2. ADE 2015 The Seven Deadly Sins of Credit Unions/SACCOS Lois Kitsch, ICUDE Marlene Shiels, ICUDE

3. Which one are you?

4. External dependency Unclear financial Information Uncompetitive products & services Poor public image Undisciplined financial operations Share based loan analysis Social philosophy over common business sense The Seven Deadly Sins of SACCOs

5. Credit Unions should: Not depend on Government or subsidized loans? Not use external credit to fund operations? Savings should be the primary source of funds for loans demand: Savings promote Independent decisions Savings promote cost control Savings promote member thrift Sin 1 – External Dependency

6. Team Exercise what 3 things would you recommend to your AGM to make the Credit Union more profitable and not rely on external funding Sin 1 – External Dependency

7. Monthly Financial Statements should: Be accurate and timely Include Profit/Loss Statement, Balance Sheet, Cash flow information Include Delinquency assessment from loans at risk Include Key Performance Indicators Incorporate the Financial Disciplines Sin 2 – Unclear Financial Information

8. Delinquency Control Delinquency goal of below 5% Control of non-earning assets Maximise earning assets at 95% Non-earning asset goal below 5% Raise capital to 10% of total assets Maintain adequate reserves Capital accumulation Financial Disciplines

9. Loans & Savings: Uninformed members One size fits all Uncompetitive pricing We have always done it this way! Are you giving members what they want/need? How do you measure success of products and services? Sin 3 – Uncompetitive Products & Services

10. Loans ‘Classic’ loan policy Members have to wait their turn to get a loan Loan sizes too small for members Loan terms not matched to member needs Savings Credit union does not promote savings Does not offer youth accounts or specialised accounts eg Christmas savings Loan and dividends rates not market driven Sin 3 – Uncompetitive Products & Services

11. Loans & Savings: Do products match members needs? At a price members can afford to pay? On terms that are convenient? Has appropriate new technology been adopted? Is your SACCO available when members need it? Sin 3 – Uncompetitive Products & Services

12. Lack of public trust: Inefficient operations Leadership irregularities Run-down infrastructure Poorly trained staff Unequal treatment of members or potential members Sin 4 – Poor public Image

13. Improved public image: Well- lit clean buildings Happy and well-trained staff Equity in the membership Quality products and services in a timely fashion Result – A growing, self-reliant Credit Union Sin 4 – Poor public Image

14. Undisciplined financial operations leads to: High delinquency Low collections High expenses/non-earning assets Improper pricing of savings and loans Lack of liquidity Sin 5 – Undisciplined fiscal operations

15. Share based lending Does not measure capacity to repay Is easier, but more costly to the SACCO because it creates high delinquency! Sin 6 – Share based lending analysis Capacity based lending Income to Debt Reflects a member’s ability to pay Results in lower delinquency

16. Social philosophy Charity mentality Lack of profitability Jeopardising safety and soundness to accommodate an individual over the success of the group. Common business sense ensures Equal opportunity for all Profits that are necessary to ensure financial strength The needs of all members are considered and protected Sin 7 – Social philosophy over common business sense

17. External dependency Unclear financial Information Uncompetitive products & services Poor public image Undisciplined financial operations Share based loan analysis Social philosophy over common business sense Summary

18. The End