- Taifa DT Sacco has launched a 2026 to 2030 strategy focused on digital growth and innovation.
- The Sacco will introduce a new ERP system, revamp products and expand its insurance business.
- It has also lowered the minimum share capital for loans from Ksh10,000 to Ksh2,000 to improve access to credit.
Taifa DT Sacco has unveiled a five-year strategic blueprint aimed at transforming the institution into a digitally driven, innovative and sustainable financial services provider, as Kenya’s cooperative movement increasingly embraces technology and product diversification to remain competitive.
The Sacco has launched its Strategic Management Plan 2026-2030 alongside a raft of reforms that include the restructuring of its insurance agency, the introduction of revamped products and services, and the rollout of a modern Enterprise Resource Planning (ERP) system, all designed to enhance member value and strengthen the institution’s long-term growth.
Speaking during the launch, Taifa Sacco Chairman James Githing’a said the new strategy would guide the institution through a rapidly evolving financial services environment marked by changing member expectations, technological disruption and stricter regulatory requirements.
“We are moving towards a modern, digitally enabled institution that will strengthen operations, deepen product innovation and remain relentlessly focused on member value,” said Githing’a.
He said the Strategic Management Plan 2026-2030 provides a clear roadmap for the Sacco’s future and seeks to ensure growth is accompanied by transparency, accountability and member protection.
According to the chairman, the Sacco will strengthen monitoring and evaluation mechanisms to ensure that implementation remains aligned with member needs while maintaining compliance with regulations issued by the Sacco Societies Regulatory Authority (SASRA).
The new strategy builds on gains achieved under the previous Strategic Management Plan 2021-2025, which saw Taifa Sacco attain first-tier status, implement a robust core banking system and acquire its own head office building. The Sacco says those milestones laid the foundation for the next phase of institutional transformation.
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At the heart of the new plan is digital transformation, with technology expected to play a central role in improving operational efficiency, service delivery and member engagement. Among the key projects unveiled is a modern ERP system that integrates operations across departments and provides real-time access to information and services.
The web-based system runs on a Linux operating system supported by Oracle database technology and is designed to streamline workflows, reduce manual processes, eliminate duplication of work and improve decision-making through real-time reporting.
Taifa Sacco said the ERP platform will also support integration with mobile banking, internet banking, M-Pesa, Pesalink, fund transfers and other digital financial solutions, making services more accessible to members.
The ERP system also features a secure self-service portal fully integrated with the Sacco’s core banking system, enabling members to access services conveniently and securely from anywhere. The Sacco has also enhanced its digital presence through improved member information management systems, allowing members to access their accounts and communicate directly with staff in real time.
Beyond technology, Taifa Sacco is seeking to strengthen its position in Kenya’s highly competitive financial services sector through a comprehensive review of its products and services.
The review, conducted between April and June 2025, involved consultations with members, staff and key stakeholders. The exercise resulted in proposed changes to savings products, credit facilities, delivery channels, insurance services and related offerings.
According to deputy CEO and HR manager Richard Mathenge, changing member lifestyles and economic realities informed the redesign of the Sacco’s products and services. The review targeted diverse groups including youth, entrepreneurs, salaried employees, farmers and diaspora members.
One of the key outcomes was the lowering of barriers to credit access. Previously, members were required to accumulate at least Ksh10, 000 in share capital before qualifying for loans and dividends.
Under the revised framework, members can now access loans with as little as Ksh2, 000 in share capital, making credit more accessible to low-income earners and first-time borrowers.
A major highlight of the launch was the unveiling of a restructured Taifa Sacco Insurance Agency, which has emerged as one of the institution’s fastest-growing business units.
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Since its registration in March 2015, the agency has generated gross premiums exceeding Ksh310 million and served more than 17,000 members. Officials said the insurance agency has become an important pillar in helping members and their families manage risks, recover from losses and build financial resilience.
By Amos Kiarie
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