Case Study: Gauteng Provincial Government, Department of Economic Development – Phase 2 of the Development of a Co-operatives Development Strategy
In August 2008, Mthente assisted the Gauteng Department of Economic Development with crafting a draft Co-operatives Development Strategy. Then in September 2009, Mthente was commissioned to finalise Phase 1 and develop Phase 2 of the Strategy, which involves developing an Implementation Plan to assist the Department and its agencies to drive the development of co-operatives in the Province and identify high impact interventions and projects for co-operatives that will accelerate the growth of the Provincial economy and boost job creation.
The project began with desktop research on the Co-operatives Act (2005)
and existing co-operatives policy and legislation in order to
investigate how the existing Act and legislation empowers provinces,
sectoral departments, agencies and municipalities to drive co-operative
development. Additional desktop research was then conducted looking at
international benchmarks of successful co-operatives strategies in
Africa (Kenya) and India, Brazil and Bangladesh; together with research
on the roles of different stakeholders (sector bodies, apex bodies and
various organisations) working with co-operatives in Gauteng.
Interviews with internal departmental stakeholders in the Gauteng Department of Economic Development, Gauteng Enterprise Propeller (GEP), Gauteng Economic Development Agency (GEDA) and Gauteng Tourism Authority (GTA) were held. In total, 12 internal departmental stakeholders were interviewed as part of the consultative engagement process. In addition, the research team held a series of focus groups with representatives of organised labour, business and industry associations and apex coordinators and co-operatives.
Interviews with internal departmental stakeholders in the Gauteng Department of Economic Development, Gauteng Enterprise Propeller (GEP), Gauteng Economic Development Agency (GEDA) and Gauteng Tourism Authority (GTA) were held. In total, 12 internal departmental stakeholders were interviewed as part of the consultative engagement process. In addition, the research team held a series of focus groups with representatives of organised labour, business and industry associations and apex coordinators and co-operatives.