activities. Master
Trainer Candidates are selected from among Trainers who have demonstrated an
exemplary performance, and then undergo a Master Trainer development cycle,
upon completion of which successful candidates are certified as SIYB Master
Trainers. The development of Master Trainers may take place early on in the pro-
cess of introducing SIYB; in other cases, it may only happen once SIYB has been
introduced and has been running for some time.
•• Adapting and distributing materials: Adaptations and translations of materials

may be needed for meeting the needs of the target groups. Whether the standard
global materials are used or whether adapted materials are produced, in either
case, printing and distribution arrangements will need to be defined at the coun-
try level in collaboration with the SIYB Global Coordination Team.
•• Roll out at entrepreneur level: Once a pool of Trainers (and Master Trainers) has
been certified and training materials are ready for use, roll out at entrepreneur
level can take place. Trainers (and the organizations they belong to) have a key
role in marketing, preparing for and conducting SIYB trainings and providing fol-
low up support to and monitoring the final beneficiaries.
•• M&E: The monitoring of SIYB activities is critical for ensuring its effectiveness.
Once SIYB has been introduced, apart from periodic evaluations or impact as-
sessments which may be undertaken, SIYB is continuously monitored at the level
of Trainers, Master Trainers and entrepreneurs. The standard SIYB M&E tools
(including an online system: the SIYB Gateway) therefore need to be introduced
from the outset and reporting lines need to be defined.
•• Planning for sustainability: When SIYB is launched in a country, it is important to

start planning ways of sustaining SIYB activities in the long term beyond its initial
introduction, and to design measures for ensuring adequate institutional capac-
ity, technical quality and cost recovery.
It should be noted that the order of the steps may not follow this specific sequence
in all cases. While the market assessment will normally always take place at the
beginning, the phases of selecting partner organizations, adapting materials or de-
termining distribution arrangements may take place in a different sequence than
that described above (or in parallel with one another).
6
Many of these processes will also continue beyond the introductory phase. For
instance, once an SIYB programme has been set up in a country, it will most likely
continue to train new Trainers throughout its duration in addition to the first batch
of Trainers trained at the outset so as to scale up activity levels, or it may opt to
develop Master Trainers in order to enhance quality and to promote and expand the
programme.
Part II
STEP-BY-STEP GUIDANCE
2.1 Market Assessment
Before deciding on introducing SIYB in a country or adjusting existing SIYB activities,
a market assessment is normally carried out.
The market assessment helps to provide a picture of the MSME management train-
ing market in terms of what training and related BDS exist in a locality, how they
function (supply-side), what the training (and related BDS) needs of potential and
existing entrepreneurs are, and to what extent they are interested and able to access
them (demand-side). As such, market assessments provide valuable information on:
•• Whether it makes sense to introduce SIYB, by answering questions such as: is
the overall environment conducive to the introduction of SIYB?; is there “room”
for SIYB or is the market already saturated with providers of similar training pro-
grammes?; is there a market for SIYB, i.e. are there enough potential end users
who are interested and able to take part in trainings?; what is the capacity and
willingness to pay for services?; what competitive advantage would allow to cap-
ture a sufficient market share?
•• How SIYB should be introduced and implemented, by shedding light on the fol-
lowing questions: who could be training providers (possible SIYB partner organi-
zations and Trainers associated to them)?; based on the profile of the potential
end-users, what training services should be provided, which materials should be
8
used for this, and how should the training services be delivered, marketed, and
priced?
Scope, methods and tools

Market assessments may differ in technical scope, but generally consist of studying
the following:
•• The overall context: The state of the economy overall; the situation of the micro-,
small and medium enterprises, etc.
•• Supply: What types of training services are being provided; what are the prices of
these services; how are they promoted; which institutions provide the services, etc.
•• Demand: What are the training services needs of potential entrepreneurs; to
what extent are they aware of the training services available; to what extent are
they able and willing to pay for the services, etc.
In terms of methodology, market assessments may rely on a variety of methods or

combination thereof, including literature reviews, key informant interviews, focus
group discussions, or written surveys.
Gender concerns
The market assessment should consider whether there are differences in the women’s
and men’s access to and extent of use of SME management training services as well
as any differences in needs/demand for such services. For instance, in cases where
education and literacy disparities between women and men are pronounced, this may
translate into differences in demand (e.g. in terms of training methodologies).
Costs of market assessments
When estimating the costs of a market assessment, the following items should be
kept in mind:
•• Design of methodology and questionnaires (consultancy costs; possibly software
costs);
•• Desk review of existing documents (consultancy costs);
•• Administering questionnaires (consultancy and logistics costs);
•• Data entry (consultancy costs; possibly software costs);
•• Report writing (consultancy costs);
•• Publication or dissemination (printing and/or workshop costs).
The costs of carrying out a market assessment depend to a large extent on the scope
of it in terms of coverage (for instance, whether the full geographical region of a
country is covered, or only part of it) and on the methodologies used (a desk-review
of secondary sources will cost less than carrying out a survey designed specifically
for the assessment).
For example, a recent ILO market assessment in Myanmar, including a survey of 9
315 micro and small enterprises as well as interviews and focus group discussions
in three regions and a literature review cost approximately 50,000 USD. Smaller but

still high quality assessments should be feasible for a cost of approximately 30,000
USD.
Pilots as an alternative/complement to market assessments

Undertaking a market assessment is always recommended where this is feasible.
However, other mechanisms to establish what works and what does not also exist,
and can sometimes be used instead of or in addition to market assessments. One
such mechanism is pilot testing, through which SIYB can be tested in a specific setting
on a small scale with a view to assessing the experience and drawing lessons from it
for incorporation in programme design on a larger scale and longer timeframe.
What support can the ILO’s SIYB Global Coordination Team provide?
The SIYB Global Coordination Team can:

•• Share various tools to assist with the design of such market assessments, including
the “Master Trainers Guide to BDS Market Assessment Study” as well as Terms of
Reference (ToR) for previous market assessments;
•• Provide technical advice on the design of assessments on a case-by-case basis;
•• Provide referrals to qualified consultants who can conduct such assessments (for
organizations with limited experience in the area of market assessments, it is recom-
mended to outsource the exercise).
2.2 Partner Organization Identification and Partnership
Development
Based on the findings of the market assessment, partner organizations2 need to
be identified for SIYB implementation. These consist primarily of SIYB TSPs which
deliver SIYB trainings, as well as other partners which also play a role in SIYB imple-
mentation (coordination, materials development or distribution, etc.) This chapter
provides an overview of how partnerships with these organizations are developed,
as well as examples of current SIYB partners.
Training Service Providers (TSPs)

SIYB TSPs form the whole backbone of the implementation structure, as their Train-
ers provide the training services to the end market (potential and existing entrepre-
neurs).
While SIYB TSPs can come from a wide range of types of organization (e.g. public or
parastatal organizations, commercial BDS organizations, NGOs, etc.), they must have
a mandate in SME development, as well as the capacity to provide quality training
services on a competitive and sustainable basis.
Once selected to be an SIYB TSP, the organization will normally be expected to:
10 •• Sign a Memorandum of Understanding (MoU) with the ILO or the body coordinat-
ing SIYB activities in the country concerned;
•• Get at least two trainers certified as SIYB Trainers;
•• Market the SIYB programme;
•• Reach at least 45 clients in three SIYB programmes per year per Trainer;
•• Maintain the quality standards and report to the ILO on all SIYB activities carried
out.
The following steps are usually undertaken to form a partnership with a TSP:
•• Generating interest among potential TSPs: Once a picture of the general training
service provision market has been obtained and potential SIYB TSPs identified,
interest needs to be generated among the latter. This can be done through direct
contact with specific potential TSPs, or workshops or media campaigns targeting
a larger range of organisations and informing them of the planned activities and
the possibility to apply to become an SIYB TSP.
•• Application by TSPs and selection process: When a potential TSP shows inter-
est, they will be asked to fill in an application form. Thereafter, on-site visits and
interviews will be conducted with the management and trainers of organiza-
tions deemed potentially suitable (see criteria below). The information obtained
through the application form and interviews is checked using a “criteria-rating
matrix”, and a decision is made on whether to accept the applicant as an SIYB TSP
on a non-exclusive basis, among other TSPs operating in the same market.
2 In some of the SIYB documentation, the terms “partner organization” and “Training Service Provider” are
used synonymously to refer to training providers. Here, TSP is used for organizations involved in training,
while partner organizations is used in a wider sense to also include partners with other functions.
Selection criteria for TSPs
To qualify to become an SIYB TSP, a potential TSP must:

•• Be a legal entity;
•• Have a mandate and substantial experience in private sector development;
•• Have the potential to reach scale;
•• Have a ready client market and/or a SIYB marketing plan, with an operational and af-
fordable distance between client and Trainer (compared to the local circumstances);
•• Have the ability to mobilise the required human resources (at least two potential
SIYB Trainers who fulfil the criteria for selection as Trainers, see section on Trainer
Development);
•• Have the ability to mobilise the required financial resources for implementation;
•• Have the ability to organise or dispose of the required logistical infrastructure (in-
cluding means for ensuring business visits and training events);
•• Be committed to sign an MoU with the ILO or other national coordinating body and
to integrate SIYB activities in the day-to-day operations.
•• Preparation and signature of an MoU: Once an organisation has been selected as

an SIYB TSP, an MoU between the organisation and the ILO and/or other coordi-
nating body outlining the role, rights and responsibilities in implementing SIYB is
prepared and signed by the parties. MoUs between the TSP and the SIYB Trainers 11
affiliated to them who will be expected to carry out SIYB trainings are often also

signed, or declarations of availability are made by Trainer Candidates in their ap-
plications for the ToT process.
Partnerships in other areas of implementation

Apart from the provision of training, partner organisations may carry out other
complementary functions to facilitate SIYB implementation, including: coordination
of all or part of SIYB activities in a specific area, printing and distribution of materi-
als, etc.
These functions may be handled by organisations which also act as TSPs, or by or-
ganisations not directly involved in training.
For instance, in cases where there is no ILO project to implement SIYB, partnerships
may be formed between the ILO and a national organization which takes on the role
of ensuring overall coordination of SIYB activities in the country.
Such partnerships are agreed upon with the ILO on a case-by-case basis and for-
malised through the instrument deemed most appropriate for the specific case (e.g.
MoU, license, or other means). In some instances, apart from existing organizations,
both training and non-training functions may also be undertaken by organizations
specifically formed for this purpose following the introduction of SIYB. This is the
case of SIYB associations in a number of countries.
Examples of SIYB partner organizations
General Department for Vocational Training (GDVT) and Vietnam Chamber of Com-
merce and Industry (VCCI), Vietnam
The General Department for Vocational Training (GDVT), operating under the Ministry
of Labour, Invalids and Social Affairs (MOLISA) of Vietnam, has adopted SIYB for use in
its “Million Farmers Programme”, aiming to reach 1 million farmers per year with SIYB
training. SIYB will be taught in conjunction with technical training in its network of
131 vocational colleges, 400 vocational schools, and 800 vocational training centres. 16
SIYB Master Trainers are currently being trained within GDVT, who will then train Train-
ers in the various training institutions affiliated with it. Apart from rolling out training,
GDVT is also involved in materials adaptation and distribution as well as the coordina-
tion of SIYB implementation within the initiative.
The Vietnam Chamber of Commerce and Industry (VCCI) has been an SIYB partner or-
ganization since 1998. It has a cadre of Master Trainers and Trainers affiliated to it who
provide training services as well as after-training support, for instance through linkages
with the VCCI’s business clubs and members. In addition to training, VCCI also handles
SIYB materials development and distribution, among other functions, and provides a
forum for its Trainers to meet and exchange experiences.
Royal Business Consult Trust, Zimbabwe

The Royal Business Consult Trust (RBCT), an example of a private partner, is a key SIYB
stakeholder in southern Africa, and also one of the oldest SIYB partners worldwide. It is
the main distributor of SIYB materials in the southern African region, provides training
12 services at different levels and offers SIYB-related consultancy services to interested
government and private stakeholders. For instance, it has been involved in a number
of Master Trainer development processes in the region, as well as in the adaptation of
materials to various sector-specific contexts.
SIYB Association, Sri Lanka

Set up in 2003 in preparation for the phasing out of an ILO SIYB project, the SIYB As-
sociation of Sri Lanka is composed of 63 partner organisations, 28 Master Trainers, and
330 Trainers who are contribution-paying members of the Association. The Associa-
tion itself provides for the development and distribution of training materials, Trainer
development, and training contract brokerage services, among other services. The As-
sociation’s individual members have to date collectively trained over 20,000 potential
and existing entrepreneurs in SIYB.
The SIYB Global Coordination Team can provide advice on the selection of potential
partner organizations, copies of tools such as assessment forms for TSPs, as well as
examples of agreements concluded with organizations (for instance, MoUs or Letters
of Agreement).
2.3 Trainer Development
Trainers play a key role in SIYB implementation. This is because they are responsible
for training roll out at the entrepreneur level – starting from training needs assess-
ment to post-training follow-up support provision – independently and in line with
the SIYB quality standards so as to ensure that beneficiary needs are met.
SIYB Trainer development follows a multi-phase process providing Trainers with the
required competencies.
The processes of Trainer development and certification are outlined in the sections
that follow.
The Training of Trainers (ToT) cycle

•• Selection of candidates to become SIYB Trainers: Once partner organizations
have been identified and are on board, trainers working for the partner organi-
zations are selected to be trained in SIYB. Individual consultants or one-person
companies operating as trainers may also apply to become SIYB Trainers. Trainer
Candidates are selected based on information provided by them in the “Trainer
Entry Form” and/or in interviews; a contents-test is sometimes also given to ap-
plicants. The minimum requirement for Trainer selection is a combination of at
least two out of the three following elements: BDS experience, experience with
adult education and own business experience. 13
•• Participating in an initial ToT workshop: The ToT workshop facilitated by a Master

Trainer introduces participants to both the technical content of the relevant SIYB
package(s) and to adult learning methodologies through a participatory approach
(including the delivery of at least one practice session by each participant during
the workshop). Successful completion of the workshop requires a sufficiently high
score on the “Trainer Observation Record” and the passing of a post-test (see Cer-
tification section below). An important part of the workshop is the development
of action plans by the Trainer Candidates for the next steps of the ToT cycle (as out-
lined below). The duration of the ToT workshop is normally 6-10 days if only one
package (or a combination of GYB and SYB, which are usually delivered together)
is involved; in case more than one package is involved, the duration is 10-14 days.
•• Executing at least one Training of Entrepreneurs (ToE) cycle for each of the rele-
vant SIYB packages: This is done under the supervision of a Master Trainer, allow-
ing the Trainer Candidate to practice the skills acquired during the ToT workshop
and for the supervising Master Trainer to assess to what extent the Candidate’s
performance is satisfactory. In this phase, the Trainer Candidates undertake all
activities normally required in a ToE cycle, namely: selecting participants and car-
rying out a training needs assessment, designing the training programme, deliv-
ering the ToE workshop, providing after-training support in the form of individual
or group counselling, and reporting on the training to the Master Trainer. As part
of this exercise, the Trainer Candidate must develop at least one case-study of a
client that the Trainer Candidate has taken through the ToE cycle for each relevant
SIYB package, describing on the one hand the support provided (including costs)
and on the other hand its impact, by comparing the client’s pre- and post-training
situation. The Trainer Candidate’s performance during this phase is monitored
through the “Trainer Performance Card” (physical observation by the supervising
Master Trainer) and by the submission of these cases and of training reports to
the Master Trainer. This phase normally lasts several months, as it involves the
design and delivery of one or more full training cycles, depending on the number
of packages that are involved.
•• Participating in a Competency Reinforcement Workshop (CRW) (Optional): The
workshop delivered by the Master Trainer, and conducted as an optional element
in cases where deemed necessary based on the results of the practice phase, aims
to address issues encountered during the practice phase and refine Trainer com-
petencies in view of certification. The CRW normally lasts 3-10 days, depending
on the number of packages that are involved.
•• Certification: Upon completion of the above steps, a Trainer Certificate of Com-
petence is issued by the responsible Master Trainer, which provides the Trainer
Candidate the right to call himself/herself a certified SIYB Trainer (or SYB Trainer,
IYB-Trainer, or EYB-Trainer, depending on the package(s) involved) and to provide
training services using the SIYB materials and brand name. While the Trainer Cer-
tificates of Competence do not contain an expiry date, should a Trainer fail to show
a sufficient level of activity (execution of at least one ToE cycle every three years),
he/she will be classified as a non-active trainer, and Master Trainers will be discour-
aged from providing referrals to his/her training services. Attendance certificates
are sometimes provided to participants who complete the ToT workshop, and
where conducted, the CRW. Where issued, these certificates only provide proof of
14 attendance, and should not be confused with Trainer Certificates of Competence.
Minimum requirements for Trainer Certificate of Competence
•• Participated successfully in the initial ToT workshop covering the relevant SIYB
package(s) (and scoring sufficiently on the Trainer Observation Record);
•• Conducted at least one full ToE Cycle (from initial marketing to post-training evalua-
tion) for each of the relevant SIYB packages and reported results satisfactorily;
•• Developed at least one client case study for each relevant SIYB package, analyzing
the full ToE Cycle and its effects on his/her clients, based on a site-visit.
Figure 3: Trainer development process
ToT cycle ToE cycle
2
Attending ToT 3 2
workshop Delivering ToE
}
Executing workshop
ToE cycle
1 Selection as
potential Trainer
(+ preparing
case study) Follow up
support
Attending CRW 1 Preparations

for ToE cycle
3
[optional]
Certification
as Trainer
4
5
Package choice
In the design of the Trainer development process above, a decision needs to be
made on which packages are to be included. The process may apply to only one of
the packages (GYB, SYB, IYB, EYB) or may involve two or more packages. In the case
of a single package, or a combination of GYB and SYB which are normally delivered
together, the process is as described above. If a second package is involved, each
step of the ToT cycle carried out for one package will either i) be repeated for the
second package, or ii) extended in duration to cover the second package. For in-
stance, a process involving both SYB (or GYB-SYB) and IYB would normally involve
two initial ToT workshops of 5 days each (or a longer single ToT workshop of 10
days), the delivery of two ToE cycles (one for each package), and, as an optional
element, a CRW of 3-5 days covering both packages.
The Certificate of Competence provided to the Trainer upon completion of the pro-
cess will always reflect the packages included in the training cycle.
Figure 4: Expanded Trainer development process for two packages
ToT cycle ToE cycles
2 3 15
Attending GYB-SYB ToE
}
GYB-SYB ToT Executing cycle

workshop GYB-SYB
1
ToE cycle
Selection as
4
potential Trainer
Attending IYB
ToT workshop
Certification as
}
SIYB Trainer Executing
IYB ToE
7 Attending
GYB-SYB-IYB
cycle
IYB ToE
5
CRW [optional] cycle
6
Duration
The length of a ToT cycle starting from the identification of potential Trainers to
their final certification is normally a minimum of 6-9 months. In planning a Trainer
development process, it is important to remember that it involves not only the orga-
nization of the ToT workshop, and, in some cases, a CRW for the Trainer Candidates,
but also the execution of a full training ToE cycle by the Trainer Candidates, which in
itself may take several weeks.
Trainer Developers
Trainer Candidates are trained and certified by SIYB Master Trainers. The Master
Trainers are often subcontracted by interested agencies to carry out this work. If
there are no Master Trainers in the country concerned, a Master Trainer from an-
other nearby country can be asked to undertake the work.
Trainer development processes may involve various organizations; a process may
be launched, financed and executed by one and the same organization, or it may be
launched at the demand of one organization, financed by another, and executed by
yet another organization.
The ILO’s International Training Centre (ITC) also provides ToT services, either through
open courses at the ITC in Turin, Italy, or through customised courses which can be
conducted on-site in the commissioning organization’s country. In carrying out these
courses, the ITC relies on the network of Master Trainers for the training delivery.
Costs
The costs of a Trainer development process will vary by country depending on local
costs. The number of packages involved will also influence costs.
For a basic Trainer development cycle for one package, minimally the following
should be budgeted:
•• The consultancy fees and travel costs (where applicable) of the Master Trainers
(ideally two) for delivering the initial ToT workshop, and where applicable, CRW
and coaching during the practice phase (ToE cycle delivery by Trainer Candidates);
•• The logistics costs of the initial ToT workshop, and where applicable, CRW;
•• The logistics costs of Trainer Candidates delivering ToE cycles during the practice
phase under the supervision of the Master Trainer(s); the cost of the ToE cycle could
16 be fully or partly covered through the course fee charged from entrepreneurs.
ToT cycle costs usually vary in the range of 50,000 - 80,000 USD.
These costs are often covered by the implementing organization (whether ILO or
another organization). In line with established good practice, fees are often also
requested from and paid by the participants (in this case, Trainer Candidates), which
may cover either the full cost of the training, or part of it, and which is generally
considered to enhance training outcomes.
Gender concerns
At the level of Trainers, two issues are of key importance. Firstly, the potential Train-
ers, whether women or men, need to display a commitment and capacity to effectively
design and deliver training services that are gender-responsive, e.g. by targeting both
women and men, identifying any differences in their situations and factoring these into
the training intervention design. Should this capacity be weak at the outset (assessed as
part of the Trainer Candidate selection), potential Trainers selected for participation in
a ToT programme need to be provided support in acquiring this capacity in the course
of the programme. Secondly, gender-balance among the potential Trainer Candidates
should be given consideration. Having both women and men among the Trainer pool is
important not only for promoting equality of opportunity, but also because female role
models may be needed in contexts where gender inequalities persist among the target
group; in such cases it may also be easier for female trainees to interact with female
Trainers.
Master Trainers have been capacitated to operate independently and deliver high qual-
ity SIYB ToT processes from start to finish, and equipped with the necessary materials
(in particular, Trainer manuals). The SIYB Global Coordination Team can recommend
Master Trainers and provide their contact details for executing ToT processes; the Team
can also provide examples of ToR for Master Trainers.
2.4 Master Trainer Development
Master Trainers are selected from among Trainers with an excellent track record,
and form the backbone of the SIYB implementation structure. They play a key role
not only in the programme’s multiplier effect strategy through their responsibility of
training Trainers, but also in quality assurance and keeping up the brand name, as
well as in marketing and furthering roll out.
For Master Trainers, going through the Master Trainer development cycle and ac-
quiring the status of a certified Master Trainer offers recognition by the ILO and
external partners of excellence in training performance, and often additional busi-
ness opportunities in areas such as training provision, materials development, and
conducting programme evaluations or impact assessments.
This chapter outlines the steps involved in the Master Trainer development cycle, as
well as certification requirements and procedures.
The Training of Master Trainers (ToMT) cycle

•• Master Trainer Candidate selection: Potential Master Trainers are selected from
a pool of existing Trainers. Apart from criteria similar to those relating to Train-
ers (BDS experience, experience with adult learning and own business), potential
Master Trainer Candidates are evaluated based on their track record as SIYB Train-
ers; given the key role that Master Trainers play in SIYB implementation, Trainers 17
having shown an exemplary and high quality performance and who have a broad-

er strategic vision of the links of management training, enterprise development,
job creation and decent work for women and men will be considered for “upgrad-
ing” to this role. The selection of participants in a Master Trainer development
process is carried out through both the review of applications and CVs, and inter-
views with Candidates. Application forms and interview guides are available from
the SIYB Global Coordination Team for use by the Master Trainer Developer(s)
in selecting Candidates. There is often demand from individual organizations for
Master Trainer certification processes for their staff. While this can be accommo-
dated in some instances, generally Master Trainer development processes should
be designed to be inclusive and target SIYB Trainers from a wide range of organi-
zations, so as to help maintain the quality of SIYB and open access to it.
•• Participating in a Training of Master Trainers workshop: The workshop, facili-
tated by a Master Trainer Developer, provides a refresher on the technical content
of the relevant SIYB package(s) and adult learning methodologies which partici-
pants are already familiar with as SIYB Trainers, and reinforces their competencies
in these areas. In addition, the key objective of the workshop is to introduce the
Candidates to broader Master Trainer competencies (such as marketing, Trainer
development, or M&E) and build their capacity to undertake their new role. The
workshop normally lasts 10-15 days, depending on how many packages are in-
volved.
•• Executing at least one ToT cycle for each of the relevant SIYB package: This is
done under the supervision of the Master Trainer Developer, and will provide
the Candidates with practical experience in the work of Master Trainers and en-
able the Master Trainer Developer to gauge the Candidates’ level of competency.
The ToT cycle contains the steps described in the section on Trainer development
process, namely: an initial ToT workshop, the supervision of a practice phase in
which Trainer Candidates execute ToE cycles, and, as an optional element, a CRW
for the Trainer Candidates. This normally lasts minimally between 6-9 months,
given that one or more full ToT cycles (which include the implementation of a ToE
cycle) are involved. During this phase, the Master Trainer Candidate should sup-
port the Trainer Candidates being coached in developing case studies of (poten-
tial) entrepreneurs. While each Trainer Candidate needs to develop at least one
entrepreneur-level case per SIYB package, the Master Trainer Candidate needs
to develop at least one trainer-level case per SIYB package, which should include
references to the entrepreneur client case developed by the Trainer Candidates
under the Master Trainer Candidate’s supervision. Apart from the development of
cases and training reports, the Master Trainer Candidates’ performance is moni-
tored through the “Master Trainer Competency Assessment Guide.”
•• Participating in a CRW: The CRW aims at providing the Master Trainer Candidates
with the opportunity to share their experiences on the practice phase, including
the analysis of case studies, and to strengthen their skills in areas identified as re-
quiring enhancement through self-analysis and assessment by the Master Trainer
Developer. The CRW normally lasts between 5-10 days depending on the identi-
fied training needs and package(s) involved.
•• Passing the Master Trainer examination: This examination, carried out before
certification, normally in conjunction with the CRW, assesses the Candidates’ lev-
18 el in the Master Trainer competencies.
•• Certification: Once all of the above steps have been successfully completed, a
Master Trainer Certificate of Competence as well as a Master Trainer License

Agreement is issued. The certificate and license confer on their holder the right
to call himself or herself an SIYB Master Trainer, and to provide both training and
non-training services related to SIYB. The license also outlines the conditions to
which the holders must adhere when acting in the role as Master Trainers (for
instance, informing the ILO of any ToT activities to be carried out and reporting on
these, obtaining prior permission for the use of the name or logo of the ILO, and
consulting the ILO on the pricing of SIYB materials). The Master Trainer Certificate
of Competence and the Master Trainer License Agreement are issued by the SIYB
Global Coordination Team in ILO Geneva upon recommendation from the Master
Trainer Developer, and are valid for three years. To keep their status of Master
Trainer and to be re-certified and re-licensed upon expiry of the license, Master
Trainers must demonstrate a sufficient level of activity by executing at least one
ToT cycle, or the equivalent, during the three-year validity period of the license.
Once certified, Master Trainers are listed and their contact details published on
the SIYB Gateway, an online platform (see Chapter 2.7). As in the case of Trainer
Candidates, Master Trainer Candidates may receive a Certificate of Attendance
following attendance of the initial ToMT workshop and CRW; however, these cer-
tificates simply attest to attendance.
Requirements for Master Trainer certification
Minimum requirements for initial Master Trainer Certificate of Competence

•• Is a certified SIYB Trainer;
•• Participated successfully in the initial ToMT workshop covering the relevant SIYB
package(s);
•• Conducted at least one full ToT cycle for each of the relevant SIYB packages, includ-
ing the implementation of at least one full ToE cycle by at least 30% of the Trainer
Candidates under their supervision;
•• Developed at least one case study of a Trainer having taken part in the ToT cycle,
analyzing the full training programme and including cases of entrepreneur-level cli-
ents trained by the Trainer Candidate;
•• Participated successfully in a CRW for Master Trainer Candidates covering the rel-
evant SIYB package(s);
•• Passed the Master Trainer examination which assesses whether Master Trainer com-
petencies have been acquired.
Minimum requirements for renewal of Master Trainer License Agreement upon
expiry
•• Conducted at least one full ToT cycle (including the implementation of at least one
full ToE cycle by at least 30% of the Trainer Candidates under their supervision) in
the three year validity period preceding certificate expiry.
19

Package choice
As at the Trainer level, the content and length of the Master Trainer development
process steps will depend on which SIYB packages are concerned, and if more than
one package is involved, this will be reflected through either the extension or repeti-
tion of each step to cover the additional package.
The Certificate of Competence provided to the Master Trainer upon completion of
a ToMT cycle will, as for Trainers, reflect the packages included in the training cycle,
meaning that a Master Trainer trained in GYB-SYB only will be certified in GYB-SYB
only, whereas a Master Trainer trained in GYB-SYB and IYB will be certified for both.
The standard SIYB Master Trainer will at least be able to conduct the ToT cycle for
GYB/SYB and IYB, unless a decision has been made in consultation with the SIYB
Global Coordination Team to focus on only one package in a given country based on
final beneficiary needs and implementation capacity.
Duration
The Master Trainer development process usually takes between 1-2 years. This is
because it requires not only the participation of Master Trainer Candidates in two
workshops, but also the practical element between these workshops during which
the Master Trainer Candidates execute one or more full ToT cycle(s), including the
supervision and coaching of Trainer Candidates in executing a ToE cycle. It is there-
fore important to factor in the time and resource needs required to implement both
a ToT and ToE cycle, in addition to the workshops conducted for the Master Trainer
Candidates, when planning the Master Trainer development process.
Master Trainer Developers
Master Trainers are trained by resource persons authorized to do so by the SIYB
Global Coordination Team. These resource persons are usually Master Trainers
with extensive ToT experience, selected on a case-by-case basis to become “Master
Trainer Developers.” It is recommended that two to four such resource persons
work together in a “Master Trainer Development Team” when carrying out ToMT
processes so as to maximize their impact.
While the initiative and funds for a Master Trainer development process may come
from a variety of organizations, the SIYB Global Coordination Team needs to approve
the process so as to ensure global standards are maintained. Upon approval, the SIYB
Global Coordination Team will provide practical assistance in terms of referrals to Mas-
ter Trainer Developers to carry out the process and guidance on the planning process.
Costs
As with the ToT cycle, the costs of a ToMT cycle will vary depending on local costs
and the number of packages involved. For a basic SIYB ToMT cycle, minimally the
following costs should be budgeted for:
•• The consultancy fees and travel costs of the Master Trainer Development Team
for delivering two workshops (initial ToMT and CRW) and in-between coaching
during the practice phase (ToT cycle delivery by Trainer Candidates);
20 •• The logistics costs of the two workshops (initial ToMT and CRW);
•• The logistics costs of Master Trainer Candidates delivering ToT cycles during the
practice phase (including delivery of ToE cycles by Trainer Candidates during their
practice phase under the super vision of the Master Trainer Candidates).
To provide a rough indication, a recent ToMT cycle in Vietnam cost approximately
150,000 USD covering mainly the international costs. Many of the local costs were
borne by the local counterpart, the GDVT. Fees are often also requested from the
Master Trainer Candidates, which may cover part or all of the training costs. This is
done to provide an incentive for learning and securing a high level of commitment
to playing the role of Master Trainer.
Gender concerns
As with Trainers, potential Master Trainers need to either have a strong capacity to
integrate gender-responsiveness into their work from the outset, or when this is not
the case, capacity building in this area needs to be factored into the training cycle.
Again as with Trainers, gender balance among Master Trainer Candidates needs to be
encouraged through appropriate marketing and selection mechanisms so that the pool
of Master Trainers in a given context comprises both qualified women and men.
As the SIYB Global Coordination Team is the certifying body at the Master Trainer level,
Master Trainer development processes should always be initiated in consultation with
the Team. The Team can facilitate contact with ILO-approved Master Trainer Develop-
ers, provide examples of ToRs, and advise on the process. Reports on all phases of the
process should be shared with the Team, which will also take part in the final assess-
ment process of Master Trainer Candidates before their certification, either through
distance-based reviews of performance or on-site participation.
Figure 5: The inter-linkages of the Training of Master Trainers (ToMT), Training of Trainers (ToT) and Training of Entrepreneurs (ToE) cycles in the development of Master Trainers
ToMT cycle ToT cycle ToE cycle
2 3 2
Attending 2
ToMT workshop Executing Delivering 3
ToT ToT workshop Delivering ToE
cycle workshop
} Supervising
Selection execution of
Preparations
as potential ToE cycle Follow up
for ToT cycle
1 Master Trainer 1 support
} Preparations
for ToE cycle
Delivering CRW 1
Attending CRW 3
[optional]
+ passing exam
4 Certifying
Certification as of Trainers
4
Master Trainer
5 5
Note: for purposes of simplicity, cross-cutting processes, such as M & E and gender mainstreaming are not shown in the diagram
21

2.5 Materials Adaptation, Translation, Printing and
Distribution
High quality materials which respond to the needs of clients are one of the success
factors of SIYB. Maintaining this quality is thus critical for the continued expansion
and sustainability of the programme.
This chapter outlines how Master Trainers and Trainers can access and use the
already existing rich body of SIYB training materials that have been developed – in-
cluding the standard international versions of the four packages, a range of sectoral
adaptations and over 40 translations – as well as how to proceed when wishing to
adapt, translate or disseminate materials.
Accessing materials
SIYB Trainers and Master Trainers will receive a copy of the relevant Trainer-level
materials needed for conducting ToEs (in the case of Trainers) and ToTs (in the case
of Master Trainers) when taking part in their initial training cycle leading to certifica-
tion.
They, in turn, will provide copies of the entrepreneur-level materials to participants
of ToE workshops.
22 Should Trainers require more copies of materials, or should other persons be inter-
ested in acquiring the materials, SIYB materials can be obtained as follows:
•• In electronic format through the SIYB webpage3, which is accessible to the gen-
eral public, or the online SIYB Gateway. The latter is only open to certified Master
Trainers and Trainers as well as partner organization representatives or ILO staff
who are registered and active users of the Gateway. In addition to the electronic
copies of the manuals contained on the public webpage, the Gateway also con-
tains the full range of supplementary tools that Trainers, Master Trainers and oth-
er implementing organizations may need (e.g. training needs analysis and M&E
forms).
•• In printed format by purchasing them either from the Publications Department of
the ILO (enquiries should be sent to pubvente@ilo.org) or from regional distribu-
tion points which may be either ILO offices or projects or national organizations
holding printing and distribution licenses (the SIYB Global Coordination Team can
advise on the nearest distribution point). This channel is open to any interested
persons or organizations.
It should be noted that:

•• SIYB Trainer-level materials can only be used for SIYB training delivery by certified
SIYB Trainers or Master Trainers.
•• SIYB entrepreneur-level materials can be used for self-learning. However, given
the fundamental role played by training for reaching the expected outcomes, it
is recommended that interested persons register for SIYB training programmes
whenever possible.
3 www.ilo.org/siyb. The materials are currently not available online but will be uploaded when the pro-
gramme will adopt “Creative Commons,” which is expected to take place at the beginning of 2015.
Any other use of the materials apart from the provision of training by certified SIYB
Trainers or self-study by interested persons has to be approved by the SIYB Global
Coordination Team.
Adaptation, translation, printing and distribution of materials

While a wide variety of SIYB materials already exist (see Part I), in some instances,
the SIYB materials may need to be adapted to specific geographic or thematic con-
texts or for specific target groups. The market assessment will provide indications on
the type of materials that are needed in the context concerned.
If the materials (either original or adapted) do not exist in the language to be used
for training the target groups, the materials may be translated.
While either original or adapted/translated versions of the materials may be pur-
chased from existing sources, if sufficient stock is not available when needed, an
organization may also print the materials and act as their distributor; in such cases,
the conditions for the sale of materials will be agreed upon by the organization and
the ILO.
Given that the copyright of the materials remains with the ILO, in all of these three
cases – adaptation, translation, and printing – permission must be sought from
the SIYB Global Coordination Team, which will liaise with the relevant ILO units to
facilitate the issuance of the required official authorisations (printing, adaptation or 23
printing/distribution licenses). This will ensure that materials associated with the
SIYB brand name remain of a standard quality and are printed and distributed ac-

cording to basic SIYB principles such as open access and fair pricing.
Costs implications
In the case of existing materials, the costs vary by the distributor. For example, a set
of SYB materials (Manual and Business Plan booklet) currently costs approximately
55 USD when purchased from the ILO Publications Department in Geneva, while the
Business Game costs 295 USD.
Local distributors (for instance the RBCT in southern Africa or SIYB Association of Sri
Lanka in Asia) may be able to offer bulk discounts for larger quantities.
In the case of new materials, adaptation, printing and translation costs need to be
factored in. If copies of the Business Game are printed and sold locally, a royalty
must be paid to the South African Institute for Entrepreneurship (SAIE) in South
Africa, the joint copyright holder.
The SIYB Global Coordination Team can facilitate contact with the ILO’s Publications
Department for obtaining printing, distribution or translation licenses. It can also ad-
vise on materials distribution points for hard-copy materials either at global level (ILO’s
Publication Department) or in different regions; soft copies of materials can be ob-
tained through the SIYB Gateway maintained by the Team.
2.6 Entrepreneur-Level Training Implementation
While the four SIYB training packages focus on different target groups, the main
target clientele are start-ups, micro and small businesses that often operate in the
informal economy.
The training of potential and existing entrepreneurs is executed by certified SIYB
Trainers, normally working for an SIYB partner organization. While the role of Mas-
ter Trainers is broader, they may also conduct entrepreneur-level trainings.
The ToE cycle is described in the section that follows. The costing and pricing of
training services for entrepreneurs, an area of growing attention in the private sec-
tor development community, is covered in the second section of this chapter.
The Training of Entrepreneurs (ToE) cycle

The ToE cycle is composed of the following elements:
•• Marketing: The Trainer and/or organization in charge of implementing the SIYB
intervention needs to link up to customers in the market and find ways to supply
them with needs-based training at competitive rates. In this respect, marketing
activities should consider the standard “Ps”, applied to enterprise management
training, i.e. the “product” (training intervention) needs to be customised to the
24 needs of the customers, “promotion” needs to be carried out so as to inform po-
tential customers about the training and attract them to buy it, the right “price”
for the training needs to be determined, and so on. An SIYB marketing guide for
Trainers is available.
•• Participant selection: The selection of training participants from among interest-
ed applicants should be based on general and business-related SIYB selection cri-
teria, as outlined in Table 1. A tool to help assess these characteristics is provided
in the “SIYB Entry Card.” The final selection of participants can then be done using
the “SIYB Selection Tree”, which will also help to determine which training pack-
age is most suited for individual candidates.
Table 1: SIYB participant selection criteria
General criteria Business-related criteria

All candidates Potential entrepreneurs Existing entrepreneurs
•• Literacy •• Motivation and availabil- •• Have viable business
ity to start business
•• Age •• Experience in business
•• Have a concrete business
•• Gender •• Position in business
idea
•• Have technical skills to
start the business
•• Training needs analysis: Apart from making sure that SIYB participants receive the
right level of training from among the SIYB packages (GYB, SYB, IYB, EYB), an anal-
ysis of their specific learning needs and wants should be done so that the training
intervention can be designed to respond to these. Training needs can be assessed
using the “SIYB Entry Card” filled in by Trainers through interviews with potential
participants during the previous step (participant selection), and which contains
both questions on learning expectations as well as questions which should show
to what extent the candidate has a command of business management concepts.
•• Preparation and design: This step involves making all practical arrangements
(booking a venue, inviting the participants, preparing materials and equipment,
etc.) for carrying out the training, as well as designing the workshop programme
based on the training needs analysis. Guidance for preparations is included in the
SIYB Trainer’s Guides.
•• Implementation – the ToE workshop: The core element of the ToE cycle is the ac-
tual ToE workshop, which will vary in length depending on the package (usually 3
days for GYB, 5 days for SYB, and between 5-7 days for IYB and 7-14 days for EYB).
As explained in Part I, the different SIYB packages have different objectives – GYB
aims to help participants develop a business idea, SYB assists participants in the
preparation of a business plan, while IYB helps participants with an existing busi-
ness to improve specific areas of its management and EYB guides them towards a
growth strategy – and the workshop contents will reflect this. While joint GYB-SYB
workshops are common, IYB and EYB are normally implemented separately. Joint
GYB-SYB workshops are popular because they allow for delivery of training for
the two packages within a condensed timeframe; where implementers can de-
liver the two packages in two separate courses, however, this has the advantage
of allowing beneficiaries to carry out market research between the courses. The
SIYB Trainer’s Guides provide assistance and standards on how to structure and
conduct SIYB workshops using the different packages, while the ToT programme 25
provides Trainers with the opportunity to practice facilitation techniques which

are in line with effective adult learning methods, especially experiential learning
and participatory approaches.
•• Implementation – post-training follow up support: The support provided after
the initial training depends on which package is involved:
• GYB: For beneficiaries of GYB training, the next step is usually taking part in
SYB.
• SYB: For beneficiaries of SYB training, the follow up after training normally
consists of either individual or group counselling to help the beneficiaries to
finalise their business plan, and, in some cases, to facilitate its submission to
a financial institution. The counselling should provide the potential entrepre-
neurs with guidance in data collection and, once finished, the filling in of the
business plan itself.
• IYB: For beneficiaries of IYB training, after-training follow up usually takes one
of three forms:
-- Individual counselling: This consists of on-site visits aimed at diagnosing ar-
eas for improvement in the entrepreneur’s business and guiding the entrepre-
neur in finding appropriate solutions.
-- Group counselling: The aims are similar to that of individual counselling – i.e.
to diagnose areas for improvement and identify solutions – but the support is
provided in group format. In some instances, apart from guidance provided by
the Trainer to the group, so called “Business Improvement Groups” can also
be formed, which meet periodically to discuss challenges and provide mutual
assistance in finding ways to overcome them.
-- Refresher training: This form of follow up consists of providing beneficiaries
a second IYB training in order to refresh their memories. Such training may
be useful especially if a long time has elapsed following the first training or
if skills and knowledge relating to specific modules need to be strengthened.
• EYB: As EYB is a combination of classroom training and on-site individual coun-
selling, the type of follow up provided for the other packages above is already
contained in the training itself.
The specific nature of follow-up support offered should be based on a thorough

needs assessment and demands of the clients. Guidance on follow up support
is provided in the SIYB Trainer’s Guides as well as in separate guides on counsel-
ling, available from the SIYB Global Coordination Team.
•• M&E: This step relates to the process of collecting and analysing information to
check on progress in the implementation of SIYB activities and to assess their re-
sults. Key tools in this regard are i) the online SIYB Gateway which enables training
outreach to be established, and ii) the “Client Business Assessment Card”, which
provides an indication of the effect that the training and other support have had
on individual entrepreneurs. The procedures and tools relating to M&E are de-
scribed in the section on M&E.
Figure 6: Training of Entrepreneurs (ToE) cycle
ToE cycle
26
2
3
Selection of
participants
Training needs
analysis
1 Marketing
Gender
mainstreaming
Design of
training 4
Monitoring
and
evaluation Training
7 Follow up support
workshop
delivery
(counselling,
coaching, etc.) 5
6
Gender concerns
Gender concerns should be integrated in each step of the ToE cycle. This means, for
instance, that:
•• Marketing efforts should target both women and men, making use of channels and
messages that reach out to both;
•• The selection of beneficiaries should have as one of its aims to ensure equal access
to the training by qualified women and men, and the sex ratio of participants should
ideally range between 40-60% unless the training is carried out for the benefit of
one sex as a means of overcoming the effects of past discrimination;
•• In designing the training intervention, the choice of location and timing should be
conducive to both women and men being able to attend, despite family responsibili-
ties;
•• During the ToE workshop itself, the Trainer should make sure that the technical con-
tents responds to the needs of both women and men and ensure that the facilitation
enables the active participation of both.
The ILO usually focuses its work on the Master Trainer and Trainer development levels,
and is usually only indirectly involved in entrepreneur-level training, except in cases
where ILO field projects implement such trainings as part of the project activities. SIYB
Trainers have been trained to design and deliver SIYB trainings independently, and have
27
been provided with all the required materials for doing this; however, where required
the SIYB Global Coordination Team can provide advice on ToE processes and docu-

ments such as examples of ToRs or sample training schedules.
Costing and pricing the training

SIYB workshop costs vary widely by country due to cost differences. Examples of
costs for a 5-day training found in a survey of a limited number of countries in the
2011 SIYB Global Tracer Study ranges from 250 USD in Mauritania to 1,700 USD in
China.
Table 2: Cost information about SIYB trainings in selected countries4
Average
Average Average
Participants’ Participants’ costs of 10
cost 5 day cost 5 day
Country contribution contribution day SIYB
SYB training IYB training
(USD) (USD) TOT
(USD) (USD)
(USD)
Burkina Faso 400 1 • • •
China 1,700 0 1,200 45 11,000
Kenya 300 30 • • •
Mauritania 250 16 • • 5,000
Mongolia 900 12 1,500 40 10,000
Nepal 300 0 385 0
Sri Lanka 363 12 454 14 728
4 From Susanne Van Lieshout, Merten Sievers and Mirza Aliyev (2012), Start and Improve Your Business
Global Tracer Study, ILO, Geneva.
When starting to offer SIYB training services, TSPs and Trainers will need to decide
on whether to charge fees, and if so, how much.
In order to do so, the TSP should first know the cost of the training service that it will
offer. These costs usually include, but are not limited to, the following5:
•• Human resource costs: The staff costs of the organization (in particular, of Train-
ers when they deliver training, but also the time spent by staff in preparing the
logistics of a workshop) as well as that of external resource persons that might
need to be contracted (in cases where the Trainers who will deliver the SIYB train-
ing service are not staff of the organisation).
•• Infrastructure costs: The premises and equipment owned by the organization
(e.g. computers, or printers) and/or the hiring of external training venues and
equipment where required.
•• Training materials and stationery: The SIYB training manuals (which can be pur-
chased from SIYB-approved suppliers, see chapter 2.6) as well as stationery need-
ed for the ToE workshop.
•• Transport, accommodation and food: Lunches and refreshments where offered,
participant and resource person transport costs where offered, participant and
resource person accommodation for residential courses where offered. Concern-
ing these costs, the TSP should assess what is really required; for example, the
payment of per diems is generally not recommended.
28
•• Marketing costs: Press releases, press conferences, or awareness-raising events
related to the training.
•• Communication costs: Phone or fax communications needed for the training.

•• Overheads: Utilities, taxes, etc., incurred by of the organization in organizing the
training.
Table 3: Costing of an SYB workshop and follow up support for 20 participants
ITEM COST (USD)

Promotion 100
Trainers fees for workshop preparation and delivery (2 Trainers) 800
Manuals 60
Stationery 20
Venue 100
Refreshments 160
Local transport 80
Trainers fees for follow up (2 Trainers) 400
Total costs (20 participants) 1,720
Cost per participant 86
With mark-up 10% on cost per participant 95
Note: Adapted from SIYB sample costings prepared by Master Trainers at the Workshop on BDS Provider Sus-
tainability, organized by the ILO’s Youth Entrepreneurship Facility in Arusha, Tanzania, May 2014.
5 Adapted from Torsten Schulthess (2006), A Practical Training Course on How to Organize Training Events
- Part 2: Background Reading, IFC, Sequa and bfz.
Once the costs of the training service have been calculated, a break-even analysis
should be made in order to determine at which fee level the total revenues would
be equal to the total cost of the service, and what fee would cover the cost of the
service. Once a cost-covering fee has been calculated, the TSP needs to decide on
the price. In doing so, TSPs should also consider the fees charged by other training
providers, and ensure their rate is competitive. The TSP can choose from among the
following options for setting a price6:
•• Charging a cost-covering fee without earning any profit;
•• Adding a reasonable profit (e.g. 10-15%) to the cost-covering price;
•• Charging a non-cost-covering fee and cross-subsidizing the training service from
other sources of income (e.g. membership fees, materials sales, etc.);
•• Offering the service for free, and financing the service from other sources of in-
come.
Generally, the last option is not recommended. In addition to being key for long-
term financial sustainability, charging a full fee or asking for partial cash or in-kind
contributions (for example, covering their own transport cost or lunch) has generally
been proven to be a helpful mechanism for selecting participants with a genuine
willingness to take the training, securing higher participant commitment to the
learning process as well as higher post-training success rates in terms of start-ups
and/or improved enterprise management. 29
While TSPs are mostly aware of this, some may be hesitant to shift from free to fee-

based training services due to a certain number of issues, such as the assumption
that there is not enough demand for the service or that other similar organizations
are offering the same training product for free. Such issues should already be flagged
during the market assessment conducted as the first step in introducing SIYB in a
given context. If there is no demand for it or if the market for such services is already
saturated, SIYB should not be introduced, unless a clear differentiation can be made
between SIYB and the other services. The concern that service recipients will not be
willing to pay as they have always received the service for free is also often raised;
in this case, the TSP should explain the benefits to their target groups (i.e. higher
quality training with better outcomes).
Sometimes TSPs will offer new training services for free during an introductory
phase as a means of promotion. While this can be useful in generating interest for
the service, the TSP should clearly establish an end-date to the free services and a
plan for introducing fees right from the start.
In the case of designing services for very low-income target groups where ensuring
their participation is a key objective, TSPs may need to consider the target group’s
ability to pay when setting prices, and the (partial) waiving of fees and/or subsidies
may in some cases need to be factored in. This is usually feasible when the TSP is
supported by external funding (e.g. government), or is a public institution with a
budget that can cover the support it provides. There is strong consensus among
agencies working on private sector development that when subsidies are used,
indirect subsidies are preferred to direct subsidies, and that there should be a clear
exit strategy for subsidies.
6 Ibid
2.7 Monitoring and Evaluation
M&E refers to the process of collecting and analysing information in order to check
on progress in implementing planned SIYB activities and to assess to what extent
established objectives are being achieved.
M&E is an important management tool as it provides a picture of the current situa-
tion, and allows for improvements to be made where necessary (for instance, if the
quality of training services delivered by a training provider are shown to be below
usual standards, capacity building or other support can be planned). M&E is also
important for marketing among potential beneficiaries and resource mobilization
targeting possible partners as it helps to reveal results in terms of outreach and
effects on beneficiaries.
Although important, M&E also has its challenges – for instance, in terms of data
collection, at the global coordination level, having access to reliable, comparable
and comprehensive country-level data, or, at the Master Trainer and Trainer level,
compiling data and reporting under tight timeframes when working in remote areas.
The SIYB set of M&E tools are designed to facilitate the process and to enable rigor-
ous M&E in SIYB initiatives despite such challenges.
This chapter provides a brief overview of what SIYB stakeholders should measure,
as well as of the SIYB M&E framework and related tools through which this can be
30
done.
What should be measured?

A first step in starting M&E for SIYB interventions is deciding what will be measured;
normally this comprises progress in implementation as well as the changes that are
expected to result from the intervention. These changes can be measured through
indicators (qualitative or quantitative measurements of performance).
If a project document has been formulated, it will most likely already contain an
explanation of the activities to be undertaken, changes expected to occur as a result
thereof, and indicators which can be used for measuring these. In the absence of
such a document or to complement it, the managers of SIYB activities should define
a set of indicators based on the theory of change of the intervention.
An example of an intervention model is provided below, followed by examples of
indicators for this intervention model at the outcome and higher-outcome levels
(for the purpose of simplicity, indicators at other levels have not been provided).
SIYB implementers can make use of these examples as a basis for their intervention
model and indicator set, adjusting it as appropriate.
The basic SIYB M&E processes and tools described in the next section include some
of the above indicators; others can be added by SIYB implementers as appropriate in
the context of the activities concerned.
Table 4: Possible intervention model for SME management training interventions such as SIYB7
‹–– IMPLEMENTATION ––› ‹–– RESULTS ––›
Inputs ‌ Activities Outputs Outcomes Impact
•• Budget •• Carry out market •• New curriculum Individual •• Additional income

assessment available (Entreprises)
•• Staff •• Additional jobs
•• Additional skills
•• Develop, adapt or •• Trainers trained created
•• Trainers acquired
revise curriculum
•• Training providers •• Higher number and •• Quality of jobs
•• Partnership •• Organize ToTs advised on how improved
improved quality of
to deliver training business plans
•• Facilities •• Train and advise •• Poverty reduction
services
training providers •• High participant
•• Supplies •• Improvement in self
on how to deliver •• Master Trainers satisfaction
training services certified sufficiency
•• Technical •• New start-ups
expertise established •• Increased satis-
•• Link businesses •• Demand-driven
to microfinance training services faction with own
•• Training •• Better business
organization delivered working situation
tools practices
•• Advise government •• M&E system estab- •• Performance of
and social partners lished enterprises 31
on roll-out strategy
and system set up •• Quality standards Intermediaries

set (TSPs/Trainers)
•• Advise on material
•• Improved capacity
reproduction sys-
to deliver trainings
tems and sustain-
ability strategies •• Increased market-
ing capacity
•• Carry out M&E
Facilitators
(Master Trainers)
•• Capacity to run full
trainer certification
cycle
•• Master Trainer’s
competencies
tested
Society
•• Increased accep-
tance of entre-
preneurship as a
career option
7 Adapted from Nathan Fiala and Markus Pilgrim (2013), Intervention Models and Performance Indicators of the ILO Small Enterprises
Unit – A Mini Guide for Project Managers, ILO, Berlin and Geneva.
Examples of outcome and higher-level outcome indicators (disaggregated by sex)
Outcomes Higher-level outcomes
Individual (Enterprises) •• Additional net income of targeted

•• Number of business plans drafted enterprises
•• Indicator of quality of business plans •• Net additional jobs created
•• Number of participants who estab- •• Indicator for quality of jobs created

lish a new start-up (consult also ILO Decent Work Indica-
tors), e.g.
•• Number and types of better business
practices established Adequate Earnings:
•• Performance indicator of existing Number of working poor
enterprises, e.g. sales per employee
Low pay rate (% of employees who
Intermediaries (TSPs and Trainers) are below 2/3 of median hourly
earnings)
•• Number of participants that recom-
mend the training to others Decent Hours:
•• Number of repeat clients Excessive hours (more than 48 hours
per week)
•• Number of training hours sold per
period Safe Work Environment:
Time lost due to occupational inju-
•• Income from fees charged for train-
ries
ing
32 Social Security:
Facilitators (Master Trainers)
Share of employees with basic health
•• Number of local Trainers trained
care provision
•• Number of trainings delivered by
these local Trainers •• Indicator of poverty, e.g. % of target
group that makes less than 1.25 USD
•• Number of Master Trainers that are
per day
certified
How to measure intervention progress and resulting changes:

the SIYB M&E system
In SIYB, the monitoring system mirrors the implementation structure, with the fol-
lowing monitoring responsibilities:
•• Trainers monitor the entrepreneurs they train, assessing changes in their skills
levels and business performance after training;
•• The national SIYB coordinating structure monitors the performance of Trainers
and the TSP organizations they belong to in delivering ToE programmes and pro-
viding related support services;
•• The SIYB Global Coordination Team and the national coordinating structure moni-
tor the performance of Master Trainers in delivering ToTs and carrying out other
Master Trainer responsibilities.
The SIYB M&E system is composed of two complementary mechanisms, which

should be used simultaneously. These are described below.
The SIYB M&E Toolkit
The M&E of SIYB is based on a set of predefined reporting flows between SIYB actors
and tools (forms and reports) used by them at different stages in implementation.
The monitoring and reporting flows, as shown in Figure 7 below, are in general as
follows:
•• Monitoring of entrepreneurs by Trainers: The “SIYB Client Assessment Card”,
which includes an “Entry Card” filled in before training and a “Business Perfor-
mance Card” filled in after the training, is the key tool through which changes
in the knowledge levels and in the business situation of clients is assessed. As a
complement to this, Trainers will often also conduct pre- and post-training tests
to gauge changes in the level of knowledge of the clients. They will include an
analysis of these forms in their training reports.
•• Monitoring of Trainers and TSPs by national-level coordinating organization (ei-
ther ILO country office or project, or national partner organization to which a
coordinating role has been awarded):
• The tools used to monitor the Trainer’s performance include the “Activity Re-
port Form” describing individual trainings conducted, compilations of “Client
Assessment Cards” (as described above) related to the trainings, and “Trainer
Performance Cards”, which contain an “Entry Card” filled in before the first ToT
workshop attended by the Trainer and a “Performance and Update Record”
33
updated by the responsible Master Trainer or other monitoring authority sub-
sequently, assessing the Trainer’s performance. The Trainer’s performance is

also reflected in daily and end-of-training evaluations filled in by their clients
in conjunction with the trainings delivered. As national organizations progres-
sively take over M&E responsibility from ILO, they may also wish to adapt or
add to these tools based on their own M&E systems.
• The tool used to monitor the performance of a TSP includes the tools used to
monitor the performance of the Trainers affiliated to it; additionally, the “Quar-
terly Provider Report Form” and “Provider Performance Card” (containing both
an “Entry Card” and assessment sections) are also used to monitor the perfor-
mance of a TSP.
•• Monitoring of Master Trainers by the ILO SIYB Global Coordination Team and
national-level organizations: Master Trainers are monitored by the ILO SIYB Glob-
al Coordination Team and often also by one or several national-level organizations
(either ILO country office or project, or national partner organization). The tools
used to monitor the Master Trainer’s performance include individual activity re-
ports on each activity conducted and synthetic summary reports prepared once
every three years. The Master Trainer’s performance is also reflected in daily and
end-of-training evaluations filled in by their Trainer-clients in conjunction with the
ToT-level trainings delivered.
Table 5: Overview of main monitoring tools
Who is being monitored? Which tool is used? What does it show?

Business Performance Performance of an entrepreneur fol-
Card lowing training, as assessed by the
Entrepreneurs
Trainer and included in the Trainer’s
reports
Trainer’s Performance Performance of a Trainer following
Card training, as assessed by the relevant
Trainers monitoring authority
Activity Reports Process and results of individual train-
ing activities
TSP Performance Performance of a TSP, as assessed by
Card the relevant monitoring authority
Training Service
Providers TSP Reports Overview of all training activities car-
ried out in specified period, and results
thereof
Activity Reports Process and results of individual train-
ing activities
Master Trainers Summary Reports Overview of all training activities car-
ried out in specified period, and results
thereof
34 It should be noted that at the Trainer and Master Trainer levels, the reporting flows
and tools are somewhat different before a Trainer or Master Trainer is certified than
once certified. While they are still “in training”, Master Trainer Candidates report
principally to the Master Trainer Developer in charge of their training, while Trainer
Candidates report to the relevant Master Trainer. Additional tools are also used to
supplement the regular reporting tools; these can be obtained from the SIYB Global
Coordination Team.
Figure 7: M&E flow between entrepreneurs, Trainers and the national coordinating body
SIYB
Global Coordination
SIYB
National Coordination
SIYB Trainer
Performance Report
SIYB Client
Assessment Card
SIYB Trainer
Activity Report
Master SIYB
Trainer Trainer
Daily End of
SIYB Client Training Training
Entry Card Evaluation Evaluation
Form Form
Entrepreneurs
before training during training after training
Note: This figure shows the monitoring relationship and tools used between a Trainer, the entrepreneurs he or
she trains, and the national coordinating organisation. For the sake of simplicity, the flows and tools used be-
tween other actors, such as Master Trainers and the SIYB Global Coordination Team, are not shown in detail.
The SIYB Gateway
Alongside the toolkit described above, an instant electronic reporting tool, the SIYB
Gateway, is being introduced as the second component of the SIYB M&E system. The
Gateway provides Master Trainers and Trainers a direct means to enter their training
data into an online database immediately upon completion of training activities.
The number of data items included in the Gateway is limited so as to ensure user-
friendliness. The basic information requested from the users is as follows:
•• Dates, duration and location of the training;
•• Level of training (ToMT, ToT, ToE);
•• Type of training (initial training, refresher, competency reinforcement);
•• Package(s) used (GYB, SYB, IYB, EYB, SIYB Level 1);
•• Number of female and male trainees;
•• Percentage of trainees from rural areas;
•• Cost of the training and the amount contributed by participants;
•• Level of satisfaction of participants with the training.
Apart from providing outreach data at the entrepreneur level, the system works as a
35
certification tool, generating Trainer and Master Trainer certificates when certification
criteria have been fulfilled, as well as generating renewed licenses to Master Trainers

having reported a satisfactory level of activity in the three-year validity period of their
licenses.
In addition to monitoring and certification functions, the Gateway also contains Mas-
ter Trainer and Trainer profiles with automatically compiled training histories, which
can be used for the marketing of training services, as well as a materials repository
through which users can access all required SIYB training and non-training materials.
The Gateway is intended as a complementary mechanism to the Toolkit described
above, and should not replace it. Spot checks to verify the accuracy of the informa-
tion in the Gateway will be conducted; Master Trainers and Trainers should therefore
use the Toolkit to ensure that they have up to date documentation to back up their
Gateway entries.
SIYB programme evaluations

Apart from the regular monitoring of the performance of the different actors within
the SIYB programme, the programme overall may also be periodically evaluated
(often based on donor evaluation requirements). Such evaluations normally focus
on standard evaluation criteria such as the relevance, efficiency, effectiveness, and
sustainability of the programme. Guidance on the design of programme evaluations
can be obtained from the SIYB Global Coordination Team.
SIYB programme impact assessments

While tools such as the “Client Performance Card”, if used systematically and rig-
orously, may provide indications on the impact of SIYB activities, an accurate and
comprehensive picture of impact can usually only be achieved through impact
assessments designed specifically for that purpose and accompanied by resources
allowing for the use of methods such as randomised controlled trials.
As with evaluations, guidance on the design of such assessments can be obtained
from the SIYB Global Coordination Team.
Gender concerns
It is important to make sure that the M&E of SIYB activities is gender-responsive and
provides a basis for assessing the extent to which the activities have addressed the dif-
ferent needs of women and men. The standard SIYB M&E Toolkit forms and online Gate-
way enable and require the collection of data on all SIYB beneficiaries, meaning that
sex-disaggregated data is available. This data should be used for analyses to identify pos-
sible differences in effects and impact of the SIYB interventions on women and men, and
to inform changes in the intervention approach to ensure gender-equitable outcomes.
The online Gateway designed and managed by the SIYB Global Coordination Team is
the main M&E tool for SIYB stakeholders, as it functions as both a data-entry and re-
port-generation tool, and also as a repository of all SIYB M&E Toolkit forms. In addition
to providing access to the Gateway and advising on its use, the SIYB Global Coordina-
36
tion Team can also provide support to initiatives wishing to take M&E a step further,
for instance by advising on impact assessment processes or on the application of the
Results Measurement Standard8 of the Donor Committee for Enterprise Development

(DCED).
Figure 8: Screenshot of SIYB Gateway
8 An international standard for M&E developed by the Donor Committee for Enterprise Development (DCED); for
more information, see the section on Results Measurement on www.enterprise-development.org
2.8 Planning for Sustainability
The sustainability of SIYB beyond its initial introduction in a given context is key to
ensuring that its benefits can reach more people over a longer timeframe.
While described as a “step” here, just like other cross cutting concerns or work areas
such as gender mainstreaming or monitoring and evaluation, sustainability needs to
be thought about from the start and in the course of running SIYB activities.
What is sustainability?
The sustainability of SIYB refers to its continued implementation in a country beyond
ILO or other external support. For SIYB, there are three areas of sustainability that
are of key importance:
•• Institutional sustainability: Institutional sustainability relates to the capacity of
training providers to manage SIYB programmes.
•• Technical sustainability: Technical sustainability relates to the training quality.
Only if customers are satisfied with the quality of services received, will they con-
tinue demanding them. Therefore, for the SIYB offer to be sustainable, it must not
only satisfy minimum quality expectations of the customers in the market, but
anticipate and exceed these expectations.
•• Financial sustainability: Financial sustainability refers to the capacity of train- 37
ing providers to recover their training costs. This is important at all system levels
(Master Trainers and Trainers).

Figure 9: The dimensions of SIYB sustainability
Financial
Cost recovery and financial
incentives at all system levels
Institutional Technical
Management capacity, Maintain or improve
legitimacy and recognition the quality of
of institutions and people training programmes
How to plan for longer-term sustainability?

When SIYB activities are launched, a key institutional sustainability factor is part-
nering with organizations which have the capacity to continue implementing SIYB
beyond the initial support phase. This applies to partner organizations involved in
a coordinating or managing role in the country, as well as TSPs. The initial assess-
ment of partner organizations prior to their selection is thus critical, and needs
to include an evaluation of the organization’s capacity – in terms of management
capacity, human and financial resources, or position in the market, for example – to
execute their assigned role once the provision of support ends. Factoring in an or-
ganizational mapping and capacity assessment into the market assessment carried
out as the first step, or conducting such an assessment separately, is an important
part of sustainability planning. Where capacity-gaps are found, but possible part-
ner organizations show good potential and are selected as partners, their capacity
should be strengthened through different types of support measures (for instance,
training, exchange visits, or expert advice). The SIYB implementation strategy, based
on building the capacity of local organizations and giving the latter ownership of the
initiative, normally provides a sound foundation for the sustainability of SIYB.
In addition to institutional sustainability, technical sustainability also needs to be
planned for. Ensuring that materials are regularly updated to maintain their attrac-
tiveness for the target group; that materials distribution channels are in place and
can operate even in the absence of external support; that the Trainer and Master
Trainer pools are monitored for their training performance and provided with skills
upgrading and refresher opportunities where deemed necessary are all key features
of sustainability planning.
In terms of financial sustainability, cost recovery by TSPs can be achieved in differ-
ent ways. Charging fees for training services is one means through which costs can
be recovered. This is sometimes easier at the ToT level than at the ToE level due to
the respective income levels of Trainers and entrepreneurs. However, even for the
latter, it is recommended to start with at least some degree of cost-sharing between
38 clients and support organizations, and to move progressively towards a client-paid
approach. In addition to being a key contributing factor for sustainability, the pay-
ment of fees can also provide a learning incentive for participants, as well as ensur-
ing that the training service market is not distorted through subsidies. Apart from
charging training fees from participants, another way of covering costs is through
SIYB training material sales. In both cases, the market and client’s willingness to pay
should first be studied (this can be done in the market assessment at the outset),
and an appropriate marketing and sales system should then be developed.
Two different examples of how SIYB sustainability has been achieved, based on dif-
ferent approaches – one private (Sri Lanka) and one government-based (China) – are
described below.
Different SIYB sustainability models
Sri Lanka – Sustainability through an SIYB association

Since 2003, following the closure of the five-year ILO-SIYB Sri Lanka project funded by Sida, the independent
SIYB Association of Sri Lanka has been managing and sustaining the training programme. Its creation sprung
from the desire of the local SIYB stakeholders to have an independent association serving all Trainers, rather
than the SIYB management being handed over to a single organization.
While initially housed within another ILO project office, after an incubation period of one year, the association
started operating on its own. Since then, the SIYB programme activities have prospered, with the association
securing one bulk training contract after another (charging a 10 per cent brokerage fee). The association is very
serious about quality control and certification of trainers as SIYB Trainers. The building of a quality image for
SIYB as well as brokerage and other services for members has opened doors to new assignments for SIYB Train-
ers, as well as to training and exposure abroad. In financial terms, the association is doing quite well, with their
income exceeding their expenditure by at least 150 per cent since 2006. Apart from brokerage fees, the sale of
SIYB training materials is a key source of income.
While the association faces some challenges, including increasing numbers of inactive members, low reporting
rates by member SIYB Trainers and some management weaknesses, overall the SIYB Association of Sri Lanka
has proved to be a successful institutional set-up, able to sustain the SIYB programme without major external
financial, technical or managerial inputs.
To date, 63 partner organisations, 28 SIYB Master Trainers, and 330 SIYB Trainers have become contribution-
paying members of the Association and it employs five staff members. It is estimated that the Association has
contributed to the training of over 20,000 people.
Source: Adapted from Van Lieshout, Sievers, Aliyev (2012), with inputs from Gemunu Wijesena, President of the Executive Council of the
SIYB Association of Sri Lanka
39
China – Government engagement as a sustainability mechanism
China’s transition from a centrally planned economy to an open market economy has led to an enormous

economic growth but rendered a huge blow to the Chinese workers. The restructuring of the state-owned
enterprises (SOEs) and resulting lay-offs, the limited capacity of the labour market to absorb the estimated
15 million entrants each year, and large-scale rural-urban migration have been identified as key employment-
related challenges.
To tackle the unemployment problem in particular for laid off workers from SOEs, migrant workers and univer-
sity graduates, the Chinese Ministry of Labour and Social Security (MOLSS) introduced SIYB in 2000 as part of
its Promoting Employment Project, partly funded by the Japanese government; the project was later expanded
into the SIYB China Project which included several phases between 2004 and 2007 and received funding from
the UK Department for International Development (DFID).
ILO involvement in the SIYB China Project was phased out in 2007. However, the government independently
continues to expand the SIYB outreach. The implementation of SIYB is anchored in national structures which
have a key role in furthering the country’s employment objectives. The local Employment Facilitation Office
hires SIYB Master Trainers who in turn select and train training providers (who are later accredited by the local
Employment Facilitation Office) to deliver GYB, SYB and IYB programmes. Many Master Trainers and Trainers
are employed by the Technical and Vocational Education and Training (TVET) centres attached to the MOLSS of
the local governments.
The total number of entrepreneurs trained directly by Master Trainers for GYB, SYB and IYB for 2009-2010
was 72,926. The total number of trainees trained by SIYB Trainers for the IYB package alone was an estimated
1,558,000 for 2009-2010. There are 140 SIYB Master Trainers in China and 5000 Trainers. These figures are
continually rising as SIYB implementation in China continues.
Source: Compiled from SIYB China Project Documentation, various years
Both the Trainer and Master Trainer development processes cover topics key to sustainability, such as costing
and pricing or marketing of services. Should further support be needed, the SIYB Global Coordination Team can
provide advice on sustainability planning and strategies on a case-by-case basis. On request, it can also help
with the design and delivery of training for training service providers, including through the provision of train-
ing outlines and advice on consultants and material.
Part III
POSTSCRIPT
THE GOLDEN RULES OF
SIYB IMPLEMENTATION
Postscript: Ten Golden Rules of SIYB Implementation
During its 30 year old history, the SIYB programme has been tested in a number
of different contexts and has been taken up by a range of different organisations
from both the public and private sectors. This has enabled the programme to take
stock of opportunities and challenges in implementation. The main lessons learned
are summarised in this post-script with the hope that these “golden rules” of SIYB
will provide a basis for organizations planning to implement SIYB to maximise the
potential of the programme.
1. Aim for impact

Like any other training, business management training should never be an end in
itself; what matters are the changes that result from the training in terms of jobs,
income and living standards. The 2011 SIYB Global Tracer Study showed that about
one-third of people who were not yet in business actually started a business after
receiving SIYB training, and the new businesses that were set up following SIYB
training generated on average three new jobs.
Implementing organizations should keep client-level impact in mind throughout
the training cycle and design their services accordingly. This means, among other
measures, ensuring that a thorough training needs assessment is conducted, that
42 the training and follow up services are designed and implemented based on the
identified needs, and that trainee monitoring is conducted to optimise the provision
of support.
2. Respond to demand
SIYB originally emerged from the demand for an SME management programme
that responds to the needs of potential and existing entrepreneurs in developing
economies. Since its creation, the materials and delivery mechanisms of the SIYB
programme have been regularly reviewed to ensure that they continue to meet the
needs of SIYB clients and match changes in their preferences. This has helped to
keep up the demand for the programme in the past three decades, making it one of
the world´s largest SME management training programmes today.
When introducing SIYB in a new context, implementing organizations should always
start with a market assessment of the supply of and demand for SME management
training services, which helps to ensure that the SIYB programme is being introduced
to meet a real need, and enables it to be tailored to the specificities of that particular
context.
3. Keep up technical quality

A cornerstone of SIYB’s success is its technical quality. The programme is known for
the sound quality of its materials, which were originally developed in the late 1970s,
and which have since then been regularly updated to keep up with industry develop-
ments, the latest example of which is the 2013-2014 global materials revision effort
through which the international versions of the core materials are being given a
complete overhaul.
Equally importantly, it is also known for its high quality standards when it comes
to its Trainers and Master Trainers who are carefully screened prior to selection as
Trainer and Master Trainer Candidates, and who undergo a rigorous, multi-stage
training programme comprising both theoretical training and practical application
components as well as a competency assessment before being certified. This system
brings Trainers and Master Trainers a credibility that spans beyond the global SIYB
network and is recognised as a sign of excellence also by outside training stakeholders.
Maintaining quality standards is a responsibility that is shared between the ILO and
the implementing organizations. It is also beneficial to both and a worthwhile invest-
ment because keeping up technical quality is a key factor that helps to sustain the
programme and to expand its outreach, while generating more business opportuni-
ties for TSPs.
4. Reach scale through SIYB’s multiplier effect

SIYB’s implementation structure is based on a multi-tier system whereby ILO-com-
missioned Master Trainer Development Teams train Master Trainers, who in turn
train Trainers, who in turn train entrepreneur-level clients. This generates a multi-
plier effect that has led to the introduction of the programme in over 100 countries
and the training of over 5 million potential and existing entrepreneurs by a network
of over 17,000 Trainers and some 200 Master Trainers. It is this multiplier effect that
has also made the programme popular among policy makers when designing nation- 43
wide enterprise development programmes with an intended outreach of millions of
clients, such as in the case of China or Vietnam. Agencies planning to introduce SIYB

can rely on this multiplier mechanism to generate high roll out rates.
5. Strengthen financial viability

The SIYB programme aims to “practice what it preaches”, and to function in a com-
mercial way – i.e. the assumption is that there must be real and sufficiently strong
demand for the programme where it is introduced, and that the costs of the delivery
of training services need to be covered; ideally, this should include a substantial
contribution from the beneficiaries of the programme, which is key not only for the
financial sustainability of the programme, but also provides an incentive for Trainers
to keep up a high level of performance and ensures beneficiary buy-in and commit-
ment to achieving results.
SIYB TSP institutions and Trainers are therefore encouraged to cover their costs by
charging reasonable fees in relation to the beneficiary income level as a mechanism to
help them achieve both financial sustainability as well as optimal training outcomes.
When working with target groups where this is unrealistic for instance because of
low income levels, other means of covering training costs need to be factored in; in
this respect, the diversification of sources of income is recommended to avoid donor
funding dependency.
6. Adapt in order to respond to needs

SIYB’s continued popularity is partly a reflection of its flexibility and adaptability in
terms of both content and training methods and delivery channels, which enables it
to be tailored to the needs and preferences of specific target audiences. When SIYB
is introduced in a new country, the training packages are normally adapted to the
local context. In addition to country-adaptations, the standard SIYB packages have
also been supplemented by adaptations for different sectors (e.g. tourism and agri-
culture) and target groups (for instance, people living with HIV/AIDS, rural workers
or low-literacy populations), and new delivery mechanisms such as self-learning or
distance-learning are continually being experimented with and introduced alongside
the original face-to-face training format. The needs and preferences of specific tar-
get groups should always be a key consideration in SIYB implementation processes;
if existing SIYB materials or their delivery format do not correspond to the needs of
the intended target group, implementing organizations should consult with the SIYB
Global Coordination Team on developing tailored solutions.
7. Monitor and measure results

The outreach and quality of SIYB are continuously monitored to ensure that clients
receive high-quality services that correspond to standards associated with the SIYB-
brand name and that fulfil their needs and contribute to a growing demand for the
services.
The SIYB programme has developed an M&E system which helps to assess the
performance of the programme and to identify areas requiring adjustment, and
which makes use of the newest technologies (including an online tool allowing for
44 real-time data entry) to facilitate data collection at the global level. These tools are
designed to ensure easy access and user-friendliness so that they can be taken up
by SIYB implementing organizations as means of demonstrating their results and
adjusting their implementation processes as required.
8. Promote decent and greener jobs for women and men

The ILO has built its added value into the SIYB programme by integrating decent
work issues into the programme’s contents and implementation processes. While
SIYB is primarily a business management programme with the objective of helping
women and men in developing communities to set up and run profitable enterprises,
the programme recognises that decent, green and socially responsible jobs play an
important role in achieving this objective, and thus also promotes the “Decent Work
Agenda” of the ILO. This is done both through content – for instance, through the
development of an additional “greening” module for the IYB suite or through the
integration of core labour standards messages in the IYB People and Productivity
module – and through processes – for instance, the provision of guidance on gender
responsiveness to Trainers and SIYB implementing organizations.
The use of these tools and mechanisms will not only help SIYB implementers to play
a role in fostering a more sustainable and inclusive development of the communi-
ties they are aiming to serve, but will also provide access to new market niches not
covered by other SME management training programmes, thereby generating new
business service development opportunities.
9. Capitalise on opportunities to integrate SIYB within wider
initiatives of the ILO’s partners
While it can and often is delivered as a stand-alone programme, SIYB is increasingly
being harnessed as a tool in initiatives or programmes with wider objectives. It has
for example been taken up by governments and social partners in several coun-
tries as a tool in operationalizing active labour market policies and programmes;
for instance, the Vietnam Ministry of Labour is using SIYB as part of their “Million
Farmers Initiative”, aiming to train 1 million of the country’s rural workers per year
in vocational and enterprise management skills. It has also been taken up in efforts
to support specific sectors (for instance, green construction in southern Africa) or
specific target groups (e.g. youth employment initiatives or programmes to support
employment among migrants and refugees), and combined with other business
development services, including microfinance.
SIYB implementers can capitalise on these experiences and already tested mecha-
nisms for introducing SIYB into such wider initiatives, thereby leveraging resources
to reach larger scale, while at the same time providing a practical response to gov-
ernment partners or other agencies working on employment promotion.
10. Plan for sustainability

ILO acts as a technical backstopper for SIYB activities worldwide and continues to 45
monitor the quality of the programme. However, one of the basic assumptions in
the SIYB implementation strategy is that national TSPs (gradually) acquire the capac-

ity to roll out the programme without the ILO’s financial support. In doing so, they
secure sustainability for their own operations, while at the same time helping to
sustain the SIYB programme over time.
Action areas to help TSPs to reach sustainability are covered in several points
above. For example, from a technical perspective, sustainability can be enhanced
by ensuring continued demand by properly assessing the market and designing and
delivering high quality training products that address real needs. Similarly, from a
financial perspective, sustainability can be secured through a well-designed pricing
scheme which is attractive to clients and at the same time covers costs and enables
the organization to continue providing services. Financial sustainability can also be
strengthened through partnerships with government or donors implementing wider
initiatives through which SIYB services can be delivered. As noted in Chapter 2.8, the
SIYB Global Coordination Team can share examples of sustainability models as well
as provide technical assistance in sustainability planning on request.
Key References
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Nathan Fiala and Markus Pilgrim (2013), Intervention Models and Performance In-
dicators of the ILO Small Enterprises Unit – A Mini Guide for Project Managers, ILO,
Berlin and Geneva.
Heng Seltik, Eva Majurin, Linda Deelen and Nelien Haspels (2007), Gender Guide for
Enterprise Development Training, ILO, Bangkok and Beijing.
ILO (2012), SIYB Intervention Model, ILO SIYB Coordination Unit and PARDEV, Geneva.
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46
ILO (1994), Programme Description – IYB in Eastern and Southern Africa, Improve
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Susanne van Lieshout, Merten Sievers and Mirza Aliyev (2012), Start and Improve
Your Business Global Tracer Study 2011, ILO, Geneva.
Walter Verhoeve (2012), SIYB Programme Management Guide, version 6.2, ILO,
Subregional Office for Eastern Europe and Central Asia, Moscow.
***
For further information on SIYB, contact the SIYB Global Coordination Team
via: siyb@ilo.org or visit the website: www.ilo.org/siyb
Annex 1: Glossary of SIYB-Specific Terms
(SIYB) Business Game – a practical simulation tool to help participants understand the
realities of starting and running a business, used in conjunction with the SIYB
training packages.
Certificate of Attendance – a certificate awarded upon completion of individual work-
shops within the Trainer and Master Trainer development cycles, attesting to
attendance. These certificates should not be confused with Certificates of Com-
petence (see below).
(Trainer or Master Trainer) Certificate of Competence – a certificate awarded upon the
successful completion of the full Trainer or Master Trainer development cycle,
providing the holder the right to call him or herself a GYB-SYB/IYB/SIYB/EYB
Trainer or SIYB Master Trainer and to provide SIYB training services for entre-
preneurs (Trainers and Master Trainers) and for Trainers (Master Trainers only).
Client Assessment Card – one of the SIYB monitoring system forms. It is composed of
a Client Entry Card, filled in before training, and a Client Business Performance
Card, filled in after training. The Client Entry card is used as an application
form and for training needs analysis purposes; it is also used as a baseline for
results measurement. The Client Business Performance Card is used to collect
information on the business situation of the client after training, and, when
used in conjunction with the Client Entry Card, allows for training results to be
measured.
Client Business Performance Card – see Client Assessment Card
Client Entry Card – see Client Assessment Card 47
Competency Reinforcement Workshop (CRW) – one of the components of the Training of

Master Trainers (ToMT) cycle. The workshop is delivered by the Master Trainer
Developer/Development Team in charge of the ToMT cycle, and is tailored to
address any needs for development identified during the practical phase (Train-
ing of Trainers (ToT) cycle implementation by Master Trainer Candidates) before
Master Trainer Candidates proceed to the final stages of the ToMT cycle (assess-
ment and, if passed, certification).
Criteria-Ranking Matrix – a tool used for assessing and selecting SIYB Training Service
Providers based on application forms (Training Service Provider Entry Cards).
(Trainer/Master Trainer) Development Cycle – the multi-phase process through which
Trainer/Master Trainer Candidates go to become certified as SIYB Trainers/Mas-
ter Trainers. For Master Trainer Candidates, the process includes attending an
initial Training of Master Trainers (ToMT) workshop, delivering a Training of
Trainers (ToT) cycle under the supervision of the Master Trainer Developer, pre-
paring a case-study, attending a Competency Reinforcement Workshop (CRW)
and passing a Master Trainer assessment. For Trainer Candidates, the process
involves attending an initial Training of Trainers (ToT) workshop, delivering a
Training of Entrepreneurs (ToE) Cycle under the supervision of a Master Trainer,
preparing a case-study, and, where necessary, attending a CRW.
(SIYB) Gateway – an online tool of the SIYB monitoring and evaluation system which
enables Master Trainers and Trainers to enter and store data on their training
activities as they complete them, recording basic data items such the loca-
tion, duration, type and level of training as well as the number of trainees. It
also serves as a certification tool (checking whether requirements are met and
generating certificates/licenses) and a materials repository (containing all key
SIYB training documents), and is thus a “one stop shop” for Master Trainers
and Trainers.
Generate Your Business Idea (GYB) – one of the four training packages of the SIYB
Programme. GYB is intended for people who would like to start a business, and
who, through the training, develop a concrete business idea ready for imple-
mentation.
Expand Your Business (EYB) – one of the four training packages of the SIYB Programme.
EYB gives growth-oriented SMEs the practical tools for business growth, assist-
ing them through training and non-training interventions with a focus on busi-
ness strategy to expand their business.
Improve Your Business (IYB) – one of the four training packages of the SIYB Programme.
It introduces already practising entrepreneurs to good principles of business
management through its six modules (marketing, costing, buying and stock
control, record keeping, planning for your business and people and productiv-
ity).
Master Trainer – a person holding an SIYB Master Trainer certificate and license, re-
sponsible for the training of Trainers and other support functions (SIYB pro-
gramme marketing, monitoring, materials development, etc.).
Master Trainer Candidate – a person enrolled in a Master Trainer development pro-
gramme and working towards obtaining certification, but not yet certified as
a Master Trainer. To be eligible as a Master Trainer Candidate, one must be a
certified SIYB Trainer with a solid training record.
Master Trainer Competency Assessment – an assessment, usually in the form of an inter-
view, carried out by the Master Trainer Developer at the end of the ToMT cycle to
determine whether a Master Trainer Candidate possesses all the competencies
required to be certified as a Master Trainer. Upon passing the assessment, the
Master Trainer Candidate is certified as a Master Trainer.
48
Master Trainer Developer – a person mandated by ILO to develop Master Trainers.
Master Trainer Developers are themselves usually senior Master Trainers with
significant SIYB experience. Only ILO-mandated Master Trainer Developers may

conduct Master Trainer development processes in consultation with the ILO.
Master Trainer Developers often work as a team when conducting such pro-
cesses (see Master Trainer Development Team, below).
Master Trainer Development Team – a group of Master Trainer Developers (see above)
operating together to develop Master Trainers.
Master Trainer License – a document signed by the ILO and the license holder (Master
Trainer), granting the Master Trainer official permission to act as Master Trainer
and to carry out activities expected of Master Trainers (notably Training of Train-
ers processes). The license is valid for three years; it will be renewed upon
expiry provided that the Master Trainer has demonstrated a sufficient level of
activity in the three years preceding expiry (carrying out at least one ToT cycle).
Materials Adaptation, Translation, Printing and/or Distribution License – a document
signed by the ILO’s Publications Department and the license holder, granting
the latter the right to adapt, translate, print and/or disseminate the SIYB train-
ing materials.
Refresher Training – a training workshop which is usually given at the entrepreneur lev-
el, but sometimes also offered to Master Trainers or Trainers. These workshops
provide a refresher in terms of knowledge/skills acquired in previous workshops.
Selection Tree – a form used by SIYB Trainers when assessing SIYB entrepreneur-level
training applicants. Based on the information on the SIYB Entry Form, the Se-
lection Tree will guide the Trainer on the appropriate SIYB training intervention
to be recommended for the participant.
Start and Improve Your Business (SIYB) – the SIYB programme is a management-training
programme with a focus on starting and improving small businesses as a strate-
gy for creating more and better employment for women and men, particularly in
developing economies. The programme is structured into four separate training
packages, Generate Your Business Idea (GYB), Start Your Business (SYB), Im-
prove Your Business (IYB), and Expand Your Business (EYB) which are designed
to respond to the progressive stages of business development.
Start Your Business (SYB) – one of the four training packages of the SIYB Programme.
SYB is for potential entrepreneurs with a concrete business idea who want to
start a small business. The programme is a combination of training, field work
and after-training support, and helps participants assess readiness to start a
business, prepare a business plan and evaluate its viability.
Trainer – a person holding a GYB-SYB, IYB, SIYB or EYB Trainer Certificate, responsi-
ble for the training of entrepreneurs and functions associated to this (planning,
marketing, follow up support provision and monitoring).
Trainer Candidate – a person enrolled in a Trainer development programme and in the
process of working towards certification, but not yet certified as a Trainer.
Trainer Entry Card – see Trainer Performance Card
Trainer Performance and Update Record – see Trainer Performance Card
Trainer Performance Card – one of the SIYB monitoring system forms. It is composed
of Trainer Entry Card, filled in before a Trainer starts to provide SIYB trainings,
and a Trainer Performance and Update Record, filled in once the Trainer has
started training provision. The Entry Card is used as an application form and for
training needs analysis purposes. The Performance and Update Record allows
Trainer performance to be tracked.
Training of Master Trainers (ToMT) Workshop – the first component of the ToMT cycle.
The workshop is delivered by the Master Trainer Developer/Development Team
in charge of the ToMT cycle, and covers the technical content of the SIYB 49
packages, adult learning methodologies and Master Trainer competencies. The
completion of this initial workshop alone does not lead directly to certification

as a Master Trainer; only once other elements of the ToMT cycle (see above) are
successfully completed, is a Certificate of Competence awarded.
Training of Trainers (ToT) Workshop – the first component of the Training of Trainers
(ToT) cycle. The workshop is delivered by the Master Trainer in charge of the ToT
cycle and covers the technical content of the SIYB packages and adult learning
methodologies. The completion of this initial workshop alone does not lead di-
rectly to certification as a Trainer; only once other elements of the ToT cycle (see
above) are successfully completed, is a Certificate of Competence awarded.
Training Service Provider (TSP) – an organization/institution which provides SIYB train-
ing through its SIYB Trainers (who may be its employees or otherwise affiliated
to it). TSPs can come from a range of types of organization (e.g. public orga-
nizations, commercial BDS organizations, or NGOs); regardless of the type of
organization, TSPs must have a mandate and capacity to provide SME manage-
ment training services, and must submit a formal application and fulfil a range
of selection criteria before being officially accepted as an SIYB TSP.
Training Service Provider Performance Card – one of the SIYB monitoring system forms.
It is composed of a Training Service Provider Entry Card, filled in before a TSP
starts to provide SIYB trainings and used as an application form, and a Training
Service Provider Assessment Card, which is filled in once a TSP is operational,
and allows the tracking of the training performance of a TSP.
Training Service Provider Entry Card – see Training Service Provider Performance Card
Training Service Provider Assessment Card – see Training Service Provider Performance
Card
Annex 2: Summary of Trainer and Master Trainer
Development Process and Certification
Requirements
SIYB Trainer SIYB Master Trainer
Candidate origin •• Candidates usually •• Candidates selected from pool of certified SIYB
selected from partner Trainers
organization
•• Can also be independent
Main selection criteria •• BDS experience •• Track record as SIYB trainer
•• Experience with adult
education
•• Own business experience
Selection process •• Application form screen- •• Application form screening

ing
•• Interviews
•• Interviews
•• Contents-test (optional)
Cycle components •• Attending ToT workshop •• Attending ToMT workshop

•• Executing ToE workshop •• Executing ToT cycle (which includes supervising
50
ToE execution)
•• Optional: CRW
•• Attending CRW
•• MT Examination
Certifying authority Master Trainer Master Trainer Developer or Master Trainer Devel-
opment Team and ILO (ILO issues certificate)
Certification by package/ Certificate can be by pack- Certificate normally covers GYB-SYB and IYB; only in
full certification age (i.e. the Trainer can be exceptional circumstances* can a GYB-SYB Master
an SYB*, IYB or EYB trainer, Trainer certificate be provided
or SIYB Trainer competent in
both GYB-SYB and IYB);
the same person can hold *e.g. government programmes in which IYB is not introduced/
several certificates used
* an SYB Trainer is understood to
be competent in both GYB and SYB;
the title covers both packages
Licenses Certificate is not accompa- Certificate is accompanied by a Master Trainer

nied by a license license issued by ILO
Duration of cycle 6-9 months 1-2 years
Cost of cycle 30,000 – 80,000 USD for one 100,000 -175,000 USD for one group of Master
group of Trainer Candidates Trainer Candidates
Expiry of certificate Certificate does not expire License expires after three years, after which re-
licensing takes place
Re-Licensing requires having conducted at least one
full ToT cycle within license validity period
Annex 3: List of Key SIYB-Related Documents
Market Guidance tools:
Assessment •• Master Trainer’s Guide to BDS Market Assessment Study
Partner Application and selection tools:
Organization •• Training Service Provider Performance Card (including Entry and Assessment Cards)
Selection •• Criteria-rating matrix
Trainer Application, Training Needs Assessment (TNA), and selection tools:
Development •• Trainer Performance Card (Entry Card section)
Training tools:
•• Master Trainer’s Guide
M&E tools (also used for certification):
•• Trainer Performance Card (Entry Card and Performance & Update Card sections)
•• Case-study templates
Master Application, TNA, and selection tools:
Trainer •• Application form and interview guide for applicants
Development
Training tools:
•• Guide on Master Trainer Development
Examination tools:
•• Master Trainer Assessment Guide
51
M&E tools (also used for certification):

Training of Application, TNA, and selection tools:
Entrepreneurs •• Client Assessment Card (Entry Card section)
•• Selection Tree
Training tools:
1. Standard entrepreneur-level materials:
•• GYB Manual
•• SYB Manual and Business Plan Booklet
•• IYB Manuals for six modules
•• EYB Manual
•• Business Game kit and manual
2. Standard Trainer-level materials:
•• General Trainer’s Guide and product-specific Trainer’s Guides for each of the manuals
3. Adaptations (entrepreneur and Trainer-level materials):
•• Sectoral adaptations for construction, tourism, agriculture, waste management, and others
•• Adaptations for different target groups: rural workers, people with HIV/AIDS, youth, and
low-literacy groups
M&E tools:
•• Client Assessment Card (Entry Card and Performance Card sections)
•• Case-Study Template
Monitoring M&E Toolkit forms:
and •• Client Assessment Card (including Entry and Performance Card)
Evaluation •• Trainer Performance Card (including Entry Card and Performance & Update Cards)
•• Training Service Provider Performance Card (including Entry and Assessment Cards)
•• Trainer and Master Trainer activity report templates
Annex 4: SIYB Contacts
SIYB Global Coordination Team

Contact the Team, housed in the Small and Medium Enterprises Unit (SME) of the
Enterprises Department (ENTERPRISES) of the ILO, via: siyb@ilo.org
Regional Contacts
Africa
Kholoud Al-Khaldi
North Africa alkhaldi@ilo.org
(Enterprise Specialist)
Jens Dyring-Christensen
Southern and East Africa dyring@ilo.org
(Senior Enterprise Specialist)
Cheickh Badiane
West Africa badiane@ilo.org
Americas
Philippe Vanhuynegem
Andean Countries vahhuynegem@oit.org.pe
Alvaro Ramirez-Bogantes
Central America ramirez-bogantes@ilo.org
South Cone of Linda Deelen

52 deelen@ilo.org
Latin America (Enterprise Specialist)
Arab States
Rania Bikhazi
Arab States bikhazi@ilo.org
Asia
Charles Bodwell
Asia and the Pacific bodwell@ilo.org
(Senior Enterprise Specialist)
Anjana Chellani
South Asia anjana@ilo.org
(Programme Officer)
Eastern Europe and Central Asia
Eastern Europe John Bliek
bliek@ilo.org
and Central Asia (Enterprise Specialist)
Master Trainers
Refer to the SIYB website – www.ilo.org/siyb
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Start and Improve

Eva Majurin Small and Medium Enterprises Unit (SME)

ISBN: 9789221288060; 9789221288077 (web pdf)

International Labour Office

ILO Cataloguing in Publication Data

Design and layout by Maurizio Costanza.

Start and Improve Your Business Implementation Guide

Peter Poschen Merten Sievers

Part I - OVERVIEW OF SIYB. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Part II - STEP-BY-STEP GUIDANCE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Part III - POSTSCRIPT - THE GOLDEN RULES OF SIYB IMPLEMENTATION. . . . . . . . . . . 41

Start and Improve Your Business Implementation Guide

Figures and tables

RBCT..................... Royal Business Consult Trust

Start and Improve Your Business Implementation Guide

Start and Improve Your Business Implementation Guide

How did SIYB come about?

The training packages

signed to respond to the progressive stages

IYB = Improve your Business

Start and Improve Your Business Implementation Guide

The implementation model

train SIYB Master Trainers

Start and Improve Your Business Implementation Guide

•• Developing Master Trainers: While international Master Trainers may be con-

•• Adapting and distributing materials: Adaptations and translations of materials

•• Planning for sustainability: When SIYB is launched in a country, it is important to

Scope, methods and tools

In terms of methodology, market assessments may rely on a variety of methods or

•• Desk review of existing documents (consultancy costs);

•• Administering questionnaires (consultancy and logistics costs);

•• Data entry (consultancy costs; possibly software costs);

•• Report writing (consultancy costs);

•• Publication or dissemination (printing and/or workshop costs).

Start and Improve Your Business Implementation Guide

Pilots as an alternative/complement to market assessments

The SIYB Global Coordination Team can:

Training Service Providers (TSPs)

•• Get at least two trainers certified as SIYB Trainers;

•• Market the SIYB programme;

To qualify to become an SIYB TSP, a potential TSP must:

•• Preparation and signature of an MoU: Once an organisation has been selected as

Start and Improve Your Business Implementation Guide

Partnerships in other areas of implementation

Royal Business Consult Trust, Zimbabwe

materials to various sector-specific contexts.

SIYB Association, Sri Lanka

The Training of Trainers (ToT) cycle

•• Participating in an initial ToT workshop: The ToT workshop facilitated by a Master

Start and Improve Your Business Implementation Guide

Minimum requirements for Trainer Certificate of Competence

Figure 3: Trainer development process

ToT cycle ToE cycle

Attending CRW 1 Preparations

ToT cycle ToE cycles

Start and Improve Your Business Implementation Guide

The Training of Master Trainers (ToMT) cycle

Start and Improve Your Business Implementation Guide

Master Trainer Certificate of Competence as well as a Master Trainer License