suggestion needed

[kbg raghavendrarao]

Dear friends
I need your guidance in the following subject. One of my friend is having a
registered society under which he is doing  microfinance programme in
andhrapradesh. That registered society consists of 7 Executie committee and
a general body. Till now he is acting as president, as he engaged in some
other works he want to assign that president to other else. For that he had
opted one person who has having experience as president in the other society
* three years back*. (In 2006 he resigned from that post due to his personal
reasons)But now the problem is we came to know that the so called ngo is
having bad debts in govt funding(it happend after the resignation of the
president whom we opted). Now friends suggest me appointing such person (of
course, he doesn't have any  interference in the inefficiency of the ex
office) effects the present office or not? Kindly discuss keeping in view of
funding, admin, finacial actitvities  every thing. Besides the Exe.commi. in
a society suggest me a organisational chart. Even though president is there
is it possible for us to appoint somebody else as CEO/Director  to look
after the day to day and admin of the society, who'll be the chief
functionary. please discuss soon
thanks in advance
KBG.RAGHAVENDRA RAO


[Non-text portions of this message have been removed]

[souren ghosal]

Dear kbg.
My advice is first of all the committee that exist today should clear the bad debts taken from the Govt. by seeking waiver or settlement as otherwise the new President will be equally responsible for all activities that has caused the bad debts.
Along with the President you can have chief executive if the society can afford and need.
Dr.S.N.Ghosal



________________________________
From: kbg raghavendrarao <kbgrrao@...>
To: microfinancepractice <MicrofinancePractice@...>
Sent: Mon, 2 November, 2009 8:41:25 AM
Subject: [MFP] suggestion needed

 
Dear friends
I need your guidance in the following subject. One of my friend is having a
registered society under which he is doing microfinance programme in
andhrapradesh. That registered society consists of 7 Executie committee and
a general body. Till now he is acting as president, as he engaged in some
other works he want to assign that president to other else. For that he had
opted one person who has having experience as president in the other society
* three years back*. (In 2006 he resigned from that post due to his personal
reasons)But now the problem is we came to know that the so called ngo is
having bad debts in govt funding(it happend after the resignation of the
president whom we opted). Now friends suggest me appointing such person (of
course, he doesn't have any interference in the inefficiency of the ex
office) effects the present office or not? Kindly discuss keeping in view of
funding, admin, finacial actitvities every thing. Besides the Exe.commi. in
a society suggest me a organisational chart. Even though president is there
is it possible for us to appoint somebody else as CEO/Director to look
after the day to day and admin of the society, who'll be the chief
functionary. please discuss soon
thanks in advance
KBG.RAGHAVENDRA RAO

[Non-text portions of this message have been removed]





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[Non-text portions of this message have been removed]

[dertconsult]

 
 
 
Dear team,
 
We are a wholesale lending company, and extend long term credit and business development services to SACCOs, Credit Unions, MFIs and other related institutions. We lend them at 9% p.a on a declining balance. The challenge however is, despite the low wholesale lending rate, these SACCOs have continued to lend at rates over 30% to their clients. We are trying to encourage them to lower rates to enable expand outreach to rural poor since they obtain capital for forward lending at lower rates.
 
Is there anybody who has experiences that he can share on how to develop systems that can influence SACCOs to reduce the lending rates for their customers.
 

The Microfinance Support Centre Limited,
Kampala Uganda


.....The key to ending extreme poverty is to enable the poorest of the poor especially women get their foot on the ladder of development. The ladder of development hovers overhead, and the poorest of the poor are stuck beneath it. They lack the minimum amount of capital necessary to get a foothold, and therefore need a boost up to the first rung. Join me in the struggle and together we can make a difference in the lives of the poor......

--- On Sun, 11/1/09, kbg raghavendrarao <kbgrrao@...> wrote:


From: kbg raghavendrarao <kbgrrao@...>
Subject: [MFP] suggestion needed
To: "microfinancepractice" <MicrofinancePractice@...>
Date: Sunday, November 1, 2009, 7:11 PM


 



Dear friends
I need your guidance in the following subject. One of my friend is having a
registered society under which he is doing microfinance programme in
andhrapradesh. That registered society consists of 7 Executie committee and
a general body. Till now he is acting as president, as he engaged in some
other works he want to assign that president to other else. For that he had
opted one person who has having experience as president in the other society
* three years back*. (In 2006 he resigned from that post due to his personal
reasons)But now the problem is we came to know that the so called ngo is
having bad debts in govt funding(it happend after the resignation of the
president whom we opted). Now friends suggest me appointing such person (of
course, he doesn't have any interference in the inefficiency of the ex
office) effects the present office or not? Kindly discuss keeping in view of
funding, admin, finacial actitvities every thing. Besides the Exe.commi. in
a society suggest me a organisational chart. Even though president is there
is it possible for us to appoint somebody else as CEO/Director to look
after the day to day and admin of the society, who'll be the chief
functionary. please discuss soon
thanks in advance
KBG.RAGHAVENDRA RAO

[Non-text portions of this message have been removed]

















     

[Non-text portions of this message have been removed]

[Jacob N Boimah]

Hi Friend and Brother,

to consider SACCOs attitude as theft is an overstatement. Do you consider the fact that these Associations/Unions have existed decades ago  with their internal bylaws before you met them. Do you also realise that they have been meeting some impact economically despite the high interest rate.
We also have similar experience in Liberia. I am working for a commercial bank which also decided to extend financial access through microfinance to those who especially could not afford the requisite criterials to be able to secure credit at the bank. The same strategy to on-lend to MFIs, Credit Unions and Association was implemented with interest rate at 9-10 % per Annum. Credit Unions and Associations expecially inturn extended credit to its individual customers at higher rates.
  At the end of our first year of operation, we relised that our goal was acheived. Between 0- 7000  low income earners were able to access credit through these Associations from the bank. In the second year, over 500 of these inividuals members were able to increase their stock and independently met the criterial to secure credit directly ffrom the bank.
I suggest you continue to increase your coverage, get more MFIs, Unions and Associations. Once this is done, their will  be compitetion wherein individual customers will start making choices who to lend from. Eventually, with multiple lenders, interest rate will drop or that particular MFI will face high retension rate.
________________________________
From: DERT consult <dertconsult@...>
To: MicrofinancePractice@...
Sent: Mon, November 2, 2009 6:15:53 AM
Subject: Re: [MFP] Theft or Inefficiency - Interest Rates charged by SACCOs

 
 
 
 
Dear team,
 
We are a wholesale lending company, and extend long term credit and business development services to SACCOs, Credit Unions, MFIs and other related institutions. We lend them at 9% p.a on a declining balance. The challenge however is, despite the low wholesale lending rate, these SACCOs have continued to lend at rates over 30% to their clients. We are trying to encourage them to lower rates to enable expand outreach to rural poor since they obtain capital for forward lending at lower rates.
 
Is there anybody who has experiences that he can share on how to develop systems that can influence SACCOs to reduce the lending rates for their customers.
 

The Microfinance Support Centre Limited,
Kampala Uganda

.....The key to ending extreme poverty is to enable the poorest of the poor especially women get their foot on the ladder of development. The ladder of development hovers overhead, and the poorest of the poor are stuck beneath it. They lack the minimum amount of capital necessary to get a foothold, and therefore need a boost up to the first rung. Join me in the struggle and together we can make a difference in the lives of the poor......

--- On Sun, 11/1/09, kbg raghavendrarao <kbgrrao@gmail. com> wrote:

From: kbg raghavendrarao <kbgrrao@gmail. com>
Subject: [MFP] suggestion needed
To: "microfinancepracti ce" <MicrofinancePractic e@yahoogroups. com>
Date: Sunday, November 1, 2009, 7:11 PM

 

Dear friends
I need your guidance in the following subject. One of my friend is having a
registered society under which he is doing microfinance programme in
andhrapradesh. That registered society consists of 7 Executie committee and
a general body. Till now he is acting as president, as he engaged in some
other works he want to assign that president to other else. For that he had
opted one person who has having experience as president in the other society
* three years back*. (In 2006 he resigned from that post due to his personal
reasons)But now the problem is we came to know that the so called ngo is
having bad debts in govt funding(it happend after the resignation of the
president whom we opted). Now friends suggest me appointing such person (of
course, he doesn't have any interference in the inefficiency of the ex
office) effects the present office or not? Kindly discuss keeping in view of
funding, admin, finacial actitvities every thing. Besides the Exe.commi. in
a society suggest me a organisational chart. Even though president is there
is it possible for us to appoint somebody else as CEO/Director to look
after the day to day and admin of the society, who'll be the chief
functionary. please discuss soon
thanks in advance
KBG.RAGHAVENDRA RAO

[Non-text portions of this message have been removed]

[Non-text portions of this message have been removed]





     

[Non-text portions of this message have been removed]

[Sunimal Alles]

Hi,

My experience over the years has demonstrated that the process of lending to SACCOs and other savings and investment/credit groups/clubs,to on lend to members is a very efficient manner in which the economically poor and destitute can become not poor.

However, I have found that there are some major weaknesses in associations, savings and investment (S&I)/credit groups and SACCOs that obtain loans for on-lending to members. They are related to, insufficient transparent leaders among the poor/destitute, democratic governance, inability to accurately and transparently maintain records/accounts,lack of internal auditors, and lack or non adherence to policies and procedures for re-electing management structures, interest rates, shares, dividends and other internal processes. The members of many S&I groups and SACCOs, when questioned about internal interest rates do not seem to care even if it was 10% per month (Which was easy to calculate) as they saw that the income/profits were eventually shared among the members. However, my experience in most cases in many countries I have worked, is that the "honest" leaders who were elected at the start, become "dishonest" when they see their funds swelling and devise methods in which they slowly siphon funds for administrative expenses,per diems for meetings and transport or providing preferential loans to family and friends. The above generally starts taking place during the second half of the second year the structure has been operating. I have also seen leaders walk away with funds to be reimbursed to banks. Eventually, this leads to S&I groups and SACCOs breaking up and the poor and destitute remaining as they are as they refuse to pool their resources, especially cash. A few (not the very poor and destitute) who are able to open bank accounts, preferred to deposit their savings in MFIs and banks and obtain individual loans.        

While seeking ways to overcome the above, I came across the Women's Bank in Sri Lanka (registered as a cooperative)which had established procedures to prevent their occurrence by refining and streamlining the cooperative law. Three of the main features was a) maximum group size of 15 b) having a group of internal auditors that verified transactions daily and c) the re- election of ALL the board members every year. We adopted the above and other procedures of the Women's Bank (please see a book at: http://books.global-investor.com/books/209073/Alana-Albee-and-Nandasiri-Gamage-and-Diana-Mitlin/Our-Money,-Our-Movement:-Building-a-Poor-People%27s-Credit-Union/) and successfully developed groups in Cote d'Ivoire,Senegal and DR Congo.

While working in northern Uganda, we came across similar challenges and again adopted the procedures of the Women's bank to restructure existing groups and develop S&I groups and producer organizations, guide them to register as cooperatives, open bank accounts and access funds to on-lend to members from banks and MFIs. We also contacted the MicroFinance Support Center Ltd., in order to introduce our groups to obtain loans when they are ready. We advised the members that they could access funds from the MSC at 9%PA but that they should try to on-lend at 0.5% per week (2% per month)in order to enable the economically poor and destitute (who are mainly former displaced persons)restart their lives by developing value chains such as farming and small businesses. We find that restructuring of old groups and SACCCOs with new democratically elected leaders is a primary requirement to enable the poor and destitute have access to loans and be successful.This is because former leaders have not been totally transparent and are unable to motivate communities to save and invest. The process we plan to follow in the future for northern Uganda and in other post conflict areas is as follows:
a) Establish committees for better living (CBL)with citizens concerned and interested in resolving challenges in each village.
b) To overcome challenges related to economic development, the CBLs promote the establishment of either S&I groups or Value Chain Associations (VCAs)with "honest and transparent" leaders.
c) Coach groups to identify talents/strengths and select the value chains (VCs) that are the most appropriate, and save and invest in their different VCs.
c) Coach the groups to establish maximum interest rates (and adhere to them), maintain accurate accounts and audit them daily. (Members who are willing to be accountants and auditors need to be motivated to become literate rapidly to avoid embezzlement)
d) After around 12 weeks, coach groups to nominate one or two members to form larger Producer organizations. (In Uganda it needs to be a minimum of 30 members - we suggested 31)and provide guidance to Register as cooperatives.
e) Consolidate savings and open bank accounts.
f) Access loans from the MSC or other banks.
g) Provide guidance on developing their value chains and increasing  income by having access to new ideas, technologies and processes and market linkages.  

The above process is detailed in a discussion posted at: http://www.microlinks.org/ev.php?ID=38470_201&ID2=DO_DISCUSSIONPOST_LIST

For more information on the above,
Sunimal Alles,
Skype: sunimal.alles
Current phone number: [phone]

--- In MicrofinancePractice@..., Jacob N Boimah <jacobboimah@...> wrote:

>
> Hi Friend and Brother,
>
> to consider SACCOs attitude as theft is an overstatement. Do you consider the fact that these Associations/Unions have existed decades ago  with their internal bylaws before you met them. Do you also realise that they have been meeting some impact economically despite the high interest rate.
> We also have similar experience in Liberia. I am working for a commercial bank which also decided to extend financial access through microfinance to those who especially could not afford the requisite criterials to be able to secure credit at the bank. The same strategy to on-lend to MFIs, Credit Unions and Association was implemented with interest rate at 9-10 % per Annum. Credit Unions and Associations expecially inturn extended credit to its individual customers at higher rates.
>   At the end of our first year of operation, we relised that our goal was acheived. Between 0- 7000  low income earners were able to access credit through these Associations from the bank. In the second year, over 500 of these inividuals members were able to increase their stock and independently met the criterial to secure credit directly ffrom the bank.
> I suggest you continue to increase your coverage, get more MFIs, Unions and Associations. Once this is done, their will  be compitetion wherein individual customers will start making choices who to lend from. Eventually, with multiple lenders, interest rate will drop or that particular MFI will face high retension rate.
> ________________________________
> From: DERT consult <dertconsult@...>
> To: MicrofinancePractice@...
> Sent: Mon, November 2, 2009 6:15:53 AM
> Subject: Re: [MFP] Theft or Inefficiency - Interest Rates charged by SACCOs
>
>  
>  
>  
>  
> Dear team,
>  
> We are a wholesale lending company, and extend long term credit and business development services to SACCOs, Credit Unions, MFIs and other related institutions. We lend them at 9% p.a on a declining balance. The challenge however is, despite the low wholesale lending rate, these SACCOs have continued to lend at rates over 30% to their clients. We are trying to encourage them to lower rates to enable expand outreach to rural poor since they obtain capital for forward lending at lower rates.
>  
> Is there anybody who has experiences that he can share on how to develop systems that can influence SACCOs to reduce the lending rates for their customers.
>  
>
> The Microfinance Support Centre Limited,
> Kampala Uganda
>
> .....The key to ending extreme poverty is to enable the poorest of the poor especially women get their foot on the ladder of development. The ladder of development hovers overhead, and the poorest of the poor are stuck beneath it. They lack the minimum amount of capital necessary to get a foothold, and therefore need a boost up to the first rung. Join me in the struggle and together we can make a difference in the lives of the poor......
>
> --- On Sun, 11/1/09, kbg raghavendrarao <kbgrrao@gmail. com> wrote:
>
> From: kbg raghavendrarao <kbgrrao@gmail. com>
> Subject: [MFP] suggestion needed
> To: "microfinancepracti ce" <MicrofinancePractic e@yahoogroups. com>
> Date: Sunday, November 1, 2009, 7:11 PM
>
>  
>
> Dear friends
> I need your guidance in the following subject. One of my friend is having a
> registered society under which he is doing microfinance programme in
> andhrapradesh. That registered society consists of 7 Executie committee and
> a general body. Till now he is acting as president, as he engaged in some
> other works he want to assign that president to other else. For that he had
> opted one person who has having experience as president in the other society
> * three years back*. (In 2006 he resigned from that post due to his personal
> reasons)But now the problem is we came to know that the so called ngo is
> having bad debts in govt funding(it happend after the resignation of the
> president whom we opted). Now friends suggest me appointing such person (of
> course, he doesn't have any interference in the inefficiency of the ex
> office) effects the present office or not? Kindly discuss keeping in view of
> funding, admin, finacial actitvities every thing. Besides the Exe.commi. in
> a society suggest me a organisational chart. Even though president is there
> is it possible for us to appoint somebody else as CEO/Director to look
> after the day to day and admin of the society, who'll be the chief
> functionary. please discuss soon
> thanks in advance
> KBG.RAGHAVENDRA RAO
>
> [Non-text portions of this message have been removed]
>
> [Non-text portions of this message have been removed]
>
>
>
>
>
>      
>
> [Non-text portions of this message have been removed]
>

[Richard Meyer]

Your experience is common to many member owned institutions.  This
has led organizations such as the World Council of Credit Unions to
argue that credit unions should operate exclusivley with their own
funds.  You also did not mention that a threat to serious SACCO
operations in Uganda has been the political pressure to push
government funds into SACCO creation which undermines self-help
initiatives and good governance practices.  Dick


At 10:53 PM 11/2/2009, you wrote:

>Hi,
>
>My experience over the years has demonstrated that the process of
>lending to SACCOs and other savings and investment/credit
>groups/clubs,to on lend to members is a very efficient manner in
>which the economically poor and destitute can become not poor.
>
>However, I have found that there are some major weaknesses in
>associations, savings and investment (S&I)/credit groups and SACCOs
>that obtain loans for on-lending to members. They are related to,
>insufficient transparent leaders among the poor/destitute,
>democratic governance, inability to accurately and transparently
>maintain records/accounts,lack of internal auditors, and lack or non
>adherence to policies and procedures for re-electing management
>structures, interest rates, shares, dividends and other internal
>processes. The members of many S&I groups and SACCOs, when
>questioned about internal interest rates do not seem to care even if
>it was 10% per month (Which was easy to calculate) as they saw that
>the income/profits were eventually shared among the members.
>However, my experience in most cases in many countries I have
>worked, is that the "honest" leaders who were elected at the start,
>become "dishonest" when they see their funds swelling and devise
>methods in which they slowly siphon funds for administrative
>expenses,per diems for meetings and transport or providing
>preferential loans to family and friends. The above generally starts
>taking place during the second half of the second year the structure
>has been operating. I have also seen leaders walk away with funds to
>be reimbursed to banks. Eventually, this leads to S&I groups and
>SACCOs breaking up and the poor and destitute remaining as they are
>as they refuse to pool their resources, especially cash. A few (not
>the very poor and destitute) who are able to open bank accounts,
>preferred to deposit their savings in MFIs and banks and obtain
>individual loans.
>
>While seeking ways to overcome the above, I came across the Women's
>Bank in Sri Lanka (registered as a cooperative)which had established
>procedures to prevent their occurrence by refining and streamlining
>the cooperative law. Three of the main features was a) maximum group
>size of 15 b) having a group of internal auditors that verified
>transactions daily and c) the re- election of ALL the board members
>every year. We adopted the above and other procedures of the Women's
>Bank (please see a book at:
>http://books.global-investor.com/books/209073/Alana-Albee-and-Nandasiri-Gamage-and-Diana-Mitlin/Our-Money,-Our-Movement:-Building-a-Poor-People%27s-Credit-Union/)
>and successfully developed groups in Cote d'Ivoire,Senegal and DR Congo.
>
>While working in northern Uganda, we came across similar challenges
>and again adopted the procedures of the Women's bank to restructure
>existing groups and develop S&I groups and producer organizations,
>guide them to register as cooperatives, open bank accounts and
>access funds to on-lend to members from banks and MFIs. We also
>contacted the MicroFinance Support Center Ltd., in order to
>introduce our groups to obtain loans when they are ready. We advised
>the members that they could access funds from the MSC at 9%PA but
>that they should try to on-lend at 0.5% per week (2% per month)in
>order to enable the economically poor and destitute (who are mainly
>former displaced persons)restart their lives by developing value
>chains such as farming and small businesses. We find that
>restructuring of old groups and SACCCOs with new democratically
>elected leaders is a primary requirement to enable the poor and
>destitute have access to loans and be successful.This is because
>former leaders have not been totally transparent and are unable to
>motivate communities to save and invest. The process we plan to
>follow in the future for northern Uganda and in other post conflict
>areas is as follows:
>a) Establish committees for better living (CBL)with citizens
>concerned and interested in resolving challenges in each village.
>b) To overcome challenges related to economic development, the CBLs
>promote the establishment of either S&I groups or Value Chain
>Associations (VCAs)with "honest and transparent" leaders.
>c) Coach groups to identify talents/strengths and select the value
>chains (VCs) that are the most appropriate, and save and invest in
>their different VCs.
>c) Coach the groups to establish maximum interest rates (and adhere
>to them), maintain accurate accounts and audit them daily. (Members
>who are willing to be accountants and auditors need to be motivated
>to become literate rapidly to avoid embezzlement)
>d) After around 12 weeks, coach groups to nominate one or two
>members to form larger Producer organizations. (In Uganda it needs
>to be a minimum of 30 members - we suggested 31)and provide guidance
>to Register as cooperatives.
>e) Consolidate savings and open bank accounts.
>f) Access loans from the MSC or other banks.
>g) Provide guidance on developing their value chains and
>increasing  income by having access to new ideas, technologies and
>processes and market linkages.
>
>The above process is detailed in a discussion posted at:
>http://www.microlinks.org/ev.php?ID=38470_201&ID2=DO_DISCUSSIONPOST_LIST
>
>For more information on the above,
>Sunimal Alles,
>Skype: sunimal.alles
>Current phone number: [phone]
>
>--- In MicrofinancePractice@..., Jacob N Boimah
><jacobboimah@...> wrote:
> >
> > Hi Friend and Brother,
> >
> > to consider SACCOs attitude as theft is an overstatement. Do you
> consider the fact that these Associations/Unions have existed
> decades ago  with their internal bylaws before you met them. Do you
> also realise that they have been meeting some impact economically
> despite the high interest rate.
> > We also have similar experience in Liberia. I am working for a
> commercial bank which also decided to extend financial access
> through microfinance to those who especially could not afford the
> requisite criterials to be able to secure credit at the bank. The
> same strategy to on-lend to MFIs, Credit Unions and Association was
> implemented with interest rate at 9-10 % per Annum. Credit Unions
> and Associations expecially inturn extended credit to its
> individual customers at higher rates.
> >   At the end of our first year of operation, we relised that our
> goal was acheived. Between 0- 7000  low income earners were able to
> access credit through these Associations from the bank. In the
> second year, over 500 of these inividuals members were able to
> increase their stock and independently met the criterial to secure
> credit directly ffrom the bank.
> > I suggest you continue to increase your coverage, get more MFIs,
> Unions and Associations. Once this is done, their will  be
> compitetion wherein individual customers will start making choices
> who to lend from. Eventually, with multiple lenders, interest rate
> will drop or that particular MFI will face high retension rate.
> > ________________________________
> > From: DERT consult <dertconsult@...>
> > To: MicrofinancePractice@...
> > Sent: Mon, November 2, 2009 6:15:53 AM
> > Subject: Re: [MFP] Theft or Inefficiency - Interest Rates charged by SACCOs
> >
> >
> >
> >
> >
> > Dear team,
> >
> > We are a wholesale lending company, and extend long term credit
> and business development services to SACCOs, Credit Unions, MFIs
> and other related institutions. We lend them at 9% p.a on a
> declining balance. The challenge however is, despite the low
> wholesale lending rate, these SACCOs have continued to lend at
> rates over 30% to their clients. We are trying to encourage them to
> lower rates to enable expand outreach to rural poor since they
> obtain capital for forward lending at lower rates.
> >
> > Is there anybody who has experiences that he can share on how to
> develop systems that can influence SACCOs to reduce the lending
> rates for their customers.
> >
> >
> > The Microfinance Support Centre Limited,
> > Kampala Uganda
> >
> > .....The key to ending extreme poverty is to enable the poorest
> of the poor especially women get their foot on the ladder of
> development. The ladder of development hovers overhead, and the
> poorest of the poor are stuck beneath it. They lack the minimum
> amount of capital necessary to get a foothold, and therefore need a
> boost up to the first rung. Join me in the struggle and together we
> can make a difference in the lives of the poor......
> >
> > --- On Sun, 11/1/09, kbg raghavendrarao <kbgrrao@gmail. com> wrote:
> >
> > From: kbg raghavendrarao <kbgrrao@gmail. com>
> > Subject: [MFP] suggestion needed
> > To: "microfinancepracti ce" <MicrofinancePractic e@yahoogroups. com>
> > Date: Sunday, November 1, 2009, 7:11 PM
> >
> >
> >
> > Dear friends
> > I need your guidance in the following subject. One of my friend is having a
> > registered society under which he is doing microfinance programme in
> > andhrapradesh. That registered society consists of 7 Executie committee and
> > a general body. Till now he is acting as president, as he engaged in some
> > other works he want to assign that president to other else. For that he had
> > opted one person who has having experience as president in the
> other society
> > * three years back*. (In 2006 he resigned from that post due to
> his personal
> > reasons)But now the problem is we came to know that the so called ngo is
> > having bad debts in govt funding(it happend after the resignation of the
> > president whom we opted). Now friends suggest me appointing such person (of
> > course, he doesn't have any interference in the inefficiency of the ex
> > office) effects the present office or not? Kindly discuss keeping
> in view of
> > funding, admin, finacial actitvities every thing. Besides the Exe.commi. in
> > a society suggest me a organisational chart. Even though president is there
> > is it possible for us to appoint somebody else as CEO/Director to look
> > after the day to day and admin of the society, who'll be the chief
> > functionary. please discuss soon
> > thanks in advance
> > KBG.RAGHAVENDRA RAO
> >
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