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66In th e researc h questio n one, respondents were require d to giv e their opinio n whethersociety shortcoming s were cause d b y interference b y the governmen t o r b y problemswithin leadershi p cycle . First , the y wer e aske d i f SACCO s leadershi p wa sdemocratically elected or it was imposed to them by any organ outside the society. Thatwas a lea d question , whic h wil l als o lea d t o othe r resultant s tha t ca n b e use d fo rjudgment towards KK successful performance.Study findings show that 63.93 % of respondents agree that leaders ar e democraticallyelected, while 36.07% disagree as shown in the following table.Table 4: Democratic electionParameter Frequency Percentage Cumulative %Yes 78 63.93 63.93No 44 36.07 100TOTAL 122 100Source: The survey study 2004As mentione d above, KK was one of the 1 0 initial founders o f the Saving s and CreditCooperative League of <strong>Tanz</strong>ania (SCCULT), bu t in year 2001 i t withdrew from the longtime membership , th e decisio n that coul d neve r b e dream t o f o n cooperativ e setu pbefore. The y exercised their autonom y an d democratic decision to withdraw followingmember's decision to do so. 'KK' wanted union members to contribute a constant fixedamount because of single representation but SCCULT insisted each society to contributeaccording to their number of members. KK was an active member and major contributorof SCCULT, so their withdrawal greatly affected SCCULT' s income.
67KK ha s survived many years of political and economic shake-ups and changes and in theprocess making mistakes. Members themselves had taken initiatives to iron them out andset thei r own unique ways of administering, whic h ar e different from the well-knownmanagement an d organizational principles. Wit h th e same workin g syste m in place,members who joined KK remaine d for as long as they were employed.If KK ha d serious problems many members could quit . Looking at the table below, itshows that, many of KK member s are those who have stayed in membership for over 11years. 79.5% respondents are those with more than 11 years i.e. 43.44% between 11 and20 years, 32.79% between 21- 30 years and 3.28% between 31 and 40 years.Table 5; Membership period in the SACCOSParameter Frequency Percentage (%) Cumulative %Between 1 and 10 yrs 25 20.49 20.49Between 11 and 20 yrs 53 43.44 63.93Between 21 and 30yrs 40 32.79 96.72Between 30 and 40 yrs 4 3.28 100TOTAL 122 100Source: The survey study 2004Annual meeting s ar e attended b y significant portio n of membership (of around 20 0delegates), i n complianc e wit h th e requiremen t o f the KK SACCO by-law s andCooperative societies Rule, article 38(1), which states; 'The by-laws shall prescribe thequorum at the general meeting of the society: Provided that the number to constitute aquorum shall not be less than one hundred members or fiftypercentum of the members,whichever is less '.
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SOUTHERN NEW HAMPHSHIRE UNIVERSIT Y
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iiiDECLARATION:I, Kassian A. Mtey,
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ABSTRACTCooperative system s wer e
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viiABBREVIATIONACCOSCA Africa n Con
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ix2.3 Polic y review 4 3CHAPTER HI3
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xiGraph 2; Planned loans for 2003 8
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3(a) Identifyin g shortcomings, whi
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5The societ y ha s neve r undertake
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7(ii) Members participationMember's
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9created through unity of different
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11In Tanzania SACCOs are divided in
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13Microfinance i s the provision of
Page 27 and 28: 15interruptions, cooperatives hav e
Page 29 and 30: 17and responsibilities of other sta
Page 31 and 32: 192.1.2 Developmen t of SACCOs in T
Page 33 and 34: 21savings mean t puttin g asid e so
Page 35 and 36: 23In som e rural areas especially a
Page 37 and 38: 25According t o Kironde , J.M.L (19
Page 39 and 40: 27(SACCOS) an d th e financia l Non
Page 41 and 42: 29died of malaria, would that stop
Page 43 and 44: 31A lo t have been written regardin
Page 45 and 46: 33Another SACCOs visited in this ca
Page 47 and 48: 35have yet to be developed. In gene
Page 49 and 50: 37(i) B e able to identif y trainin
Page 51 and 52: 39community in that area, their low
Page 53 and 54: 41To hi s opinion, there has bee n
Page 55 and 56: 43Many shortcoming s reporte d sho
Page 57 and 58: 45In respec t o f SACCOs, th e micr
Page 59 and 60: 47CHAPTER III3.0 RESEARCH METHODOLO
Page 61 and 62: 493.2 Research approach and strateg
Page 63 and 64: 51(c) Pas t experienceHaving worke
Page 65 and 66: 53The recommendation s wil l b e sh
Page 67 and 68: 554.1.1 INSTITUTIONA L ASSESSMENTTh
Page 69 and 70: 57to 41% . These parameter s were u
Page 71 and 72: 59a) Administrativ e policies and p
Page 73 and 74: 614.1.1.2 Material and human resour
Page 75 and 76: 63SharesKK als o invested in shares
Page 77: 65who are not members of the Board
Page 81 and 82: 69KK executiv e chairman is clearly
Page 83 and 84: 71In our study findings above, it w
Page 85 and 86: 73For those who were not satisfied,
Page 87 and 88: 75financial reports are prepared an
Page 89 and 90: 77minutes of the past annual genera
Page 91 and 92: 79For proper safe keeping of money,
Page 93 and 94: 81Table 11: Opinion for non-members
Page 95 and 96: 83cooperative rules, which states;
Page 97 and 98: 85The following is the chart giving
Page 99 and 100: 87Diversity of issued loan s i s ve
Page 101 and 102: 89thinking of other economic develo
Page 103 and 104: 91that from the salary received, he
Page 105 and 106: 93The mone y requeste d t o b e wri
Page 107 and 108: 95issued b y the Ban k o f Tanzania
Page 109 and 110: 97KK charge s an interest of 1.5% p
Page 111 and 112: 99activities an d se t targets . Fr
Page 113 and 114: 1014.13.1 Finance and planning(a) A
Page 115 and 116: 103information fo r financial state
Page 117 and 118: 105In the study, when reviewing the
Page 119 and 120: 107(a) 20% of net surplus eac h yea
Page 121 and 122: 109year 1997 , 199 9 an d 2001 . Th
Page 123 and 124: Illcontinued wit h same tradition,
Page 125 and 126: 113(ii) Hig h level cooperative ill
Page 127 and 128: 115Management can set some categori
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117mismanagement o f powers and res
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119knowledge to generate more incom
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121In Tanzania , SACCOs hav e regis
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123If KK management wil l immediate
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125policy. Th e organizatio n need
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127In cas e situation becomes diffi
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129BibiiograhyAdam Mwandeng a (2000
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