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72During the open discussion with some leaders and members as well, it seems there iscertain reluctance in employing a new chief executive to manage the affairs of KK i n thenear future . Stil l thinkin g of failures in the past , the y ar e no t sur e if all matters ar ehandled by an outsider who does not have vested interest in the society, he/she will beobedient and honest to safeguard members' assets and other resources. That may be thereason why management is employing staff with caution while holding the key decisionmaking role to the Executive committee.The performanc e of KK leaders is in accordance with agreement of all members, so it isthemselves who have the mandat e of , either agreeing to employ additional staff/Chiefexecutive to manage affairs of the institution or to leave things as they are and remainwith the current setup. Any decision for change requires amendments to be made in theirby-laws. During the study, respondents reacted positively on the issue of how the y viewthe policies guiding loan service provided, although they complained on the long periodof waitin g an d bureaucracy . A s to whethe r curren t loa n policie s satisf y th e need sexpected, 74.59% respondents claime d that they are satisfied with KK loan policy and25.41% respondents were not.Table 8: Loan policy satisfy needs expected?Parameter Frequency Percentage Cumulative %Satisfied 91 74.59 74.59Unsatisfied 31 25.41 100TOTAL 122 100Source: The survey study 2004
73For those who were not satisfied, 64.52% claimed that major reason was waiting for along period from the tim e the loa n is applied for (requested ) t o the tim e payment i smade. Poor leadership ranked last on the list where only 6.45% of the respondents whowere unsatisfied with current loan policy did not favour their leaders performance.Table 9: Policies not satisfy needs. How?Parameter Frequency Percentage Cumulative %Poor leadership 2 6.45 6.45Interest rate high 3 9.68 16.13No transparency 4 12.90 29.03<strong>New</strong> policies not clear 2 6.45 35.48Wait long to receive loan 20 64.52 100TOTAL 31 100Source: The survey study 2004There are many reasons fo r being unsatisfied and it was expected that poor leadershipcould be the reason, but it seems the problem was not leadership but the system itself.When asked whether leaders are able to perform their duties, 68.85% of respondents saidthey are satisfied with their leaders ability, while 16.39 % said they are not satisfied andthe remaining 14.75 were not sure.Table 10: Leaders ability to perform their dutiesParameter Frequency Percentage Cumulative %Yes 84 68.85 68.85No 20 16.39 85.25Not sure 18 14.75 100TOTAL 122 100Source: The survey study 2004
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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
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15interruptions, cooperatives hav e
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17and responsibilities of other sta
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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 and 78: 65who are not members of the Board
Page 79 and 80: 67KK ha s survived many years of po
Page 81 and 82: 69KK executiv e chairman is clearly
Page 83: 71In our study findings above, it w
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
Page 129 and 130: 117mismanagement o f powers and res
Page 131 and 132: 119knowledge to generate more incom
Page 133 and 134: 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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