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BRAC launched its Enterprise Development intervention in Cox’s Bazar under the ISEC programme. The programme responded to livelihood pressure from the Rohingya influx and the economic shock of COVID-19. It aimed to reduce unemployment and strengthen gender inclusion in the host community.
Through this effort, BRAC’s Skills Development Programme supported 1,400 micro and small entrepreneurs, known as Master Crafts Persons. The support package combined enterprise training, mentorship, and linkages to finance and markets. Women made up a modest share of participants.
The intervention ran from October 2023 to September 2025. It sought to convert training into measurable business sustainability and local job creation. It also aimed to improve job quality and expand opportunities for women, youth, and persons with disabilities.
BRAC commissioned a rigorous, issue-based evaluation of the model’s real-world performance. The evaluation assessed business growth and sustainability outcomes. It also examined job creation, job quality, and the relevance of training in Cox’s Bazar’s evolving market.
BRAC expected practical evidence to refine the programme. The study needed to inform curriculum updates, delivery methods, follow-up support, and financial access strategies. It also needed to guide gender-responsive improvements for future cycles.
LightCastle Partners designed and executed a mixed-methods evaluation. The study combined quantitative measurement with qualitative insights. This approach ensured the findings remained data-driven and context-sensitive.
The team surveyed nearly 300 participating Master Crafts Persons. A 10 percent control group strengthened attribution. The team also conducted focus group discussions, key informant interviews, and case studies. These methods enabled triangulation across stakeholders and data tools.
The final dataset included 298 treatment respondents and 30 control respondents. The team recorded demographic information to contextualize results. Quality control protocols ensured consistency and reliability.
The qualitative research captured how training influenced workplace behavior and apprenticeship practices. It explored inclusion barriers and market constraints. Apprentices, trainers, programme staff, and local stakeholders shared their perspectives.
The evaluation aligned closely with BRAC’s Enterprise Development model. The team examined mentorship, market linkage support, and financial facilitation. It assessed how four core modules—decent work, business development, technology upgradation, and climate adaptation—shaped outcomes.
This design allowed the team to test outcome shifts. It also assessed whether the content and sequencing matched participant needs and local economic conditions.
The evaluation found that the intervention achieved most intended outcomes. Participating businesses showed stronger resilience and sustainability. Many enterprises expanded employment, including for women and marginalized groups. Workplace standards also improved in line with decent work principles.
The study identified important second-order effects. Community attitudes toward women’s work shifted positively. Informal mentorship spread beyond formal sessions. These changes support long-term norm shifts and ecosystem strengthening.
The evaluation also revealed design and delivery gaps. Addressing these gaps can protect gains and deepen impact in the next phase.
Curriculum modernization emerged as a priority. Some modules require updates to remain relevant and practical. Training content must connect more directly to daily business decisions.
Access to finance remains a core constraint. Entrepreneurs show greater readiness to engage with formal institutions. However, many still struggle to secure affordable credit. Stronger partnerships and facilitation mechanisms can help convert readiness into capital.
The study also highlights the importance of structured follow-up. Programme teams should treat aftercare as a core component, not an add-on. Standardized post-training support can reinforce decent work practices and address growth barriers.
On inclusion, the findings call for stronger gender-sensitive design. Women need fewer social and logistical barriers to access training and progression pathways. Technical upskilling must remain equitable across trades where women concentrate.
The evaluation found modest impact in technology adoption and climate adaptation. Future iterations should simplify expectations and prioritize high-relevance practices. Programme teams should also link these topics to immediate business value to increase uptake.
Overall, the evaluation shows that a comprehensive Enterprise Development package can strengthen micro and small enterprises in fragile contexts. Training delivers stronger results when paired with mentoring and structured follow-up. The study provides BRAC with a clear improvement agenda focused on curriculum reform, finance enablement, consistent aftercare, and sharper inclusion design.
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