3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za1. Programs /Projects2. Key Result Areas3. Policies/Procedures4. Budget
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.zaPrograms are the aggregate activitiesundertaken by the Co-operative in aregular and continuous manner inpursuance to its mandate, mission, andvision as defined and established in theconstitution.
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.zaProjects are activities that represent acomponent of a program that are usuallyundertaken for a specific purpose andwithin a specific period of time, usually aminimum of one year. However, a projectmay progress in becoming a regularprogram when assessed to have continuingdirect impact on the development of theintended beneficiaries
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.zaSTRATEGIC MANAGEMENT MODELENVIRONMENTALANALYSISEXTERNAL•OPPORTUNITIES•THREATSINTERNAL•STRENGTHS•WEAKNESSESMISSIONOBJECTIVESSTRATEGIESPROGRAMSPROJECTSPROCEDURESBUDGETSSTRATEGY FORMULATIONSTRATEGY IMPLEMENTATIONEVALUATIONANDCONTROLF E E D B A C KPERFORMANCEVISION
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.zaBoard Strategic Planning PolicyThe best way to formalize the decisionsmade as a result of the assessment of theboard’s strategic planning capabilities isto develop a written board strategicplanning policy.
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.zaKey Result Areas are the areasof performance outlining thetasks that the employee has toperform and define the workthat is expected out of himDetermination of key result areas.
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.zaThe Board of Directors shall have the followingfunctions and responsibilities:• Provide general policy direction;• Formulate the strategic development plan;• Determine and prescribe the organizationaland operational structure;• Review the Annual Plan and Budget andrecommend for the approval of the members;Functions and Responsibilities
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za• Establish policies and procedures for theeffective operation and ensure properimplementation of such;• Evaluate the capability and qualificationand recommend to the members theengagement of the services of theExternal Auditor;• Ensure that all the members of theLindile Ntshanyana MPC (Ltd) understandsthe constitution;Functions and Responsibilities
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za• Declare the members entitled to vote;• Decide election related cases involving theElection Committee and its members;• Act on the recommendation of the EthicsCommittee on cases involving violations of Codeof Governance and Ethical Standards; and• Perform such other functions as may beprescribed in the By-laws or authorized by theConstitution of the Lindile Ntshanyana MPC.Functions and Responsibilities
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.zaProtectFinancialhealthEnsureclinical;qualityserviceEnsureCompetentManagementAdvocatefor community andorganizationPerpetuateEffectiveGovernanceSetStrategicDirectionDuty ofCareDuty ofObedienceDuty ofLoyaltyCore GovernanceResponsibilities Fiduciary dutiesBoard Responsibilities and Duties
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.zaBoard meeting1. 60% discussion on the issues on the strategic goals30% listening to manager’s report (short term tactics)2. Techniques for “staying strategic” in board meetingsinclude:- Distribute reports one week prior to the meeting- Spend 30 minutes of each meeting in educationon strategic issues.- Make sure meetings are goal-driven and facilitated- Developing a master calendar indicating topics to beaddressed at each board meeting- educational sessions
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.zaare the means by whichthe goods or servicesare delivered, produced,or provided to theexternal clients
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za• Building a capable organization• Allocating resources for strategy-criticalactivities• Motivating people to pursue the targetobjectives• Tying rewards to achievement of results• Creating a strategy-supportive cooperative
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za•Installing needed information,communication, and operating systems•Instituting best practices and programs forcontinuous improvement• Exerting the leadership necessary to drivethe process forward and keep improving
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.zaSources/References:Sources/References: Lindile Ntshanyana MPC (Ltd)Lindile Ntshanyana MPC (Ltd)Jerry C. NamkenStrategic Planning Handbook for CooperativesGalen W. RappUSDAIRBS, email@example.com at www.slideshare.netAccord Limited 1990-2007Narra MPC Operations ManualTubao credit Cooperative MPC Operations ManualAccord Limited 1990-2007
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.zaLindile Ntshanyana MPC (Ltd)Lindile Ntshanyana MPC (Ltd)Community Partnership For a Better Tomorrow!Community Partnership For a Better Tomorrow!