Africa Development Promise

Denver, CO   |


Africa Development Promise is an international non-profit organization whose mission is to improve the lives and livelihoods of rural women in East Africa through training and resources that support their collective efforts to operate competitively in the marketplace.

Ruling year info


Executive Director

Ms. Monica LaBiche Brown

Main address

1031 33rd St. Suite 174

Denver, CO 80205 USA

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NTEE code info

International Economic Development (Q32)

Rural (S32)

Management & Technical Assistance (S02)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Programs and results

What we aim to solve

SOURCE: Self-reported by organization

In Rwanda and Uganda, where ADP works, seventy percent of rural women are more likely to participate in agricultural self-employment. Yet they lack access to productive resources such as education, land, credit, financial services, and technical assistance. They are therefore stuck in subsistence farming with a low potential to generate income. In addition to farming, they have household responsibilities leaving little time for education or other productive endeavors. Empowering rural women and supporting their efforts to achieve economic independence is a priority for ADP. With the increased investments in market-based approaches, we want to ensure that women farmers are poised to capitalize on agricultural opportunities. ADP is committed to seeing rural women reach their potential as self-sufficient individuals. Research shows that securing women’s livelihood yields higher returns in poverty reduction because women spend about 90% of their income on their family's welfare.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Improving the lives and livelihood of rural African women.

ADP is committed to seeing rural women reach their potential as self-sufficient individuals. Besides being a moral necessity, research shows that securing women’s livelihood yields higher returns in poverty reduction and improves the education and welfare of children, as women spend about 90 percent of their income on their families. Furthermore, supporting women has a multiplier effect – for every one woman we support, an average of 5-7 people receive the benefits of this action. Empowering rural women—the process of educating, training, and developing their capacity both as individuals and/or institutions (cooperatives) – is at the core of our programs and mission. We invest in enhancing their entrepreneurial capacity through various training programs tailored to the cooperative’s unique needs. We also help them to invest in much-needed farm infrastructures such as greenhouses, irrigation systems, and labor reducing tools that improve efficiency and productivity.

Population(s) Served
Women and girls

Where we work

Affiliations & memberships

Participatory Ecological Land Use Management (PELUM) Uganda 2021

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

At ADP, we believe that collective action, training, and enterprise are proven pathways for empowering
rural women to achieve their livelihood goals. We address the barriers that prevent women from seizing the opportunities that a growing economy provides. As East Africa transitions to a market-based approach in agriculture, we aim to ensure that women farmers are poised to take advantage of the new markets.

We believe the women have skills and local knowledge, and our programs are designed to make women the key drivers of their social and economic growth. We promote women’s cooperatives because they offer women a safe environment to explore and develop their skills, collaborate on projects, and learn from each other. Cooperatives can become a powerful group-based venture for social inclusion, political and economic empowerment of their members because they are based on the principles of voluntary and open membership, democratic member control, member economic participation, member education, and concern for the community.

When ADP identifies a cooperative, we conduct a participatory assessment to determine the strengths, gaps, and stage of development. Based on the assessment ADP delivers programs that:

• Strengthen cooperative governance and management – Training is the foundation of effective cooperative governance, and we, therefore, provide training in all aspects of running a cooperative to ensure sustainability. Members are best served when cooperative leaders understand the principles of running a cooperative, i.e. their roles and responsibilities and those of members and the importance of strategic planning, operational and financial management.

• Build technical skills – To gain a competitive advantage in the marketplace, ADP provides personalized technical assistance to women farmers and entrepreneurs to provide high-quality products. Through hands-on technical training, we address subjects such as soil fertility, water resource management, climate adaptation, and weed and pest management to increase yield and reduce post-harvest losses.

• Provide farm inputs and infrastructure support – ADP identifies locally appropriate modern smart farming tools from greenhouses, machinery, and irrigation systems to improved seed and fertilizer—all to help cooperatives increase production efficiency. This leads to increased profit margins from product sales and cuts down on labor-intensive activities that would normally be performed manually.

• Build local and regional networks – ADP works alongside cooperatives and in partnership with government agencies, businesses, and other NGOs to build their networks. This allows them to share market information, demand and distribution channels, storage facilities and also links them to financial institutions and other forms of financing, and as these partnerships grow, they begin to operate interdependently creating a sustainable environment where all parties can thrive.

Building on our theory of change and lessons learned, ADP will implement programs that create a sustainable impact that improves the livelihood of rural women. Between 2021-2025, we will support fourteen additional women-led agricultural cooperatives in both Rwanda and Uganda. In Uganda, we will expand our vocational training program by sponsoring twelve sewing certificate programs, and increase access to the computer resources so that local area students and adult community members can improve their computer literacy and technology skills offering them other income-generating options. We have implemented a policy and system for monitoring and evaluating the impact of our actions. This provides us with solid evidence that, together with effective knowledge management supports decision-making and encourages continuous learning throughout
the entire organization.
1. Increase our investment in women-led agricultural cooperatives
 Identify, assess, and strengthen the leadership and earning capacity of rural women
 Implement climate-smart agricultural practices and technologies to help cooperative adapt to climate change
 Increase access to labor-saving tools
 Deliver sound practical training needed to run and grow their cooperative enterprise
 Provide the tools, training, and environment that builds the confidence of women to make
decisions that affect their lives and give them a voice collectively

2. Leverage the collective economic power of collectives to help them become more competitive in the
 Connect cooperatives to functional value chains and markets
 Reinforce strong social and business networks to grow their operations while also creating a robust ecosystem that fosters interdependence
 Develop a strong cooperative identity and brand so they can stand out among the competition
 Connect cooperatives to digital technologies that can help them access relevant market, weather, and production information
 Secure and promote knowledge exchange and information flow among all involved; between cooperatives, between country programs, and Denver
Create mechanisms for staff to build and strengthen team identity across the country programs
 Build resiliency into our internal systems of communications
Proactively share knowledge resources across country programs

3. Hold ourselves accountable by adopting monitoring and evaluating (M&E) as part of the organization
 Conduct baseline studies that will inform the future action plans
 Monitor the progress made towards the established goals and objectives every six months
 Conduct an annual evaluation to determine the success of the program against the strategic plan and adjust programs accordingly
 Refine and update our monitoring framework for continuous program improvement, knowledge
sharing and decision making
 Support cooperatives incorporate M&E as part of their business culture

ADP’s Board of Directors is the governing body for the organization. The Board includes a talented and diverse group of business, academic and international development leaders who are dedicated to the Mission and Vision of the organization. They meet monthly to evaluate the organization's performance against goals and on an annual basis review and approve future budgets, annual plans, and evaluate the Executive Director’s past performance.

ADP believes that social embeddedness is where our strength lies. Our staff are local to the community and have strong supportive relationships with national and district government, churches, community-based organizations, local NGOs, and elders in the community. Through these relationships, they are aware of the issues that are important to the community and furthermore understand how the formal and informal markets work.

The Uganda program is led by Joseph Kayongo, who reports to the Executive Director. Joseph is an agribusiness technical professional. He comes to ADP with over 13 years of professional working experience from both the private sector and civil society supporting smallholder farmers in agriculture value chain development to enhance household income. He has worked with various multinational organizations and commercial banks holding. The Uganda Program's Board Advisor, Sherina Munyana, guarantees high-quality program design. In Rwanda, the program is led by Janviere Niyigena, Country Manager who also reports to the Executive Director. Niyigena joined ADP in 2018 and has extensive experience in community development, project design, and monitoring and evaluation.

As a small organization, ADP believes that collaboration and strategic partnerships are critical to meeting our goals. For example, most recently ADP has developed a partnership with the Global Livingston Institute to conduct an annual women’s leadership retreat that will take place in Uganda. The goal is to create a space for women from Uganda, Rwanda, and the United States to learn from each other and share knowledge, skills, and experience. We have also partnered with Edge of Seven, Into Your Hands-Africa, and Women in Tech, Uganda.

When ADP began five years ago, we served one small agricultural cooperative in Bugesera District in Rwanda. Since then, we've expanded our reach by providing rural women's groups in Rwanda and Uganda with tools, inputs, training, credit, and access to markets that they need to gain social and economic independence. We currently support nine agricultural cooperatives/community-based organizations with over 450 and approximately 2,400 family members.

Immediate results for members
• Approximately 60% increase in income in the 1st year of support
• Increased savings
• Improved Living Standards
- Improved food security
- Ability to pay children’s school fees
- Ability to pay for health insurance
- Ability to start other income-generating activities

Immediate results for cooperatives
• Increased farm assets, i.e. machinery and livestock
• Approximately 65% increase in crop yield
• Approximately 65% — 85% increase in profits from sales
• Enhanced capacity to be creditworthy
• Improved governance, business development, and operations


Africa Development Promise

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The people, governance practices, and partners that make the organization tick.


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Connect with nonprofit leaders


Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

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Africa Development Promise

Board of directors
as of 02/22/2022
SOURCE: Self-reported by organization
Board chair

Ms. Nina Miller, Ph.D.

Regis University, Master of Development Practice

Term: 2018 - 2021

Elbert Brown

EdgeWater Capital Group

Loren Labovitch


Alexandria Kennedy

Goldman Sachs

Caroline Diroll

US Department of Interior

Ilke McAliley

Hazen and Sawyer

William Betts, Jr.

Chartered Capital Advisers

Stacey Cruise

Legacy School Services, Inc.

Maureen Kesaano


Monica Brown

Africa Development Promise

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? No
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No

Organizational demographics

SOURCE: Self-reported; last updated 2/10/2021

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.


The organization's leader identifies as:

Race & ethnicity
Black/African American/African
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity


Sexual orientation