Our Impact

Motto: COOPERATIVES, THE DEVELOPMENT DRIVER

I. Viable Cooperative organization, management and governance.

According to experience of UGAMA, strengthening the cooperative governance must consider: (1) reinforcement of membership: right and obligations of members and cooperatives as outlines the law governing cooperatives in Rwanda; contribution of members  to the cooperative objectives and interest of members (bonus, interest dividend (6% per year), good pricing); (2) cooperative leadership: committees (Board of Directors, supervisory committees and other intermittent) are in place, they know and apply roles and responsibilities as governed by the law (accountability, sense of democratic leadership and decision making, etc.) and (3) Rules, procedures, planning and reporting (strategic business plan, action plan, procedure manual, internal rules, cooperative law, books, files, minutes, financial and narrative reports).

While Strengthening the cooperative organization should go to cooperative identity: (1) economic aspects (production, market and profit) and entrepreneurship (business viability, market access and financial access i.e. social capital, loan or other financial sources, (2) social aspects (solidarity of members and utility to the community i.e. inclusiveness); (3) accomplishment of the cooperative mission to comply, values and principles (all for one, one for all).

II. Food, Nutrition and income security of cooperatives’ members

The food, nutrition and income security are achieved by: The development of crops and horticulture value chain: structuring of input suppliers and reinforcement of organic manure production in cooperatives; strengthening the production of good quantity and quality of production; enhancement of harvesting and post harvesting handling technologies.

The nutritional aspect of cooperatives members that highlight the balance diet for all but mush emphasis is put on lactating women and early children development.

Upgrading the business development services by supporting cooperatives in strategic bankable business planning accompanied strengthening the (1) Entrepreneurship ability (2) Access to finance and financial management; (3) Marketing; (5) Business performance monitoring.

III. Climate Resilience, technology and Social Inclusion

They achieved by enhancement:

1. Climate justice for building climate resilience. The Climate resilience: this will focus on the business activities and mechanisms that highlight the climate change adaptation and mitigation;
2. A participatory and inclusive approach that engage all kind of members, in cooperative profiling, planning training and coaching as well as setting pathway for graduation criteria;
3. Cooperative development facilitators (CDFs) raised from the cooperatives to ensure the knowledge transfer to members;
4. A cooperative digital monitoring system (DMS) able to capture key performance indicators (KPIs) and track positive changes to enhance the cooperative graduation system;
5. E-service portal where members can access the information and services provided by the cooperative;
6. An individual cooperative development plan (CDP) jointly elaborated and executed by cooperative leaders under close collaboration with CDFs;
7. The performance monitoring plan (PMP) that allow monitoring on quarterly basis that allows the capitalization of the best practices to share with cooperatives leaders, members and key partners.