SERVICE DELIVERY IN
PROF D R THAKHATHI
UNIVERSITY OF FORT HARE
EXECUTIVE DEAN : FACULTY OF MANAGEMENT AND
• 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
• MOVING FROM BUREACRACY TO REVOCRACY
•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
• The transformation of the cooperatives and
their quest for effective delivery of services
are sine qua non for a better life for all in
• 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
• 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
• 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
• 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
– 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
• Turning the Cooperatives into a Learning
– 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
– Effective utilization of skills and knowledge available in the
– 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
– Encourage exchange of staff and study visits among the
– Organize regular meetings of clustered cooperatives at all
– 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
– 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
– Building capacity for strategic thinking, effective leadership
– 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
– Focusing on strategic issues at a time and coming up with
strategies to enhance service delivery and transformation
– 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
• 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
– 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
– 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.
– We must never get tired to serve our people through strong
– The cooperatives are our home where things should happen
– 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
– 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
– We must affirm the dignity and worth of the services
rendered by our Public Service.
• 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.
God bless you!!!