| 4. In which ways is the initiative creative and innovative?
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The implementation of the training plan went through the following stages:
The first phase (design and preparation), include the following:
1. Identify and analyze training needs
2. The training program design
3. Determine the acceptance specifications
4. Identify and provide training needs
The second phase (the selection) and include the following:
1. Selection of trained specialists
2. The selection of the target group
The third phase (implementation) and include the following:
1. Implementation of the constitutive training program
2. Implementation of the training program specialist
The fourth stage (internal assessment) and include the following:
1. Assessment of the cost of training
2. The final evaluation
The fifth stage (the external evaluation of the training program) and include the following: ‘
1. The results of the labor market reflex
2. Engage in the labor market, and the establishment of a small production project
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| 5. Who implemented the initiative and what is the size of the population affected by this initiative?
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The following stakeholders played a key role in the design and/or implementation of the initiative:
- The Petroleum Development Company (PDO) sponsored the program and implementation through the provision of financial, administrative and logistical facilities for the project
- Afro-Asian Organization provided the equipment for the project
- Cooperative Craftswoman – involved in supporting the Implementation and development of the Program
- Al Rafad Fund providing seed funding for the start-up phase
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| 6. How was the strategy implemented and what resources were mobilized?
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PACI appointed an administrative team, using an integrated management, consisting of the project supervisor for the center, financial and administrative staff, as well as support service staff. Both Omani and international trainers were engaged to capture the local knowledge and context, as well as best practices form other countries. Support from Afro-Asian Organization was also given in the form of know-how and the latest equipment.
PDO contributed to the financing of the purchase of tools and infrastructure construction, as well as renovation of the project, where the constituent costs amounted to approximately USD 78,000 (30 000 OR) in 2007.
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| 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
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The following are some of the key outputs for the women participating in the initiative:
1. Critical Soft and Hard Skills: provided training in both hard skills, using the latest technical skills and techniques ability to experiment and test new techniques, and critical soft skills for teaching the women how to market and sell their products, as well as developing networks.
2. Project and Businesses Management: developed the tools for managing projects and setting-up a sustainable business. This part of the training mainly dealt with market variables in terms of the mode of production, design and related activities, as well as financial matters related to the management of the project. Ultimately, this resulted in independence of building a sustainable income source.
3. Networking Activities: the women actively participated in exhibitions and festivals in Oman, as well as a number of countries, including, Brazil, Jordan, Libya, Switzerland, and China. An example of an outcome from this was the development of a carpet for her Excellency the President of Brazil.
4. Knowledge Transfer: 15 Training programs provided yearly for school students by the craftswomen producer from Al Hujairah Center, resulting in 90 programs during 6 years.
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| 8. What were the most successful outputs and why was the initiative effective?
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The implementation was monitored through the testing and evaluation of the level of progress of the participants. To do so, it was necessary to set criteria’s for assessing the level of achievement among the participants. Supervisors were present at all stages of the training programme to evaluate the progress.
Initially the focus was on the internal assessment, including the assessment of the cost of training. In the next stage, the external evaluation of the training program assessed the results of the labor market reflex in the process of getting the women to be active in the labor market, and establishing a small production project.
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| 9. What were the main obstacles encountered and how were they overcome?
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1. Lack of Professional Women's Network — the lack of a professional women's network in Oman created a major difficulty for women aspiring to get support for selling their products. The absence of female mentor-protégé, relationship makes it difficult for women to develop the requisite attitude, skills and abilities for becoming successful business leaders.
2. Literacy – the literacy level of women taking the training was low. This was particularly a challenge during the theoretical phase. The practical applicability of the theoretical knowledge made it easier to engage the women to become interesting in reading.
3. Traditions – traditionally, women have had the primary responsibility for housekeeping and childcare which do not diminish when they are employed outside the home. Even today, traditional practices still restrict women, thus limiting their social and economic participation. A working woman has to balance work and family. The programme targeted young women who were less bound by old traditions and less likely to get married soon.
4. Mindset – a key obstacle was to move the women away from old practices and adopt modern pedagogic tools for producing their crafts. By targeting young women who would be more susceptible to change, it was possible to foster new approaches that could open their mind to new ideas and ways of producing their crafts.
5. Lack of Appreciation for Vocational training – using fresh graduates presented a challenge, as most of them had their eyes on attending university studies. The level of appreciation for vocational training has declined in parallel with societal development, making it increasingly difficult to get young girls into crafts training. Showing success stories and teaching them the benefits of starting their own business gradually changed their attitude.
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