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GAMBIA TEACHERS’ UNION COOPERATIVE CREDIT UNION
2016
STRATEGIC PLAN 2016-2020
T E A C H E R H O U S E , K A N I F I N G I N S T I T U T I O N A L L A Y O U T
Five years to consolidate gains of two decades
By Board of Directors
1st January,2016
A Strategic plan addressing GTUCCU’s short and long term developmental needs
INTRODUCTION
The formation of a Credit Union within the Gambia Teachers Union by the National Executive Committee
(NEC) of Gambia Teachers’ Union came in the wake of a special resolution passed at the 1992 teachers’
congress. That resolution mandated the leaders to initiate a scheme that will enable members of GTU to
access affordable microfinance.
The resolve came at a time when teachers were being subjected to several forms of financial disadvantages
attributable to the unfavorable policies in financial institutions. These took the form of high interest charges
on loans and overdrafts, long delays for loans to be processed, high charges for services and insensitivity to
the special circumstances of teachers. This is the mandate of cooperatives and the seven cooperative
principles provided the avenue to deliver such a service. The steering committee set-up in August 1996
chose the financial cooperative model to provide such a service.
It was against this background that the credit union was formed to assist members mobilize their meager
resources by saving, in order to help themselves and their colleagues through loans and other services. In
1996 to be precise, members of the Gambia Teacher’s Union who until then were predominantly advocates
for better working conditions for teachers entered new territory to improve their members’ living conditions
through the philosophy of “people helping people”.
The committee assigned the setting-up of what is currently the Gambia’s largest Credit Union and arguably
the most successful one, received support from the GTU National Executive Committee in the form of rent
and utilities for free, an initial loan and technical inputs in administration and negotiations with stakeholders
in Government. National Association of Cooperative Credit Unions of the Gambia provided them technical
know-how on financial cooperatives while the Irish National Teacher Organisation (I.N.T.O.) provided us
both financial and technical support.
This is GTUCCU’s fifth strategic plan since inception. The role of planning in the evolution of the credit union
cannot be over emphasized as it created a sense of direction throughout the journey. Now with membership
about 20,000 including nominal members, and huge assets and members’ savings, five regional branches
(two of them constructed already) and over sixty members of staff, this plan aims to consolidate the gains of
the past two decades as well as usher in a new era of growth and service variety.
The plan contains the Vision, Mission, Goals, Motto, Objectives, Activities and Budgets. For the first time
though, cooperate values have been included as benchmarks for Board, Members and Staff to make reference
to in the execution of their duties to members and partners and GTUCCU. There are 17 Strategic goals and 38
38 strategic objectives set by the Board to take GTUCCU to the next level in five years with a five year
running budget attached to guide spending and forecast revenue.
This strategic plan has four pillars dubbed THEMES. It will focus on consolidating growth and expansion
strategies, address safety and soundness concerns, support new product development and uphold genuine
and productive Partnerships.
VISION
To make the GTUCCU a leading and vibrant financial institution that improves members’ socio-economic
status.
MISSION-STATEMENT
To provide fair, honest proactive leadership and the requisite skills and knowledge to steer the credit union
in order to provide our members the ideal, sound and safe environment to invest and depend on for micro
finance products.
We shall vigorously strive to achieve decent living and working conditions for members through (the
provision of) easy access to affordable, productive financial (and non financial) services. These, we shall seek
through partnership, voluntarism and the strict adherence to the philosophy of “people helping people”.
MOTTO
“Good to borrow, Better to repay, best to save”.
CORE VALUES:
Staff shall be tolerant, tactful, honest and embrace the principles of diversity and non-discrimination in
the course of executing their duties at all times;
Leaders and employees shall be accountable for their actions through transparency and prudence in
decisions for and on behalf of the credit union;
Members shall uphold the principles of sustainability, ownership and participation, jealously guarding
the credit union by electing competent and committed volunteers always;
Collectively, stakeholders shall be guided by the principles of good governance and democracy,
integrity and commitment to the rule of law, safety and soundness of the credit union.
SWOT ANALYSIS
STRENGHTS:
Strong Membership and potential for continuous growth
Ownership of Business premises called Teacher House and construction of Regional branch Offices
Provision of motor cycles to members and Regional Board Directors to facilitate their movement.
Provision and maintenance of vehicles for the Officers to use during coordination of GTUCCU
operations.
Introduction of Internal Audits and Controls
Regular annual external audits
Strong share capital which grows annually
Competent, experienced and reliable human resources
Computerized member accounts in a reliable software package
Ownership of assets e.g. office premises, equipment, vehicles, etc.
Proper management and maintenance of assets to facilitate operations
Mobilization of savings to create funds for loans to members
Good reputation/image leading to confidence in the credit union
Strong, visionary, strategic, pragmatic management and leadership
Strong national partnership with Government, GTU and NACCUG.
Mutually beneficial, productive international partnership especially the Irish National Teacher
Organisation
Good Financial standing-good cash inflows
Continuous improvement of Members’ Scio-Economic Status (member patronage)
Appreciation of GTUCCU services by members and stakeholders
Accessible services through regional branches
Adoption of good governance principles and management structures.
Proactive and innovative Board of Directors
Dedicated and committed Staff.
Steadfast volunteers at grassroots level
Consistent service quality
Daily front office services
Check –off Services provided by Government.
Good conditions of service for staff.
Voluntarism of Members in leadership.
Properly constituted and functional committees.
Continuous and capacity building of staff and Volunteers.
Functional Regional Structures.
Recognition of GTUCCU Nationally and Internationally.
Good management of School Improvement Grant.
Regular holding of Annual General Meeting.
The Union relying on a solicitor and other consultants for professional guidance.
A reliable and versatile Software package.
Comprehensive product range.
Proposed shared branching scheme.
GTUCCU affiliation to NACCUG
Association with GTU and sharing clientele
Overlapping of leadership with GTU
Synchronizing of GTUCCU regional structures with GTU structures.
Establishment of the consumer cooperative unit
Building Soma and Basse regional office Premises
WEAKNESSES
Inadequate member education on Credit Union Management leading to misunderstanding of
cooperative principles.
Limited capital base resulting in low investments.
Limited commitment of some members.
Growing bad debts due to death, travels, transfers or errors.
Limited ICT skills in volunteers and staff.
Loan insecurity due to unpredictable guarantors and weak collaterals.
Limited finance management knowledge of volunteer leaders.
High withdrawal of savings by members reducing investment opportunities.
Occasional slow service delivery at outlets.
Inadequate customer services assistance.
Delays in information disseminations to and from the grassroots.
High cost of maintenance equipment.
Under development of the Consumer Cooperative.
High rate of default in repaying loans.
Inaccurate/incomplete inputting of member data by Accountant General’s Department/MoBSE.
Errors of recording and inputting member details
Lack of Human resource specialist.
Inadequate documentation and filing of member details.
OPPORTUNITIES
Continued member education and recruitment of Gambia College students.
Good investment opportunities at Central Bank of the Gambia.
Extremely high expectations from general public.
Possibility of opening common bond to general public.
Introduction of Consumer Cooperative unit
Introduction Health Care and Insurance scheme.
Introduction of Islamic micro finance
Extension of common bond to accommodate spouse and off spring
Affordable interest rates on Loans and other services.
Base rate returns on investments from CBG.
Additional cash flows from School Improvement Grants.
Maintaining School and other Institutional Account
Use of Information Technology to compute member details and transaction.
Expansion of Gambia College training programs and subsequent increase in recruitment potential.
Political and Economic Stability in the Gambia.
Check –off system to collect members’ savings and loan repayments.
Expansion and diversification of products and services to members.
Establishment of genuine partnerships locally and internationally.
Good and mutually beneficial relationship with Government particularly MoFEA, MoBSE and
MoHERST.
Good investment opportunities for excess funds due to proliferation of banks.
Decentralization of CU services.
Highly educated and skilled staff.
Acquiring Land for Regional Offices and accommodation in Basse, Brikama, Farafenni and Soma.
Paying salaries through members’ accounts
THREATS
More Micro-Finance and micro-insurance Organization and Banks targeting our members.
Inadequate understanding of the operations of credit unions by Regulators
Poor internet connectivity
Lack of specific Legislation to regulate MFI environment
Limited Supervision by CBG and no inspection by Registrar of cooperatives.
Lack of special legislation for Credit unions.
Proliferation of microfinance services.
Weaker common bonds resulting in members joining other CUs.
Over indebtedness of our members
Financial market instability
Global Financial crisis
Unreliable networks and internet connectivity
Cheaper loans to Civil servants by government
Conflict of Interest culminating in ownership and control disputes with GTU leadership
Conflicting and competing regulatory arms of Government.
High cost of electricity and fuel.
Involvement in payment of Teachers’ salary which exposes us to risks of theft and other forms of lost.
Creation of a Civil Service Credit Union and other CUs opening common bonds.
Dependence on Check-off system.
International migration and its ramifications.
Contagious disease outbreaks.
Global warming.
GOALS
1. Providing a generic and sustainable insurance scheme to protect members’ deposits at an affordable
premium.
2. Provision of sustainable and affordable housing scheme for members in villages situated in growing
communities and towns across all regions
3. Complete the decentralization of all services of GTUCCU to all the regions by building offices in each
divisional Headquarter and other strategic locations to reduce travelling problems for members.
4. In collaboration with the National Association of Cooperative Credit Unions of the Gambia, GTUCCU
shall Seek or pursue special legislation for financial cooperatives in order to give legal credence to the
uniqueness of Credit Unions.
5. Introduce an entrepreneurial program within the consumer unit to target, identify and support
members with genuine business acumen in order to establish viable businesses.
6. Support members and institutions in custody of arable land to secure protect and cultivate “what they
eat and eat what they grow”.
7. GTUCCU shall orientate delivery services towards youth friendly initiatives while cultivating a culture
of savings and credit in youth targeting organized societies in schools, colleges and Universities
8. GTUCCU shall diversify its income generating efforts in order to increase opportunities to move
towards self-sufficiency in operations thereby reducing the chances of seeking to tax members further.
9. GTUCCU shall introduce new products and services to respond to the global revolution in technology,
climate change and members’ changing needs and wants.
10. In the midst of expanded services and exposure resulting from decentralizing operations, GTUCCU shall
institute measures and strategies aimed at ensuring the effective mitigation and management of risk in
operations, finance, and management
THEME 1: Consolidating growth and expansion strategies.
11. GTUCCU shall pursue policies that encourage growth in membership, revenue, and efficiency in
liquidity management.
12. GTUCCU shall improve the safety and soundness of its operations by strengthening internal controls
and empowering relevant officers to conduct necessary tests on our processes, procedures and
systems at all times..
13. GTUCCU leadership shall strengthen the existing partnership with GTU, NACCUG, INTO, MoBSE, AG,
MoHERST and other credit unions in and outside the Gambia for the mutual benefits of both parties as
well as explore possibility of signing Memoranda with potential financiers of its new products and
services new ones.
14. Practice of Good governance standards and principles shall be observed in the GTUCCU.
15. GTUCCU shall engage in genuine corporate social responsibility ventures and make sure the general
public is adequately informed of these contributions.
16. Personnel of GTUCCU shall be screened to ensure competent ones are recruited to serve and those
appointed on the bases of their knowledge shall be provided special requisite training in-house or in
Institutions within and outside Gambia, and posted to the most appropriate positions and locations.
17. GTUCCU shall provide Staff and volunteers training on skills required to carry out their mandate and
develop the credit union to accommodate the growth and expansion realized.
GOAL 1: Complete the decentralization of all services of GTUCCU to all the regions by building offices in
each divisional Headquarter and other strategic locations to reduce travelling problems for
members.
OBJECTIVES ACTIVITY STRATEGY INDICATOR 1. By December 31,
2018 five GTUCCU
Regional Offices will
have been
constructed and
operational with
solar installed and
reliable internet
access.
a. Raise funds for constructing offices in Regions five three and two.
b. Tender projects and identify contractors to construct offices.
c. Open an outlet at Wassu Village in the CRR, and Essau in the NBR.
d. Install solar electrification in Wassu and Farafenni and Essau.
I. Collaboration
II. Expansion
i. Foot traffic in
Kanifing shall
be reduced.
2. By December 31st
2020, GTUCCU shall
construct between ten
and twenty standard
guest houses in
Regions three, four,
five and six as an
income generating
venture.
a. Secure Land in strategic location in
Divisional Headquarters for the
purpose.
b. Construct hostels in Regional Offices
for commercial reasons.
I. Consultancy.
i. Revenue
from
Branches
will rise
3. By December 31st
2016, competent ICT
staff that is conversant
with the ABACUS
software shall be
available in each
Regional Office to
provide hands-on
support to operations.
a. Build capacity of Regional staff in ICT
and ABACUS in particular.
b. Provide additional equipment e.g. Licenses, computers, printers etc.
c. Develop a manual/ handbook on the
Abacus package and basics of computing.
d. Recruit ICT specialists for deployment to Regions
I. Training
i. Reduction in
H/Q staff
trekking to fix
ICT problems
in Branches.
4. By December 31st 2020, each Regional paymaster shall have access to a roadworthy vehicle owned by GTUCCU for use during salary payments.
a. Review the MOU with MoBSE and Accountant General’s Department.
b. Collect royalties from SIG receiving schools.
c. Engage MoBSE for possible procurement of vehicles using UNOP.
I. Consultation
II. Signing of
MOUs
i. Risk associated with vehicle breakdown reduced.
ii. Reduction of
delays in
salary
payment.
GOAL 2: GTUCCU shall pursue policies that encourage growth in membership, revenue, and efficiency in
liquidity management.
OBJECTIVES ACTIVITY STRATEGY INDICATOR 1. By December 31st
2020, total
membership of
GTUCCU comprising
ordinary, nominal and
retired shall have
reached 35,000.
a. Sensitizing teacher trainees to
maintain automatic membership.
b. Recruitment campaign mounted
annually targeting Islamic schools,
Nursery/Kindergarten and private
schools.
I. Review common bond.
i. Enough
membership
dues to run
the business
(break
even).
c. Radio programs, Newspaper Articles
portraying our services.
d. Member education
e. News letter established.
f. Set-up a website and upload all information members need and updates from operations.
2. By December 31st
2016, GTUCCU
reserves shall reach
25% of total assets.
a. Isolate the reserved account.
b. 50% of annual surplus paid to
reserves.
c. Consolidate reserve fund.
3. By December 31st
2020, GTUCCU assets
shall grow by 50%
against the value at
31st December 2015.
a. 50% surplus to reserves.
b. Increase our investments in
profitable ventures.
c. Seek and increase in shares contribution through AGM.
d. Open share value ceiling.
e. Open share ownership.
f. Prepare and approve policy.
g. Researching on policy formulation.
h. Sensitization/education of members.
4. By December 31st
2016, GTUCCU shall
have a system to
analyze ratios and
forecast cash flows to
ensure stable liquidity.
a. Align our financial reporting to CBG standards.
b. Training of Finance Department staff on ratio analysis and finance intelligence management.
c. Write and seek approval of manual/guidelines for preparation of ratios and forecasts.
5. By January 31st 2017,
GTUCCU shall have a
policy allowing it to
negotiate with other
credit unions for
a. Meetings and seminars
b. Joint conferences
I. Dialogue
II. Partnership
i. Growth in
membership
ii. Greater
financial
amalgamation and
possible acquisition.
c. Policy development
d. Sanitation and signing of MOUs
security
iii. Consolidation
in
cooperative
GOAL 3: GTUCCU shall orientate delivery of services towards youth friendly initiatives while cultivating a
culture of savings and credit in youth targeting organized societies in schools, colleges and
Universities.
OBJECTIVES ACTIVITIES STRATEGY INDICATOR 1. By 31st Dec. 2017,
products and services offered by GTUCCU shall have youth orientation in order to reflect contemporary youth life style.
a. Establish a desk/office.
b. Identify a youth program officer.
c. Include naming ceremonies, weddings, school fees, mobility and electronic gadgets as consumer products.
d. Mortgaging of homes to members.
e. Lunch and maintain social media platforms like facebook, GTUCU website, twitter, etc.
I. Education
and sensitization
II. Training III. Diversifying
products
i. Higher transition rate from schools to GTUCCU.
ii. Greater acceptance and understanding of the principle of cooperatives by the public.
iii. Increased use of financial
f. Member education and sensitization.
g. Target college and other graduates.
h. Develop materials.
i. Policy development and approval by Board and AGM.
j. Pilot testing materials and concept.
k. Feasibility study.
cooperative model.
iv. Have a more youthful looking membership.
THEME 2: Safety and Soundness concerns.
GOAL 1: Providing a generic and sustainable savings and loan protection scheme to protect members’
deposits at an affordable premium.
OBJECTIVES ACTIVITY STRATEGY INDICATOR
1. By 30th June, 2018,
policies and an
a. Conduct a desk research on loan protection policies and operations.
I. Outsource the technical details to a consultant
i. Policy
operations manual for
a savings protection
scheme shall be
approved by the Board
of Directors.
b. Market research to establish potentials.
c. Organize workshop for GTUCCU
leaders on loan protection and policy development.
d. Validation of draft policy documents. e. Present to AGM for ratification.
f. Sensitize members on the draft
policy framework.
g. Engage a consultant to guide the policy development.
who works with an ad-hoc committee.
II. Headhunt
specialist and blend with staffs that are grounded in GTUCCU culture.
documents and operation manual in place and.
2. By December 31st
2019, GTUCCU Loan
protection Unit shall
be operational with
policies approved;
premiums received
and staff recruiting
interested members.
a. Member Education on the benefits of loan protection and the rationale behind the new product.
b. Capacity building for staff and volunteers.
c. Trial testing of instruments developed by working group.
I. Internship
II. Engagement and
partnership
ii. Members
registering for insurance services.
3. By 2017, December
31st, members of
GTUCCU shall pass a
resolution agreeing to
contribute at least 1%
of loans as premium
to the loan protection
Unit.
a. Member Education on loan protection scheme, i.e. how it will operate and benefits.
b. Educate grass roots on the spirit of the loan protection scheme through cluster engagements.
c. Appoint loan protection champions and train them on marketing the product.
d. Draft Resolution and sensitize members through Regional.
I. Sanitation
II. Advocacy
i. Loan protection policy in place.
GOAL 2: GTUCCU shall provide Staff and volunteers training on skills required to carry out their mandate
and develop the credit union to accommodate the growth and expansion realized.
OBJECTIVES ACTIVITY STRATEGY INDICATOR 1. By December 31
2020, staff requiring
knowledge, skills and
abilities to delivers
services on behalf of
GTUCCU shall receive
training in the
following as
appropriate:
Data protection and management
Anti-money laundering
Finance management
ICT
Cooperative
a. Conduct training needs assessment exercise.
b. Identify personnel and conduct training as revealed by Performance Management System.
c. Select competent resource persons and or institutions and allocate resources to conduct training locally, internally and internationally.
d. Establish, manage and update
continually, a talent bank.
e. Member education and
sensitization.
I. In-house training and consultancy.
II. Partnering
with experienced players.
III. Profiling staff.
i. Increased
capacity.
ii. Create
efficiency
and
effectivenes
s.
iii. Improve
competency
levels.
development education
Procurement
Risk management
Driving
2. By 31st December
2020, 2,500 grassroots
leaders of GTU shall
have been trained on
credit union
operations, marketing
skills and recruitment.
a. Organize board and other
committee seminars.
b. Organize Board retreats to preview
each year’s activities and budgets.
c. Organize ICT training camps for
specialized training on computing
for volunteers.
d. Conduct annually member training
for 500 grassroots volunteers.
e. Develop training manuals.
I. Improve
competency
levels.
f. Conduct training of trainers.
3. By January 1st 2016,
GTUCCU shall
introduce a
Performance
Management System
a. Sensitize/train Leadership and Management on the process, advantages and disadvantages of PMS.
b. Recruit HR personnel.
c. Recruit PMS champions who will entrench the use of PMS feedback to resource HR decisions and processes
GOAL 3: In the midst of expanded services and exposure resulting from decentralizing operations, GTUCCU
shall institute measures and strategies aimed at ensuring the effective mitigation and management
of risk in operations, finance, and management.
OBJECTIVES ACTIVITY STRATEGY INDICATOR 1. By 31st December
2016, GTUCCU shall
institute a
comprehensive
Information
a. Design risk management policy to outline how GTUCCU deals with risk.
b. Design and seek approval for a policy and instruments to institute
I. Research
II. Consulting
III. Training
i. A secure
Information
System.
Management System
that will mitigate
system risk, liquidity
risk, operational risk,
compliance and
governance risk,
capital adequacy risk,
market risk, and
legislative risk.
signature and username security.
c. Design and seek approval for a comprehensive data protection and security policy.
d. Identify, secure and regularly update antivirus procurement procedure in order to avoid non-genuine operating system.
e. Distribute ICT staff to ensure each branch has access to a competent resource.
f. Train a member of staff on data processing to degree level.
g. Strengthen Internal Control procedures.
h. Re-enforce Control Department staff.
i. Install security Cameras in all premises.
IV. Internship
ii. A safe Credit
Union.
GOAL 4: GTUCCU shall improve the safety and soundness of its operations by strengthening internal
controls and empowering relevant officers to conduct necessary tests on our processes,
procedures and systems at all times.
OBJECTIVES ACTIVITY STRATEGY INDICATOR
1. By December 31st
2020, revenue
generated by GTUCCU
through operational
efficiencies shall be
adequate to offset
operational expenses
so that interest on
loans will not be used
up for the same
purpose.
a. Increase investments in T/Bills.
b. Diversify investments of surplus funds to lucrative safe offers from Banks.
c. Rationalize spending.
d. Review loan lost policy regularly reviewed.
e. Introduce loan protection scheme.
f. Insurance for loans and assets.
g. Introduce special products and services at cost.
h. Introduce salary accounts with overdraft facility.
I. Austerity.
II. Prudence.
III. Expansion.
IV. Diversification (Growth).
i. Rise in
liquidity
and asset
ratios.
ii. Grater
solvency.
i. Expand the activities of the consumer unit.
j. Construct hostels in regional branches.
2. By December 31st
2016, GTUCCU shall
genuinely pursue all
outstanding bad debts
and come up with a
better scheme to
pursue current
defaulters and quickly
detect future ones.
a. Follow-ups on defaulters by
making telephone calls, meetings,
writing letters, etc.
b. Train the Credit Control
Committees on functions, roles,
responsibilities and expectations of
positions.
c. Initiate an early warning
mechanism to detect defaulters.
d. Engage Curator’s office, employers
and our legal practitioner in
recovery.
e. Thorough review of collaterals and
guarantors.
I. Legal
proceedings
II. Prudence III. Profiling
members.
IV. Engagement and partnership
i. High
recovery
of debt.
ii. Low
defaulter
rate.
f. Timely transfers of defaulters’
balances to guarantors.
GOAL 5: Practice of Good governance standards and principles shall be observed in the GTUCCU.
OBJECTIVES ACTIVITY STRATEGY INDICATOR
1. By January 1st 2018,
GTUCCU shall have
functionally proficient
Board, Supervisory
Committee, Loans
Review Committee,
Nominating
Committee, and Credit
Control Committee in
place to provide
oversight by meeting
regularly and taking
appropriate decisions.
a. Elect or co-opt into all committees.
b. Train the committees on functions,
roles, responsibilities and
expectations of positions.
c. Provide reasonable incentives to
mitigate cost of participations.
d. Seminars, conferences, retreats,
meetings organized and attended
nationally and internationally.
e. Organize/arrange internship for
critical staff.
f. Policy review and development.
g. Organize regular AGMs and conduct
credible elections according to
I. Training
II. partnership
i. Efficient and
effective committees.
ii. Compliance with regulations.
standing orders and bye-laws.
h. Conform to NACCUG safety and
soundness policies.
i. Adhere to CBG regulatory
requirements in concert with
NACCUG.
j. Review bye-laws, Loan policy and
validate them.
K. Draft resolutions and seek
endorsement by the Board and
approval by the AGM.
GOAL 6: Personnel of GTUCCU shall be screened to ensure competent ones are recruited to serve and those
appointed on the bases of their knowledge, skills and abilities shall be provided special requisite
training in-house or in Institutions within and outside Gambia, and posted to the most appropriate
positions and locations.
OBJECTIVES ACTIVITY STRATEGY INDICATOR
1. By December 31st
2016, GTUCCU shall
introduce a functional
a. Conduct comprehensively credible
appraisal of staff.
I. Training
i. Effective
and efficient Personnel
Management System.
b. Promote deserving staff.
c. Deploy staff appropriately.
d. Recruit appropriate and relevant
talent.
e. Enroll staff on professional training
at UTG, AIU and other tertiary
institutions.
f. Participation in Conferences and
internship.
g. Create a talent bank and manage it
properly.
h. Regularly review and document
staff performance.
i. Performance reviews and
(develop talent) (Buying talent).
II. Restructure staff
staff by-in service delivery.
ii. Higher productivity.
iii. Satisfied staff.
appraisals in relation to Reward
systems.
j. Isolate Human resource
management from Admin and
appoint qualified staff to manage
staff.
k. Review, revise and update
operations manual.
l. Review Job specifications of all
positions to align them to strategic
plan.
THEME 3: New product development.
GOAL 1: Provision of sustainable and affordable housing scheme for members in villages situated in
growing communities and towns across all regions.
OBJECTIVES ACTIVITY STRATEGY INDICATOR
1. By December 31st 2017, GTUCCU –CU shall have secured affordable financing with interest rates below the CBG discount rate to build at least 2000 housing units for mortgaging to members.
a. Consult potentially genuine partners for roadmap to secure financing.
b. Write and submit to potential financiers proposals to secure financing.
c. Conduct through professionals feasibility studies of low cost housing.
I. Procurement of contractors through homegrown or outsourcing.
II. Negotiate with partners.
III. Partnership will be established.
i. Katchumeh and Berending villages developed and distributed.
2. By December 31st 2016, GTUCCU leadership shall own a piece of land intended for a Teacher village(s) in each administrative region in the Gambia
a. Conduct surveys and demarcate plots.
b. Identify contractors for award of construction of villages.
c. Conduct feasibility study of the projects.
d. Purchasing pieces of land in strategic locations intended for distribution to members in the long term.
e. Through traditional land acquisition methods, seek land allocation to GTUCCU in each Region.
I. Negotiation II. Sensitization
i. Some homes developed and distributed in each region.
3. By December 31st 2020, GTUCCU Consumer Unit shall distribute at least 2000 housing units to members
a. Screen applicants, identify qualified beneficiaries and allocate homes.
b. Develop and maintain public facilities in the villages.
c. Develop pieces of land purchased from local owners in Gunjur and other places.
d. Revise Consumer Unit Policies and instruments to cater for mortgaging.
e. Sensitize members on GTUCCU Housing scheme.
f. Consultancy to conduct Risk assessment of the scheme.
I. Member profiling
i. homes distributed to members
GOAL 2: Introduce an entrepreneurial program within the consumer unit to target, identify and support
members with genuine business acumen in order to establish viable businesses. OBJECTIVES ACTIVITIES STRATEGY INDICATOR 1. By Dec 31st 2018,
GTUCCU shall train at least 200 members on small and medium
a. Screen and identify participants
with business ideas.
b. Develop training materials.
I. Diversification
II. Training
III. Partnership
i. Increase
savings
from
enterprise business development and management.
c. Training of trainers, workshops to
prepare volunteers to serve as
resource persons.
d. Engage GCCI, NEDI, GIEPA, UTG,
and MDI and organize workshops
and seminars.
e. Attachment for participants to
experienced business
management.
f. Mobilize and provide financial
viable ventures immerging from
the project
g. Coach participants to develop
business proposals.
h. Provide support to participants
through monitoring and
coordination
IV. Development
V. Sanitation and
member
education
small/med
ium
businesses
.
GOAL 3: Support members and institutions in custody of arable land to secure protect and cultivate
“what they eat and eat what they grow”. OBJECTIVES ACTIVITIES STRATEGY INDICATOR
1. By 31st Dec. 2020,
a. Member education and sensitizations.
I. Partnership
i. Increase in member
members and institutions shall be engaged in productive commercial farming activities while addressing food self-sufficiency and security
b. Target and identify potential
beneficiaries.
c. Training of beneficiaries on modern agric methods to boost production.
d. Provide farm inputs for engagement in poultry farming, horticulture, forestry, fishing, aqua-culture, orchards and animal husbandry.
e. Collaborate with SAFMU unit to improve home-grown food for the school canteens.
II. Sensitizing income level
ii. Home grown school feeding enhanced.
GOAL 4: GTUCCU shall diversify its income generating efforts in order to increase opportunities to move
towards self-sufficiency in operations thereby reducing the chances of seeking to tax members
further.
OBJECTIVES ACTIVITY STRATEGY INDICATOR 1. By Dec. 31st 2016 GTUCCU shall operate an Islamic Microfinance Scheme with specific products including life
a. Seek Supreme Islamic Council approval and endorsement from CBG.
b. Develop and test operational instruments like application forms,
I. Training
II. Partnership (SIC, IOU)
i. Growth in revenue due to increased investment
event savings accounts, individual development accounts, business development accounts, educational savings accounts, investment accounts, and zakat accounts
etc.
c. Recruit bi-lingual staff with the knowledge of finance.
d. Member education and sensitization
e. Lunch the product.
f. Constitute special advisory Board and train them on policy.
g. Membership recruitment campaign.
h. Report to members on activities of the year.
i. Setup grassroots structures by targeting specialists and training them on operations and benefits of IMF.
j. Develop a comprehensive business plan.
ii. Membership growth
iii. Diverse product range.
2. By May 31st 2016, GTUCCU shall operate a local money transfer
a. Develop policies and instruments to
govern and operationalize it.
I. Advocacy
II. Training
i. Growth in income
service that will allow members send and receive money in all GTUCCU outlets at a low cost.
b. Identify and train staff
c. Sensitize members
d. Initiate codes
e. Creation of a special account
III. Diversification
GOAL 5: GTUCCU shall introduce new products and services to respond to the global revolution in
technology, climate change and members’ changing needs and wants.
OBJECTIVES ACTIVITIES STRATEGY INDICATOR 1. By Dec. 31st 2020,
GTUCCU-CU shall offer the general public and members of the GTUCCU products ranging from electronic gadgets, building materials, agricultural inputs.
a. Open and stock shops in “lumo” centered settlements located in growing villages and towns.
b. Re-enforce partnerships with vendors and suppliers to import goods for distribution.
c. Construct shops in teacher villages and Regional Branch Offices where appropriate.
d. Conduct member education and sensitization.
e. Recruit and train staff on
I. Partnership
i. Proliferation of Consumer Unit activities.
ii. Increase
access to GTUCCU-CU products.
iii. Increased
revenue Sustainability of GTUCCU-CU
operations.
f. Develop a comprehensive business plan.
THEME 4: Genuine and productive Partnerships.
GOAL 1: In collaboration with the National Association of Cooperative Credit Unions, GTUCCU shall Seek or
pursue special legislation for financial cooperatives in order to give legal credence to the uniqueness of
Credit Unions.
OBJECTIVES ACTIVITY STRATEGY INDICATOR 1. By December 31st
2016, GTUCCU shall
operate within a safe
and sound financial co-
operative environment
sufficiently regulated
by an Act of
Parliament.
a. Engage NACCUG, Co-operatives Department, National Assembly, CBG and other CUs for dialogue on special legislation for co-operatives.
b. Research and document justification
for our advocacy.
c. Encourage national dialogue on improving the co-operative sector.
d. Organize seminar for stakeholders on the significance of legislation for the sector.
I. Partnering with other CUs.
II. Advocacy
III. Negotiating
i. Separate
legislation
for co-
operative
ii. National
conference
on co-
operative.
e. GTUCCU co-funds
seminars/workshops organized to come up with special legislation for co-operatives.
f. Sponsor a Bill at the National Assembly through GTUCCU members in Parliament.
g. Lobby National Assembly Members for ratification of the act.
GOAL 2: GTUCCU leadership shall strengthen the existing partnership with GTU, NACCUG, INTO, MoBSE, AG,
MoHERST and other credit unions in and outside the Gambia for the mutual benefits of both parties as
well as explores possibility of signing Memoranda with potential financiers of its new products and
services.
OBJECTIVES ACTIVITY STRATEGY INDICATOR
1. By March 31st 2016,
partnerships with
CBG, Cooperative
Department, MoBSE,
AG, shall be reviewed
and Memoranda
signed to map out
a. Organize seminars and meetings
for stakeholders.
b. Sign memoranda.
c. Sign joint communiqués.
d. Review existing policies and align
I. Negotiation
II. Advocate partnership
i. Stronger and
mutual
beneficial
relationship
with
partners.
future relationships
and cooperation.
them to international conventions.
2. By March 31st 2016,
GTUCCU and GTU shall
agree to aligned
programs and systems
that will engage and
enable both leadership
to embark on member
education on their
policies, mandates and
interventions.
a. Develop a calendar
b. Organize meetings and workshops
c. Sensitization
d. Capacity building of grassroots structures.
I. Orientation
II. Partnership
III. Dialogue
i. Better
collaboration
and
understand
ii. Peaceful co-
existence
3. By May 31st 2016,
GTUCCU and GTU shall
have statutory policies
in place and MOUs
signed that will define
and entrench future
relations.
a. Organize meetings and seminars for board and NEC.
b. Develop and sign MOUs and treaties.
c. Review and amend existing policies to reflect development.
I. Consultation
II. Partnership
III. Dialogue
i. Better
collaborati
on and co-
existence.
4. By 31st March 2016,
a. Arrange joint meetings of leadership
b. Signing of MOUs
I. Communication II. Dialogue
i. Sustainable,
cordial and
mutually
GTUCCU leadership
shall negotiate with
I.N.T.O to strengthen
existing technical,
material and financial
cooperation
c. Support exchange visits
d. Present program of activities and trainings
beneficial
relationship
5. By 31st December
2018, GTUCCU and
NACCUG shall
advocate for a
separate Ministry of
Co-operatives
development that
focus on developing,
promoting and
managing the affairs of
cooperatives in the
Gambia.
a. Organize joint meetings with
NACCUG leadership
b. Engage government through
seminars
c. Signing of MOUs
I. Partnership.
II. Negotiation.
III. Sensitizing
IV. Dialogue
i. Separate
Ministry for
cooperatives
ii. National
conference on
co-operative.
6. By May 31st 2017,
GTUCCU shall
advocate to NACCUG
to design and conduct
a. Organize meetings and conduct
workshops
b. Conduct trainings
I. Consultation
II. Partnership
III. Dialogue
i. Highly
trained staff
and
volunteers.
training of staff and
volunteers on credit
union operations and
management,
principles of
cooperative, roles and
responsibilities of
various committees.
c. Sensitization
d. Engage NACCUG leadership
GOAL 3: GTUCCU shall engage in genuine Corporate social responsibility ventures and make sure the general
public is adequately informed of these contributions.
OBJECTIVES ACTIVITY STRATEGY INDICATOR
1. By December 31st
2016, GTUCCU shall
invest at least 1% of
declared annual profit
on social cooperate
responsibility.
a. Strengthen counseling of members
on responsible loan management.
b. Invest in health facilities and
babies-friendly schemes.
c. Support educational trusts and
foundations recognized by MoBSE.
d. Publicise all social responsibility
ventures.
I. Publicity.
II. Partnership.
i. Enhance visibility leading to GTUCCU being a household name.
e. Sensitize communities and educate
members on what we do as a credit
union. (Principle Seven).
2. By January 31st 2016,
GTU and GTUCCU shall
identify and perform
their social services in
education, health,
agriculture and sports.
a. Partnership with other institutions
locally and internationally.
b. Develop proposals and guidelines.
c. Raise funds.
d. Engage stakeholders and set up
committees.
I. Publicity
II. Partnership
i. Participate in
nation
development
on a single
platform.