operations manual [lindile ntshanyana mpc (ltd)
DESCRIPTION
TRANSCRIPT
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za
Lindile Ntshanyana MPC (Ltd)Lindile Ntshanyana MPC (Ltd)www.lindilentshanyana.co.zawww.lindilentshanyana.co.za
OPERATIONS OPERATIONS MANUALMANUAL
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za
1. Programs /Projects2. Key Result Areas3. Policies/Procedures4. Budget
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za
Programs are the aggregate activities undertaken by the Co-operative in a regular and continuous manner in pursuance to its mandate, mission, and vision as defined and established in the constitution.
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za
Projects are activities that represent a component of a program that are usually undertaken for a specific purpose and within a specific period of time, usually a minimum of one year. However, a project may progress in becoming a regular program when assessed to have continuing direct impact on the development of the intended beneficiaries
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za
Example: Lindile Ntshanyana MPC (Ltd)
ProgramProgram ProjectsProjectsPublic/Private ServicesPublic/Private Services a.a. Public Parks/ BeachesPublic Parks/ Beaches
b.b. Play Grounds Play Grounds Maintenance/garbage Maintenance/garbage CollectionCollection
c.c. Facilities & Equipment Facilities & Equipment MaintenanceMaintenance
d.d. Lindile Ntshanyana MPC (Ltd)Lindile Ntshanyana MPC (Ltd)
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za
Example: Lindile Ntshanyana MPC (Ltd)
ProgramProgram ProjectsProjects2. Production & Marketing 2. Production & Marketing AssistanceAssistance
a.a. Bee Keeping/ Honey Bee Keeping/ Honey Productivity.Productivity.
3. Community3. Community a.a. Micro Enterprise Micro Enterprise DevelopmentDevelopment
b.b. ScholarshipScholarshipc.c. ExhibitionExhibition
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za
Example: Lindile Ntshanyana MPC (Ltd)
ProgramsPrograms ProjectsProjectsCredit & CollectionCredit & Collection a.a. Productive & Provident LoansProductive & Provident Loans
Savings Mobilization & Capital Savings Mobilization & Capital Build UpBuild Up
a.a. Annual Subscription of R500Annual Subscription of R500--00 (Five Hundred Rand) and 00 (Five Hundred Rand) and an Entrance fee of R250an Entrance fee of R250--00 00 (Two Hundred and Fifty Rand)(Two Hundred and Fifty Rand)
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za
Example: Lindile Ntshanyana MPC (Ltd)
ProgramProgram ProjectsProjectsCommunity ProjectsCommunity Projects a.a. Educational Assistance Educational Assistance
(Scholars)(Scholars)b.b. Extension ServicesExtension Servicesc.c. Community ProjectsCommunity Projects
BenefitsBenefits a.a. Mortuary/ Burial Assistance Mortuary/ Burial Assistance Schemes Program.Schemes Program.
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za www.lindilentshanyana.co.za
Inputs(Goal
Oriented)
Outputs(External
ToOrgnzn.)
Planning
Organizing
Staffing
Leading
Controlling
Man, MachineMaterial,Method,
Measurement
Stake holder Feedback (reenergizing the system)
EXTERNAL ENVIRONMENT(Opportunities, Constraints)
StakeholdersShareholders;Society; Customers;Employees; Suppliers
Product/Services,Profits, Customer & Societal satisfaction,
Other Long-term Goals
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za
Lindile Ntshanyana MPC (Ltd)Lindile Ntshanyana MPC (Ltd)
Transformationprocess
input output
Feedback (Reenergizing the system)
ENVIRONMENT
System Boundary
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za
Lindile Ntshanyana MPC (Ltd)Lindile Ntshanyana MPC (Ltd)Environmental
assessment
Mission & Values timeless
Vision 5 years
Strategic Goals 1-3 years
Objectives1 yearsManagement’s
Work “How”
Board and Management’s Work “what”
Board Role inStrategic Planning
www.lindilentshanyana.co.za
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za
STRATEGIC MANAGEMENT MODEL
ENVIRONMENTALANALYSIS
EXTERNAL
•OPPORTUNITIES
•THREATS
INTERNAL
•STRENGTHS
•WEAKNESSES
MISSION
OBJECTIVES
STRATEGIES
PROGRAMS
PROJECTS
PROCEDURES
BUDGETS
STRATEGY FORMULATION
STRATEGY IMPLEMENTATION
EVALUATIONAND
CONTROL
F E E D B A C K PERFORMANCE
VISION
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za
Board Strategic Planning Policy
The best way to formalize the decisions made as a result of the assessment of the board’s strategic planning capabilities is to develop a written board strategic planning policy.
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za
Key Result Areas are the areas of performance outlining the tasks that the employee has to perform and define the work that is expected out of him
Determination of key result areas.
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za
1. Formulate strategic Plan
2. Policy direction3. Performance Review4. Compliance
1. Products & Services
2. Employment,
4. Membership, Expansion
5. Benefits
BoardManagement
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za
The Board of Directors shall have the following functions and responsibilities:
• Provide general policy direction;• Formulate the strategic development plan;• Determine and prescribe the organizational
and operational structure;• Review the Annual Plan and Budget and
recommend 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 the effective operation and ensure proper implementation of such;
• Evaluate the capability and qualification and recommend to the members the engagement of the services of the External Auditor;
• Ensure that all the members of the Lindile Ntshanyana MPC (Ltd) understands the 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 the Election Committee and its members;
• Act on the recommendation of the Ethics Committee on cases involving violations of Code of Governance and Ethical Standards; and
• Perform such other functions as may be prescribed 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.za
ProtectFinancialhealth
Ensureclinical;qualityservice
EnsureCompetent
Management
Advocatefor community and
organization
PerpetuateEffective
Governance
SetStrategicDirection
Duty of Care
Duty of Obedience Duty of
Loyalty
Core Governance Responsibilities Fiduciary duties
Board Responsibilities and Duties
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za
Board meeting1. 60% discussion on the issues on the strategic goals
30% listening to manager’s report (short term tactics) 2. Techniques for “staying strategic” in board meetings
include:- Distribute reports one week prior to the meeting- Spend 30 minutes of each meeting in education on strategic issues.
- Make sure meetings are goal-driven and facilitated - Developing a master calendar indicating topics to be
addressed at each board meeting- educational sessions
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za
are the means by which the goods or services are delivered, produced, or provided to the external clients
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za
• Building a capable organization• Allocating resources for strategy-critical
activities• Motivating people to pursue the target
objectives• 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 for continuous improvement
• Exerting the leadership necessary to drive the process forward and keep improving
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za
Sources/References: Sources/References: Lindile Ntshanyana MPC (Ltd) Lindile Ntshanyana MPC (Ltd)
Jerry C. NamkenStrategic Planning Handbook for CooperativesGalen W. RappUSDAIRBS, 1994
[email protected] at www.slideshare.net
Accord Limited 1990-2007
Narra MPC Operations Manual
Tubao credit Cooperative MPC Operations Manual
Accord Limited 1990-2007
3/26/20133/26/2013 www.lindilentshanyana.co.zawww.lindilentshanyana.co.za
Lindile Ntshanyana MPC (Ltd)Lindile Ntshanyana MPC (Ltd)
Community Partnership For a Better Tomorrow!Community Partnership For a Better Tomorrow!