Cooperatives in the CSP programme lacked systems for regular planning, monitoring and evaluation, except for basic, manual book-keeping. In fact, the majority of cooperatives did not optimally adhere to the basic provisions related to financial planning, management and control. They have challenges to prepare budgets to govern their spending. Furthermore, few cooperatives among them prepare regular financial reports and many of them do not have audited financial statements for the preceding year. With the help of SPARK coaches, cooperatives were able to install or reinstate committees, which alowed control mechanisms that resulted in fair elections and investments. These committees allowed for trust to be (re)built and evaluate who is best in which position within the cooperative. Cooperatives were also assisted in developing membership strategies during the Cooperative Support Programme. What is a good incentive to become a member, or may be even more important; to stay one? These strategies will enable cooperatives to stay vibrant and successful long after the programme. Other Strategies that were looked at was how cooperatives could make a socio economic impact for their members. Many cooperatives now offer small loans to help members with emergencies and school fees if needed. Proximity coaching played a big role in the success of improving cooperative management. With coaches on ground, with knowledge of the local realities, guidance could go beyond the scope of a series of trainings and make a real sustainable impact. 35
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