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					   “ACCELERATING
TRANSFORMATION AND
 SERVICE DELIVERY IN
  THE COOPERATIVES
BY:    SECTOR”
PROF D R THAKHATHI

UNIVERSITY OF FORT HARE

EXECUTIVE DEAN : FACULTY OF MANAGEMENT AND
COMMERCE
   PRESENTATION OUTLINE
• INTRODUCTION

• WHAT IS TRANSFORMATION?

• HOW DO WE ACCELERATE TRANSFORMATION AND SERVICE
  DELIVERY IN THE COOPERATIVES MOVEMENT ?

• THE ROLE OF COOPERATIVES’ LEADERS AND MEMBERS.

• TECHNIQUES TO ENHACE TRANSFORMATION AND SERVICE
  DELIVERY

• MOVING FROM BUREACRACY TO REVOCRACY

• CONCLUSION
           INTRODUCTION
•In the preamble of the RDP White Paper, our first President, Dr Nelson
Mandela, said: “Our people have elected us because they want change.
Change is what they will get. Our people have high expectations which
are legitimate. While the government cannot meet all these needs
overnight, we must put firmly into place the concrete goals, time frames
and strategies to achieve this change.” These are the powerful words by
our statesman of all times. This is about transformation and service
delivery that cooperatives must do. Cooperatives if properly managed can
bring fundamental changes in the economic development of our country.
• Nitini Desai, Under-Secretary General for the UN-EOSOC, said: “It is
   increasingly being acknowledged that the state is a good key actor in the
   development process. It has a major role to play in making globalization
   work for all, in alleviating poverty and income inequality, in advancing
   human rights and democracy, in protecting the environment and
   promoting sustainable development and in managing violent conflict and
   combating international crime. Public Administration has a vital role to
   play in the quest for peace, greater freedom, social equity and sustainable
   development.” This I a big challenge that is facing cooperatives and the
   sooner they realize this mission the better. Cooperatives must think big
   and take our country by storm.
• Former President Thabo Mbeki in his speech at the official
  opening of Parliament in 1999, emphasized the importance of
  and the need to accelerate service delivery and
  transformation by all government departments and other
  state organs. The President called for extensive exploration
  of new and innovative mechanisms by government
  departments to deliver effective, efficient and economic
  services to the citizens. The cooperatives must become
  innovative and creative and grow into big entities and
  enterprises.
• The transformation of the cooperatives and
 their quest for effective delivery of services
 are sine qua non for a better life for all in
 South Africa.
           WHAT IS
       TRANSFORMATION?
• According to Rossen: “Transformation means to
  change something in a way that alters its shape and
  form so fundamentally that it is turned into another
  entity. It is usually a deliberate action with the aim
  of creating something better, better looking, better
  working, more usable and more valuable.”
• Paul Frere says: “Transformation is only valid if it is
  carried out with the people, not for them. Liberation
  is like childbirth and is a painful one. The person
  who emerges, is a new person, no longer an
  oppressor or oppressed, but a person in the process
  of achieving freedom.”
• Our transformation agenda for cooperatives must
  improve service delivery at all levels of government.
  Policies have been put in place to drive
  transformation in the country and what is lacking is
  the capacity to implement those policies.
• The vision and mission of Government are clear and
  what is left is the will and the commitment of civil
  servants to drive and champion those
  transformation goals and objectives especially for
  cooperatives.
• The Coops should be united in search of service
  excellence and effective service delivery, good
  governance, professionalism, accountability, equity
  and effective administration and management.



• In accelerating transformation and service delivery,
  we need cooperative members who are visionary,
  caring and capable.
       HOW DO WE ACCELERATE
    TRANSFORMATION AND SERVICE
    DELIVERY IN THE COOPERATIVES
            MOVEMENT ?
•   Going back to the Basics
           – Implementation of Constitutional principles.
           – Implementation of Cooperatives principles.
           – Revisiting and revising the Economic Transformation policies.
           – Communicating our plans and programmes effectively.
           – Creating a positive climate and a new culture of excellence in
             service
• Translating Strategic Planning into Implementation Plans
          – Crafting business and operational plans for implementation
            by the cooperatives.

          – Engaging all the key strategic alliances and role-players.

          – Improving coordination and implementation of
            transformation policies.

          – The involvement of all layers/levels of cooperatives from the
            front-line to the top.

          – Enhancing effective public participation on all types of
            cooperatives on service delivery policies and programmes
• Moving from tradition to innovation and creativity
          – Inculculating a sense of love and pride for the nation.

          – Introducing a sense of care for the public.

          – Always geared for prompt results and responses.

          – Making cooperatives performance-driven organisations.

          – Developing capacity for high standard performance and high
            processing of activities..

          – Establishment of high caliber leadership and top management
            that is transformationary and flexible.

          – Put into place Total Quality Management mechanisms.

          – Create an environment where employees can excel and be
            recognised.
• Turning the Cooperatives into a Learning
  Organisation
         – Let us introduce the culture of research and studies.

         – Let us accelerate the establishment of learning networks
           within all the cooperatives.

         – Let us harness intellectual debates and discussions.

         – We must make HRD a core element of all our cooperatives’
           programmes and plans.

         – We must open doors for learning in the sector to promote
           productivity, efficiency and excellence.

         – Establish learning teams, U-Turn Groups, Quality Circles,
           Think-Tanks, Work Improvement Teams, etc.
– Establish curriculum groups that should coordinate
  Cooperatives Training, Education and Development
  Programmes.

– Effective utilization of skills and knowledge available in the
  sector.

– Regular sharing of knowledge, bench-marking and best
  practices of cooperatives inside and outside the country.

– Learning from our counterparts across the globe.
• Moving from isolation to synergy

         – Promoting understanding of government vision and mission
           on cooperatives.

         – Encourage exchange of staff and study visits among the
           cooperatives..

         – Organize regular meetings of clustered cooperatives at all
           levels.
– Encourage Quality Audit and Assurance Teams.

– Encourage Team Work, Task Teams and Focus Groups to deal
  with weakest links in the whole sector.

– Strengthening the relations among cooperatives
  administratively and politically.

– Promoting effective participation in SADC, AU, NEPAD and
  other International cooperatives activities.
• Doing the Spring-cleaning

          – Root out corruption anywhere in the cooperatives
            movement..

          – Remove the dead-woods and negative influence.

          – Deal with all the risk-areas effectively.
– Former President Mbeki said: “We must be impatient with
  those in the Public Service who go to work late, who work as
  little as possible, who see themselves as pen-pushers and
  guardians of rubber-stamps, thieves intent on self-
  enrichment, who leave early from work and bureaucrats who
  think they have the right to ignore the vision of Batho Pele.”
  This statement is equally applicable for members of
  cooperatives who don’t have a clue how they should perform.
    THE ROLE OF
COOPERATIVES’ LEADERS
   AND MEMBERS.
   – Building capacity for strategic thinking, effective leadership
     and management.

   – Facilitating synergy and cooperation within the sector for
     achievement of government goals and objectives.

   – Leading and managing their human resources well and
     creating an environment where employers willingly and
     cheerfully participate fully in all cooperatives programmes
     excellently.
– Focusing on strategic issues at a time and coming up with
  strategies to enhance service delivery and transformation
  agenda.



– Creating an internal capacity to carry out the strategic
  initiatives and other mechanisms for speedy response to
  government policies and programmes.



– Setting up of strategic evaluation and monitoring mechanisms
  to ensure that the cooperative is moving in the right direction.



– Introducing new ways of working and creating structures that
  talk to each other in implementing policies and programmes.
– Creating an organisational culture which promotes
 excellence, unity and teamwork.

– Promoting talent management and encouraging the
 strength of the employees.

– Promote organisational rebirth and renewal to
 bring in new energy and drive to reach
 cooperatives’ goals and objectives.
      TECHNIQUES TO ENHACE
   TRANSFORMATION AND SERVICE
            DELIVERY

• The following could assist to accelerate
  transformation and service delivery:
        – Use of the Project Management technique.

        – Action research.

        – Organisational development.

        – Work groups.

        – Organisational learning.
– Balanced scorecard.

– Kaizen technique (Continuous improvement).

– HRD Interventions.

– Work improvement teams.

– Quality circles.
• The cooperatives should also involve business
  and other stakeholders in order to learn from
  them:
          – Former President Mbeki: “All of us – government, the private
            sector, labour unions, the rest of civil society and patriotic
            individuals should act together to do everything possible to
            use this opportunity to continue the progress made and
            address concerns the citizens have, so that we can achieve
            the objects of ‘the better life for all’”
MOVING FROM BUREACRACY
     TO REVOCRACY
    – Revocrats initiate change to improve service delivery but
      bureaucrats resist change and stifle progress.

    – Revocrats are driven by change and transformation but
      bureaucrats are driven by desks and rules.

    – Revocrats are passionate about their work and challenges but
      bureaucrats find pleasure in officialdom and status.

    – Revocrats are results-orientated, but bureaucrats are
      position-conscious and very fond of lines of authority.
– Revocrats are quick to deal with issues but bureaucrats like
  long-winding procedures to delay the issues.

– Revocrats make things happen but bureaucrats watch things
  happening and try to block them.

– Revocrats are activists who are committed to progress and
  action but bureaucrats are full of delays and excuses.

– “One of the best ways to save time is to think and plan ahead:
  Five minutes of thinking can often save an hour of work.” Be
  a revocrat who can think and plan strategically.
   CONCLUSION
– We must never get tired to serve our people through strong
  cooperatives movement.

– The cooperatives are our home where things should happen
  for better.

– We must all demonstrate the highest standards of personal
  integrity, truthfulness, honesty and fortitude.

– We must serve our people with respect, concern, courtesy,
  love and compassion.
– A policy on Service Delivery remains our pillar of strength and
  a strong foundation to drive service delivery agenda
  effectively.

– We must all strive for personal professional excellence and
  encourage the professional development of those associated
  with and those seeking to enter into the cooperatives
  movement..

– We must affirm the dignity and worth of the services
  rendered by our Public Service.
                 Finally
• I would like to refer you to the Chinese Credo
  devised by James Yen in 1920 which guided
  the rural development movement:
        – Go to the people.

        – Live among the people.

        – Learn from the people.

        – Plan with the people.
– Start with what people know.

– Build on what people have.

– Teach by showing, learn by doing.

– Not a show-case but a pattern.

– Not odds and ends, but a system.

– Not a piece-meal, but an integrated approach.

– Not a relief, but a release.
  Thank you
     and
God bless you!!!

				
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posted:8/23/2011
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