Perched on a hill 13 kilometers away from Deniyaya town in Sri Lanka, MR/Ensalwatta Tamil Vidyalaya is a school where the challenges of accessing education are palpable. The narrow, rough pathway leading to the school barely accommodates vehicles, making the journey difficult. Students travel from distant areas to attend classes, many of them walking up to 6 kilometers, while others depend on a single bus or lorry that only operates in the morning and afternoon. Some students even start their journey around 5 a.m., using torch lights to guide their way through challenging terrain.

The high cost of travel is a significant burden for parents, who are predominantly daily wage earners and plantation workers. As a result, many families can only afford to send one child to school at a time, leading to low attendance rates. The barriers to education for these children extend to lack of essential resources such as skilled teachers and proper school facilities. The inaccessibility of adequate learning tools and educational opportunities has long been a challenge, leaving students without the means to fully engage in their studies or realize their potential. Despite these difficulties, both the students and their parents show remarkable persistence and determination in pursuing education, understanding the value it holds for their future.

Recognizing these challenges, the Social Cohesion and Reconciliation (SCORE) Activity, funded by the United States Agency for International Development (USAID) and implemented by Global Communities, has focused on empowering youth across Sri Lanka, particularly in marginalized communities, with practical resources and skills to enhance their participation in civic activities and improve their economic opportunities. To date, this has included vocational training, leadership development and digital literacy programs.

On August 28, the opening of an Information Technology (IT) Center at MR/Ensalwatta Tamil Vidyalaya marked a significant step in bridging the digital divide that has deprived these students of access to essential technology and skills. Established in collaboration with the Organization for Sustainable Community Development (OSCOD), the IT Center is now equipped with computers, tables and chairs, transforming a once-basic classroom into an IT learning environment where students and other youths in the area can develop vital digital skills.

With SCORE support, 90 students from grades 8 to 11 are currently enrolled in a three-month IT course, learning both the theory and practice of information technology. For many students, this marks their first experience with computers, a significant milestone in their educational journey. Additionally, the IT Center offers free opportunities for local youth who have completed school but lack the skills needed for employment, helping them bridge the gap to the workforce.

In addition to the IT Center, SCORE has also addressed the need for physical education by providing much-needed sports equipment to the school. This support is intended to enhance the students’ physical well-being, teamwork and leadership skills, contributing to their overall development.

At the opening ceremony, Ms. Subashini Weerasinghe, District Career Guidance Officer at the National Youth Services Council, spoke about the significance of this project in addressing the disparity between urban and rural schools in Sri Lanka.

“This is a powerful initiative that understands the needs of the population and fulfills them,” she said.

Mr. Udaya Kumar, the principal of MR/Ensalwatta Tamil Vidyalaya, also expressed deep gratitude, noting the transformative impact these resources will have on the students, many of whom come from the estate community and face significant challenges in accessing quality education. The estate community, or plantation community, has historically been marginalized, facing significant gaps in service delivery, such as limited access to quality education, health care and infrastructure. Due to residents’ isolation, they often lack opportunities for socio-economic advancement, which makes them particularly vulnerable to poverty and exclusion.

This IT initiative offers [our students] new opportunities to develop crucial skills in their own language.

Mr. Udaya Kumar, Principal, MR/Ensalwatta Tamil Vidyalaya

“Our students have made progress in their education despite the challenges they face,” he said. “This IT initiative offers them new opportunities to develop crucial skills in their own language. We are truly grateful to SCORE for making this possible.”

The opening of the IT center aligns with themes highlighted during International Youth Day 2024, which emphasized the role of digitalization in accelerating progress toward global goals, and International Literacy Day, which focused on “Promoting multilingual education: Literacy for mutual understanding and peace.” By equipping students with digital tools and resources, the center goes beyond technological literacy, creating opportunities for students to access diverse educational content in multiple languages. This fosters an environment of mutual understanding and inclusivity, key elements in building a peaceful society.

As SCORE continues its work across Sri Lanka, initiatives like this one in Deniyaya will play a crucial role in empowering and equipping the next generation of leaders, ensuring no student is left behind, regardless of their background or circumstances.

This success story is made possible by the generous support of the American people through the United States Agency for International Development (USAID). The contents are the responsibility of Global Communities and do not necessarily reflect the views of USAID or the United States Government.

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Rooted in the energy of youth, the Transparency Auto Worker Cooperative was created in 2022 through a collective vision of former automotive engineering students from Eastlands College of Technology (ECT) in Nairobi County, Kenya. The cooperative, which currently supports 22 active members, is a response to the pressing challenges of unemployment faced by youth aged 18 to 35 in the East African country.

“The worker cooperative model is important to the college, because we are able to empower the students that come through after they attain technical skills,” said Roy Munyalo, manager of the Informal Sector Business Institute.

The Transparency Auto Worker Cooperative specializes in various automotive services including oil changes, diagnostic services, wheel alignment, engine maintenance, bodywork and electrical repairs, striving to provide services needed by the community at an affordable rate.

Motivated to take control of their own destinies and generate income, students decided to unite forces and establish a worker cooperative that not only allowed them to become business owners but also channel their skills into ventures aligned with their passions. In Kenya, youth make up 35% of the population with a 67% unemployment rate, the highest rate in the country. Amid the country’s challenging job market, the cooperative became a platform for these automotive enthusiasts to transform their expertise into meaningful income-generating opportunities.

“The cooperative allows us to be our own bosses. It allows youth to have clear job opportunities and jobs that we can do with passion,” said John Karika, Secretary of the Transparency Auto Worker Cooperative.

The Transparency Auto Worker Cooperative gained official registration status from Nairobi County with support from Global Communities’ Cooperative Leadership, Engagement, Advocacy and Research (CLEAR) Program. CLEAR is funded through the United States Agency for International Development’s Cooperative Development Program.

“We chose the local cooperative model, because we saw it fit our needs through teamwork,” said Kamau Njenga, chairperson of the Transparency Auto Worker Cooperative. “Decisions are made through a panel of membership, [and] we as the business owners are able to determine the challenges that effect us because we are the ones working in the cooperative.”

Through CLEAR, cooperative members were trained on governance, member sensitization, leadership, marketing and the principles of the cooperative model. The auto workers were also taught how to make informed decisions that align with their cooperative’s goals and values. By learning about proper governance, they established a transparent decision-making process to ensure accountability within their businesses.

Through member sensitization and leadership training, auto workers create a culture of inclusivity and participation within their cooperative. These applicable lessons strengthen their sense of community and encourage active engagement in cooperative activities and initiatives.

“Here, you get the freedom to tell your client what is right and what is wrong, what to do and what not to do,” said Mike Kamau, ECT student and member of the Transparency Auto Worker Cooperative. “Out there, you get a side hustle and your supervisor tells you what to work on.”

The cooperative’s business model has played a vital role in building the confidence of its young members as they navigate the complexities of running a business. In the process, these members have also expanded their social networks, creating a ripple effect of positive impact within the community.

“I really appreciate the work the Transparency Auto Worker Cooperative does,” said Wanjiku Njoroge, a client of the cooperative. “They are efficient, affordable and their service is very good.”

Learn more about the impact of the Transparency Auto Worker Cooperative and its partnership with Global Communities in the video below.

This success story is made possible by the generous support of the American people through the United States Agency for International Development (USAID). The contents are the responsibility of Global Communities and do not necessarily reflect the views of USAID or the United States Government.

The post Driving Change: Youth-Led Worker Cooperative Transforming Kenya’s Automotive Industry appeared first on Global Communities.

Nestled within the scenic landscapes of Nyeri County, Mt. Kenya Guides and Porters Safari Worker Cooperative stands as an inspiring example of the transformative influence of the worker cooperative model in Kenya’s tourism sector. Originating as an informal group in 1971, the cooperative has since flourished into a vibrant enterprise that currently consists of 153 dedicated members.

The cooperative’s journey toward success gained momentum through a strategic partnership with Global Communities, which facilitated a crucial connection to the Nyeri County government. This collaborative effort was made possible under CLEAR, a Cooperative Development Program funded by the U.S. Agency for International Development. Mt. Kenya Guides and Porters’ participation in CLEAR paved the way for essential training sessions encompassing pre-cooperative principles, digital marketing, safety protocols, customer management and recordkeeping.

“The county has been doing its part, Global Communities has been doing its part, but more importantly, the cooperative themselves, they are self-driven,” said Tarichia Kendi, a county executive committee member of Trade, Tourism, Culture and Cooperative Development in Nyeri County. “This is what gives us this commitment to [Mt. Kenya Guides and Porters], because we can see sustainability into the future.”

Specializing in mountain climbing services, Mt. Kenya Guides and Porters’ diverse membership boasts expertise in botany, wildlife, culinary arts and portering. This bolsters the cooperative’s commitment to delivering a comprehensive and enriching experience for tourists. During peak seasons, it formally engages the local community’s unemployed youth and provides them with opportunities to earn income by assisting members in their work.

“Personally, I have benefited financially through the cooperative,” said Elias Githinji, chairperson of Mt. Kenya Guides and Porters. “I have been able to sustain my family. I have been able to educate my children.”

Beyond showcasing the captivating landscapes and exhilarating climbs unique to the country, the cooperative also has emerged as a catalyst for socio-economic development in Kenya.

“We see cooperatives as perhaps the strongest cog in driving the social economic transformation that we are looking for as a county and as a country,” Kendi said.

Learn more about Mt. Kenya Guides and Porters and its partnership with Global Communities and the Nyeri County government in the video below.

This success story is made possible by the generous support of the American people through the United States Agency for International Development (USAID). The contents are the responsibility of Global Communities and do not necessarily reflect the views of USAID or the United States Government.

The post Generating Job Opportunities for Mountain Guides and Porters in Kenya appeared first on Global Communities.

Global Communities’ history is deeply rooted in the cooperative movement. Our organization was created in 1952 as the Foundation for Cooperative Housing, and for over 30 years we used the cooperative model to help build 60,000 houses for people in need across 35 states in the United States. In 1962, our programming expanded to Central America, demonstrating that the successful cooperative housing model could be replicated in other countries. In the 1990s, following the fall of the Berlin wall, we began working in Eastern Europe, still heavily focusing on cooperative housing. In Poland, for example, we created a training program to help cooperatives establish themselves in the newly forming post-socialist market economy. By the close of the program, an estimated 4,560 Polish citizens found new homes in more than 1,000 new cooperative housing units across the country. While our name has changed to Global Communities and our work has expanded beyond cooperative development, our commitment to partnering with cooperatives to bring about sustainable, positive change remains the same.

Our current Cooperative Leadership, Engagement, Advocacy and Research (CLEAR) program, implemented since 2018 and funded by the United States Agency for International Development (USAID), has strengthened the cooperative ecosystem in Kenya. CLEAR has supported counties in developing cooperative policies, coached cooperatives to enhance their business performance, and created research and learning products to support cooperative development globally. CLEAR has also introduced the worker cooperative model to Kenya and successfully supported the 10 first ever worker cooperatives through registration and start-up.

While CLEAR is set to close in December 2023, we are thrilled to announce CLEAR+, the next phase of our cooperative development programming. CLEAR+ will strengthen the cooperative sectors in Guatemala and Kenya through improved legal frameworks, advocacy and learning.

I recently sat down with Ashley Holst, CLEAR+ Chief of Party at Global Communities, to chat about lessons learned from our rich cooperative history and how we are planning to apply them in CLEAR+. The interview was edited for length and clarity.

Paula: Congratulations on securing CLEAR+! Amazing news. Before we dive into the future of cooperative development programming at Global Communities, let’s talk about what we have learned from the first phase of CLEAR. How would you define the success of the program?

Ashley: We learned a lot during the first phase of CLEAR. It has been a very successful program, but achieving the key milestones took a lot of effort. One of the main reasons for that is that we chose to focus on advocacy and education around a relatively new and innovative form of cooperatives called worker cooperatives. We wanted to see how we could use the cooperative model to create more jobs and economic opportunities for folks living in urban areas and working in the up-and-coming service and tech industries. We found that it takes quite some time to build awareness around worker cooperatives. But, once we had the ball rolling and the worker cooperatives started to form, we saw a lot of success and interest in these cooperatives. One of the objectives of the program was centered around policy reform, so we also learned that policy advocacy takes a long time. It requires a lot of community engagement, information sharing, and trust building to shape policies that have local buy-in and are successful in the long run.

Paula: Cooperative businesses play a vital role in advancing sustainable development goals by promoting inclusive economic growth, alleviating poverty and reducing inequality. How has CLEAR contributed to advancing the global development agenda?

Ashley: One of the most important and exciting aspects of cooperative development is that cooperatives help individuals achieve greater economic security. In addition, cooperatives are inherently inclusive. Any person who meets the criteria of a particular cooperative can join it, which can be life-changing for traditionally excluded or overlooked populations, including women and youth. CLEAR has been very intentional about promoting economic development for women and youth not only by encouraging them to join or form cooperatives, but also to become leaders. In fact, many cooperatives supported by CLEAR in Kenya are led by young entrepreneurs who came together to form worker cooperatives. We designed CLEAR+ to specifically focus on young professionals in the gig economy in such sectors as transportation, tourism and the service industry, like mechanics and construction. The worker cooperative model is a perfect way for youth to have ownership and decision-making in their businesses, while being able to share the risks and resources in the operation of these businesses.

Paula: Cooperatives are also powerful partners in strengthening resilient communities. Could you shed some light on how CLEAR has supported Kenyan cooperatives in building social capital and social cohesion?

Ashley: Cooperatives support their members and communities with both economic and social capital. Global Communities co-authored a research study with the U.S. Overseas Cooperative Development Council to look at this issue in four countries around the world. We found that cooperative members not only had stronger economic outcomes, but also stronger safety nets that helped them in times of crisis. We also conducted a five-year longitudinal study that looked at how people rely on their cooperatives when they experience shocks, such the Covid-19 pandemic, a flood, or a drought. We found that people really count on their cooperatives to overcome shocks and stresses. We also saw that cooperatives were more resilient during the pandemic than other businesses. They were more likely to stay in business and support their members and communities around them. We know that cooperatives are a way for folks who generally work more independently, like agricultural producers or motorcycle taxi drivers, to share business risks and rewards with their fellow cooperative members. This increases their ability to withstand challenges and become stronger in the long run.

Paula: What is the most important lesson learned from the first phase of CLEAR? How are you planning to apply it within CLEAR+?    

Ashley: I cannot overemphasize the importance of education and awareness among cooperative stakeholders about the worker cooperative model and its potential to effect meaningful change. For CLEAR, this took quite a bit of time and we had to redesign some of our activities to include training and advocacy around the worker cooperative model. To this end, we partnered with the Democracy at Work Institute – a reputable training institution in the United States – to design training materials around this model. We use these materials not only with nascent worker cooperatives, but also with cooperative developers, local government institutions, and some of our fellow cooperative development organizations, both Kenyan and international. This focus on advocacy and education was really critical for the program and its long-term impact. I would add that establishing strong, trusting relationships with government stakeholders in Kenya was also vital for the success of our policy and enabling environment activities.

Paula: CLEAR+ will focus on supporting worker cooperatives in Kenya and Guatemala. What are the top three things that the public should know about the worker cooperative model?

Ashley: The most exciting aspect of the worker cooperative model is its applicability to many different sectors and industries. We know that globally people are moving towards urban centers. We also know that young people are less and less interested in agriculture. As the population of youth is growing in many countries, we need to think creatively about how to ensure that young people have access to good jobs with high earning potential. From my point of view, the worker cooperative model opens a lot of doors for young professionals in sectors that traditionally attract independent entrepreneurs, for example motorcycle taxi drivers or auto mechanics. Worker cooperatives allow young people to come together, learn from each other, and benefit from common resources, such as shared workspaces or marketing and financial management services. It is simply much cheaper to co-own or co-rent a workshop or a garage than manage it yourself.

Another great thing about this model is that worker cooperatives can be much smaller than traditional agricultural cooperatives, many of which have hundreds or even thousands of members. A worker cooperative can be as small as 2 or 3 members, dependent on the laws of a particular country. This creates a lot of opportunities for smaller cooperatives that are more niche.

Paula: Worker cooperatives are less known and typically less valued than other types of cooperatives. Why? What are some of the key cultural misconceptions about this model?

Ashley: The biggest misconception is that cooperatives are agricultural in nature. Many people don’t know that the cooperative model can be applied to other sectors too. When they think of cooperatives, they think of corn and dairy, and of individual farmers who are dropping their goods off at a cooperative and getting paid. The worker cooperative model can be confusing, because the employees are also the members. Instead of having a product to sell to a cooperative, they are contributing their time, labor and expertise. Another misconception about the worker cooperative model is that members are always looking for the next opportunity, for the next best thing. But in a worker cooperative, the workers are, in fact, the co-owners. They are proud of their company, and they want it to succeed. So, if structured in a solid way, a worker cooperative can provide long-term livelihood solutions for its members.

Paula: CLEAR+ will be implemented in Kenya and Guatemala – two very different contexts legally, culturally and linguistically. How will the program address these differences?

Ashley: We have a fantastic opportunity to take the lessons learned in Kenya and apply them in Guatemala, which is CLEAR’s new implementation country. We’ve learned a lot about how to build awareness and create buy-in around the worker cooperative model, which we will definitely employ in Guatemala. We will also continue to work with the Democracy at Work Institute, which is excited to translate and adapt their materials to the Guatemalan context. One of the reasons we picked Guatemala is because it is ripe for opportunity in the service sector. The country has a booming tourism economy, where we think the worker cooperative model will make great impact. Guatemala also has a very large artisanal community working on weaving and beading and even creating artisanal food products like coffee and honey. I am certain that Guatemalan artisans will thrive in worker cooperatives, benefiting from the security and shared resources these cooperatives offer.

Another lesson that we will apply in Guatemala is using a market systems approach and working more closely with local business service providers. Rather than directly coaching worker cooperatives, we will invest in Guatemalan entities to train and mentor them. It is my hope that this relationship will continue long past CLEAR+, leading to greater sustainability of our program.

Paula: CLEAR+ will also seek to improve the enabling environment for worker cooperatives through legal and policy reform. What are some of the most common regulatory challenges that hinder the ability of worker cooperatives to thrive?  

Ashley: The enabling environment framework is very important in the cooperative development sector. Unless cooperatives operate in a legal and sociopolitical system that allows them to thrive as businesses, they cannot achieve their full potential. When cooperatives are not treated in the same way as other businesses from a legal perspective, their earning capacity is impaired, and they are less profitable. For example, taxation is often a problem. Some legal systems do not have a clear definition of a cooperative as a business enterprise, which creates confusion about how cooperatives should be taxed. When regulatory gaps like this exist, cooperatives may get double-taxed or taxed at a higher rate. We always look at this issue when reviewing an enabling environment for worker cooperatives in new contexts.

Another issue is the number of members required for registration. Policies are often created around agricultural cooperatives, which are the most common in most countries. If a policy is written with agricultural cooperatives in mind, it may require 50 members to register a worker or housing cooperative. This requirement can be next to impossible for nonagricultural cooperatives to meet. We are advocating for revisions to this requirement both in Kenya and Guatemala to allow much smaller cooperatives to register and operate successfully.

Paula: How will CLEAR+ promote gender equality and positive youth development in two very different cultural contexts?

Ashley: Cooperatives typically have diverse membership and inclusive policies. In many countries, however, there are usually more men than women within those cooperatives. It’s also very challenging for women to secure leadership positions on cooperative boards and management teams. To address this issue, CLEAR+ is working with cooperatives in Guatemala and Kenya to help them create systems and structures that not only encourage women and youth to become active members, but also to take on leadership roles. Sometimes this requires very simple solutions, like ensuring that meeting times are convenient for women and young people or setting goals for cooperatives to have certain numbers of women or youth on their boards. One of the main ways we hope to be more inclusive within CLEAR+ is to support sectors which attract women and youth, such as the tourism and artisanal sectors. We know that many women are already working in these sectors as independent entrepreneurs. We also know they could really benefit from the formation of cooperatives.

Paula: Looking into the future, what innovations or advancements do you foresee in the field of cooperatives? How might Global Communities capitalize on them?

Ashley: We are seeing a lot of interest among cooperatives to incorporate more technology into their operations and marketing efforts. Many cooperatives we have supported in Kenya have had a lot of success with social media marketing and the use of simple technologies, like mass text messaging, to communicate with their members and current or potential customers. This has made a really big difference. We had one cooperative that offered a training on solar engineering. Because of the social media marketing they did, they maxed out the number of registrations, which had never happened to them before. Young people and worker cooperatives are really hungry for these technological advancements. Also, I would argue that the worker cooperative model is innovative itself because it can be applied to unique and diverse sectors. Within CLEAR, we have one cooperative that works in the acting and drama space. Utilizing the worker cooperative model with them has been very exciting.

One of the innovative aspects of the CLEAR program was our focus on accessible ways to disseminate information and training. We created a series of 30 short training videos that would accompany in-depth training that cooperative leaders were receiving through the program. Cooperatives have access to those videos on our YouTube page. They can go back to them at any time as either a refresher or to train a new board member. The videos cover such issues as financial management, governance, communication with members and gender inclusivity.

Paula: How are CLEAR and CLEAR+ planning for the longevity of the worker cooperative model?

Ashley: As we all know, USAID and the development sector in general are very interested in sustainability and localization. In CLEAR+, we apply these principles by utilizing a market systems approach to supporting worker cooperatives through their inception, start up and registration. In Kenya, we engaged several professional business service providers which helped the cooperatives design business and financial plans. We found this to be a very strong approach, but it takes time and effort to create these types of relationships. In CLEAR+ we decided to employ a market systems approach and create an environment where cooperatives are interested and willing to engage professional service providers trained on the cooperative model. We’re very hopeful that connecting service providers and cooperatives will create more opportunities for them to work together in the future. At the beginning, the program will provide scholarships to cooperatives to purchase these services. We trust that gradually our cooperatives will be able to afford these services themselves. We will also create a working group of service providers so that the CLEAR+ program can provide capacity strengthening and mentorship to them throughout the life of the program. When CLEAR+ wraps up in five years, we will have a very strong network of service providers which are working with cooperatives and can continue to scale up the worker cooperative model in both Kenya and Guatemala.

Paula: Thank you for your time! How can our readers learn more about your work?

Ashley: To learn more about cooperative development, please visit our website and read a recent story, Collaborating for Impact in Kenya’s Cooperative Sector. I also encourage you to watch our recent webinar, Beyond Inclusive Economic Growth: Harnessing the Power of Cooperatives and Savings Groups to Strengthen Resilient Communities. If you have questions about our programs, please email us at [email protected]. You can also find me on LinkedIn.

Ashley Holst

Ashley Holst is a Senior Technical Specialist of Cooperatives and Inclusive Businesses at Global Communities and supports the Cooperative Leadership, Engagement, Advocacy and Research (CLEAR) program in Kenya, along with supporting the overall cooperative technical area. She earned a master’s degree in International Development, specializing in Monitoring & Evaluation from American University in Washington, D.C., and an undergraduate degree in Sociology and International Political Science from Drury University in Springfield, Missouri.

Global Communities is home to a diverse team of professionals with a broad range of expertise and perspectives that help us build the world we envision: one of expanded opportunity, where crises give way to resilience and all people thrive. In our new “Pass the Mic” series, our global staff share innovative ideas and in-depth insights on timely topics spanning the development, humanitarian and peace nexus. Learn how our colleagues are co-creating a more just, prosperous and equitable global community.

The post Pass the Mic: Growing from Our Roots: Exploring the History and Future of Cooperative Development Programming at Global Communities appeared first on Global Communities.

CLEAR+ is designed to improve the enabling environment for cooperatives, enhance the capacity of cooperative businesses, and create evidence-based tools that can be applied by cooperative development programs around the world. The program will elevate the worker cooperative model in both countries, with a special focus on women and youth engaged in the gig economy and service sectors.

“Worker cooperatives are less known and typically undervalued than other types of cooperatives, for example agricultural cooperatives. Yet they offer invaluable economic advancement opportunities for individuals in sectors that traditionally attract independent entrepreneurs, such as taxi drivers, artisanal creators and actors,” said Ashley Holst, CLEAR Chief of Party. “I am very excited that we can take lessons learned from our CLEAR program in Kenya and apply them to strengthen worker cooperatives in Guatemala.”

In line with the principles of sustainability and locally led development, Global Communities is poised to apply a market systems approach in CLEAR+. The program will engage local business service providers to coach cooperatives through their inception, start up and registration, rather than supplying these services directly. CLEAR+ will also support the cooperative enabling environment to reduce legal and policy barriers that small worker cooperatives often face, for example in registration, taxation and access to finance. Finally, CLEAR+ will promote gender equality and positive youth development in both countries by advancing women’s and youth’s leadership in cooperatives and focusing on sectors that are appealing to them, such as tourism, technology and the artisan industry.

“Global Communities’ history is deeply rooted in the cooperative movement. The organization was created in 1952 as the Foundation for Cooperative Housing and has supported housing and worker cooperatives in many countries around the world,” said John Holdsclaw IV, Global Communities’ Trustee & President and CEO of Rochdale Capital. “I am thrilled that Global Communities will continue to promote inclusive economic growth and locally led solutions through cooperative development for the next five years.”

For more information, visit our website and watch the recent webinar organized by Global Communities. 

About Global Communities:

Global Communities works at the intersection of humanitarian assistance, sustainable development and financial inclusion to save lives, advance equity and secure strong futures. We support communities at the forefront of their own development in more than 30 countries, partnering with local leaders, governments, civil society and the private sector to achieve a shared vision of a more just, prosperous and equitable global community. Learn more at globalcommunities.org.

The post New USAID-funded Program to Strengthen Worker Cooperatives in Guatemala and Kenya appeared first on Global Communities.

Over the past five years, SCORE has been working to reduce socioeconomic disparities and strengthen cohesion and resilience among multi-ethnic and multi-religious communities, with a special focus on supporting marginalized women and youth.

In the aftermath of the COVID-19 pandemic and in response to the economic crisis that is currently engulfing Sri Lanka, the program intensified its efforts by working with a select group of women who were severely impacted by these shocks and stressors—from widows and single mothers to women-headed households. While some had micro businesses or entrepreneurships, others were daily wage earners, unemployed or engaged in unpaid domestic work such as home gardening and farming.

“Some, if not most, were not treated with respect or dignity within their household or community, because they were seen as dependents and not as a segment that could bring in an income to their household,” said Avanthi Kottegoda, Head of Program & Learning for SCORE. “With COVID-19 and the economic crisis, they were even more vulnerable, subject to abuse and in dire need of support due to the loss of their spouse’s income or their own earnings.”

To help address these challenges, SCORE provided the women with access to specialized tools, technology and training to start, strengthen and grow new or existing micro-enterprises. Support included market analysis and opportunities for them to develop their business and financial management skills.

“These are all resilient women here. No one said, ‘I can’t’ or ‘No.’ They stood up for themselves let it be COVID-19, the Easter Attacks, the economic crisis — they found alternative ways to move forward and were agile,” said Aranee Devanandan, Manager – Social Capital at Hela Apparel Holdings.

Devanandan was one of several guests at the SCORE Women in Action event, which offered a chance for women entrepreneurs who participated in the program to network with potential buyers, investors and advisors from the government sector. Invitees included representatives from leading supermarket chains and apparel companies as well members from the Industrial Development Board and the Board of Investment of Sri Lanka. Wasantha Perera, Secretary to the Ministry of Justice, Prison Affairs and Constitutional Reforms, was in attendance, in addition to Deepthi Lamahewa, Executive Director of ONUR.

“Four of our members take our products to weekly fairs across the Monaragala District. Now, even the male family members go to the weekly fair and sell our products. We want to go beyond this,” said Ranjani, a member of a women’s collective known as Jayamal Product that produces and sells spices, grains and other products such as flour and jaggery. SCORE provided the collective with the machinery they needed for the production process, along with training to build members’ entrepreneurship skills.

“For example, maintaining books of accounts, and we learned how to work cohesively as a team,” Ranjani said.

Previously, none of the women involved with Jayamal Product had any means of earning an income. Now, Ranjani said she has been able to make approximately 40,000 Sri Lankan Rupees per month and noted benefits that extend past turning a profit.

I feel that life has gotten better in so many ways. That’s the change.”

Ranjani, Jayamal Product Women’s Collective, SCORE participant

“Some of the group members’ husbands did not let them participate in activities previously. One member’s husband didn’t even let her leave the house. Now she comes out and engages with us very happily,” Ranjani shared. “She herself says that she is now able to talk well, that she has strength and that she has standing within her family and within the village. Like that, I feel that life has gotten better in so many ways. That’s the change.”

SCORE Women in Action was another chance for her, members of Jayamal Product and other women entrepreneurs involved in the program to put what they have learned into practice.

“We got an opportunity today,” Ranjani said of the event. “We are meeting a representative from a leading supermarket tomorrow with product samples.”

In June, SCORE facilitated a gap analysis workshop with women micro-entrepreneurs engaged in the textile industry. Workshop findings were shared at SCORE Women in Action to support the Government of Sri Lanka and private sector with making policy-level decisions and investments that could improve both the industry and lives of women micro-entrepreneurs involved in it.

The event also included a session facilitated by Amira Ghaffoor, a woman tech entrepreneur who shared how to use digital technology to grow and enhance micro-enterprises. SCORE program participants like Damayanthi, who runs Uttara Fashion in Monaragala, left determined to apply what they learned and to continue adding to their skill set.

“I was able to gain a lot of knowledge from coming here – how to take the business forward, what I should be doing. It would be good to have more events like this,” she said. “The more knowledge we have, the more we can develop our businesses. After listening to the session on digital technology, I am motivated to use Facebook, WhatsApp and other social media platforms to promote my business.”

During the COVID-19 pandemic, Damayanthi said her shop Uttara Fashion suffered greatly. With support from SCORE, she was able to acquire sewing machines and other equipment needed to raise the quality and output of her products. Now, she has 10 machines, employs five people, and her confidence has grown alongside her business.

“I can take on orders for any frock design,” Damayanthi said, adding that her daughter has been studying fashion design for the past year to help take the shop to the next level.

According to Jeyathevan Kaarththigeyan, Chief of Party for SCORE, success stories like Damayanthi’s and that of other women entrepreneurs supported by SCORE have laid a strong foundation from which the program plans to build.

“Through economic empowerment, SCORE promotes diverse entrepreneurs to have a sustainable and cohesive environment in the working districts. Through scaling up and networking, we would like to expand this to the entire country,” he said. “In addition to replicating the SCORE models for women engagement in economic empowerment, we would also like to link these entrepreneurs with other successful models to ensure sustainability and promote cohesion.”

The post Catalyzing Success for Sri Lanka’s Women Entrepreneurs through SCORE appeared first on Global Communities.

Collaborative partnerships are the driving force behind the Cooperative Leadership, Engagement, Advocacy and Research (CLEAR) program at Global Communities. These partnerships enhance cooperative sector growth and advance economic prosperity by enabling cooperatives to pool resources, share knowledge, access broader markets and achieve economies of scale. Through collaboration, cooperatives can mitigate risks, foster innovation and enhance their competitiveness.

The CLEAR program, which is funded by the United States Agency for International Development (USAID), recently hosted a learning forum that brought together program partners to reflect on milestones and adaptations, validating lessons stemming from their collective endeavors. Participants included the Council of Governors, State Department of Cooperatives and Cooperative Alliance of Kenya, among others.

The event aimed to review program achievements, validate lessons learned, assess data contributing to success, and offer recommendations for the Kenyan cooperatives sector. With CLEAR ending in December 2023, this event was part of planned learning initiatives to share insights and adaptations from the program. The objectives included reflecting on milestones, documenting lessons, identifying successful approaches and generating recommendations for program evaluation and sector support.

The learning forum led to the identification of effective strategies and constructive dialogues aimed at further elevating Kenya’s cooperative sector. During the forum, participants envisioned a strong cooperative sector positively influencing development sectors like health care and education. Critical weaknesses identified were weak governance, inadequate legal and policy frameworks, and insufficient skills in cooperative management. Recommendations included developing an action plan for critical recommendations and streamlining the cooperative registration process. Additionally, participants highlighted the need for a scale-up strategy and sustainability efforts for worker cooperatives.

CLEAR’s collaborations extend notably to learning institutions, exemplified by its partnership with Strathmore University, which culminated in the launch of an executive program on Public Policy Making Process (PPMP). This initiative has benefited county cooperative officials and stakeholders alike by improving their understanding and skills in cooperatives policy. Furthermore, in collaboration with the Cooperative University of Kenya and Democracy at Work Institute, CLEAR launched the Worker Cooperative Business curriculum that has enriched educators’ and students’ understanding of worker cooperative management.

In tandem, partnerships with county and national governments, the State Department of Cooperatives and the Council of Governors has yielded a comprehensive framework for county cooperative policies and regulations. Through this collaborative effort, 21 counties have partnered with Global Communities through legislative drafting workshops and have successfully revised their bills in accordance with the updated constitution.

During the learning forum, CLEAR documented participants’ reflections and the program’s achievements in this short video. To delve deeper into the impact of these partnerships, Acting Chief of Party Ashley Holst shares how CLEAR’s collaborative efforts have magnified the influence of cooperative development work in Kenya.

The post Collaborating for Impact in Kenya’s Cooperative Sector appeared first on Global Communities.

Seven graduate students are one step closer to building a better future for themselves and the world at large after completing a seven-month engineering fellowship focused on water, sanitation and hygiene (WASH) construction projects in the West Bank and Gaza.

Global Communities welcomed the first cohort of engineers in September 2022 and recently selected a second cohort of 10 graduate students in April as part of a larger program known as the Gaza Household WASH Activity.

The engineering fellows are responsible for supporting the field with construction works that will ultimately increase access to reliable WASH facilities and services for nearly 132,000 people in the Gaza Strip. In addition to monitoring small construction activities and ensuring the application of safety procedures and policies at the sites, the students are also contributing to the implementation of monitoring and evaluation activities – all valuable work experience in an area struggling with high unemployment rates.

“In Gaza, job opportunities are scarce, and the competition is strong,” said Mohammad Ferwana, a 25-year-old graduate student who was among the first cohort of engineering fellows to work with the Gaza Household WASH Activity. “As engineers, our technical background in the field is not enough. The more knowledge and skills you have, the better is the chance to find a job.”

In 2021, the Palestinian Central Bureau of Statistics reported that the Gaza Strip faced an alarming unemployment rate of 48.6%, with youth unemployment reaching approximately 63.2%. Furthermore, skilled or educated individuals often cannot find suitable jobs in their fields due to the lack of diverse and sustainable economic sectors in the Palestinian territory.

By participating in the engineering fellowship, Mohammad and other graduate students in his area of study have been given a unique opportunity to build their skills and capacities, learn about non-governmental organizations (NGOs) and establish a strong professional network.

“This is the first time I worked with an international NGO,” said 25-year-old Rajaa Abu Rok, another student from the first fellowship cohort. “I got the chance to learn more about the system and work closely with other organizations in the field. This will help me when I apply for future job opportunities. In addition, I learned about different processes related to projects and new software.”

As the fellows engage in tasks assigned to them on various WASH projects, lead engineers with the Gaza Household WASH Activity ensure they receive proper orientation before any activity and provide guidance and support throughout the process. For Lina Mousa, 24, that mentorship and on-the-job experience has helped to enhance more than just her technical abilities.

“I learned how to deal and interact with people of different backgrounds,” said Lina, citing how field visits to households in project areas were a routine part of her fellowship assignment. “We received trainings about how to approach people, ask questions and ensure that we are dealing with them in the most professional manner. Also, I got the chance to build my organizational capacities, which is something new to me.”

The engineering fellowship has proven to have a positive impact on more than just its participants. Close collaboration with Global Communities’ staff has allowed for a fruitful exchange of ideas and experiences, creating a dynamic environment that encourages growth and learning. This diversity has strengthened the organization’s ability to address the unique needs of the communities it serves.

“I have had the privilege of witnessing firsthand the immense value that engineering fellows bring to our work. Their passion, knowledge and dedication inject a renewed energy into our projects,” said Abdelhalim ElKurd, Chief Engineer of Global Communities’ Gaza Household WASH Activity. “Their fresh perspectives challenge the thinking beyond conventional solutions and push the boundaries of what we can achieve. The fellowship program has become an integral part of Global Communities.”

Given the positive outcomes from the first and second cohorts, a third cohort is likely to follow that will include at least four additional graduate engineering students. Global Communities will continue to refine and expand the fellowship program, building on lessons learned and ensuring its lasting impact on the communities we serve. By investing in the next generation of engineers, we are shaping a brighter future for all.

The post Providing Professional Development Opportunities to Graduate Engineers in the Gaza Strip  appeared first on Global Communities.

Cooperatives Policy and Legislation

Cooperatives are key contributors to Kenya’s economy and need a legal and regulatory framework that enables them to thrive as autonomous, member-focused businesses that create wealth for members and employment especially for youth. Cooperatives should seek opportunities to actively participate in and contribute to a more robust enabling environment. The CLEAR Program has made significant contributions to the policy and legal environment for cooperatives by engaging stakeholders at the county and cooperative level to ensure they have a voice in policy development.

CLEAR partnered with Strathmore University Business School (SBS) to launch an executive education program on public policy making for national and local government officials, private sector, and non-governmental organizations. This short video gives a brief introduction to the history of cooperatives in Kenya and the place of policy and legislation in the cooperatives space.

Cooperatives policy and legislation

Worker Cooperatives

Worker cooperatives are emerging as a business model responding to the changes in the nature of work and the growing service sectors. Cooperatives have a unique democratic governance structure of member-worker-owners, where decisions are made by the member-owners. Worker cooperatives differ from other types of cooperatives because members contribute to the financial success of the cooperative with their labor. Any type of business can be worker-owned and governed as a cooperative. Worker cooperatives are providing ways for entrepreneurship which allows workers to share in the work, risk, costs, and successes.

Worker cooperatives are a new business model in Kenya and have drawn much attention as a cooperative model with great potential to provide jobs for youth and improve their economic opportunities. CLEAR Program has been working to promote the worker owned business model through a multisectoral approach that ensures an integrated, collaborative process. CLEAR has coached 10 worker cooperatives through start up, registration, and growth. CLEAR also promotes education and learning, technical and legal support that is purposed towards making worker cooperatives thrive.

Learn more about the worker cooperative model here:

What is a worker cooperative and how does it differ from other types of cooperatives?

Compensation for worker cooperatives

Gender

As gender equity is increasingly seen as a pillar for sustainable economic development and broad social well-being, more attention is needed for alternative models to development, like cooperatives, which incorporate women’s equality in work. Cooperatives are rooted in concern for community as well as economic growth, so they are well-positioned to respond to gender inequalities.

Women around the world continue to face challenges when it comes to equal access to education, health care, decent work, and representation in political and economic decision-making processes. The Good Governance and Gender Equity curriculum provides engaging content on how cooperatives and gender champions can support gender equity in democratic governance, improved communication, and more gender sensitive workplaces.

The videos linked below provide a brief introduction to 6 of the modules included in the curriculum.

Gender and cooperatives

Gender Based Violence in cooperatives

Communication in households and cooperatives

Conflict prevention and resolution in cooperatives

Different ways of resolving and preventing conflict

Strengthening cooperatives through family planning and parenting

Financial Management

Financial management knowledge and skills are critical for the success and survival of cooperatives. Effective financial management practices can boost performance for cooperatives and Small and Medium Enterprises (SMEs). In financial management cooperatives can ask themselves four key questions; What is financial management? Why is financial management important? Who is responsible for financial management?

Critical financial management practices include bookkeeping, financial reporting, budgeting and tax preparation. These videos outline the basics of these key financial management aspects.

Bookkeeping and Record Keeping

Cooperative Financial Reporting

Budgeting

Annual General Meeting

Taxation and Kenya Revenue Authority Compliance

Strategic Business Plan

A cooperative like any other business requires a road map or strategy that shows how the enterprise is managed and operated. This video highlights how development of business plans supports effective cooperative business management.

Strategic business plan documents for cooperatives

Governance

Cooperatives have complex governance requiring transparency, accountability, and clearly documented governance structures. The cooperative values and principles provide guidelines as to how cooperatives should be owned and governed. These principles call for an open, voluntary, and democratic process of decision-making, and cooperative governance as an essential tool in applying those values and principles.

The videos below introduce the basics on cooperative governance and management.

Governance and Management in Cooperatives

How to Resolve Conflict in Cooperatives

How to have effective meetings

Best practice by board of directors to enhance good governance

Importance of decision making in cooperatives

The post USAID CLEAR Program in Kenya Launches a Series of Cooperative Management Education Videos appeared first on Global Communities.

Kenya’s devolved system of governance has provided the country with an opportunity to implement grassroots-led development programs but also revealed technical gaps at the county government level, particularly in the area of public policy formulation and implementation. More specifically, the cooperatives policy and legislative reform process to align with the provisions of the Constitution of Kenya 2010 has been slower than other devolved sectors, despite efforts by development partners to support this process. Although cooperatives have found a way to navigate the regulatory barriers and continue their operations, the need for a more harmonized approach to policy reforms is crucial to minimizing disruptions for the businesses.

Following consultations with relevant government institutions, Global Communities’ Cooperative Development Program – Cooperative Leadership Engagement Advocacy and Research (CLEAR), funded by USAID — developed a baseline survey to determine technical gaps that existed and to establish demand for the program’s intervention within its mandate. The survey sought to better understand the status and levels of policy formulation skills as well as the county officer role in creating a business environment where cooperatives can thrive.

A total of 33 counties participated in the survey and findings revealed a significant gap in stakeholder engagement, policy development and drafting skills. Survey results also led to the development of the Executive Public Policy Making Process (PPMP) training, in collaboration with Strathmore University Business School, to enhance the capacity of public policymakers and implementers in Kenya, especially those working in the cooperative sector.

County cooperative officers have shown tremendous enthusiasm in their participation in the virtual PPMP training. Despite internet connectivity challenges and competing priorities, 85% of the participants, on average, have reported increased understanding of the requirements of the devolved cooperative function as outlined in the Fourth Schedule of the Constitution of Kenya, 2010.

Recognizing that the public policy process is not linear, the overall objective of the training is to build the capacity of county government officials and provide them with requisite skills to develop inclusive and enabling cooperative policies and legislation. Doing so also equips them to serve as trainers of trainers who can educate cooperative members on their right to actively participate in the policy process.

Cooperative members’ participation in the policymaking process supports the cooperative sector as a vehicle of resilience, especially through the COVID-19 pandemic, because members can contribute to the formulation of inclusive and sustainable policies that affect their businesses. This also presents an opportunity for cooperatives to be enlightened on regulations that sometimes unintentionally limit the development and growth of their businesses and, in turn, document their concerns to the local authority in an organized fashion. This is anchored on a robust public-private dialogue structure at national and county government levels.

Olga Oyier is the Kenya Country Team Lead and Policy & Legislative Affairs Specialist for Global Communities’ USAID-funded Cooperative Leadership, Engagement, Advocacy & Research (CLEAR) Program. She has been supporting the Government of Kenya towards the creation of an enabling policy and legislative environment for cooperatives and supporting the growth of the service/worker-owned cooperative model in Kenya. She successfully led the design, testing and implementation of the Executive Public Policy Making Process Training in collaboration with Strathmore Business School. Through her engagements, she supported the development of the Draft Cooperative Bill of 2021 and the Model County Cooperative Bill as championed by the State Department for Cooperatives and the Council of Governors respectively. Her experience in business regulatory reform spans over 10 years.

Maureen Gitau is a Policy & Legislative Affairs Officer for Global Communities’ Cooperative Leadership, Engagement, Advocacy & Research (CLEAR) Program. Among the CLEAR Program’s objectives are to support the devolution of cooperative government functions to the county level by developing county government-related policies and legislation. To encourage the devolution process, CLEAR facilitates policy dialogue between national and regional cooperative stakeholders in public, private, academic and development institutions.

Ms. Gitau received her Postgraduate Diploma in Law from the Kenya School of Law and her Bachelor of Law degree from Kenyatta University. She also holds Executive Certificates in Public Policy from Strathmore Business School and in Public Policy Making Process from the Kenya Institute for Public Policy and Research.

The post Building the Resilience of Kenya’s Cooperative Sector through Capacity Building of Policymakers and Implementers appeared first on Global Communities.