SPEECH BY THE CABINET SECRETARY FOR INDUSTRIALIZATION AND ENTERPRISE DEVELOPMENT MR. ADAN MOHAMED, EBS DURING THE 92ND OCCASION OF THE USHIRIKA DAY CELEBRATIONS HELD AT KICC, NAIROBI ON SATURDAY, JULY 5, 2014

The Chairman of Ushirika Council Mr. Japheth Magomere, OGW

The Chairman of the Co-operative Alliance of Kenya Mr. Stanley Muchiri, EBS

Co-operative Leaders

Distinguished Guests

Ladies and Gentlemen

Today is an important day when we Kenyans join the rest of the world in marking the international co-operative day, better known in Kenya as ushirika day, which is marked on the first Saturday of July every year.

It is the day when cooperators look back and take stock of the achievements they have made and re-energize themselves to grow the movement to even higher levels.

It is very encouraging to note that Kenya’s cooperative sector has grown in leaps and bounds, recording remarkable achievements in economic growth and improving people’s standards of living.

At independence in 1963, Kenya had a mere 1,030 registered co-operative societies with a total share capital of Ksh.100,000. Todate, the number has grown to over 16,000 registered cooperative societies with a membership of over 13 million and a turn-over of over Ksh.100 Billion.

Distinguished Guests,

The movement is a key source of employment. Currently, cooperatives employ over 500,000 people directly. 63 per cent of the Kenyan population derives their livelihood directly from cooperative-based economic activities.

According to the International Co-operative Alliance (ICA), Kenya’s cooperative movement is the fastest growing in the world and is ranked the best in Africa and the 7th best in the World.

The savings and credit cooperative societies (sacco) movement in Kenya was admitted to the league of the ten (10) most developed globally.  The members of the group of 10 are Kenya, Ireland, United States of America, Brazil, Mexico, Poland, Australia, Caribbean, Canada and Costa Rica.  Kenya is represented in the group of 10 by Kenya Union of Savings and Credit co-operatives Ltd (Kuscco).

It should further be noted that Kenya offers consultancy services on co-operatives to various countries in Africa including Rwanda, South Sudan and South Africa, among others.

This is not an achievement of mean repute. It has taken Kenyan co-operators effort and hard work to grow the movement. I take this opportunity to thank them for the achievement and challenge them to sustain this growth.

The government recognizes cooperatives as suitable vehicles for development and a key and integral part of the government’s economic strategy in poverty alleviation, employment creation, food security and equitable distribution of natural resources.

Due to its very nature of mobilizing communities into economic activities both in the urban and rural areas, the government has fully devolved supervision of the sector. My Ministry will continue to support the sector by providing conducive policy and legal framework.  Specifically, I would like to invite collaboration and partnership with the County Governments on the areas of value addition in all products and services which is the engine to drive Kenya into achieving Vision 2030.

Fellow Cooperators,

Activity profiles of co-operatives cut across all sectors of our economy, notably in agriculture, finance, housing, transport, building and construction, manufacturing and distributive trade.  The highest concentration of co-operative activities though, is within the financial services sector with a proportion of 49% while agriculture takes 38% and other industries constitute 13%.

In the agricultural sector, co-operatives are largely involved in the marketing of agricultural produce, while in manufacturing co-operatives involvement is confined to primary and secondary processing of agricultural produce.  In the financial sector co-operatives are mainly involved in the mobilization of funds and disbursement of credit to the members.

The sacco subsector is the most stable with over 5000 savings and credit co-operative societies (saccos) which have been successful in mobilizing over Ksh.420 billion as members’ savings for disbursement as loans and Ksh.500 billion asset base.

The cooperative movement has championed marketing of Kenya’s arabica coffee which is renowned worldwide for its high quality and due to this it is used for blending other coffee varieties from other parts of the world.

Coffee marketing is mainly done through the Kenya Co-operative Coffee Exporters (KCCE) Limited, a farmers’ organization registered to handle coffee from the co-operatives sector by minimizing the intermediaries along the coffee value chain.

Its entry into coffee marketing in 2009 triggered a price increase from Ksh.20 per kilo of cherry to Ksh.140 per kilogram of cherry in 2010. This was the highest price ever paid to coffee farmers.  I urge respective County Governments to build capacity in this subsector in order to ensure steady growth in price and quality of coffee.

The government has further set up the coffee development fund for financing the coffee sector and has instituted reforms to further streamline coffee marketing with a view to reducing costs thereby increasing the returns to coffee farmers.

Now turning to the youth, it is encouraging to note that Kenya has so far registered  over 200 registered youth co-operative societies which include Bunge Youth Saccos in the counties, Matatu Saccos and Youth Saccos in the informal sector.  The youth co-operative activities have been most pronounced in the transport sector where they operate matatus and boda bodas.

The recent establishment of the Uwezo Fund will indeed provide the much needed funds to finance various youth co-operative programmes in areas such as sports, cultural activities, trade, information and communication technology (ICT), matatus and film industry.  This will engage our young population in productive economic activities hence reducing incidences of insecurity in the country.

Ladies and Gentlemen

The government has been steadfast in encouraging the youth as well as women to start income generating activities. To this end, the Ministry will facilitate the promotion and development of youth and women cooperatives countrywide.

The government has also directed that at least 30 per cent of contracts be reserved for youth and women. I urge all the Kenyan youth to form or join existing co-operatives in order to access this facility.

Lastly Mr. Chairman, I wish now to take this opportunity to thank everyone for having found time to attend this occasion.  In particular I want to thank the National Council for Ushirika Day Celebrations for their tireless efforts towards perfecting the preparations to make this year’s Ushirika Day a truly memorable occasion.

Long live the co-operative movement.  Long live Kenya.

Challenges hindering Savings

1. Lack of or inadequate interest paid to savings: People see no reason as to why they should save because there is either no interest or very little interest paid to their savings hence this discourages them from saving
2. Increasing debts: Many people have accumulated many debts because of the ever increasing inflation and poor spending cultures hence they always end up paying debts and borrowing more in order to save.
3. Prioritize saving: In most cases many people in rural areas see no need to save since to them it’s not a priority as they have other basic needs to attend to.
4. Little to save: People don’t save because they have very little money and spend a lot hence there is nothing left to save in most cases. On the other hand, some people believe that it is those with a lot of money who save so the ones with little have no business in saving.
5. Don’t want to deal with banks: Most people do not save because they do not desire to deal with banks. This is because banks have a lot of bureaucracy which pushes them away from saving and they end up spending the money or keeping it in unsafe places.

Be careful with fast growing Saccos!!!

People, Processes and Systems should be in place before Saccos go “viral.”  A Sacco growing fast is not a bad thing but management should make sure they are ready for it. I have witnessed some societies that were just recently registered that have opened up branches across the country raising questions as to whether they followed the right procedures in doing so.

I will be more comfortable with say Unaitas Sacco growing very fast than with a newly registered society like Good Life Sacco. Unaitas has been there for years and they have the experience running a co-operative business. Its important to have the right people, processes and systems in place before aggressive marketing.

Some of the newly registered societies are usually restricted to operate within a small area of operation e.g. a sub-county or county. Sometimes without close supervision, they expand very fast opening branches all over the country without following the required procedures or sticking to the society’s by-laws especially the area of operation and resolutions passed by members.

I have also realized that some of these newly registered and fast growing societies have hidden intention and the public should be wary of these societies and inquire appropriately before committing. Hidden agenda specifically boils down to management/board of directors. Some of them have no intention of exiting the board and have carefully orchestrated an election “system” where they get re-elected year on year out. They use intimidation or membership ignorance to continue being in office. They have somehow put in place an election policy that they sneaked into a general meeting and had it approved that assures assures them of re-election. I still believe an election nomination process that excludes independent persons, is a sham. How can a nomination committee be composed of same people in the management committee who are to be subjected to an election process and to make matters worse, end up nominating exact number of people required? Isn’t this an election carried out by board and not members of the society?

Some of the fast growing societies have also sometimes close relationship with the church or the company within which the membership is drawn. They have what they call “a patron” who has way too much sway when it comes to societal matters. They fail to note that the society is an autonomous and synonymous organization. That the society can be sued, it can sue, own both movable and immovable property, etc. The membership in this scenario has been reduced to the role of attending meetings….just to fill the hall!! They have also failed to note that the Co-operative Societies Act and Rules, does not mention “patron” anywhere!!

I predict very soon, we will have some of the fast growing societies collapsing. This is because they have not considered some of the following issues before going ‘viral’-

PEOPLE: Do you have people in place who will steer and direct the growth? Has the management been trained/educated on basic co-operatives operations, Act, Rules? Does the staff have the required qualifications and experiences? Do the membership know what are the objectives of their co-operative? Do you know the stakeholders??

PROCESSES: Are there loan applications, membership withdrawal, staff recruitment, code of conduct, staff promotion, staff dismissal, elections, investments, dividends payments, etc processes that are known by all concerned? How did these processes come into being? How are meetings conducted management (board of directors), supervisory, management/supervisory and general meetings? Are membership views taken into consideration? How is the management committee, supervisory committee, staff and membership taken into account?  How are disputes resolved? Do you have an ICT system in place to manage the unprecedented growth? Is there a strategic plan for the society? How are shareholders and stakeholders engaged? Is there a risk management programme?

SYSTEMS: How do you manage people and processes in your society? Is there congruence of action within the society? Does these system re-invent or how agile is it? How do you make sure that society’s vision is shared across board? Does this system infringe on people and processes? What is the organizational culture like?

We shouldn’t sit down and wait. The ministries (both national and county) concerned should have policies in place to check on Saccos growth and fund sub-county offices to effectively and efficiently carry out their mandate. Otherwise new kinds of DECI is in the making.

This is a must read for every young co-operator out there.

Courtesy Daily Nation

I saw a gap in seeds and planted success

As she grew up in Kiserian, on the outskirts of Nairobi, MaryAnne Wairimu was always saddened that farmers struggled in vain to have all their seedlings germinate after transplanting.

She watched helplessly as tomatoes, cabbages and onions wilted and died. “But I also saw a business opportunity and when I was old enough, I could not let it pass,” says Wairimu.

The young entrepreneur with the help of her mother later ventured into the seedlings business.

“While in college, I researched on how to attain 100 per cent germination rate for various seedlings. I learnt about a technology known as hygro-mix,” recalls Wairimu.

After graduating in 2012 from the Kenya Polytechnic with a diploma in Physics, Wairimu, 23, started farming at her parents’ one-acre farm in Kiserian using hygro-mix, which is a soil-less technology. The capital was Sh100,000, part of which she used to put up a greenhouse measuring five by 10 metres.

She further bought hybrid seeds and hygro-mix trays. A packet of 10,000 seeds of capsicum cost Sh30,000 while 2,500 tomato seeds went for Sh8,000.

IMPORTED EQUIPMENT

The young woman, who runs Gad Eden Greenhouses and Nurseries, imported hygro-mix equipment from South Africa.

“The yield from seedlings made from the technology is higher and one does not waste seeds during the transplanting ” says Wairimu.

She now has two large greenhouses where she grows all varieties of horticultural crops that include tomatoes, capsicum, onions, cabbages, cucumber, broccoli, cauliflower, beetroot, spinach and kale.

With the help of her mother, Lister Kinuthia, Wairimu waters the plants at least once a day depending on the weather.

Normally, tomato seeds stay in the nursery for about 21 days while capsicum takes five weeks before maturity.

The seedlings are then sold to farmers in Nairobi, Kisumu, Chavakali, Mombasa and Kampala.

“Farmers book the seedlings even before they are fully developed,” says Kinuthia.

Tomato and capsicum seedlings retail at Sh10 each, while kale and spinach go for Sh2 and lettuce and beetroot at Sh3.

“For out-of-town orders, we use courier services to send the seedlings to farmers,” says Wairimu.

Mother and daughter have proved to be a dynamic and formidable team. They are also experimenting with various seed varieties and teaching farmers from as far as Nigeria how to achieve 100 per cent seed germination. The two are also growing  onion seeds as well using soil since the crop requires plenty of space, which might not be available in a greenhouse.

“The onions take about six to seven weeks to mature. We use drip irrigation to water them,” says Kinuthia.

According to Wairimu, farmers must debunk the myth that drip irrigation is too expensive and complex.

“We also teach farmers how to succeed in drip irrigation. A good drip system for an eighth acre costs a farmer about Sh30,000,” she says.

In a good month, mother and daughter make up to Sh200,000 from selling seedlings and teaching farmers.

“Breeding seedlings is very profitable as everyone is farming these days. Greenhouse farmers will always need hybrid seedling,” says Wairimu.

Germination success rate is dependent of the seed quality.

“The advantage of soil-less medium is that it can be sterilised completely and chances of seed rotting are minimal,” says Dr Miriam Mwangi, a senior lecturer in the crop, horticulture and soils department at Egerton University. She adds farmers should ensure seeds germinate in right temperature.

By Njoki Chege –

SATURDAY, MARCH 29, 2014

Leadership in Co-operatives

Leadership plays an important role in the management of the co-operative societies. It is the quality of leadership that usually determines the failures and success of a business organization. It has been observed that most of the failures of co-operative societies have because of ineffective leadership.

Meaning of leadership.

Leadership has different meaning to different people. It is the ability to influence people to strive willingly for mutual objectives. It is the ability of a person to make people work in harmony and confidence towards the achievement of the individual, organization and community goals. Some people believe that leaders are born. Others believe that leaders are made through learning experience. Both beliefs are true to some extent. A combination of the two beliefs makes even better leaders. In co-operative societies the committee is the governing authority and is subject to any directions from a general meeting and by-laws of the society.

leaderLeadership styles

There are four different leadership practices which may be classified according to the philosophy of the leaders towards their followers.

  1. Autocratic leader- This type of leader centralizes authority and decision-making himself or herself. There is no participation by the subordinates. They have to do what they are told. The leader takes full authority and assumes full responsibility. This type of leader is usually negative because followers are uninformed, insecure and afraid of the leaders’ authority. Unlike the dictatorial leadership he motivates the subordinates by providing their need satisfaction if they do what they are told to do (I will help you members if you obey me.)
  2. Democratic leader-This type of leader decentralizes authority. He invites the subordinates to participate in tackling problems. This happens in such a way that the group and the leader act as a social unit. The leader hold consultations with the subordinates regarding all problems and adopts and suggestions made by them if they are of use. It is for this reason that the members of the group have regard for the leader (Do you members agree with my views?)
  3. Free reign leader-This type of leader depend largely upon the group to establish its own goals and work out its own problems. The group members provide their own motivation. The leader is passive and the initiative is with the subordinates. This type of leader can produce good and quick results if the subordinates are highly educated and brilliant people. They should also have sincere desire to go ahead and perform their roles with responsibility (What do members think we should do?)
  4. Dictatorial leader-In this type of leadership followers do their work out of fear. They do what they are told. Such a leader threatens the subordinates with penalties and punishment. As a temporary measure such leadership get results but in the long run it fails. This is because it leads to the dissatisfaction of the followers (Your members must do what I say!)

Qualities of a good leader

The characteristics of a good leader in co-operatives cannot be sharply defined but can only be generalized as:

  1. Self confidence – A good leader must have self-confidence based on self-knowledge. This enables the leader to win the confidence of the members.
  2. Ability to communicate- A leader should have the ability to communicate instructions and views to others. One may have good ideas unless he or she can communicate effectively then the members cannot gain from such a leader.
  3. Integrity- Leadership functions best when it is founded on integrity and sincerity. It is more than just being honest. It requires one to have moral soundness and uprightness.
  4. Ability to inspire-A leader should have the ability to exert influence upon his/her followers. Whatever the issue should be for the good of the members.
  5. Intelligence- A good leader should have high intelligence than his or her followers. This should however not be too much higher than that of the members. It is said that the members prefer to be led by the people they can understand.
  6. Courage-A leader must also have courage to do things which he or she believes are right. This means that the leaders should be in a position of making decisions and standing by them.
  7. Flexibility of mind-With a lot of changes taking place in the country socially and economically, it s desirable that a leader should have flexibility of mind. The leader should be in position of changing with circumstances.
  8. Good Judgement-A good leader should have ability to make good judgement and have wisdom to look into the future. This should be for the good of the members and the co-operative society as a whole.
  9. Age-Age to some extent plays an important factor. It is presumed that those that have lived longer have earned experience. It is also quite possible that a young person may assume leadership because of his or her talent/trade.
  10. Time for public service-The most important qualification of a leader is that he or she must have spare time for the co-operative society. A person, who is too busy and does not have enough time to get the problems of the members solved, is not recognized as a good leader.

Matatu Saccos Fiasco..how its fueled and propagated.

The new National Transport and Safety Authority Regulations had an axe to grind with matatu owners just recently. It ineptly, just like its many regulations and directives, said that matatu owners wishing to participate in matatu business, had to hand over their vehicles to Saccos/Companies. Handing over of the matatus to the Saccos under a contract or franchise agreements by the owners to be managed by the Sacco as seen in the draft of the regulations, was a death trap but thanks God it was removed or is it deleted? This industry is full of cartels and corruption plus immorality for your property to land on anyone’s  hands or is it pockets, let alone the Sacco. Why am I negative here and I am all about co-operatives? Probably the good question is, how is all these fiasco in matatu industry fueled and propagated?

1. Most matatu Saccos have two faces. One is the Sacco and another is the Welfare/Self-Help Group. Sacco collects members’ contributions i.e. deposits. Welfare collects what they call ”service fees”. The members’ deposits belongs to the members and the same is refunded when one leaves the Sacco (for well run Saccos otherwise forget it) and is also used to secure loans from the society. The ‘service fees’ is used to pay route inspectors and those guys who make noise on the stage whatever we refer them to. Sometimes this money also pays for sitting allowance of the management committees/board of directors and to bribe various councils to allocate them  parking space “shimo” or where they pick passengers. This money is also used to bribe the police, that’s why some Saccos never stop at a police roadblock even when overloaded or when “battered,” battered here meaning a wreck. Of course you know those matatus that are not roadworthy and you have that feeling that it could just break into pieces while at 120 km/h!! 🙂 . Sometimes back I had sat between the driver and and the other passenger and there was so much heat coming from the engine that I literally felt my ‘fundamentols’ getting fried bila mafuta!!

2. Most Matatu Saccos did not wake up and say “lets form a Sacco”. They were FORCED to. We all remember the directive of forming a company or a Sacco if you wanted to invest in this industry. This is totally, my opinion, against the Constitution Chapter Four-Bill of Rights that states: 36. (1) Every person has the right to freedom of association, which includes the right to form, join or participate in the activities of an association of any kind. (2) A person shall not be compelled to join an association of any kind.

The constitution also states: 40. (1) Subject to Article 65, every person has the right, either individually or in association with others, to acquire and own property––(a) of any description; and (b) in any part of Kenya. (2) Parliament shall not enact a law that permits the State or any person— (a) to arbitrarily deprive a person of property of any description or of any interest in, or right over, any property of any description; or (b) to limit, or in any way restrict the enjoyment of any right under this Article on the basis of any of the grounds specified or contemplated in Article 27 (4).

But here we are and we cannot enjoy our properties as individuals but do enjoy though grudgingly through Saccos and companies. Co-operatives work well where its members have voluntarily and openly joined them and where members (read matatu owners) saw the need to form the Saccos. You cannot tell people that “you have to be in a group so that this and this can happen…..” where are the group dynamics, the trust, the willingness to participate fully in cash and ideas, the commitment, the faith, etc. I find the directive lazy and assuming too many things. It is like they sat down and said…okay Saccos have really worked well for so and so, so we can replicate the same and we might even end up not having work to do but sit and reap!!

3. And let us admit, Saccos after the directive were haphazardly registered. I remember meeting one where the chairman did not even own a matatu and some Saccos had the membership of below ten contrary to the Co-operative Societies Act Cap 490 Section 5(a). Also the matatu cartels registered Saccos and most of those fronting for registration did not own matatus or were the “route” owners!! Yes, people/cartels own routes and you have to part with a lot of money if you wanted your vehicle/s to operate on the routes.

4. Regulation 5 of the National Transport and Safety Authority (Operations of Public Service Vehicles) Regulations states: 5(1) A person desirous of operating public service vehicles shall be a member of a body corporate which shall (a) be licensed to operate if the body corporate owns a minimum of thirty serviceable vehicles registered as public service vehicles or in respect to which an application for a license has been or is to be lodged with the Authority.

This regulation forgot what Section 5(a) of the Co-operative Societies Act states…For a society to be registered under this Act, it must—(a) in the case of a primary society, consist of at least ten persons all of whom shall be qualified for membership of the co-operative society under section 14. This means ten people cannot form a matatu Sacco even if they have 29 matatus!! These Regulations were made by Cabinet Secretary for Transport and Infrastructure in consultation with the Authority (i.e. National Transport and Safety Authority). The Co-operative Societies Act  Cap 490 is an act of Parliament!! Your verdict is as good as mine!!! 🙂 Pecking order HAS ALWAYS BEEN-The Constitution of Kenya-Acts of Parliament/s-Regulations/Rules not the other way round. Regulations DO NOT TAKE PRECEDENCE OVER an Act of Parliament.

This tells you that National Transport and Safety Authority is at fault of not engaging all stakeholders and this only propagates the mess in this sector.

5. Police. A backache in this industry. Loose cannon. Reeks incompetence. No more words here.

6. Kenyans. Passengers. We are just there…….then accidents happens and we make noise and pray then we revert to just being there. I have never understood why we still enter a full matatu and still pay the same fare everybody else sitting comfortably is paying. I have never understood why saying NO is so difficult when an injustice is being propagated by driver and his conductor. I tried once making noise when the conductor demanded fare from a six year old who had been accompanied by a 13-year-old or so sister arguing that the kid had sat down. Mind you, the back seat where they were had three people plus the kid!!! I was almost dropped off and the painful thing is everybody kept mum!! I have never understood why when the conductor says “tusaidiane hapo” and passengers make “space” where there is none for another 120 kg plus human being!! I have never understood why we never say to the driver, stop overtaking on the wrong side or over-speeding or picking a call when he/she is driving.

Matatu Sacco management know this and fully exploit it. They know we cannot do anything. They know that we Kenyans feel that we are being given favour by them!! And they know we are always in a hurry and that we can sit anywhere there is space for a small-sized rat.

Police also know that we Kenyans cannot do anything. One, they have allowed not so roadworthy vehicles to operate as matatus therefore most likely they don’t have seat-belts and therefore we feel relieved when the police just checks us out and lets the matatu go when he/she gets the Ksh. 50. Two, the police own the vehicles too. Three, they implement the law, they starve…they have gotten so used to bribes that is part of their salaries and the good thing is that this is not taxed!! Four, we all like when police stops a vehicle and smiles or makes a joke, we are that easy 🙂

Good day.

INVESTMENT CO-OPERATIVES ARE NOT NEW BEINGS!!!

Murang’a adopts model to mobilise development funds from the locals

By JOSHUA MASINDE of Daily Nation (FRIDAY, FEBRUARY 28, 2014)

Murang’a County has adopted a report by the commission of inquiry on the area’s investment cooperative society popularly known as Shillingi kwa Shillingi (shilling by shilling).

The study calls on the county government to formally adopt the fund mobilisation model by forming a corporation to manage its deals.

The county corporation, as it will be called, is expected to provide a legal basis for managing Murang’a Investment Cooperative Society Limited (MIC) and other schemes that the devolved unit may develop.

“The commission appreciates the nobility of the idea and vision behind formation of the MIC, and its possible huge impact in the economic growth to Murang’a County. It therefore recommends that the county government considers forming a county corporation,” the 14-member tram said in its Report of the Commission of Inquiry into the Murang’a Investment Cooperative Society Limited dated February 8.

“Such a corporation will provide a legal and solid platform to accommodate entities such as MIC, and facilitate public-private-partnerships on various economic and development projects.”

MIC was registered on October 1, last year, as a co-operative society under the cooperatives Act. As of January 29, the initiative had recruited 3,000 members and raised Sh4.8 million.

“The commission recommends that the governor communicates and shares his vision both with his executive members and all other elected leaders in the county. This will elicit the support and goodwill of fellow leaders and the general public,” the team chaired by Mr David Ngugi noted.

The move to mobilise funds from the public had caused a stir with the Capital Market Authority (CMA) sending letter to Murang’a governor seeking details. In its letter, the regulator reminded the MIC officials of the various provisions of the law that the model needed to comply with.

The initiative was the brainchild of Murang’a County governor Mwangi wa Iria, who had asked area residents to use the society to save as little as Sh35 daily to fund projects in return for dividend. Audit firm Deloitte and Touché came in as the project managers.

The cooperative society had set a target of recruiting 100,000 people with annual member funds of up to Sh3 billion.

In light of the initiative and on realising a legal vacuum, the market regulator acting chief executive Paul Muthaura said CMA would work with the Sacco Societies and Regulatory Authority to develop a county financing collective investment tool that will provide a framework for capital-raising plans at the devolved government level.

………………………………………………………………

My thoughts:

INVESTMENT CO-OPERATIVEI am surprised by the CMA’s reaction. If they did not know, we have many types of co-operatives registered and are being registered here in Kenya. One of them is an investment co-operative which probably is not known as much as Saccos or marketing co-operatives but they have been in existence. And they are what their names suggest them to be. They raise funds from members and invest. Probably CMA has never heard of Safaricon Investment Co-operative or Stima Investment Co-operative!!

Mr. Paul Muthaura should also know that Sacco Societies Regulatory Authority cannot develop whatever they are seeking as the name rightly suggests it deals with Saccos only as provided for under Sacco Society Act 2008. If they are seeking to develop a county financing collective investment tool, then head to department of co-operatives right next to you in Nairobi!! CMA should get out more I guess and just smell the “investment scene” for a while :-).

I am still beat why they formed the commission though!!

However there will be challenges on management of these types of ventures that are promoted by politicians……they never last. They are spineless like political parties in Kenya!!

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