Would avoid the issue of MINECOFIN generation capability. objectives. Less bureaucracy. Strong autonomy with a Board. Notes: We need to know the status of a public enterprise and whether the enterprise would need to report to MINECOFIN. We also need to explore if we could have a hybrid option where we have a not-for-profit social enterprise organisation (this could possibly be a viable long-term option) Option 6 Out of government Not-for-Profit Social Notes on – Enterprise Participants Ranking - Low Perceived Advantages Perceived Disadvantages Can work like RALGA. Needs someone that is passionate about Special Purpose Entity/Vehicle (Grow driving it forward Africa was considering piloting one such model in Agriculture sector along the potato value chain in Musanze district, in collaboration with MINAGRI) Option 7 Autonomous fund (like Agaciro) with percentage Notes on – contribution from GoR annual Participants Ranking - Low Perceived Advantages Perceived Disadvantages Independent fund with Board. Very different from Agaciro. get hung up in GoR bureaucracy. FONERWA much more complicated Doesn’t operationally. Option 8 Independent Bank Long Term Option Notes on – – Participants Ranking - Low Perceived Advantages Perceived Disadvantages Would make it part of strategic private Might move away from FONERWA sector targeting. mandate of giving grants Session 7 - Capacity Development In this session a quick update on FONERWA capacity developments to date was presented. In total some 21 formal workshop training sessions have been delivered to date. In addition these have been followed up by numerous coaching and mentoring sessions to applicants and grantees by FMT and CDKN staff. The capacity development priorities ahead now are less to do with encouraging applications to the fund and more to do with ensuring existing grantees enhance
Would avoid the issue of MINECOFIN objectives. Less bureaucracy. Strong autonomy with a Board. generation capability. Notes: We need to know the status of a public enterprise and whether the enterprise would need to report to MINECOFIN. We also need to explore if we could have a hybrid option where we have a not-for-profit social enterprise organisation (this could possibly be a viable long-term option) Option 6 – Out of government Not-for-Profit Social Enterprise Notes on Participants Ranking - Low Perceived Advantages Perceived Disadvantages Can work like RALGA. Special Purpose Entity/Vehicle (Grow Africa was considering piloting one such model in Agriculture sector along the potato value chain in Musanze district, in collaboration with MINAGRI) Needs someone that is passionate about driving it forward Option 7 – Autonomous fund (like Agaciro) with percentage contribution from GoR annual Notes on Participants Ranking - Low Perceived Advantages Perceived Disadvantages Independent fund with Board. Doesn’t get hung up in GoR bureaucracy. Very different from Agaciro. FONERWA much more complicated operationally. Option 8 – Independent Bank – Long Term Option Notes on Participants Ranking - Low Perceived Advantages Perceived Disadvantages Would make it part of strategic private sector targeting. Might move away from FONERWA mandate of giving grants Session 7 - Capacity Development In this session a quick update on FONERWA capacity developments to date was presented. In total some 21 formal workshop training sessions have been delivered to date. In addition these have been followed up by numerous coaching and mentoring sessions to applicants and grantees by FMT and CDKN staff. The capacity development priorities ahead now are less to do with encouraging applications to the fund and more to do with ensuring existing grantees enhance
Q-7-Report-140718_-File-3_-Annex-4-1-4-4.docx