Memorandums of Understanding and Partnership

Overview

CEDA has signed several Memorandums of Agreement with various organisations within Botswana and the region. To name a few, CEDA has MOU’s with Botswana Agricultural Marketing Board (BAMB), Botswana Horticultural Market (BHM), Land and Agricultural Bank of South Africa, Development Bank of Namibia and Botswana Post.

Botswana Horticultural Market

The purpose of this agreement is for both parties to assist its mutual clients.  Through this MOU, CEDA and BHM are to:

  • Develop partnerships between producers and other key stakeholders to enhance the development and growth of the horticultural industry.
  • Develop networking opportunities whereby stakeholders can devise ways in which to introduce marketing initiatives aimed at increasing profitability for local producers.
  • Establish a forum where
  • Establish a reliable and growing horticultural market for enterprises.

Botswana Post

Due to the CEDA branch network being situated only in Gaborone, Maun, Selebi-Phikwe, Palapye, Kanye, Francistown and Ghanzi, CEDA entered into a MOU with the Botswana Postal Services as they have  a wider branch network giving CEDA clients that live in far and remote places the opportunity to continue business with CEDA. This MOU allows CEDA clients to be able to pay their accounts, collect at any Botswana Post Office in the country. Clients who do not have access to our branches are able to use the Postal Service network.

  • Botswana Post will assist CEDA in disseminating brochures and other marketing collateral in all their branches nationwide.
  • Botswana Post shall provide Hybrid Bulk Mailing Solutions by printing and mailing CEDA statements to all CEDA clients.
  • Botswana Post shall also provide CEDA with Express Mail Service for documents and parcels.

  Access Botswana Post on http://www.botspost.co.bw/

Botswana Agricultural Marketing Board

CEDA and BAMB entered into a Memorandum of Understanding to assist in the development of the agricultural sector through provision of funding, training and mentoring to viable citizen agricultural businesses and projects. As Agribusiness is one of CEDA’s sectors, it would be in the best interest for CEDA to form linkages with institutions such as BAMB.

The benefits of this MOU are for CEDA and BAMB to:

  • Assist farmers in minimizing the risk associated with defaulting in loan repayments to CEDA as a financier.
  • Reduce transaction costs for the Agency, through shared projects visits.
  • To ensure that there is a reliable supply of grain from the farmers to BAMB
  • Guaranteed Market of inputs for BAMB

Through the agreement farmers will have:

  • Easier and timely access to working capital
  • Assured market for produce under contract production
  • Market advisory services
  • Discount on inputs

Access the BAMB website on: http://www.bamb.co.bw/site/index.php/home-2

Land and Agricultural Development Bank of South Africa

The Land and Agricultural Development Bank of South Africa and CEDA entered into a Memorandum of Understanding in order to assist each other in sharing information on business operations. The two institutions would cooperate and collaborate with each other for the mutual benefit of their business operations.

CEDA MEMBERSHIPS

Southern African Development Community Development Finance Resource Centre

By being a member of SADC DFRC network, CEDA places itself in a position whereby it can tap into a variety training resources and information from other institutions within Botswana and the SADC region at large.

SADC DFRC is a SADC institution established under the SADC Principle of Subsidiarity. It is collectively ‘owned’ through a trust by the SADC-DFI network as its ‘self-help’ organisation.

Through technical and capacity building support, as well as policy research and advisory services, the DFRC’s mandate is to promote the effective mobilisation of resources by the financial sector, in particular the DFI’s, for investment in key areas with the potential to stimulate growth, generate employment and alleviate poverty, in line with the objectives of SADC under RISDP.

The key focal areas the DFRC has identified in its Five – Year Strategic Business plan are:

  • Financial sector reforms and strengthening and capital  markets development;
  • Institutional support, encompassing capacity building
  • SME Development and Support
  • Infrastructure and Public Private Partnership (PPP)
     

Association of African Development Financial Institution

CEDA has membership in the Association of African Development Financial Institutions (AADFI’s). The AADFI is a continental institution which provides financial institutions with training support and capacity building to key personnel of member organisations.

The key objectives of AADFI are to:

  • To promote economic and social development in Africa throughout cooperation among banks and financial institutions.
  • To stimulate cooperation for the financing of economic and social development.
  • To establish among its members a machinery for systematic interchange of information.
  • To accelerate the process of economic integration in the African region
  • To encourage studies realization bearing on common interests problems

Access the AADFI website on http://www.adfi-ci.org/

The current CEDA Strategy

The Agency continues to align its operations with other economic players in the country especially Government to benefit from available collaboration and synergies. As a way of closing the value-gap and adopting a responsive end-to-end stand on efficiencies, the current Strategic Plan has been deliberate on areas of business process effectiveness, staff morale and fund sustainability. It is in this backdrop that the Agency adopted a strategic intent for this plan period as, “To drive operational efficiency and achieve 70% self-funding by 2015”.

The Strategy focusses on twin-driving the Financial perspective and the Customer/Stakeholder perspective as its mandate dictates financial prudence coupled with the “customer-is-king” concept. These are deliberately supported by efficient and agile process realised from highly skilled and motivated workforce.

The performances of the eight strategic objectives (KPA) are gauged by twenty four measures (KPI) and strategic initiatives or projects which are constantly monitored. The values chosen as a vehicle to achieving this are Customer Focused, Enterprising, Decisive and Accountable.