(SNV)’S PROJECT SUPPORTING SMES IN NINH BINH

I would like to express my gratitude to people, who have given me great support during my MBA study, especially when I conducted the research

IMPACT EVALUATION OF DEVELOPMENT PROJECTS: A CASE STUDY OF THE NETHERLANDS DEVELOPMENT ORGANIZATION’S PROJECT SUPPORTING SMALL AND MEDIUM ENTERPRISES by Do Thi Dong A research study submitted in partial fulfillment of the requirements for the degree of Master of Business Administration Examination Committee Dr Do Ba Khang (Chairman) Dr Fredric William Swierczek Dr Sununta Siengthai Nationality Vietnamese Previous degree Bachelor of Industrial Business Management Hanoi National Economics University Vietnam Scholarship Donor Government of Switzerland/ Swiss Development Cooperation (SAV) Asian Institute of Technology School of Management Bangkok, Thailand April 2001 i TABLE OF CONTENTS ACKNOWLEDGMENT .IV ABTRACT V CHAPTER 1: INTRODUCTION 1.1.Rationale 1.2.Problem statement 1.3.Research objectives .1 1.4.The scope of the research 1.5 Organization of the Research CHAPTER 2: LITERATURE REVIEW .3 2.1 Development project 2.1.1 What is a development project? .3 2.1.2 Types of development project 2.2 Project evaluation 2.2.1 What is project evaluation? .4 2.2.2 Types and purposes of project evaluation .5 2.2.3 The project evaluation framework Impacts Policy relevance 2.2.4 Evaluation approaches .7 2.3 The impacts of development projects supporting SMEs 2.3.1 Social impacts 2.3.2 Economic impacts 2.4 The current profile of NGOs in Vietnam 11 2.3.1 What is an NGO? 11 2.3.2 Types of NGOs 12 2.3.3 Advantages and disadvantages of NGOs 13 2.3.4 Current situation of NGOs in Vietnam 13 2.3.5 Roles of NGOs in Vietnam 14 SUMMARY OF THE CHAPTER 16 CHAPTER 3: METHODOLOGY 17 3.1 Research design 17 3.2 Sample design 19 3.3 Data collection .21 3.4 Data processing 21 CHAPTER 4: (SNV)’S PROJECT SUPPORTING SMES IN NINH BINH 22 4.1 SMEs in Ninh Binh province .22 4.1.1 Overview of Ninh Binh province 22 4.1.2 Existing problems of SMEs in Ninh Binh .23 4.2 Overview of SNV 24 ii 4.3 Project description .25 4.3.1 Introduction .25 4.3.2 Project objectives and beneficiaries 25 4.2.3 Project activities .25 Summary of the chapter 27 CHAPTER 5: FINDINGS AND DISCUSSIONS 27 5.1 Characteristics of the sample 27 5.1.1 Sample of enterprises 27 5.1.2 Sample of employees .28 5.2 Impacts of the project 29 5.3.1 Social impacts 29 5.3.2 Economic impacts 36 5.3 General Attitude of selected SMEs toward the project 41 CHAPTER CONCLUSIONS AND RECOMMENDATIONS .42 6.1 Conclusions 42 6.2 Recommendations 44 REFERENCES .45 APPENDIX 48 Appendix A: Questionnaires 48 Appendix B: List of selected enterprises 52 Appendix C: Data 54 iii ACKNOWLEDGMENT I would like to express my gratitude to people, who have given me great support during my MBA study, especially when I conducted the research This is my sincere thanks to Dr Do Ba Khang, my advisor, for his guidance, support and recommendation to this work as well as his encouragement during my research study I greatly acknowledge the advice and support of Prof Fredric William Swierczek and Dr Sununta Siengthai for serving as committee members of the examination together with useful comments to improve my works I would like to express my acknowledgement to Swiss Government for the generous financial support My special thanks are also extended to Dr Hans Stoessel, SAV faculties and staffs in Swiss AIT Vietnam Development Management Program who gave me a lot of support, guidance and advice during the first year of my MBA study My special thanks go to Mr Toon Keijers, Coordinator and Mr Heino van Houwelinggen, Advisor of Financial Service Department of the Netherlands Development Organization for providing me with the project data My thanks are also extended to Mr Duong Bien Thuy, Director of the Council of Cooperatives and Non- State Enterprises in the Ninh Binh province Vietnam and all SNV staffs including Mrs Quynh Anh and Ms Cam Tu for their help and kind support I also would like to thank the management of selected enterprises for their enthusiasm and valuable support at the period of data collection My special thanks are extended to Mr Tran Duong Minh, my student, relative and dearest friend for his help and encouragement during the time I conduct the research I also would like to extend my thanks to my colleagues at School of Management who gave me a great chance to participate in MBA program and also gave me great support during my MBA study Also to be included in my list of acknowledgment are circle of my friends especially SAV6 members for sharing my happiness and sadness through my study and shaping my unforgettable memories of my life Last but not least, I would like to express my deepest gratitude to my family who were tremendously scarified to my growth education, gave endless encouragement and support and provided spiritual strength for me iv ABTRACT This study attempts to develop a framework to measure the impacts of development projects supporting small and medium enterprises (SMEs) by Non governmental Organization (NGO) It then tries to apply that framework to evaluation of a development project, which was carried out by Netherlands Development Organization (SNV), an Dutch NGO to support SMEs in Ninh Binh province Vietnam Based on the sample of selected SMEs, data were collected to measure the impacts of the project in terms of Social and Economic aspects The comparison between small size and medium size SMEs and among different SMEs in different industries were made whenever there is a difference on order to give insights for the donor, the project management and managers of the partner organization and related institutions The results revealed that supported SMEs and their employees made a positive change in economic as well as social aspects Among five industries given priority, embroidery industry appeared to be the best in making use of the project However, changes seem not to be found in some social impacts such as health care and insurance Some suggestions for further study are also given v CHAPTER 1: INTRODUCTION 1.1 Rationale In the spirit of the “Doi Moi” (renovation) policy adopted by the government of Vietnam since 1986, Vietnam shifted from a centrally planned system to a market- oriented socialist country Although the role of Small and Medium Enterprise (SME) in economic and social development was recognized, the business environment in this economy in transition presented great challenges to their development and growth External constraints such as the transitional legal and administrative framework, scarcity of financial resources, intensifying competition as well as the internal constraints of company management, all exerted great pressures on SMEs Despite the political willingness that existed to promote SMEs, there are still difficulties due to many problems such as lack of money, lack of knowledge, etc Support from developed countries, thus, is very important to Vietnam One kind of support from developed countries requiring less procedures than those approved by government agencies is in form of non-governmental organization- NGO NGOs often target the poor section of the population The utilization of the aid from these organizations in form of development project often brings prompt results For this reason, it is important to evaluate these projects both in terms of economic and social aspects for donors, recipients and related institutions to not only know whether the project objectives have been achieved but also to draw lessons for relevant decision- makers for decision making about follow up activities, about other projects of the same type, or about other projects with the same institutional partners As a result of the open door policy implemented in 1986, Vietnam is home to a lot of national NGOs Most of the evaluation on NGOs’ projects so far took into account both economic and social impacts, but the framework is not sufficient Donors, receivers and interested institutions find it difficult to have an overview on what the receivers have gain so far as well as what should they have dodge to achieve their objectives 1.2 Problem statement This research attempts to answer the questions “ How to know how much impacts of NGO’s development project on SMEs are” 1.3 Research objectives With the above problems, the objectives of the research are as follows: • Develop a framework to measure the impacts of development projects by NGOs • Attempt to apply the framework to a Netherlands Development Organization’s development project supporting SMEs in Ninh Binh province Vietnam with data from the research jointly carried out by the organization and the author • Draw conclusions and make recommendations on what the donor should with another development project in the future 1.4 The scope of the research The research focuses on evaluation of NGOs’ development projects supporting SMEs At first, a framework to measure the impacts of project is developed Then, the study tries to apply that framework to explore the worth of SNV’s development project that supported SMEs in Ninh Binh province Vietnam Aiming at improving capacity of the Council of Cooperatives and Non- State Enterprises of the Ninh Binh province to provide services to SMEs and of the SMEs, the project was started from October 1998 and terminated in December 2000 (Figure 1.1, project life cycle) Total 125 enterprises in five different industries (embroidery, reed weaving, agriculture, industry and service) in four districts of Hoa Lu, Gia Vien, Nho Quan and Kim Son were given the support The survey was conducted in two periods when the project was in the termination stage In the first stage, one survey to explore some issues including employment, income and revenue of the selected enterprises was carried out by SNV staffs in October 2000 Remaining issues were found out by the effort of the author in December 2000 Among recipients, studied enterprises have received support for at least one year Due to the fact that the author have only weeks for contacting and conducting interview at the mid of December when most of the enterprises in Vietnam are busy with their fiscal year report and with TET holiday, enterprises were selected by convenience That means their willingness with the research is given priority in choosing respondents 1.5 Organization of the Research The research is presented in six chapters as following: Chapter 1: Introduction including rationale, problem statement, objectives, scope and organization of the research Chapter 2: Literature review that presents the literature about development project, project evaluation including its impacts Then more specific information about situation of NGOs in Vietnam is also introduced Chapter 3: Methodology, this is the most important part where the framework to measure the project’s impacts is developed In this part, the sample and data collection procedures are designed and finally data processing procedure is identified Chapter 4: The project description This part gives an overview on the donor organization and current situation of SMEs in the province The main purpose of this part is presenting the description of the project in terms of objectives, size and activities Chapter 5: Findings and discussions, the most interesting part In this part, descriptive information about the sample characteristics is presented The impacts of the project are shown Chapter 6: Conclusions and recommendations The chapter gives some conclusions about the evaluation of NGO’s development projects Some suggestions for further study are also given CHAPTER 2: LITERATURE REVIEW This part presents the literature about development project, project evaluation and project impacts Then more specific information about situation of NGOs in Vietnam in terms of their activities and roles is also introduced 2.1 Development project 2.1.1 What is a development project? What is a project? Many different answers have been given to the question, what is a project In the manual of Commission of the European Communities 1993, project Cycle management: Integrated Approach and Logical Framework, prepared by the Management for Development Foundation, a project is defined as a dynamic and multi-dimensional intervention which is intended to: • Remove or reduce the impact of certain constraints (e.g constraints on urban waste management rural transport delivery of agriculture supplies production of construction equipment diet diversification food production scarcity of foreign currency) • And/ or develop human physical and other potentials (labor, coastal zones, historic sites, hydraulic energy, etc.) What is a development project? The logical framework used by anonymous1 in Project Cycle Management, 1993 describes all development projects as having a hierarchy of objectives as follows: • The project purpose: a specific objective to be achieved by the end of the project • The results: a series of outputs • The activities: the combination of a wide range of means (e.g studies, investments, training, institutional changes) • All projects also contribute to the achievement of broader policy or sectoral objectives, known as the overall objectives, and thus fit within a sectoral strategy The intervention logic of a project is illustrated in figure 2.1 Regarding to this figure, a project involves combining resources including physical and nonphysical means, which are carefully defined, together with a careful plan, they lead to some new situation of the objects We call these situations results Projects are designed to bring about changes In addition to their direct results, they generally have wider impacts on the economy, environment, communities, and institutions High level objectives to which the project contributes Specific objectives of projects Overall objectives Project purposes Outputs of activities that achieve the project purposes Results Tasks executived as part of the project Activities Physical and nonphysical means nece ssary to undertake a ctivities Means Figure 2.1 The intervention of logic of a development project Source: Manual of Commission of the European Communities, 1993 2.1.2 Types of development project In terms of the outputs, there are three types of development projects Project with tangible products, i.e products which can be valued in monetary terms Such projects generally aim to increase the production of goods and services: • Which are sold or not sold but for which a market exists (such as food grown for home consumption) E.g industrial projects, power development projects, or credits for firms projects • Which are provided without direct payment by beneficiaries, or whose benefits can be “easily valued” Examples include road projects, most of whose economic consequences concern transport costs and existing (or induced) traffic volumes or even savings in insurance costs, and can thus be calculated Examples include road infrastructure, professional training and agricultural extention projects Projects with non- tangible products, i.e products which can not be accurately valued in monetary terms without carrying out research which exceed the time and resources Examples of these projects are projects dealing with health, education, urban development (e.g sewerage), social services, institutional reform or environmental conservation Combination e.g after finishing, the project brings both tangible products and some intangible results In this research, the project to be examined belongs to this type One side, it facilitates SMEs by establishing an information database to provide information about market, technology, economic opportunities On the other side, it includes training activities, policy development and services to improve ability of small sized enterprises to access financial services 2.2 Project evaluation 2.2.1 What is project evaluation? According to Reidar Dale, author of the book “Evaluation Frameworks for Development Programs and Projects”, project evaluation is thorough examination, at specific points in time, of a project or parts of them, usually with emphasis on impacts and additionally commonly on efficiency, effectiveness, relevance, impacts and sustainability” This definition resembles numerous other definitions of evaluation relating to societal development work For instance, Rossi and Freeman (1993) specify it as “the systematic application of social research procedures for assessing the conceptualization, design, implementation and utility of social intervention programs”, and Carlsson, Kohlin and Ekbom (1994) consider it “an activity for finding out the value or results of something, answering the information needs of various actors” 2.2.2 Types and purposes of project evaluation Depending on how the provided information is to be used, Reidar Dale (1998), distinguish between two main types of evaluations: formative and summative Basic features and general purposes of the two are as follows: Formative evaluations aim at improving the performance of the program or project which is evaluated, through learning from experiences gained In addition, it serves as a mechanism to ascertain the accountability of people with responsibility in the respective program or project Formative evaluation are commonly done more than once Each exercise may not be very comprehensive The evaluations may be done at set intervals or according to the needs, as assessed by the responsible agencies, in the course of program or project implementation Summative evaluations are under taken after one part of or a whole program or project has been completed Their general purpose is to judge the worth of the program or project and the appropriateness of its design and management Summative evaluations has largely been triggered by a need among foreign donor agencies to prove their accountability vis-a-vis their government and/ or other money providers as well as the general public in the donor country For this reason, summative evaluations have mostly been undertaken by persons who are considered independent of the responsible program or project organizations and the donor agencies In this research, summative evaluation framework is conducted to explore the worth of NGOs’ projects supporting SMEs and is then illustrated by an evaluation of one SNV’s project 2.2.3 The project evaluation framework Reidar Dale (1998) built a basic evaluation model as illustrated in figure 2.2 The five main evaluation categories are efficiency, effectiveness, relevance, impacts and sustainability They are specified as follows: Efficiency is defined as the amount of outputs created and their quality in relation to the resources (capital and personnel) invested Efficiency is a link between ‘inputs’ and ‘outputs’ Effectiveness: This expresses to what extent the planned outputs, expected effects and intended impacts (development objectives) are being or have been produced or achieved Relevance: This issue here is to what extent the program or project is addressing or has addressed problems of high priority mainly as viewed by stakeholders, particularly the program’s or project’s beneficiaries and any other people who might have been its beneficiaries Education level Primary/ secondary High school % Education level Graduate Other % Which project has the enterprise participated since 1998? Name of the donor: Time: Type of the project: t Grant or loan t Development and management training t Management counseling t Technical assistance t Other (specify) Name of the donor: Time: Type of project: t Grant or loan t Development and management training t Technical assistance t Management counseling t Other (specify) Is the assistance timely? t Yes t No Do the advises improve the business? t Yes t No 10 Do people in your company apply what they learn to the business? t Yes t No 11 Is there any improvement on your business? t New purchase of equipment t New products added t Improvement on equipment t Increase in quality t Extent of the location t Decrease in costs t Change to another location t No change 12 Does the enterprise borrow money from banks or other sources? t Yes t No 13 Has the company reduced sources of credits and loan amount since 1998? t Yes t No 14 Has the company change suppliers since 1998? t Yes t No Because of t Better quality t New relationship t Cheaper price t others (specify)…………………………… 15 Does the company prepare reports over successes and failures and analyze the reasons for the out comes? t Yes t No 16 Does the company offer regular health check for employees? Health check Before 1998 Health check After 1998 t t Every six months Every six months t t Every year Every year 51 More than one year No t t More than one year No t t 17 Does the company buy insurance for employees Before 1998 t Social insurance Health insurance t Health insurance Social insurance t Others (specify) Others (specify) After 1998 t t t 18 Does the company have any of the following training programs? Before 1998 Training t Training for new employees Training for new employees t Refresher courses Refresher courses t Continuation class Continuation class t No No After 1998 t t t t 19 Does the company have any supportive policies for female employees? t Yes t No 20 Does the company contribute to social welfare programs? Before 1998 After 1998 t t Poverty elimination fund Poverty elimination fund t t Fund for handicapped and Fund for handicapped and orphans orphans t t Scholarship fund for students Scholarship fund for students t t No No 21 Is the enterprise willing to participate into other projects like this? t Yes t No Appendix B: List of selected enterprises Name Hoalu Limited Liability Copany Huu Nghi Cooperative My Huong Limited Liability Company Dong Thanh Embroidery Enterprise Nguyen Hoang Enterprise Tan Group Truong Duyen Export Reed Weaving Enterprise Ninh Khang Hoa Lu Export Bamboo Industry Size Address A Ninh Binh Town A Van Giang District, Ninh Binh Town A Van Lam Ninh Hai Village, Hoa Lu District A Ninh Binh Town A No 7C Phuc Trung Str Phuc Thanh District, Ninh Binh Town A No 11A Xuan Thanh Road, Ninh Binh Town B Thuong Kiem Village, Kim Son District B 52 Ninh Khang Village, Hoa Lu District Weaving Company Ninh Tien Reed Weaving Group 10 Quang Thien Export Reed Weaving Enterprise 11 Tien Luc Reed Weaving Cooperative 12 Trung Tien Reed Weaving Cooperative 13 Con Thoi Fishing Cooperative B B Phat Dien Town Quang Thien Village, Kim Son District B B C Kim Chung Village, Kim Son District Kim Chung Village, Kim Son District Group 6, Con Thoi Village, Kim Son District Hoi Hamlet, Gia Tan Village, Gia Vien District Group Yen Ninh Tow, Yen Khanh District Phat Dien Town 14 Doan Ket Group C 15 Hong Quang Agricuture Material Cooperative 16 Kim Hai Seafood Processing private enterprise 17 Lien Son Agriculture Cooperative 18 Hung Thinh Cooperative C C C D 19 Long Thinh Cooperative 20 Nam Thanh Mechanical Engineering Enterprise 21 Ninh Binh Automobile Repairing Enterprise 22 Song Van War Invalid Enterprise 23 Tien Luc Mechanical Engineering Enterprise 24 Hao Nho Construction Material Producing Group 25 Huu Nghi Private Enterprise 26 Quang Trung Enterprise D D Lien Son Village, Kim Son District No Le Van Tam Street, Thuy Son District, Ninh Binh Town Gia Thuy Village, Nho Quan District Phuc Thanh District, Ninh Binh Town D Dong Thanh District, Ninh Binh Town D D Dong Thanh District, Ninh Binh Town Thanh Binh District, Ninh Binh Town D 27 Tien Dung Paper Company 28 Xuan Hoa Enterprise 29 Bong Bang Shop D D E 30 Ha Lan Electronics Shop 31 Kinh Do Hotel 32 Star Hotel E E E 33 Thuy Anh Hotel E 34 Van Lam Construction Material Store 35 Automobile Transportation Cooperative E E Hao Nho Hamlet, yen Lam Village, Yen Mo District Phuc Thanh District, Ninh Binh Town No Truong Han Sieu Street, Ninh Binh Town Nam Binh District, Ninh Binh Town Phu Son Village, Nho Quan District No 5B Nguyen Hue Street, Ninh Binh Town Nguyen Hue Street, Ninh Binh Town Ninh Binh Town Doan Ket Street, Nam Binh District, Ninh Binh Town No 55A Truong Han Sieu, Ninh Binh Town Ninh Binh Town Car Parking Station, Ninh Binh Town D D Notes: A: Embroidery B: Reed and bamboo weaving C: Agriculture D: Mechanical Engineering 53 E: Service 1: Small size enterprise 2: Medium size enterprise Appendix C: Data Appendix C1: Data about the sample of enterprises Table : Operating Time N Valid Operating Time Valid N Minimum 2.0 55 55 Maximum 28.0 Mean 7.8 Table : Operating Time Valid Less than 10 years More than 10 years Frequency 27 Percent 78% 22% 54 Valid Percent 78% 22% Cumulative Percent 78% 100% Table : Ownership Valid Privately owned enterprises Cooperatives Limited liability enterprises Total Total Frequency 14 19 35 35 Valid Percent 40.0 54.3 5.7 100.0 Percent 40.0 54.3 5.7 100.0 100.0 Cumulative Percent 40.0 94.3 100.0 Table 4: Business activities * Size Crosstabulation Count Size Small size Business activities Embroidery Reed weaving Agriculture Industry Service 6 21 Total Medium size 5 14 Total 6 11 35 Table 5: Loan Valid Missing Yes No Total System Missing Total Total Frequency 31 34 1 35 Percent 88.6 8.6 97.1 2.9 2.9 100.0 Valid Percent 91.2 8.8 100.0 Cumulative Percent 91.2 100.0 Valid Percent 28.6 71.4 100.0 Cumulative Percent 28.6 100.0 Table 6: Final Market Valid Total Foreign Market Domestic market Total Frequency 10 25 35 35 Percent 28.6 71.4 100.0 100.0 Appendix C2 Data about sample of employees Table 7: 55 Name Valid Automobile Transportation Cooperative Con Thoi Fishing Cooperative Dong Thanh Embroidery Enterprise He Duong Construction and Material Group Hoalu Limited Liability Copany Hong Quang Agricuture Material Cooperati Hung Thinh Cooperative Huu Nghi Cooperative Khanh Hong Agriculture Cooperative Kinh hotel My Huong Limited Liability Company Nam Thanh Mechanical Engineering Enterpr Nang Dong Export Reed Weaving Company Nguyen Hoang Enterprise Ninh Khang Hoa Lu Export Bamboo Weaving Ninh Thang Agriculture Cooperative Ninh Tien Reed Weaving Group Quang Trung Enterprise Song Van War Invalid Enterprise Star Hotel Tan Group Thuy Anh Hotel Tien Dung Paper Company Trung Tien Reed Weaving Cooperative Van Lam Construction Material Store Yen Quang Agriculture Service Cooperati Total Frequency 1 1 2 1 1 1 3 1 55 Percent 1.8 1.8 14.5 10.9 1.8 1.8 3.6 3.6 1.8 1.8 5.5 7.3 1.8 1.8 1.8 1.8 1.8 7.3 5.5 1.8 5.5 5.5 3.6 1.8 1.8 1.8 100.0 Table Age Valid Total 20- 25 26-30 31-40 41-50 over 50 Total Frequency 17 11 13 55 55 Percent 14.5 30.9 20.0 23.6 10.9 100.0 100.0 Valid Percent 14.5 30.9 20.0 23.6 10.9 100.0 56 Cumulative Percent 14.5 45.5 65.5 89.1 100.0 Valid Percent 1.8 1.8 14.5 10.9 1.8 1.8 3.6 3.6 1.8 1.8 5.5 7.3 1.8 1.8 1.8 1.8 1.8 7.3 5.5 1.8 5.5 5.5 3.6 1.8 1.8 1.8 100.0 Cumulative Percent 1.8 3.6 18.2 29.1 30.9 32.7 36.4 40.0 41.8 43.6 49.1 56.4 58.2 60.0 61.8 63.6 65.5 72.7 78.2 80.0 85.5 90.9 94.5 96.4 98.2 100.0 Table Gender Valid Frequency 28 27 55 55 f m Total Total Percent 50.9 49.1 100.0 100.0 Valid Percent 50.9 49.1 100.0 Cumulative Percent 50.9 100.0 Appendix C Table 10 Average month Income per N Minimum Maximu Mean m 1998 35 200 000 000 000 390 417 1999 35 150 000 200 000 398 061 2000 35 160 000 400 000 431 059 Table 11 Average income of employees in selected enterprises in the sample in 1999 Average income 1999(VND) in N Minimu Maximu Mean m m Small size 35 150 000 000 000 409 789 Medium size 35 200 000 850 000 382 143 Table 12 Average income of employees in selected enterprises in the sample in 2000 Average income in 2000 N (VND) Minimu Maximu Mean m m Small size 35 160 000 1400 000 435 300 Medium size 35 250 000 950 000 425 000 Table 13 57 Purchasing of meat, Purchasing Purchasing Purchasing fish, and eggs of milk of fruit of tonic Count Count Less than before Count Count 12 Equal to before 13 28 21 29 More than before 42 24 34 14 Table 15 Ability to access more health care services Valid yes no Total Total Frequency 29 26 55 55 Percent 52.7 47.3 100.0 100.0 Valid Percent 52.7 47.3 100.0 Cumulative Percent 52.7 100.0 Valid Percent Cumulative Percent Table 16 Savings Frequency Valid Less than before Equal to before More than before Total Total Percent 1.8 1.8 1.8 20 36.4 36.4 38.2 34 61.8 61.8 100.0 55 55 100.0 100.0 100.0 Table 17 Working skill Valid Total Frequency Normal 18 Good 32 Very good Total 55 55 Percent 32.7 58.2 9.1 100.0 100.0 Valid Percent 32.7 58.2 9.1 100.0 Table 18.1 58 Cumulative Percent 32.7 90.9 100.0 Participation into community Frequency Valid Do not increase participating activities Increase participating into community Total Valid Percent Percent Cumulative Percent 1.8 1.8 54 98.2 98.2 100.0 55 55 Total 1.8 100.0 100.0 100.0 Table 18.2 More training Valid Frequency 13 42 55 55 No Yes Total Total Percent 23.6 76.4 100.0 100.0 Valid Percent 23.6 76.4 100.0 Cumulative Percent 23.6 100.0 Table 19 Training for new employee before 1998 Count No Yes 20 11 Training for new employee after 1998 Count 15 20 Refresher courses before 1998 Count Table 20.1 59 Continuation class before 1998 Continuation class before 1998 Count Count Count 23 12 28 Refresher courses after 1998 27 16 19 Business activities * Training for new employees after 1998 Crosstabulation Business activities Embroidery Reed weaving Agriculture Industry Service Total Count % within Training for new employees after 1998 Count % within Training for new employees after 1998 Count % within Training for new employees after 1998 Count % within Training for new employees after 1998 Count % within Training for new employees after 1998 Count % within Training for new employees after 1998 Training for new employees after 1998 No Yes Total 31.6% 17.6% 3 20.0% 15.8% 17.6% 20.0% 10.5% 14.7% 10 26.7% 31.6% 29.4% 33.3% 10.5% 20.6% 15 19 34 100.0% 100.0% 100.0% Table 20.2 Business activities * Refresher courses after 1998 Crosstabulation Refresher courses after 1998 No Yes Business activities Embroidery Reed weaving Agriculture Industry Service Total Count % within Refresher courses after 1998 Count % within Refresher courses after 1998 Count % within Refresher courses after 1998 Count % within Refresher courses after 1998 Count % within Refresher courses after 1998 Count % within Refresher courses after 1998 Total 6 54.5% 17.6% 6 26.1% 17.6% 9.1% 14.7% 10 30.4% 27.3% 29.4% 26.1% 9.1% 20.6% 23 11 34 100.0% 60 17.4% Table 20.3 100.0% 100.0% Business activities * Continuation class after 1998 Crosstabulation Continuation class after 1998 No Yes Business activities Embroidery Reed weaving Agriculture Industry Service Total Count % within Continuation class after 1998 Count % within Continuation class after 1998 Count % within Continuation class after 1998 Count % within Continuation class after 1998 Count % within Continuation class after 1998 Count % within Continuation class after 1998 Total 6 33.3% 17.6% 3 18.8% 16.7% 17.6% 25.0% 5.6% 14.7% 10 18.8% 38.9% 29.4% 37.5% 5.6% 20.6% 16 18 34 100.0% 100.0% 100.0% Table 21 Health check every months before 1998 Health check every months after 1998 Health check every year before 1998 Health check every year after 1998 Health check more than year before 1998 Health check more than year before 1998 Count Count Count Count Count Count No 29 32 32 34 33 32 Yes 1 Table 22 Change in individual Frequency Valid Do not know where to ask for help Know where to ask for help but Know where to ask for help and not hesitate to go Total Total Percent Valid Percent Cumulative Percent 5.5 5.5 5.5 3.6 3.6 9.1 50 90.9 90.9 100.0 55 55 100.0 100.0 100.0 Table 23.1 61 Team Work Valid Frequency 12 43 55 55 No Yes Total Total Percent 21.8 78.2 100.0 100.0 Valid Percent 21.8 78.2 100.0 Cumulative Percent 21.8 100.0 Valid Percent 12.7 20.0 67.3 100.0 Cumulative Percent 12.7 32.7 100.0 Table 23.2 Attitude toward team work Valid Frequency 11 37 55 55 definitely uneffective Normal Effective Total Total Percent 12.7 20.0 67.3 100.0 100.0 Table 24 Look in to the future Frequency Valid Do not believe that the job is stable and brings high income Neutral Believe that the job is stable and brings an acceptable inc Total Total Percent Valid Percent 3.6 3.6 3.6 12 21.8 21.8 25.5 41 74.5 74.5 100.0 55 55 100.0 100.0 100.0 Table 25 Ideas to be considered Valid Total No Yes Total Frequency 49 55 55 Percent 10.9 89.1 100.0 100.0 Cumulative Percent Valid Percent 10.9 89.1 100.0 Table 27 62 Cumulative Percent 10.9 100.0 Table 27: Percentage of inputs from domestic market N Minimum Percentage of input from domestic market Valid N (listwise) Maximum 30.00 100.00 34 Std Deviation Mean 92.0588 16.1018 34 Table 28: Results of business Valid Frequency 34 35 35 No change Change Total Total Valid Percent 2.9 97.1 100.0 Percent 2.9 97.1 100.0 100.0 Cumulative Percent 2.9 100.0 Table 29 Buy new equipment Coun t % No change Change Improvement on equipment Count Change the location Coun t % % 22 63.0% 14 40.0% 13 37.0% 21 60.0% 32 Extent the location Count New product Coun t % % Better quality Decrease cost Count Count 24 69% 21 60.0% 18 50% 17 47% 5.9% 11 31% 14 40.0% 17 50% 18 53% Decrease loan Missing Total No Yes Total System Missing Total % 94% Table 30 Valid % Frequency 24 31 4 35 Percent 20.0 68.6 88.6 11.4 11.4 100.0 Table 31 63 Valid Percent 22.6 77.4 100.0 Cumulative Percent 22.6 100.0 Change suppliers Valid Missing No Yes Total System Missing Total Total Frequency 19 15 34 1 35 Percent 54.3 42.9 97.1 2.9 2.9 100.0 Valid Percent 55.9 44.1 100.0 Cumulative Percent 55.9 100.0 Table 32 Better quality Cheaper price New relationship Count Count Count No 8 Yes 10 Table 33 Descriptive Statistics Percentage of family income Valid N (listwise) N 55 55 Minimum 15.00 Maximum 100.00 Mean 44.309 Std Deviation 17.6791 Table 34 On time Valid Missing Total No Yes Total System Missing Total Frequency 33 34 1 35 Percent 2.9 94.3 97.1 2.9 2.9 100.0 Table 35 64 Valid Percent 2.9 97.1 100.0 Cumulative Percent 2.9 100.0 Better business Valid Missing No Yes Total System Missing Total Total Frequency 31 34 1 35 Percent 8.6 88.6 97.1 2.9 2.9 100.0 Valid Percent 8.8 91.2 100.0 Cumulative Percent 8.8 100.0 Valid Percent 5.9 94.1 100.0 Cumulative Percent 5.9 100.0 Table 36 Applying to business Valid Missing No Yes Total System Missing Total Total Frequency 32 34 1 35 Percent 5.7 91.4 97.1 2.9 2.9 100.0 Table 37 Desire to receive more support Valid Missing Total No Yes Total System Missing Total Frequency 33 34 1 35 65 Percent 2.9 94.3 97.1 2.9 2.9 100.0 Valid Percent 2.9 97.1 100.0 Cumulative Percent 2.9 100.0 ... computer software CHAPTER 4: (SNV)’S PROJECT SUPPORTING SMEs IN NINH BINH 4.1 SMEs in Ninh Binh province 4.1.1 Overview of Ninh Binh province Ninh Binh is a province 100 kilometers far from Hanoi... processing 21 CHAPTER 4: (SNV)’S PROJECT SUPPORTING SMES IN NINH BINH 22 4.1 SMEs in Ninh Binh province .22 4.1.1 Overview of Ninh Binh province 22 4.1.2 Existing... development project that supported SMEs in Ninh Binh province Vietnam Aiming at improving capacity of the Council of Cooperatives and Non- State Enterprises of the Ninh Binh province to provide