Key achievements
a. Membership Performance
Membership growth has been steady but still faces challenges due to economic instability and the prevalence of informal employment. There have been efforts to diversify membership, especially in underrepresented groups eg women, workers with disabilities -WWD, are ongoing. The net-membership growth was 12% , in the previous strategic plan.
b. Revenue performance
Evaluating the total revenue generated from membership fees, revenue performance has not changed a lot. There were gains in recruitment, which have not resulted into major financial figures . Measures were undertaken to fundraise through external sources, including donations, grants, and sponsorships. Successful acquisition of grants and sponsorships has supplemented union finances. All funds received were-in-kind. Revenue from membership dues is stable but still very little and actually needs diversification to ensure financial sustainability. Overall, its still a fairly-good financial stability, including reserves and budget utilization.
c. Events and Trade Union meetings
ATGWU has held regular events and meetings are held to engage members and discuss key issues. Four(4) Annual general meetings, Quarterly National Executive board meetings, Youth & Women committees, then the Workers with Disabilities -WWDs meetings have been held annually.
ATGWU hosted international partners ie from Egypt, and youths from six
(6) countries whom were participating the Annual Youth Congress, The Secretary General of ITU- from the UK , also had an official visits to Uganda -ATGWU
d. Representation in Industrial Court
With support from union lawyers, ATGWU has union has a strong track record of representing members in the Industrial Court, with a high success rate. At least all cases (4) presented & heard by the Industrial court have been ruled in the Workers-favor, with in the 2022-24. However, the volume of cases and legal complexities continue to challenge resources
e. Member & Staff development
There were six(6) trainings held for members, in areas of SACCO Mgt,
training for Climate Change Advocates, Collective bargaining for workers, Occupational Health, and Communication strategies for trade unions. Performance review processes have been conducted to provide constructive feedback and career development opportunities. There has been a staff
development plan with clear goals and training pathways. Four (4) staff members were given opportunities to grow in their professional development pay way, within the 2021-24 period
f. On-line Membership Recruitment
The union uses multiple communication channels, but engagement levels vary. There is an online membership recruitment platform, which has been developed, but not fully functional
g. Signing-MOU’s with Local governments, to allow for the recruitment of informal sector workers- Motor-bike riders (Boda-bodas), and taxi drivers with their conductor
