What is Kgetsi ya Tsie?

Kgetsi ya Tsie (KyT) began in 1997 from an initiative to assist rural women to empower themselves , both socially and economically, by more effectively organising their entrepreneurial activities, based on sustainable management of natural resources. From the outset, they have built the organisation from the bottom up. Starting with small, 5 person resource user groups in nine villages, they moved on to federate their groups into local Village Centres. Finally, these Centres formed an Association, registering as a grassroots Community Trust in 1999.

Achievements so far

Their most tangible achievement so far is that the members of KyT have increased their annual cash income by over 500%, from an average P440 in 1996 to over P3,000 in 2003. While they have inevitably increased production, this increase has come about mainly by more effective storage, quality control and marketing - decreasing wastage and getting better prices for their produce.

Equally significantly, members, many of whom were previously on the destitute rolls of the district, have gained a new found confidence. Coupled with experience in the representative structures of KyT, this has led many of them into active roles in their village communities. A significant number of KyT women have been appointed to serve on their respective V.D.C., P.T.A. and other such bodies.

Remarkably, the default rate on microloans is very low, attributable largely to the strong social structure of the groups, who take collective responsibility for individual loans.

More recently they have set up a factory in the village of Lerala (pictured above) whose main activity is the production of morula oil and soap. These new skin care products have remarkable properties and are produced to very high quality standards.

How KyT works

At village level, members organize themselves in groups of five. Groups within a village organise themselves into Centres. Each Centre elects a representative to their Regional Council. In turn, Regional Councils appoint members to serve on the Board of Trustees. The Board decides policy issues and appoints a Project Co-ordinator and staff team to implement those decisions.

Centre representatives report to their members at fortnightly Centre meetings and introduce new issues or business for consideration by the groups. Groups are likewise able to initiate new business or provide feedback to those representatives, who will in turn carry forward their Centre's position and views to the bi-monthly Regional Council meetings. The structure thus allows a high degree of representation, feedback, accountability and responsiveness in decision making.

Actual management of resources, production, microlending and marketing are carried out at individual and group levels. Decisions flow up and down the organisation but are always taken at the lowest possible level.

Pure and Natural Products made in Botswana

KyT's products are all based on local, natural resources. Harvesting of those resources is managed so as to ensure their sustainability. For example, 1,500 marula trees were planted by members in 2001.

The range of products is continually growing and includes

Marula skin care products
Food products
Traditional herbal remedies

Most products are highly seasonal and complement each other to provide all year round activity.

Future Plans

KyT's success has created its own momentum, with pressures both to develop new groups and to expand its product range. Recent successes in securing development funding and in generating income from sales and other activities have enabled an ambitious expansion plan for the next two years:

· To expand membership in the Tswapong area to 1,500 women by the year 2004;
· To continually develop the product range, especially a range of oils from locally available seeds and nuts;
· To establish physical Business Centres in every village where KyT operates;
· To increase the average member's income to P4,000 p.a. (US$750) by 2004.

These plans illustrate the potential for KyT within the Tswapong Hills. If achieved, and the success record to date indicates that they will be, they have potential implications for rural women elsewhere. The successes of KyT and the lessons learned in the process can be repeated in poor rural communities on an international level.

KyT's expansion plans over the next three years will involve establishing new markets as well as developing existing ones. They involve steep learning curves, not only in marketing but also production methods, quality assurance and many organisational areas.

We may be pioneers in some aspects of rural economic development but we do not plan to re-invent wheels that already exist. We are keen to hear from all who share our aims, to learn from the experience of others and to share our own. We are particularly keen to make contact with potential marketing partners as our output expands.

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