THE ROLE OF COOPERATIVES AS ENGINES OF ECONOMIC DEVELOPMENT IN THE SOUTH AFRICAN COMMUNITIES. BY...
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Transcript of THE ROLE OF COOPERATIVES AS ENGINES OF ECONOMIC DEVELOPMENT IN THE SOUTH AFRICAN COMMUNITIES. BY...
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THE ROLE OF COOPERATIVES AS ENGINES OF
ECONOMIC DEVELOPMENT IN THE SOUTH AFRICAN COMMUNITIES.
BYSANACO
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OUTLINE
SANACO
POLICY FRAMEWORK
OBJECTIVES
SUCCESS AND IMPACT
CONCLUSION
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South African National Apex Tertiary Co-operative
• SANACO is an autonomous association of secondary and tertiary cooperatives united voluntarily to serve the socio-economic interest and aspirations of all cooperatives in the country.
• It is the embodiment of the cooperative movement in the country.
• It is a full member of the International Cooperative Alliance, a global representative body of cooperative.
• Participate in NEDLAC
• Currently the law makes provisions for three levels of cooperatives starting with the primary, secondary and the tertiary.
• SANACO is currently registered as the tertiary cooperative until the amended law is operationalised.
• Annually, working closely with the department relevant Cooperatives under the stewardship of SANACO celebrate the international day of cooperatives and in the recent celebration attended by more than 600 cooperative structure SANACO was reaffirmed by the cooperatives across the country as the single apex body as envisaged by the amendment Act of 2005.
• This year SANACO was formed in 2009, 01st October. Convenes annual compliance conference
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Our Common Agenda
• The majority of the communities are facing hardships, unemployment, poverty and inequality and
hence the government’s decision to make ‘coops’ as agents of social economic development.
• The South African government decided during the Presidential Growth and Development Summit
held to endorse special measures to support cooperatives as part of strategies for job creation in the
economy.
• In order to address the high rate of unemployment and poverty, the government came up with
the concept of “Vukuzenzele” which implies that people must be initiative and do things for
themselves instead of waiting for “hand outs”.
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Policy Framework
• In 2004 the new democratic government launched the Cooperatives
Development Policy and later in 2005 promulgated the cooperatives Act,
No. 14 of 2005 as amended.
• In 2010, the Department of Trade and Industry launched the Integrated
Strategy on the Development and Promotion of Cooperatives which sets
out an implementation framework of the policy and the Act.
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OBJECTIVES OF SANACO
To advance and empower all member cooperatives and their business To engage and lobby all organs of state, private sector and stakeholders on behalf of
cooperatives To play any other deemed to be the role of an Apex Cooperative Movement of South Africa to
advance the development of cooperatives As an apex it shall act as a mouthpiece of the cooperatives in connection with any other matter
of mutual interest to the cooperative movement in general To organize and represent the interest of cooperatives existing within the different sectors and
regions of their functionality To facilitate education and training for cooperatives Strive to establish and maintain an audit fund to assist cooperatives to comply with the law To represent the cooperative movement of South Africa in the Continent and Worldwide Strive to advance the definition and principles of cooperatives as outline in the Coop Act of the
country To cooperate and/or collaborate with other formations in building the South African economy
through cooperatives To establish a cooperative development trust to mobilize support for the cooperative movement
development.
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SANACO OPERATIONS
The strategic pillars for the support programmes for cooperatives
To increase non-financial support services to cooperatives i.e working with various
department and other stakeholders
To increase a demand for cooperatives products and services i.e procurement
dedicated to cooperatives
To improve sustainability of cooperatives i.e mentoring and monitoring of the
cooperatives
To increase financial support services to cooperatives i.e grants and loans
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5 KEY OPERATIONAL ACTIVITIES
• Representation of Cooperative interest (advocacy and
lobbying
• Compliance focusing on Auditing
• Cooperative Education and Training
• Consulting services
• Support for Cooperatives
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ACTIVITY 1
On Representation
• Communication: Information on current developments within
the cooperatives movement as well as on current political
issues our members
• Politics: Development of positions in the interest of
cooperatives; by having regular meetings with government
• Committees: Positioning cooperatives interests in Executive
Committees
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ACTIVITY 2
On Compliance
• Mandatory: Auditing of annual financial statements as
required by the legislation
• Additional Service: Comprehensive audit of all areas of the
business with the aim to support the cooperatives
• New members: Audit for cooperatives in the foundation phase
• High quality standard: Engage on regular peer reviews for
cooperatives development
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ACTIVITY 3
Cooperative Education and Training • Cooperative Academy: Ensure that proper
cooperative training and education institution are accredited
• Human Resource: Ensure proper and qualitative employee training for cooperatives development
• Seminars and Workshop: Ensure that personal and professional training, tailormade programs are developed
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ACTIVITY 4
On Consulting Services • Business: Provide individual consulting with cooperatives • Human Resource: Recruiting and employee satisfaction for
cooperatives development • Legal: Ensure that proper legal advice is provided to
cooperatives in line with their sectors • Tax: Ensure that cooperatives are Tax Compliant • Networking: Create a platform for cooperatives to maintain
constant interaction and cooperation
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ACTIVITY 5
Our Support • Information: To provide regular briefings on new regulations
that affect cooperatives development • Exchange: Allow cooperatives to exchange views and ideas on
strategic challenges that are facing each sector of the cooperative
• Advice: In special cases the mergers that will have a qualitative contribution in the cooperative
• Foundation: Provide the necessary support for cooperatives at the initial stages
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ACHIEVEMENTS
• Increased awareness about the cooperatives concept
• A comprehensive support policy framework in place i.e ILO Recommendation
• Hosted the cooperative international events i.e ICA General Assembly, BRICS Cooperatives leaders
meeting and SADCCF
• Established women and youth cooperatives structures
• Provincial cooperative structures for coordination and interaction with provincial as well as local
government have been establised
• International and national expos for cooperatives i.e exhibitions
• Availability of training programmes for cooperatives i.e 2011 National Cooperative Conference
• Availability of funding to cooperatives with access challenges
• Signed partnership agreements with government departments as well international organisations
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ACHIEVEMENTS IMPACT
• Increase cooperative registration• Development of women cooperatives• Employment for cooperative members • Skills development for members of
cooperatives • Unity amongst cooperatives
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CONCLUSION
• The communities must be developed in various ways:
inter-alia Housing and Construction, agriculture and
agro-processing, manufacturing, mining, arts and
culture, tourism, retail services, financial services, etc.
• It is clear that if all cooperatives in South Africa can
plan strategically and back their plans with business
and operational details, they will transform the country
tremendously.
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CONCLUSION
THANK YOU
www.sanaco.coop