Research Project Sponsored by Florida State University on Behalf of ADEA(Association for the Development of Education in Africa).

This research project was sponsored by ADEA (Association for the Development of Education in Africa) through FSU (Florida State University). No formal effort has been made to review the training institutions provided to Jua Kali artisans. It is, therefore, the aim of this study to fill this gap. The principal purpose was to analyse a number of documents on Jua Kali training undertaken in Kenya between 1985 - 1997 to determine the major lessons of experience pertaining to training of Jua Kali wor kers.

The study sought to answer the following three main questions:

The information obtained from the documents indicate that both the government and the Kenya National Federation of Jua Kali Associations (KNFJKA) do facilitate training of Jua Kali artisans, albeit in a small way so far. The KNFJKA has so far concentr ated on non technical training (business management and entrepreneurship) while the government, through the Ministry of Research, Technical Training and Applied Technology has focused on both technical and non-technical aspects.

It is recommended that constant review of government training should be made to keep abreast with the dynamic changes and demands of the Jua Kali (JK) industry. Further, closer collaboration between the beneficiaries and the stakeholders should be mai ntained to facilitate production of quality goods that can competitively secure external markets. This of course presumes existence of appropriate infrastructure and adequate technical, entrepreneurial and management training for the artisans - which sho uld be looked into by the government, donors and NGO's.

To stimulate further growth in the JK industry and to avoid the industry reaching a dead end or becoming a stagnant ghetto, continuous research should be undertaken in all relevant areas such as impact of policy, collaboration and funding of the Jua Ka li enterprises. All this should address the issue of decentralisation of the sector as a means of empowering it to survive the existing competitive business environment.

The background information to the study presented hereunder appears under the following sub-titles:

The term "Jua Kali" is derived from two Kiswahili words, Jua, meaning sun and Kali, meaning hot. Those small scale workers eking out their living by manufacturing products and/or providing services in open air under the tropical sun are generally referred to as "Jua Kalis" or Jua Kali artisans. Although, many are characterised by an absence of premises (King 1996), a number have shelter to store materials as well as work benches and tables. Elsewhere, Jua Kali has been defined as " a skilled artisan operating his/her small business" (KNFJKA 1997 , p.1). This definition does not include newspaper vendors, vegetable sellers, and those running small business shops or kiosks.

Meaning Of Informal Sector

The informal sector is increasingly playing an important role in the Kenyan economy. The informal sector in Kenya consists of a wide range of small enterprises employing less than ten and in most instances less than five workers. These enterprise s operate with little capital, at low levels of productivity and often out of temporary structures. Further, few of the microentrepreneurs have the qualifications normally associated with their trade and many find themselves in circumstances which make i t difficult for them to adhere strictly to Government regulations. As a result, microentrepreneurs are liable to law enforcement measures, including penalties, which represent a loss of business. The enterprises do not generally benefit from Government services and subsidies as available to larger enterprises, e.g. infrastructure.

Recent surveys have consistently shown that up to 70 percent of all informal sector employment in Kenya is in commerce and that the majority of the traders are women. The remaining 30 percent, mostly men are being referred to colloquially and official ly as Jua Kali (hot sun) workers. They are involved in a variety of manufacturing and repair activities and in productive services such as metal, carpentry, handicraft, hairdressing or photography. Jua Kali artisans and related workers are estimated to have numbered almost 270,000 enterprises in 1988; and are currently estimated at 900,000 enterprises employing about 2.7 million workers (Republic of Kenya 1997).

From an employment perspective, an informal sector may be defined as consisting of small scale units engaged in the production and distribution of goods and services with the primary objective of generating employment and incomes to those involved. Th is definition, however, excludes the fact that most enterprises in the informal sector are concerned about return on investment and not so much on profit and business expansion.

All these definitions attempt to capture the meaning of the informal sector, a phenomenon which has been constantly changing. For all practical purposes and for this report, the term informal sector will be understood to refer to very small scale unit s producing and distributing goods and services. More specifically, it will consist largely of independent, self employed producers in urban areas of developing countries, including Kenya, some of whom also employ family labour and/or a few hired workers or apprentices. Informal sector work is labour intensive, operates with very little capital, or none at all, utilises a low level of technology and skills, and therefore, operates at a low level of productivity. It is informal in the sense that artisan s are, for the most part, unregistered and unrecorded by official statistics. They tends to have little or no access to organised markets; to credit institutions or to many public services and amenities.

The history of organising, managing and assuming business risks (entrepreneurship) in Sub-Saharan Africa is a long one. Many records as far back as the 11th century show a beehive of trade activity along Trans-Africa caravan ro utes (World Bank, 1989). Over time, a system of operational customs and rules has been established in many cities and towns across the continent. Many markets for various kinds of goods and services have been created.

Since the introduction of the 8-4-4 structure of education in Kenya 12 years ago in 1985, the education system has increasingly turned out large number of school leavers at the primary and secondary levels. Many of these graduates are not able to obta in gainful employment in the formal sector. Most of them usually end up in the Jua Kali sector.

In Kenya, the Jua Kali as an informal sector, was traditionally run in the form of small industries in a few African homes which mainly dealt with blacksmithing activities (Maundu 1992). The advent of the Asian community to Kenya at the turn of the cu rrent century, marked the gradual shift of 'home-based' Jua Kali activity to urbanised enterprises. Among the initial urban Jua Kali enterprises introduced were motor-mechanics, carpentry, masonry, tinsmithery and blacksmithery (Maundu 1992). With time, the indigenous Kenyans soon entered the market and gradually expanded the industry by producing a wide range of such items as jikos (braziers), cooking and frying pans, steel windows, tin lamps, motor spares and leather artefacts (Maundu 1992). Today th e Jua Kali industry represents an enormous conglomeration of products in many towns and villages across the Republic of Kenya.

Official policy initiatives show that the Government of Kenya has taken increasingly specific steps in recent years to formulate policies which address market failures and environmental constraints facing informal sector entrepreneurs on different fronts. Both the informal and small scale enterprise sectors have been targeted as primary vehicles for social and economic development in sessional paper No. 1 of 1986 on Economic Management for Renewed Growth. The sessional paper recognised for the fi rst time that a majority of future non-farm job opportunities would be in the informal sector which in spite of its past negative public image possesses many positive characteristics. The Kenya's Sixth National Development Plan of 1989 - 1993 and subsequ ent development plans as well as sessional papers of 1986 and 1992 propose more detailed measures to promote Jua Kali enterprises. One such proposal is that various ministries would act mainly as catalysts and facilitators in addressing a range of specific issues, reviewing policies in their areas of competence and providing limited services as appropriate, while leaving the important role of direct intervention for private sector organisations.

However, the Government should provide services where it is better placed to do so than non-governmental partners such as banks, NGOs equipment suppliers and other stakeholders. The beneficiaries of such services namely, the Jua Kali artisans, would b e expected to cost-share.

According to the Ministry of Research, Technical Training, and Applied Technology (MRTT&T), the objectives for informal sector training (including Jua Kali) are categorised under three main areas namely.

• Equip the artisans with basic technical skills to produce quality goods;
• Up-grade technical skills to keep up with changing technological

• Train in product design and diversification.

(ii) Basic Business management and bookkeeping focusing on:

• Enabling the artisan to do proper costing and pricing
• Facilitating proper accounting and book keeping including cash flow
• Performing proper financial management
• Storekeeping, management, and procurement
• Training in personnel management

(iii) Basic Entrepreneurship training whose central concern is to:

• Promote marketing and sales skills
• Train in customer relations
• Train in identification of business ventures
• Train on fund raising for business promotion

This study limited itself to investigating the in-country training of Jua Kali artisans whose enterprises employ 0 - 9 workers. It focuses on those training activities undertaken by MRTT&T either directly or through subcontracting arrangements and by the Kenya National Federation of Jua Kali Associations (KNFJKA). Owing to time limitations, no training reports by NGOs were sourced for analysis.

The Kenya Government, as well as some NGOs, has over the years provided technical, financial and moral support to the Jua Kali sector. It was the intention of this study therefore, to analyse some documents on training for Jua Kali workers to dete rmine the extent of the said assistance especially between 1985 and 1997, and to establish if this support in any way encourages local, social, and economic decentralisation.

The study sought to answer the following key questions:

In this section of the report, a brief account of related literature is presented. This has been organised under the following sub-headings.

To understand the informal sector situation in Kenya we have to put it in the particular context of the Kenyan polity/economy. Kenya is still considered a low-income economy with a GNP per capita of just under US$400 in 1990. The country compares well, however, with other African countries in respect to infant mortality, life expectancy, and primary school enrolments. Although agriculture is the leading productive sector, accounting for about 30% of GDP, more than half of the agricultural output is for subsistence. Manufacturing share in GDP terms increased from about 8% at the time of independence in 1963 to approximately 13% in 1989, despite the country's slow rate of industrialisation during the 1980s (Republic of Kenya 1993).

Despite the slow growth rate during the first half of the 1980s, Kenya has enjoyed a somewhat significant economic recovery in recent years. However, the economy still remains particularly vulnerable to external factors. In early 1989, the Government of Kenya requested World Bank support for a programme of structural adjustment which would set the stage for sustained export-oriented growth. The programme, currently being implemented, involves inter alia, reducing budget deficits and Governmen t spending. At the same time, the Government is also taking steps to enhance the quality and competence of the civil service. It also encourages restructuring and privatising parastatal companies to hopefully make them more efficient. It reduces regula tions and controls on economic activities. Further, the programme seeks to create better incentives to encourage private sector development including Jua Kali enterprises (Republic of Kenya 1993).

A major factor in sustaining employment in the informal sector is training in entrepreneurial, managerial, and technical fields. It has been established that most entrepreneurs and artisans acquire their Jua Kali skills through on-the-job t raining and apprenticeship (World Bank 1989, Twoli & Maundu 1994, King 1996). Normally, most trainees are brought in through family ties or friendship and generally possess low academic qualifications (World Bank 1989, Twoli & Maundu 1994). The duration of the training is quite varied depending on the kind of trade or skill one is going in for. Training may range from six months to five years (World Bank 1989, Twoli & Maundu 1994). This training is important as it seeks to develop essentia l work skills and attitudes required for survival at the informal sector of Jua Kali activity in question.

In research undertaken in Kenya some six years ago involving over 800 entrepreneurs in 19 towns, about 43 training needs were identified (Yambo 1991). The majority of the entrepreneurs interviewed expressed a preference for financial management and marketing as top priorities. Other skills requested included: fashion design; product development and improvement; product finishing; use and maintenance of machines; personnel management; welding, metal work and body building; and repair of computers, cameras, calculators, televisions, radios, and electronic watches (Yambo 1991, 10). In addition, about 78% of the respondents indicated that they would like to be trained as trainers of other artisans or entrepreneurs.

Not all training of informal sector artisans occurs at specific worksites. Some formal institutions also offer some training. Although, in Kenya, the informal sector trains substantially more artisans per year than those trained at the formal institu tions (Yambo 1991). However, what is eventually a more significant determinant of entry into self-employment is the "range of experience obtained over many years in the manufacture, design, sourcing of materials, knowledge of clients, marketing, etc. (Ki ng 1996, 186).

Whatever the source and duration of training and subsequent experience in the work environment, training in entrepreneurial, technical, and managerial fields does offer the way forward to the success in and creation of employment opportunities in the J ua Kali sector. Suffice it to say that the informal sector is generally considered to be an avenue for entry by those school leavers "who either cannot afford or qualify to enter the formalised vocational training" (Republic of Kenya 1988, 91). In other words, it is an alternative source of hope for employment and for many people.

The research design was document analysis in which specific documents/records on training were analysed with the three key research questions in mind.

The documents or records were obtained from two main sources, namely, the Ministry of Research, Technical Training and Technology (MRTTT) and the Kenya National Federation of Jua Kali Associations (KNFJKA). Where necessary, clarification on the docume nts and records supplied was obtained through informal discussions at these two sources. The documents/records obtained fell within the period 1985 - 1997.

Four sets of training documents were analysed. The documents were obtained from the MRTT&T, the Centre for Research and Technology (CRT) at Karen, the National Jua Kali Demonstration and Training Centre in Kariobangi, and the Kenya National F ederation of Jua Kali Association, Nairobi. Hereunder is a summary of the information contained in the documents availed to the researcher. It should be noted that due to the diversity in the nature of the documents, it was not possible to uniformly ana lyse them.

The following documents were made available by the MRTT&T headquarters.

This document summarises work that was commissioned in 1991, jointly by the Kenya Industrial Estate, Kenya Institute of Management, Kenya Rural Enterprise Programme and the Ministry of Research, Technical Training and Technology. The central purpo se was to assess the technical and managerial training needs of a sample of over 800 entrepreneurs in 19 towns and market centres across the Republic.

The document details the total number of apprentices enrolled during the year ending in June 1990 and identifies 43 training needs with financial management and marketing eliciting the greatest interest among the entrepreneurs surveyed. It also indicates that, in general, cost and duration of training through apprenticeship is less than that run through formal training institutions. Training in these institutions is indicative of Government input in Jua Kali training.

The document further underscores the need for teaming up master craftsmen and women in the informal sector with training NGOs or agencies to minimise informal sector shortcomings and to optimise the potential therein. This is to some extent a measure of decentralisation.

The Ministry of Research, Technical Training and Technology (MRTT&T) runs upgrading courses at the centre (both technical and entrepreneurial), through one of its departments, namely the Directorate of Applied Technology. The provision of training faculties is a measure of government input of the training of Jua Kali artisans. However, the courses are not cost effective owing to decreasing number of participants because of fear of losing business while away for the training. Hence, the introduction of outreach training as an aspect of decentralisation which would also address local training needs. Further, Jua Kali associations normally select the participants (an element of decentralisation) though some of these selections are biased towards 'closeness' between the would be participants and the Jua Kali officials doing the selection of trainees.

An added advantage of the outreach training program is that the operational strategies would include, inter alia, visits by the would be trainers to the Jua Kali worksites to collect pertinent information for use during the course, and hiring of traini ng venues by the Jua Kali Associations concerned (an element of cost-sharing and decentralisation). It is expected that these venues would be held at nearby Jua Kali sheds, public halls, willing institutions and similar places.

According to MRTT&T sources, up until 1988, the Karen Centre for Research and Technology (CRT) was under the Ministry of Culture and Social Services. This Ministry ran technical courses for Youth Polytechnic Instructors and students. During t he same year the then Ministry of Technical Training and Applied Technology (MRTT&T) took over the Centre along with the Youth Polytechnic programmes.

Subsequently, MRTTT decided to introduce Jua Kali training programmes to upgrade artisans' skills within technical and entrepreneurial fields. Some amount of activity has been witnessed at the Karen Centre especially since 1994 as the summary below sh ows.

Specific Training Between 1994 and 1997.

In all, a total of 17 five-day residential courses have been mounted at the Karen Centre benefiting 248 Jua Kali artisans (including officials). The distribution of the courses by type and number of participants is shown in the table that follows :

Table 1: Types of courses conducted at Karen by type and number of participants.

Name of Course No. of Participants

Metal Fabrication 63 ( 25.4 %)

Garment Making 65 ( 26.2 %)

Basic Business Management 106 ( 42.8 %)

Blacksmith/Carpentry 14 ( 5.6 %)

TOTAL 248 (100%)

The above information was synthesised from the records kept at the Karen Centre. As can be seen, Business Management attracted the greatest number of entrants - which agrees with the Training Needs Assessment study outlined above.

In 1993, the MRTT&T was combined with the then Ministry of Research, Science and Technology to form the current Ministry of Research Technical Training and Technology (MRTT&T) under the government restructuring programme.

Following the experience gained from the residential training at CRT, it has become prudent for the MRTT&T to mount outreach skill upgrading and business management courses for artisans at local level using the network of Youth Polytechnics across the country. The rationale for taking the courses closer to the artisans is due to the realisation that they are generally unwilling to stay away from their business for periods longer than one week for fear of loss of business especially since mo st of them are one-person enterprises.

Hereunder is a summary synthesised from official records at Karen showing of the type of courses and number of participants in various major towns across the Republic between 1996 - mid 1997 in which Business Management again registered the highest (ne arly half) of all the trainees. The gender bias was also evident as women were mainly in textiles.

Type of Course No. of participants

TOTAL 472 ( 100%)

In addition there is a record at the Centre, of 200 trainees from three Districts which does not lend itself to tabulation as it is merely a single statement.

(iii) The Kariobangi Centre

Background

This centre was started in 1994 following careful study of training needs at the nationally famous Kamukunji Jua Kali enterprise conglomeration. The Centre operates as a project (DP/KEN/90/009) and is executed by UNIDO ( United Nations Industrial Development Organisation) on behalf of the Directorate of Applied Technology of the MRTT&T.

The document entitled National Jua Kali Demonstration and Training Centre, Kariobangi was availed to the researcher. According to this document, the overall purpose/objective of the Kariobangi centre is to provide a reasonable enhancement o f production, marketing and subcontracting skills among Jua Kali work artisans. It will also enable the artisans to increase their profit margins.

The training programme is modular in nature consisting of 7 one-month content packages at the basic level and 3 one-month packages at the advanced level. On completion of the modules the trainees then attend up to 3 months of on-the-job training at th eir respective worksites. Thus the total duration of training is 40 months (i.e. at least 3 years) excluding time for one module on entrepreneurship. The basic skills upgrading course, which constitutes Phase I of the project, covers the following areas:

In all, 12 batches of 45 trainees each are expected to be recruited each year. Further, each batch is broken into three groups of 15 trainees. For the first month, each batch will receive a one month's orientation module which covers the following as pects:

• Introduction
• Familiarisation of facilities
• Safety at work
• General Hand Tools
• Engineering materials
• Technical Drawing
• Basic Electricity
• Basic calculations

It appears that the actual number of trainees and instructors will be dependent upon actual facilities and equipment available at the centre or elsewhere e.g. the Engineering Design and Service Centre (EDSC) which could be approached to assist in the i mplementation of the foundry and machining modules.

(iv) Kenya National Federation of Jua Kali Associations

Background

The Kenya National Federation of Jua Kali Associations (KNFJKA) was officially formed in February 1992 at the Kenya Polytechnic by some 300 individual primary Jua Kali Associations. The launching meeting was convened by the then Ministry of Techni cal Training and Applied Technology. The Federations principle concern is to represent, protect and promote the economic interests and general welfare of its members. It is an apex lobby group which is basically non-political and no n-profit making (an undated KNFJKA Information booklet).

Currently (1997), the Federation takes care of about 350 Jua Kali Associations consisting of some 60,000 member artisans spread across the country (again an element of decentralisation). This is way below the Federation's estimation of about 600 Jua K ali Associations in the country which does not include all Individual Jua Kali artisans operating in the country (estimated by the Federation at about 2 million). The member association's role includes recruitment of members, providing business guidance to member artisans and collecting membership subscription, among others (KNFJKA information booklet).

The Federation's central mission is to promote the development of artisans in Kenya through lobbying, networking and co-ordination activities (KNFJKA information booklet). To the Federation, an artisan is anyone who is skilled in a specific craft/trad e and is operating her/her own small business. This does not include vegetable sellers, shoe shiners, newspaper vendors or such unskilled services (KNFJKA information booklet).

Among the practical assistance that the Federation gives its member associations is training and advisory information. The latter is provided through its bi-monthly newsletter MUAMKO (Kiswahili word for 'Awakening'). For now, the newsletter is

distributed to member associations free of charge but may, according to the Federation management, be sold in the future. Nevertheless, the day to-day running of branch and individual associations is centralised.

The Training

The training which has so far been organised for member associations has been non-technical in nature since its inception. To date, the Federation has conducted leadership training for member associations, chairmen, secretaries and treasurers covering over 1000 Jua Kali leaders (KNFJKA information booklet). Currently (August, 1997), the Federation is running a Training of Trainers (TOT) Workshop at Kayole (eastern outskirts of Nairobi).

This course, which was launched on the 30th of July, 1997 focuses on action learning as it relates to business activities and problems, self-marketing as a technique of determining efficient ways of promoting artisans products through per sonal initiative and self-financing through mutual contribution towards inter-party credit loans.

In all, three documents on training were provided by the Federation to the researcher. These were:

This workshop lasted three days (28-30 May 1996) and was sponsored by the Friedrich Ebert Foundation and for Federation officials. The objectives of the workshop were:

towards the mission of the Federation.

created branches.

The above objectives were achieved through active discussion planning, and designing activities. It was problem-solving in nature. Among the specific roles and tasks at branch level that were identified included the following:

ROLES

• Recruitment and strengthening of membership
• Co-ordination of district stakeholders
• Identification of potential opportunities
• Maintenance of records.
• Soliciting for resources.

TASKS

• Encouragement of women participation in Jua Kali.
• Provision of assistance on market identification.
• Co-ordination of branch activities.
• Identification of Jua Kali needs.
• Organisation of district meetings.
• Seeking and dissemination of information.

Regarding knowledge and skills identified it was evident that leadership-cum-administrative skills featured most. Further, all the roles and tasks have the potential for decentralisation.

It is heartening to note that a set of highly branch specific modules were developed by the 8 participants within such a short span of time. Among the modules developed included:

• Federation structure.
• Leadership skills.
• Communicating skills.
• Lobbying and negotiation skills.
• Fact finding and presentation skills.
• Gender issues.

It appears that the Federation structure module would be applicable to the KNFJKA officials and not amenable for use at the branch level. Although these modules were not availed to the researcher, the Federation informed the researchers that the modu les are practical, task oriented and can be readily used by officials upon return from an orientation course, Games exercises, role playing and sharing of experiences are a common feature in the modules (Curriculum development workshop report 1996).

In all, seven documents from two main sources were analysed. Four of these documents (all from MRTT&T) emphasise government input in training although this is not qualified (see needs assessment, outreach management, Kariobangi Demonstration C entre and Centre for Research and Technology in Appendix C). The input implied is mainly in the form of human and physical resources.

Managerial and entrepreneurial skills feature prominently in all but two documents (Curriculum Development Workshop and Kariobangi Demonstration Centre). Examples of skills cited include leadership skills and maintenance of records, among others. Tec hnical skills are a common feature only in the MRTT&T documents and include, inter alia, Metal Fabrication, Food Processing, Welding, and Technical Drawing.

The issue of decentralisation is implied in all seven documents. In the needs assessment document, this has been achieved through a suggestion that Jua Kali master craftsmen should work collaboratively with training NGO's with a view to minimising sho rtcomings inherent in the Jua Kali sector.

Both the outreach proposal and the Karen Centre documents emphasise training at local levels whereby the selection of trainees is undertaken by the local associations concerned. These associations would also look or the training venues. In the Kariob angi case, on the other hand, trainees are subsequently supervised at their respective worksites.

The courses organised by the KNFJKA so far have been non-technical in nature. Further these courses have benefited very few (less than 40) artisans. However, except for the Curriculum Development Workshop (for Federation officials), the other two cou rses were meant to gradually benefit artisans at the local level through filtering of information to individual artisans via their respective branch associations.

Given the large number of Jua Kali artisans (estimated to be over 2 million), the number of beneficiaries to date is infinitesimal. Monitoring and evaluation has not been addressed in the documents that were analysed. This is not to say, however, tha t no such feedback mechanism has been institutionalised. Nevertheless, there is a need for follow-up to determine the impact of training on production of quality goods, artisan-customer relations, and related concerns.

Pursuant to the above, a number of lessons of experience have emerged, especially since the mid 1980s, pertaining to Jua Kali development in the informal sector in Kenya. Some of the apparent lessons that are noteworthy are outlined below under policy , employment, environment, training curriculum, and decentralisation.

Before 1988, there was no clear and comprehensive, policy regarding the development of the Jua Kali sector in Kenya. However, the Government recognised the importance of the sector in its sessional paper No.1 of 1986. Policies propagated in the said sessional paper were further reflected in the National Development Plan of 1989-93 and sessional paper No.2 of 1992. In these two documents it was decided that the Government's role should be catalytic and facilitative rather interv entionist as the former would pose fewer management problems to the Government. The establishment of an operational framework and official recognition of the Jua Kali Industry by the Government is at least a measure of concern for the sector.

Another policy issue that has come to light since early 1990s is the aspect of training. The realisation of the need for technical skills upgrading, and entrepreneurial and managerial skill development, has led the Government of Kenya, through the Min istry of Technical Training and Applied Technology, to facilitate the provision of both technical and business management courses. This includes both institution-based and outreach courses for artisans at various training centres in the cou ntry.

This strategy augments well for a country that has cogent faith in Jua Kali Enterprises as a significant gateway to the country's industrialisation target by the year 2020. It is also good civic sense to put in place a policy for business enterprises operating in the country.

Closely related to training is the creation of employment opportunities. As has been indicated already, the entire informal sector including Jua Kali, is an important employment avenue for the many new job-seekers leaving the formal school cycle e ach year. It has been realised that approximately 500,000 new jobs need to be created in the sector in order to maintain unemployment at manageable levels. Cumulatively, by the turn of the century a total of six million news jobs should have bee n created. Thus, it is imperative that proper planning by the Government should be urgently undertaken to achieve these targets as no definite strategy detailing the year-by-year achievement of this goal is in place yet.

However, through entrepreneurial training, technical skill upgrading and managerial training of Jua Kali artisans, the usual frequent death rates of Jua Kali enterprises is substantially reduced due to the new information and skills obtained at the training venues. The Jua Kali artisans are better able to sustain their business and hopefully better able to raise their standards of living.

Regarding the creation of environment that is conducive to Jua Kali operations, it is on record that the then Ministry of Technical Training and Applied Technology (MTTAT), now MRTTT, took deliberate steps to encourage Jua Kali artisans to form worksite associations across the country which subsequently led to the formation of a national umbrella association, the Kenya National Federation of Jua Kali Associations (KNFJKA) in February 1992. This national association endeavours to prom ote the development of their member associations through education, advocacy, lobbying, co-ordination and networking with MRTTT and other interested stakeholders.

Another bold steps that MRTTT has taken is that of developing infrastructure facilities for use by the artisans. These include such utilities as electricity, water, sewage, roads and suitable plots. The KNFJKA is particularly concerned about "grabbin g" of JK plots and the government should be more vigilant regarding this issue.

Many Jua Kali artisans operate on meagre income (mainly from personal savings) and rarely have access to bank loans. In order to alleviate this apparently perpetual problem, the MRTTT has organised several stakeholders (Government, Donors, NGOs worksh ops/seminars) to sensitise them on the need to develop suitable credit mechanisms for the sector.

Subsequently, the beneficiaries (namely the Jua Kali artisans) now have direct access to credit facilities from banks, financial institutions (e.g. the Co-operative Bank, Credit Finance) and NGOs.

Experience gained from the short stint in the Jua Kali research project clearly indicates that there is no centrally developed and agreed upon curriculum for training Jua Kali artisans in Kenya on specific technical, entrepreneurial and managerial skil ls. While decentralisation in this aspect provides freedom of choices, it does not guarantee uniformity in standards. This no doubt translates into varied production of goods and services by respective artisans.

There is a need, therefore, to provide certified standard curricular guidelines in order to achieve quality production and hence improve chances of competing better at both local and foreign markets. This in turn will not only earn the much needed for eign currency but will also facilitate improved standards of living for individual artisans.

Some steps have been taken by the Government towards decentralisation of the Jua Kali sector. Some of the efforts that have been demonstrated include, among others

• Formation of Jua Kali Associations
• Allowing Donor funding to KNFJKA or directly to individual Jua Kali Associations
• Selection of Jua Kali trainees for the Karen, Kariobangi or countryside outreach programmes through local associations
• Mounting of outreach Jua Kali training programmes.

The facilitation of the above undoubtedly indicates the government's willingness to promote the Jua Kali industry mainly due to the recognition of the sector's role in employment creation now and in the foreseeable future. However, common social and e conomic guidelines should be deliberately availed to all JK artisans and proper grassroots supervision made to ensure achievement of rationally acceptable code of conduct and productivity. In this connection one might add that it would make a lot of sens e for all JK artisans to belong to a locally registered JK Association in order to facilitate more efficient monitoring, provision of advice regarding access to credit infrastructure and for effective government planning.

Kenya has cogent faith in the Jua Kali sector as a significant creator of employment opportunities. This concern has been stipulated in several National Development Plans and Sessional Papers in which the Government's role is described as catalytic and facilitative rather than interventionist. It is our hope that this declared role does not connote abrogation of responsibility by the central government but that an environment appropriate and conducive to Jua Kali enterprise will continue to be manifested.

Nevertheless, the said role of the agreement does promote decentralisation. Indeed this has been made a reality, albeit in a small measure through the formation of Jua Kali associations countrywide and the selection of Jua Kali trainees by thes e local associations. The mounting of outreach training programmes on technical entrepreneurial and managerial skills at local venues are further indication of decentralisation. However, necessary monitoring and evaluation mechanisms on training should be work out to promote production of quality goods that could compete well in the foreign market.

An additional aspect of decentralisation in the Jua Kali industry is that the artisans, through their associations have more control over their funding. They could solicit for funds directly without channelling their request through the Federation. H owever, the industry still suffers from financial handicaps which require attention by stakeholders and the artisans themselves.

An essential component of decentralisation is collaboration. Stakeholders and beneficiaries alike need to understand and agree upon what needs to be decentralised under what context and why. Decentralisation should, therefore, not be seen mere ly as a fashionable cliché to use but rather should be based on sound, well thought out plans. Clear objectives need to be generated to guide the collaborative efforts by the interested parties. Despite the intense competition in the Jua Kali for sales, collaboration is necessary if material and human resources are to be meaningfully and economically utilised. Duplication of efforts is wasteful and could be avoided or minimised.

Careful planning and commitment to achieving desired goals is crucial to the sustainability of the Jua Kali enterprise. In this regard the question of capacity of the implementers of Jua Kali projects should be addressed objectively and ethical ly but, of course, give room for necessary operational flexibility.

In all curriculum development and training programmes, one never attains a fait accompli status once and for all. There is always room for improvement owing to the dynamic environment in which we live. Thus, for Jua K ali training, there will always be some new lessons to learn. Consequently, it is hereby deemed necessary to outline a number of recommendations that are pertinent to the Jua Kali industry as a whole and training of artisans in particular.

To keep abreast with unfolding training needs of Jua Kali artisans and of the entire informal sector, it is imperative that the Kenya Government reviews its official policy on Jua Kali from time to time to remove unnecessary regulations and res trictions and to inject new positive requirements and guidelines. This should be achieved through collaborative efforts between the beneficiaries and the stakeholders. Such reviews should reflect actual experiences gained in previous Jua Kali activities and programmes.

Further the review should create an enabling environment that facilitates improved Jua Kali operations. Among such actions could include low customs duty for raw materials used by many artisans, relaxed collateral arrangements to facilitate access to credit, cheaper licences and reduced income tax rates.

(ii) Closer Links Among Stakeholders and Beneficiaries

To promote a healthy Jua Kali business enterprise, more harmonious relationship among all parties concerned should always be encouraged and maintained. This could be achieved through seminars and networking. Such an environment would avoid du plication of effort.

It is incumbent upon Jua Kali artisans to think seriously about seeking foreign markets for their goods and services. To achieve this goal, intensified good quality training is essential so that the Jua Kalis can produce products of hig h quality that are better able to compete both within and outside Kenya especially in the East African and COMESA (common market for Eastern and Southern Africa) region. Jua Kali artisans should therefore not be satisfied with the functional quality of t heir products (Maundu & Twoli 1996) but should realise that there is no short cut to attaining success in foreign markets except by way of high quality goods. In this regard, follow up on training including supervision by a joint committee from MRTT& amp;T and KNFJKA would be useful.

Both the Government and the KNFJKA have strived to assist Jua Kali artisans secure plots for conversion as business premises. This is a worthy course that should be pursued with tenacity owing to the occasional land grabbing appetite witnessed in som e quarters among influential and "well-connected" personalities.

Roads, electricity, water and sewage system should be provided to Jua Kali workers; in this connection, there is need for the rural electrification programme to be speeded up if the Jua Kali industry is to spread out more widely than at present.

One of the major hindrances to marketing and business expansion by the Jua Kali artisans is the fact that these enterprises have to compete with well established firms and bodies. It is hereby proposed that the government should encourage subcontracti ng of jobs that the Jua Kali industries can, with some thorough and careful planning, undertake to encourage economic and social growth of the sector. This may provide an impetus for faster industrialisation and increased employment creation. However, t he provision so created should not be abused by production of substandard goods and services. The necessary machinery for ensuring quality goods and services should be institutionalised and maintained..

(v) Collaboration

Clear goals and lines for collaboration among the beneficiaries and stakeholders should be established to achieve greater success in Jua Kali training and related matters, e.g. infrastructure, credit, and marketing.

The first avenue for the dissemination of the results of this study is at the Harare Conference scheduled for 12 - 15 August 1997. Thereafter, it should be possible to communicate the same to the Ministry of Research, Technical Training and Techno logy (MRTT&T) as well as the Kenya National Federation of Jua Kali Associations (KNFJKA). The forum for the latter two recipients could be a joint seminar that hopefully would be convened by MRTT&T.

Other possible means of disseminating the research report include publication of the same and submission of copies of the report to the parent Ministry, KNFJKA, and other interested parties from the donor community and member Jua Kali associations.

From experiences gained in this research a number of areas require further research:

Information that could be obtained includes the involvement of NGOs in Jua Kali training, cost of training, current legal framework in support of Jua Kali enterprises and credit facility and insurance arrangements in place in favour of the industry.

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