NDITHINI COMMUNITY DEVELOPMENT ASSOCIATION
Ndithini Community Development Association (NCDA) was registered under the Societies Act on 22nd June 2005. It is a community-based and owned development organization.
NCDA’s vision is:
‘A united Ndithini, where everybody, has a voice, opportunity and respect for all his/her rights’.
Mission:
To empower Ndithini people in order to create adequate opportunities for creating wealthy through better improved crop and animal husbandry, education, water, electricity, improved transport and
communication, security of the people, property and tenure and promotion of spiritual well-being, gender sensitivity and good cultural practice.
The association has 7,100 members, all of whom own shares with the minimum being one share. Each share is worth KES 300.
NCDA is focused on development, implementation and sustainability of relevant community owned Income Generating Activities (IGAs) with the aim of putting money in people’s pockets (Economic Empowerment). Dairy farming, bee keeping and agro forestry, fruit farming and Poultry keeping are some of the initial activities that are at different stages of implementation. School infrastructure development and improvement is also an initiative that we have been undertaking.
NCDA owns a Micro lending project (village bank) as an Income Generating Activity (IGA) that aims to strengthen the financial well-being of its members by giving them a viable institutional framework to mobilize financial resources for investing in other productive Income Generating Activities.
The association works with members to build their own financial capital base and create a sustainable mechanism through which they can take control of their economic development (People Empowering People).
In NCDA micro lending project, individuals form groups comprising a minimum of five and a maximum of nine members known as Kikundi Cha Mkopo (KCM). Three of these groups are then combined to form a Muungano. To become a member, one pays a minimum of KES 700. Members borrow up to four times the value of their shares. The loans are guaranteed by all the group members, depending on the size of the group. Loans attract interests of between 1.2% and 5% depending on their size. The least interest of 1.2% is paid on loans between Kes 400,000 and Kes 500,000. The longest loan repayment period is 36 months with loans being repaid monthly on a reducing balance basis.
NCDA is governed The Board of Management comprising of 14 Board members who are elected during annual general meeting. Nine of them represent a sub-location each and are elected by members from that sub-location for a renewable term of three years, three are co-opted members, the patron and the General manager representing the management.
The bank has 31 staff, eight of whom are in management. NCDA maintains a lean and mean staffing strategy, which has been crucial to its profitability. NCDA has achieved much in its 15 years of existence. It is the only ‘village bank’ of its kind in Ukambani and has grown and prospered despite all odds. Even Makueni County has shown interest in replicating its model. It has grown to 7,100 members over the last 15 years.
NCDA has a loan portfolio of Kes 94 million shillings and registered profits of Kes 12 million in 2022 despite the post covid-19 effects. The total asset base is currently Kes 142 million and its assets grow by an average of Kes 8 million per year. The shares command good returns of up to Ksh 40 per share annually.
NCDA has been able to acquire physical assets now worth Kes 35 million. It owns all of its 3 branch offices and an additional one acre of land in Ndithini. Despite its achievements and successes, NCDA had faced and continues to deal with several challenges.
NCDA is located in a community where a majority of the people are poor farmers. This affects the ability of community members to join NCDA and pay back their loans. The increasing incomes from penalties, while enhancing profits, have been a growing concern to the founders. They see it as a sign that people have been facing challenges in paying their loans, especially in the post-covid period. The unpredictability of the climate has affected farmers, therefore, increasing the difficulty in paying loans. There are community members who are unable to join groups as no one wants them. This may be because they are too poor.
About future plans, NCDA intends to grow its customer base by developing the wealth of community members by initiating other Income Generating Activities that are all inclusive to boost the individual household income streams/economic standing.
Reduce poverty through provision of low cost financial services to low income earners in the rural areas through establishment of community based financial institutions (village bank) that enable the growth of more sustainable income Generating Activities.
To achieve financial and managerial sustainability based on the resources available the Micro lending project focuses in:
NCDA is an association with big dreams. Though it lacks sufficient financial and material resources, it still aspires to continue on its development journey while creating partnerships.
Grow from a CBO to a Microfinance. NCDA is registered as a society under the Societies Act. Over the years, its “village bank” has grown tremendously reaching a point where it needs to upgrade its status. There is a need to consult with relevant governmental bodies to determine the appropriate legal status that will support its next phase of growth. Though NCDA aspires to become a MICRO FINANCE institution, the dream is expected to be realized in 3 years or so years given the annual growth rate of Kes 8 million a year. Once it becomes a micro finance institution, it will be able to enjoy greater growth prospects as well as enhance its services to the community.
Growing Community Wealth: NCDA intends to grow its customer base by developing the wealth of community members. This includes supporting sectors such as apiculture, dairy farming, bee keeping, poultry farming and fruit farming whose beneficiaries can become better customers for the “village bank”. In addition, fruit processing of mangoes into pulp and mango chips can reduce wastage. NCDA realizes that its prospects and profitability will be determined by the wealth of its community through sustainable Income Generating Activities and that it is in its interest to help community members prosper.
Build share capital: A key strategy in achieving this is the mobilization of current members to increase their share capital. It also entails recruiting new members by selling the benefits of the NCDA to other community members. In achieving this, NCDA will deploy a two-pronged strategy that entails reaching out to higher-income people from Ndithini working in other areas in addition to reaching out to those within the community, including the poor, who can be mobilized into voluntary savings and loan associations or groups for buying shares.
Ensuring Sound and Professional Management: Ensure the institution is run according to sound financial principles to safeguard the members’ capital (shares) and savings. This demands strengthening the 18 Models for Learning and Sharing to Advance CSOs Financial Sustainability Board’s supervisory role and ensuring adequate staff capacity. The “village bank” has to become even more efficient and effective. Instituting strong mechanisms such as annual and internal audits, staff vetting to prevent fraud/corruption, recognizing/managing internal tensions and avoiding common malpractices that have led to the collapse of big cooperatives will be crucial for its future success.
Diversifying the Product Portfolio: This demands the development of new high-potential products to attract more borrowing. Membership surveys suggest that NCDA should develop products in education. In addition, it should grow into a bigger “bank” that has agents in every sub-location.
Addressing Member Concerns: The community appreciates the impact NCDA has had on improving and strengthening their livelihoods. This includes strengthening their access to credit and increasing incomes through dividends. There is still however room to improve service to members who are both its owners and customers. This entails addressing concerns about occasional mistreatment and disrespect by some staff, high loan application fee, and loan interest charges. Others include KES 40 mandatory saving, loan disqualification, high penalty charges and no interest deposit. There may be a need to overhaul the whole system of borrowing/lending, repayment and debt collection methods possibly with external expertise and advice. Staff also need to be respected and trusted as they play their roles.
Increasing Member Returns: Explore possibilities for an investment window for members to invest their savings. The lack of interest earned from savings remains a key complaint and challenge. This has to be done within the provisions of the law.