The local media has been awash with reports of poor management practices within SACCOs.

Savings by members have disappeared and several of the managers now have cases to answer. These savings schemes are key to the development of the country, especially the rural populations.

We cannot let them collapse just because of inefficiencies. The major challenge has been with the people in charge of the day-to-day operations of the SACCOs and the people they directly report to.

While there is no expectation to have the best accountants or financial managers at the helm of the SACCOs, the least the members deserve are people of integrity to be in charge.

Then there is basic training on professionalism. This involves zero tolerance towards flouting procedures and processes that guide the operations of the SACCOs.

Equally important is a framework to ensure members are consulted on any decision that concerns these SACCOs, and not at the discretion of their managers.

Furthermore, putting in place harsh penalties for those who deliberately cause loss of funds will also go a long way in deterring malpractices.

The objective is not to be harsh but to inspire great management practices.

And for the managers who help grow the funds and efficiently manage the SACCOs, there should get attractive incentives that include bonuses.

One of the issues highlighted is non-performing loans. These too can be minimised if there is a thorough vetting of applicants and strictly follow up of those who get the loans.

If these two processes, which are also part of good management practices, are carried out professionally, then the SACCOs will successfully serve the role for which they are created.