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SMEs.

The course aimed at providing a comprehensive knowledge on issues involved in appraisal of SME projects, costing, financial and business planning and entrepreneurship. Substantial attention was given to analysis of case studies and country experiences relating to SMEs, credit appraisal and lending. Strategies to develop and grow SME projects and mitigate their mortalities were also exhaustively discussed. By the end of the training, participants were equipped with tools for appraisal of SMEs credit, and to advise on best practices.

The programme was facilitated by Mr William Van De Merwe from Small Business Advisory Bureau, University of Northwest.

Human Resources Development Forum - Towards Sustainable Human Capital Development

18th - 19th November 2010, Dar es Salaam, Tanzania

The Human Resources Development Forum was held to review the SADC DFRC Capacity Building Programme and other related interventions over the previous year, and to provide guidance on activities for the future. The Forum also took stock of the training needs of the SADC DFIs, based on a survey conducted in August 2010, and identified key priorities for the following two years. Also discussed were contemporary issues in sustainable human capital development in the private and international public sector.

The Forum was attended by twenty-eight (28) senior human resource development professionals from the member development finance institutions.

The workshop was resourced by senior professionals and academics from the Tanzanian professional and business community.

Negotiation Skills

15th - 17th November 2010, Dar es Salaam, Tanzania

The Negotiation Skills training programme was attended by 27 Human Resource Managers from the member development finance institutions.The programme sought to expose participants to training interventions designed to empower them in understanding:

The nature of negotiations and the underlying processes
The rules of engagement which concludes the knowledge about when to cooperate, when to collaborate, when to compete and when to conflict
The phases of negotiation
Own negotiation strengths and to be able to integrate the theory, so as to increase range of behavior to create value.
How to articulate important feelings and impression that one has felt intuitively about the negotiation process, but had not been able to articulate clearly owning to non-exposure to the empirical research. The theory puts these notions into context.
The programme was also designed to provide delegates with an excellent set of framework for effective preparation for negotiations, data searches, identification of negotiation partners and decision makers and selection of negotiation team.

At the end of the programme, delegates were be able to diagnose and forecast the negotiation process, starting from the need to negotiate, through the preparation process, the selection of negotiation team, identification of decision makers, stakeholders, people of influence in opposing teams , understanding their needs and requirements, sketching of negotiation scenarios, indentifying negotiation styles, strategies and tactics bidding, offers, art of granting concessions, counter proposals, disclosure of information personal image management and negotiation.

The workshop was led by Dr Geoffry Heald, a senior lecturer in Negotiation at the Witwatersrand Business School in South Africa.

High-Level Assest and Liability Management

13th - 17th September 2010, Ezulwini, Swaziland

This course was convened by the Association of African Development Finance Institutions (AADFI) in partnership with the Development Bank of Southern Africa, FINCORP of Swaziland and the DFRC. Thirty five (35) delegates from all over Africa attended the workshop in Ezulwini in Swaziland. The programme focused on disseminating techniques of enhancing the value of the company through sound management and matching of assets and liabilities. Facilitation of the programme was provided through the Development