Department of Co-operatives Initiatives
MISSION STSTEMENT
“To be a dynamic and professional organization which would promote, supervise, strengthen and expand the Co-operative Sector thereby creating an environment which is conducive to sustainable socio-economic development.”
THE DEPARTMENT OF CO-OPERATIVES
STRATEGIC PLAN 20014-2018
CO-OPERATIVE DEVELOPMENT PRPGRAMME
INTRODUCTION
The Department of Co-operatives became a full department in January 1998 following the enactment of the Co-operatives Societies Act number 2 of 1995 with responsibilities for regulating all co-operative societies in St. Kitts Nevis. In October 2011 the regulatory jurisdiction of the Department of Co-operatives was changed thereby having regulatory responsibility for non-credit unionco-operatives only. The staff is comprised of one Registrar of Co-operatives, one Assistant Registrar of Co-operatives, two Co-operative Officers, one Senior Clerk and an office cleaner.
As outlined by the Co-operative Societies Act number 31 of 2011, the Department of Co-operatives functions under four broad heading which are;
Register all viable co-operative societies
Inspect and monitor all co-operative societies
Supervise and regulate all co-operative societies
Lead and manage the regulatory process
A functional national co-operative league as outline by the Co-operative Societies Act compliments the efforts of the Department of Co-operatives. It is responsible for preparing new co-operatives for registration, promotion of the movement and training of member co-operatives. If the league is to perform its role as define by the Act, it must be all embracing. Clearly, the legal framework dictates that the Department of Co-operatives role is strictly regulatory rather than developmental as was the case under the previous Act. The understanding is that the national league and the Department of Co-operatives have distinct roles which should complement each other.
The present economic environment demands teamwork if rural businesses are to be successful thereby discouraging individualistic attitudes. Co-operatives are more desirous at this time as the risk of this type of business is shared by a team of members leading to shared responsibilities resulting in shared benefits. The Governor of the Eastern Caribbean Central Bank in recent statements have been encouraging the development of co-operatives if we are to be successful in business going forward, more so for micro and small businesses in agriculture and the service industries.Co-operatives are vital institutions which create critical mass among rural enterprises for successful business ventures. In so doing we have vital human resource which brings a pool of capital and other resources needed for co-operative businesses.Co-operatives create a critical mass vital in supporting the Ministry of Agriculture’s millennium goals of food security and poverty alleviation.
Most of the existing co-operatives are agricultural based businesses. There is still plenty of work to be done for these co-operatives to deliver desired benefits to members. Members too must appreciate the fact that democratic principles, teamwork and volunteerism are vital ingredients for successful co-operatives. There must be adopted strategies, policies and strict adherence to the law to build confidence and deliver common benefits. It must be appreciated that like any other business, co-operatives require committed membership and continuous capital investment to guarantee success. Today’s co-operatives cannot be successful by relying on yesterday’s capital.
This strategic plan is a guide to chart the way forward for the Department of Co-operatives to effectively assist in strengthening the sector to achieve desired results.
Strategic Planning discussion
Where would the Sector be in ten (10) years if the department achieves its mandate?
Impact
• Compliant co-operatives – Fulfilling requirements under the law
• Viable Co-operatives – Achieving the purpose for which they were formed
Outcomes
What are the changes that need to be brought about within cooperativesin order to achieve the vision of compliant and viable societies?
- Cooperatives knowledgeable about the legal framework that governs the Co-operative Movement
- Business acumen well developed in each co-operative
- An atmosphere of trust and harmony within and among coop societies
- Understanding roles and responsibilities
- Continuous growth in capital and membership
- Skilled members in the area of endeavour with available resources
Outputs-Measurable
(A) Cooperatives knowledgeable about the legal framework that governs the Co-operative Movement
1)Implementation of the strategies under the law (Audits, AGM’s, Records etc)
2) AGMs conducted in Societies
3) Submit Annual Reports to the Ministry of Agriculture
4) Adoption of the New Co-operative Legislation
(B) Business acumen well developed in each co-operative
1) Submit Annual Reports to the Ministry of Agriculture
2) Members trained in record keeping and financial management
3) Regular reports that clearly reflect the status of the co-operative
4) Business/Strategic Plan
(C) An atmosphere of trust and harmony within and among coop societies
1) Sustained or increasing membership through varied business situations
(D) Understanding roles and responsibilities
1) Regular reports that clearly reflect the status of the co-operative
(E) Continuous growth in capital and membership
1) Increasing membership, share capital and reserves
(F) Skilled members in the area of endeavour with available resources
1) Members trained in area of expertise.
Strategies
| Compliance | Training | Trust | |
| Records of meetings | Skills | Teamwork | |
| Financial Records | Financial Management | Group Dynamics | |
| By-laws | Co-op Education | Networking among societies | |
| Register of Members-15 or more | Group Management | Inter-society activities | |
| Registered Physical Address | Leadership | Information sharing within organisation | |
| Regular reports to Department of Co-op | Organisation roles | Activities around Co-op Day in July | |
| Convene AGMs | Marketing |
INPUTS-How to achieve the strategies
SWOT ANLAYSIS
STRENGTHS
-Fully staffed office
-Reliable vehicle for field work
-Good working relations with existing co-ops
WEAKNESSES
1. No procedural and operating manuals for reference and internal training in the Department
2. Work efficiency suffers due to lack of tools and office equipment
3. Inadequate communication with public
4. Lack of access to medium and long term sponsored staff training
OPPORTUNITIES
1. Support from the Ministry of Agriculture
2. Good working relationship with external agencies
3. Strong co-operative legislation
4. Availability of funding for co-op groups
5. Satisfactory working relationship with local, regional and international agencies
6. Better use of media and technology by public (including Facebook etc)
THREATS
1. Inability of the department to access timely reports from the sector
2. General lack of understanding of co-operatives and their functions within the community
3. Each co-operative sees the other as a competitor, not a partner
4. Trust issues within cooperatives
MISSION STATEMENT
“To be a dynamic and professional organization which would promote, supervise, strengthen and expand the Co-operative Sector thereby creating an environment which is conducive to sustainable socio-economic development.”
VISION
To be a driving force within the local economy by:
• Deploying a trained, motivated and efficient staff
•Delivering adequate educational and outreach programme to facilitate the overall development of the co-operative sector.
•Create a shift in the paternalistic support of the department and concentrate more on supervisory, legislative and regulatory functions.
CORE VALUES
The Department of Co-operatives respect the fundamental rights of all registered co-operative societies to make choices and decisions for their own growth and development and will allow them to operate fully within the confines of their bye-laws, the Act and Regulations without creating artificial restrictions.
The department is committed to the cause of co-operative development in St. Kitts Nevis and the provision of the best quality services to co-operative societies as is required of it by its clientele, government and the people of St. Kitts Nevis.
CO-OPERATIVE DEPARTMENT PHILOSOPHY
The Department of Co-operatives submit that the public and private sectors are the two main sectors of the economy. The department also believes that the co-operative sector if properly developed can be recognized as the economy’s third sector. Co-operatives are proof that an alternative sector is both possible and viable if carefully planned, developed and executed. The department is committed to providing the necessary support mechanisms for growth and development of the sector as guided by the legal framework.
Co-operatives provide the opportunity for the less fortunate to get involved in management, ownership and advancement of their social and economic well-being, hence every support must be given to this sector.
DEPARTMENTAL GOALS
The Department of Co-operatives in its quest to realize its mission proposes to pursue the following long term results:
The Department of Co-operatives aspires to facilitate, promote and manage a fertile environment in which will develop a thriving and informed, vibrant co-operative movement whose aims it is to enable the advancement of co-operative principles, encourage methods of self-determination in the local population , and ultimately foster the fulfillment of the Department of Co-operatives’ mission. The ultimate result of its influence is the enhancement of life for those engaged in co-operative organizations which can ensure a better future for generations and contribute to nation building.
What activities and resources are required to:
1) Increase level of compliance
Activities-Co-operative Education
Training of existing co-operative members and the general public via media (tv Radio – 5 minute snippets, newsletters), workshops, focus groups
Resources-Human resource, stationery, food,
2) Improve organizational and business skills within groups
Activities-Creative Organisational Optimum Participation (COOP Shops)-Targeted meetings/training sessions with co-operative groups, physical and mental team exercises. Teach necessary skills to plan, customer service, marketing etc. Make sure to give real life case studies.
Resources-requisite facilitators and resource personnel, using peers
3) Improve productivity and skills in area of endeavour.
Activities-Focused training-(Reef management for Fishers)
Resources-Allied Agencies and Department.
4) Build trust and camaraderie within groups and across the sector.
Activities-Group Dynamics, Team Work, Inter-society activities, information sharing, networking among societies
Resources: Facilitators/Resource people, budget, quarterly newsletter
5) Promote coops as a viable choice for socio-economic development
Activities-Media, Interaction with non-coop groups,
Resources– Media
PROJECTIONS 2014 – 2018
RESOURCE MANAGEMENT
Training and Job Enrichment
The department endorses the philosophy of “each one teach one”, some emphasis will be placed on “on the job training”, and individual staff members will be invited from time to time, to conduct short lessons in areas where a level of mastery was developed. However, every effort will be given to staff to pursue professional training.
PHYSICAL FACILITY AND WORKING CONDITION
The building which houses the Department of Co-operatives was enhanced in 1998. The building is in need of repair and expansion to enhance the work environment for staff. There is a need for a kitchenette and improve office space as two co-operative officers are crammed in two very small offices. There is a need for an adequate conference room and improved toilet facilities.
BUDGET
If the Department of Co-operatives is to achieve its goals and objectives in this plan, serious consideration must be given to further increase in budgetary allocation. Limited finance has cause the department to curtail its activities in the sector.
MONITORING AND EVALUATION
This activity establishes the department’s position with respect to progress and schedule. This is an ongoing activity and is accomplished through data capture such as reports and meetings. Within the department co-ordination is accomplished through reports, inspection and examinations of projects.