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e
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e
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cefe
cefe International
i
o
n
p
r
e
s
e
n
t
a
t
i Competency based
o Economies
n Formation of
Enterprise
c
o
n
the Philosophy
t the Model
e
n the Method
t
s the Diffusion
the Evaluation
m
e
s We only can change
s
a
the world by
g changing man.
e
Charles Wells
the Philosophy
 change

globalisation
p liberalisation
h
i
l
o
s persons persons with
o competent for persons with
insufficient
the change competencies
p potential for
the change
h
y

employed
unemployed
or
independant sub-employed
 social
p ecological economic
h
i
actor
l
o
s
o
p Responsibility
h
y

victim
c
o
n
c
l
u
s
i
The CEFE approach aims at
o
n
an interdependant and balanced growth
towards an Enterprising Society
through the strengthening of the
enterprising competencies of its clients
the Model
 CEFE is.....

a comprehensive training concept and methodology

m to strengthen enterprising and key competencies
o needed for a successful start and career as
d
e •Entrepreneur
•Employee
l •Manager

in the enterprising society of the next millennium.

To achieve this, CEFE uses methods of accelerated

learning like experiential and action learning
to facilitate a sustainable personal and
professional growth of its clients.
 CEFE aims at.....

m the creation and growth of sustainable, market-oriented

o employment and income through the enhancement
d of the personal and professional competence
e needed for the enterprising society
of the next millennium by
l
•entrepreneurs and managers
•employed and unemployed
•women and youth
•marginalised and semi-literate

as well as

Multiplicators and Change Agents.

m the capacity
o
to generate
d
e a proactive
l
situational

response
 e
m l know how
o e abilities
d m caracteristics
e attitudes
e
l vision
n
t
s
m
o
d
self-confidence
e
l

taking initiative
 ...know to recognise
different individual
objectives and
their interrelations

objectives
m ...know to ...know to analyse
transform and combine
o these strategies person, project
d in correspon- and situation
ding actions
e
l

...know to ...know to generate

create alternatives and
appropriate options
strategies decisions

...know to take
appropriate decisions
the Method
of Formation
 e
m l You are being put into a real life situation
o e With your abilities you have to master the
d m situation
e With your personal enterprising
e caracteristics you have to take the lead
l
n
With your attitudes and know how you
t have to mastermind the situation
s
With your vision you have to decide if you
really want to go for it in the future
 e
m l While in training you are being put into
o your own real life situation
e
d With your SWOT you have to master your
m real life
e
e With your personal enterprising
l
n competence and attitudes you can
t convince the ‘other side’

s
 person
m
e
t
h
o R
responsibility

d
project situation
doing

The triangle
of progress
m based on formation adressed
experiential and
e action towards the needs
learning and the context
t
h guided by the
principle of
o facilitation
d
build up
person centered
the know how
together

Methodological
Principles
 Follow Up

Presentation
and Evaluation
Testing

m Production,
Prefeasability
Marketing, Finance
e and Management
t
h Generation and Project
Selection of Ideas
o Marriage person - project
d Vision
Qualities Person
Resources

Selection Launching
Analysis of needs
and context

CEFE Ladder
 Micro,
Small &
m Medium
Enterprise
o
d Education &
e Vocational
l Training

Other
Agriculture special CEFE
target groups
Target
Groups
Make Training a tool which spurs continuous personal growth

Make Training an adventure that goes beyond business training

Give Training the freedom to change according to circumstances

Build Training on principles rather than on contents

Be a facilitator, not a controller of the process

Trust the principle of Inside-Out!

Diffusion
 History

marginalized 1984-89
illiterates
d 1992 1999 business
i starters 1998
f managers
f
u
s
1997
i
o youth
n

entrepreneurs
1998
1990 education 1995
farmers sector
 Diffusion Europe

Albania
Germany
Latin America Hungria
d and Macedonia
i the Caribbean Netherlands
f Russia
Argentina Ucraine
f Bolivia
Brazil Africa
u Chile
Asia
s Colombia Egypt Algeria
Bangladesh China
Ecuador Ethiopia Botsuana
i El Salvador Ivory Coast Cameroon Indonesia Laos
Kirgisia Nepal
o Guatemala Kenia Mali
Pakistan Palestine
Honduras Mozambique Namibia
n Jamaica Ruanda Zimbabwe Philippines Sri Lanka
South Africa Tanzania Thailand Yemen
Mexico
Tunisia Angola Uzbekistan Vietnam
Nicaragua
Benin Congo Cambodia Fiji
Paraguay
Burkina Faso Malawi Kazakhstan India
Peru
Cape Verde Mauritania Lebanon Malaysia
Dom. Republic
Morocco Nigeria Papua N.G. Singapore
Uruguay
Swaziland Togo Turkmenistan
Venezuela
 regional networks

d
i
f
CEFE International
f
u
s
i independant The International
o
international Network
strategic consultants
Decentralisation
n alliances
Liberalisation
in R&D
Evaluation
 Turn Over

%
e 90
v Between 78% and 80
a 100%of the 70
participants
l claim that
60
50
u
their turnover did 40
a increase (min. 30%) 30
t or highly increase
20
11- 50 Emp.
(min. 50%)
i after CEFE. 10
3- 5 Empl.

o 0 0 Empl.

decrease
No change
high
increase

high
decrease
n
increase

Source:
Evaluation BMZ 9-94
IFO-Institut
0 Empl. 1-2 Empl. 3-5 Empl.
6-10 Empl. 11-50 Emp
 Income
%
e 70
About 80% of the 60
v participants who
50
a are now in
business claim 40
l that 30
u
their personal 20
a income increased 10
t (min. 30%) or
0

decrease
highly increased

Existing
i
increase

high
decrease
no change
high
increase

Starter
(min. 50%)
o
after CEFE.
n
Source:
Evaluation BMZ 9-94
IFO-Institut Existing Starter
 Employment
e %
45
v Both, existing
40
and new
a entrepreneurs 35
l did create 30
sizeable new
u employment
25
20
a opportunities
after CEFE. 15
t It can be assumed 10
i that on average a 5
minimum of 4.5
o

Before
0
new jobs were

1 year
0 1-2 3-5 6-9 11-19 20-49 50+

2 years
n created per
Empl. Empl. Empl. Empl. Emp Emp Empl.
participant.
Source:
Evaluation BMZ 9-94
IFO-Institut 2 years 1 year Before
We cannot
control the wind,
but we can adjust
the sails.

Anonymous