The document describes the founding and growth of Biharwe Trust SACCO over several years. It started in 2007 as an informal association to help villagers access loans at lower interest rates. Members contributed funds and elected leadership positions. As membership grew, they secured locations to hold meetings. In 2010, Biharwe Trust was officially registered as a cooperative society to become a legally recognized entity. As of today, it has 100 shareholders, over UGX 200 million in share capital, and has issued over UGX 230 million in loans to members. The document discusses developing a vision, mission, and strategic plan to continue guiding the organization's future success.

1. • As it is a practice, people celebrate Christmas as the
day when Jesus Christ was born. People especially
those who work away from their homes go to their
respective homes to celebrate this important day.
• The celebrations are not only for 25th day of December
but for a number of days up to 2nd day of January. In
December 2005 I and my other village mates equally
went to celebrate Christmas.

2.  As we continued, in December, 2006 we realized that
we should not actually stop at having fan. The idea of
coming together not only to have fan but also to
develop our selves was hatched. We agreed to start
an association that would bring us together with the
aim of helping each other and at the same time
develop our selves.
 In 2007, this idea began taking shape. We agreed to
pull resources into this association so that people can
borrow at much lower interest. The name Biharwe
Trust was proposed and agreed upon because our
coming together was based on TRUST and
brotherhood.

3.  We elected executive members of this association. I
was elected the Chairman, Hajji Mulindwa, the Vice
chairman, Nkuba George as the secretary and
Mbagaya Grace as the Treasurer, Arinaitwe Johnson
as the Publicity secretary and others. We were less
than 20 members and each contributed
Ushs.100,000= which was converted into shares and
each member was to make a monthly saving as well.
The number kept on growing 20, to 30, 40 and more.
In order to have meaningful results we encouraged
members to bring their spouses. This was good idea
and it was welcomed.

4.  We used to have meetings every month at the home
of Mr. Mbagaya Grace and as the number increased,
Mr. Hajji Mulindwa gave us a venue for free at his
hall. Later, Mr. Mukasa Kamwebaze gave us a venue
at Kashari Secondary School, in order to
accommodate the big number of members. This is
the same place we usually meet as of today
whenever we have our general meeting. We did not
even have an office and staff.
 I wish to thank all them for that and ask God to
reward them abundantly.

5.  As the number increased, it was important to have
our association registered and be legally recognized.
In a general meeting we agreed to have it registered
as a cooperative society. I and Nuwagaba Godfrey
spearheaded the process of registration.
 Biharwe trust was registered for a probationary
period of two years on 11/1/2010. After two years
and upon satisfactory performance, it was registered
permanently on 27/6/2012 by Registrar of
Cooperatives. We have both our certificates of
registration.

6. BIHARWE TRUST AS OF PRESENT
 As today, Biharwe trust is a registered SACCO. We have an office
and staff. The shareholders are 100 in number and share
capital is of ushs 228,520,000=. The member’s savings stand
at Ushs 46,974, 500=. while the loan portfolio is at ushs
236,173,512=.
Questions:
 Has Biharwe Trust SACCO made tremendous achievements
over these years?
 After knowing how Biharwe Trust SACCO started and the
journey it has walked for this years, are we comfortable
with the situation we are in now?
 Where is Biharwe Trust heading and what should be done
for it to grow and prosper?
 Why should we have a strategic plan?.

7. VISION, MISSION, CORE VALUES AND OBJECTIVES
 Before we come to these, when Biharwe Trust was formed, we
developed our motto as “trust, save and develop”. Is this ok
with you?. Our logo or budge has the following:
Corporate colours:
 Yellow- Pooling financial resource for wealth creation
 Green- Transparency and accountability
 Blue-Prosperity of the society
Symbols:
 Banana- Farming
 Cow- Cattle keeping
 People greeting each other- Trust, friendship and brotherhood

8. VISION
 What is a vision statement?.- What we want to be
 Your vision is your dream. It is what the organization believes it
should look like if the important issues are completely
addressed. It is therefore a phrase or sentence that conveys
the organization’s hopes for the future. A vision statement
inspires to dream/plan.
 Why a Vision statement?
 The organization without a vision and mission lacks a sense of
purpose or direction as the saying “If you don’t know where
you are going, any road will take you there”. We don’t want
to take just any road to the future; we want to take the road
that gives us the best opportunity for the society and its
employees to be successful. A clear understanding of the
vision, mission and purpose will help the society to do better
and be successful.

9.  Without a vision statement, effective business planning
would be impossible. It is the vision statement that
provides the destination for the journey, and without a
destination, you cannot plan the route.
 It provides the destination, where we want to get to. All
the goals and strategies will focus on making it happen. It
is the basis of business planning.
 It states what the organization ultimately envisions the
business to be, in terms of growth, values, employees,
contribution to the society, and the like.

10.  It is the basis of the best possible outcome.
 It inspires, energizes, motivates, and stimulates your creativity,
not to serve as a measuring stick for success.
 It determines the creativity, quality and originality of the ideas
and solutions.
 It stretches expectations and aspirations helping the
organization jump out of your comfort zone.
 It helps the organization to focus on what is really important.
Although the organization knows what you are trying to do to
improve the community, it is easy to lose sight of this when
dealing with the day to day hassles that plague all
organizations. They help members to remember what is
important as they go about their daily work.

11.  It lets other individuals and organizations have a snapshot
view of whom the group is and what it wants to do. Then
those with common interests can take the time necessary to
learn more and they can be helpful when recruiting other
people and organization to join your efforts.
 It helps members who are focused and bound together in a
common purpose. Not only these statements serve as
reminder of what is important to the organization, the process
of developing them allows people to see the organization as
theirs. It is common sense: people will believe in something
more completely if they had a hand in developing it.
 It draws people to common work.
 It gives hope for the future.
 They inspire community members to realize their dreams
through positive effective action.

12.  They provide a basis for developing the other aspects of
the action planning process
 They convert the broad dreams of the vision into more
specific, action-oriented terms.
 They explain the goals to interested parties in a clear and
concise manner.
 They enhance the organization’s image as being
competent and professional, thus reassuring funding
sources that their investment was (or would be) a smart
choice.

13.  It should be:
 Understood and shared by all members.
 Broad enough to include diverse variety of local perspective.
 Inspiring & up lifting to everyone involved in the efforts of the
organization.
 Easy to communicate
 Described in a present tense as if you are reporting what you
actually see, hear, think and feel after ideal outcome is
realized.
 Describing how you feel when the outcome is realized
(emotional).
 Describing the scenes, colour, sounds, and shapes. Describe
who is there and what everyone is doing (sensory details). This
will help to build a more complete and powerful mental
images of the ideal outcome.
 Updated since it usually focuses on long term.

14. Steps in creating a vision statement for the organization
 Clearly define what it is you intend to build or create. As a
leader or leadership team you need to define this so that
everyone else knows where the business is ultimately headed
 A good vision statement forms an equilateral triangle of
winners: the organization, the customers, employees. If any of
these is left out balance, the vision loses its effectiveness.
 Keep it simple (KISS). The more complicated and long winded
the vision statement, the less likely the employees will
remember it. A vision statement must be a living thing that
guides the organization and employees. An effective vision is
clear, concise and easily followed.

15.  After understanding the above our proposed vision
statement now is
 “To be a model and a leading SACCO in provision of
financial services in Uganda that will uplift economic
and social status of all members.”

16. Mission Statement
Why we exist
 The mission statement describes what the organization is
going to do and why it is going to do that. Unlike the
vision statement, the mission statement is more concrete
and is definitely more action oriented. The vision
statement inspires people to dream whereas the mission
statement inspires them to action. The mission
statement might start with a problem and how the
organization is going to fix the problem and then the
outcome. It reminds the organization of its goals and how
to achieve them. Whereas a vision statement is where
you wish to see the organization in a few years, a mission
statement is how exactly you are going to be there.

17.  In order to have a good mission statement, it is important
to understand what the organization stands for and
symbolizes in the market. A business needs a mission
statement to focus its resources in a right direction and
attract customers who approach them for a particular
service. It also serves as a marketing tool for the service
offered by the organization.

18. The mission statement should be:
 -Describing what the organization will do and why it will do it.
 -Concise.
 -Outcome-oriented. It should explain the fundamental
outcome the organization is working to achieve.
 -Inclusive of the goals and the people who may become
involved in the organization.
 -It should be eye-catching, have an emotional and cognitive
impact on the third person, who is inclined to appreciate what
the organization stands for.

19. The mission statement should answer three questions:
 1- What do we do? - What is physically delivered to
customers?
 2-How do we do it? - The physical product or service and how
it is sold and delivered to the customer, and it should fit with
the need that the customer fulfills with its purchase.
 3-For whom do we do it? - The customers who are likely to buy
the product or benefit from the services. It is important that
they be defined.
OR
 1-Why do we exist?
 2-What do we do?
 3-Who is the beneficiary?
 4-What are the desired results?

20. Steps in creation of mission statement
 1- Identify the organization “winning idea”
 2-This idea or approach that will make the organization
stand out of the competitors, is the reason that
customers will come.
 3- Identify key measures of success.
 4-combine the winning idea and success measure into
tangible and measurable goals
 5- Refine the words until you have a concise and precise
mission statement which expresses your ideas, measures
and the desired results.

21. Eg:
 Our mission is to --------------------------------------------
(Product/ service promise)
 For-------------------------------------- (customers)
 By--------------------------------------- (processes)
 Keeping in mind------------------------------ (the results)
The proposed mission statement is
“To provide quality, affordable, easily accessible financial
services and render social support to members in
fulfilment of their economic and social needs”

22. CORE VALUES
Guiding principles
 The core values are the guiding principles that dictate behavior
and conduct of staff while at work. They help people to know
what is right from wrong. They help an organization to
determine if they are on the right path and fulfilling their
business goals. They create an unwavering and unchanging
guide.
 The core values of an organization are those values we hold
which form the foundation on which we perform work and
conduct ourselves. Core values are not descriptions of the
work we do or the strategies we employ to accomplish our
mission. The values underlie our work, how interact with each
other, and which strategies we employ to fulfill our
mission. The core values are the basic elements of how we go
about our work. They are the practices we use (or should be
using) every day in everything we do.

23. We have come up with the following core values
 Trust
 Transparency
 Integrity
 Accountability
 Team Work
 Confidentiality
 Independence
 Corporate social responsibility

24. THE SACCO OBJECTIVES
This what the SACCO stand for and it aim at doing and achieving. The
following are proposed. Please bear in mind “SMART” + C and
“PESTEL”
 To provide savings, easily, accessible and affordable credit and other
financial services to its members so as to improve and uplift their
economic, financial and social status.
 To encourage and develop a saving culture among its members so as
to improve household incomes and elimination of poverty.
 To work together, support, train and facilitate members to set up
development and/or investment projects and in other social
activities that affect the social and economic welfare.
 To facilitate and equip members with credit and financial
management skills through continuous training programmes.
 To undertake /or carry out any lawful activity/service for purposes
agreed upon by the members and for achieving the above objectives

25. ORGANIZATIONAL STRUCTURE
 This shows composition of the organization and how it is
run or managed. The structure of trust is as herein below:

27.  What is your vision?
 How do you desire to BTSACCO in future?
 What do you visualize when you think of your success
SACCO as a board director?
 What are our core values?
 What values you hold dear as you pursue your objectives?
 What values would you say you will never compromise?