Laporan Keuangan th 2009 KPN Mina Bahari

1. NERACA

2. SISA HASIL USAHA

3. LABA RUGI

Membuat Lambang Koperasi (karya sendiri)

arti lambang di atas :

1. pita bersambung, menggambarkan hubungan sesama anggota koperasi yang damai dan saling bekerja sama dalam mencapai tujuan bersama.
2. warna merah putih, warna bendera Negara Kesatuan Republik Indonesia.
3. 5 lingkar pita, Koperasi Indonesia yang berazaskan dengan Pancasila.
4. tulisan Koperasi Indonesia, koperasi yang dimiliki dan anggotanya adalah rakyat Indonesia.

Koperasi Pegawai Negeri (KPN) Mina Utama

1. Sejarah

    

    Koperasi Pegawai Negeri (KPN) Mina Utama didirikan sejak tahun 1965 di Jakarta. Pada awalnya koperasi Mina Utama berdiri , kegiatan usaha yang dilakukan adalah menjual perlengkapan dan peralatan kantor.

2. Kepengurusan

     

    Susunan pengurus KPN Mina Utama masa bakti 2011-2013 ditetapkan berdasarkan keputusan RAT ke             46 tahun buku 2010. tahun 2011 merupakan tahun pertama pada periode kepengurusan yang ke I . Kepengurusan periode masa bakti 2011-2013 adalah :

    

    Ketua Umum : Ir. Syamsuddin HA

    Ketua I          : Ir. Harun Al Rasyid

    Ketua II         : DR Setiyo Utomo SH, M.Si

    Sekretaris I    : Firman Parhusip, SE, MM

    Sekretaris II   : Ir. Bratha Tridharma, MH, MM

    Bendahara I   : Endang Erawati,S Sos

    Bendahara II  : Ir. Lenggogeni

3. Keanggotaan

    

    Jumlah anggota KPN Mina Utama pada akhir tahun 2012 tercatat sebanyak 1843 orang.

4. Rapat - Rapat Pengurus dan Pengawas

    - Rapat Rutin Bulanan membahas pinjaman anggota dan realisasi pengembalian pinjaman.
    - Rapat Evaluasi Triwulan pelaksanaan usaha koperasi.
    - Rapat Perpanjangan Penyaluran Kredit Multi Guna Bank Syariah Mandiri untuk anggota Koperasi.

5. Sarana Prasarana dan Usaha

    Dukungan sarana / prasarana untuk koperasi Mina Utama bertempat di Basement 1 Gedung Mina Bahari    3, kegiatan dalam tahun 2012 secara keseluruhan cukup memadai namun demikian perlu ditingkatkan lagi terutama dukungan sarana administrasi organisasi dan sarana usaha koperasi. Peralatan dan perlengkapan kantor dan lain-lain secara administrasi dicatat dengan baik dalam daftar inventaris. Adapun pemilikan prasarana ( Asset hak pakai ) dalam tahun 2011 relatif sama dengan sebelumnya, yaitu terdiri dari Gedung Kantor Koperasi yang terletak di Kantor Pusat Kementrian Pertanian, Jl Harsono RM No. 3, Ragunan, Pasar Minggu, Jakarta di atas tanah seluas 572,98 meter persegi. dengan hak pakai tersebut KPN Mina Utama diwajibkan membayar sewa setiap tahun sebagai PNBP kementrian pertanian, adapun lahan tersebut dimanfaatkan untuk kegiatan operasional antara lain :
   - Kantor KPN Mina Utama
   - Usaha Jasa Sewa Kantin
   - Pertokoan dan gudang persediaan barang
   - Servive Komputer dan Percetakan
   - Travel jasa perjalanan darat dan laut
   - Ruang garasi mobil Direktorat Jenderal Perikanan Budidaya

    Sedangkan lokasi koperasi lainnya terletak di Kantor Pusat Kementrian Kelautan dan Perikanan RI di Gedung Mina Bahari III Basement 1 Jl. Batu No 4-5 Jakarta Pusat Meliputi kegiatan : usaha simpan pinjam, pertokoan, kantin, jasa perjalanan/Travel Biro, usaha fotocopy serta laminating dan penjualan barang-barang ATK dan Ballroom Gedung Mina Bahari III Lt.1.

International Jurnal of Cooperative

Trade Union Savings and Credit Operatives: The Case of National Education, Health 
and Allied Workers, Savings and Credit Co-operative in South Africa

Unathi Sonwabile Henama*
Tshwane University of Technology, South Africa

Abstract

The National Education, Health and Allied Workers Union (NEHAWU) is an affiliate of the pro-African 

National Congress (ANC) Congress of South African Trade Unions (COSATU) operates one of the largest 

savings and credit cooperates in South Africa after opening its doors in 2006.  The  establishment of the 

NEHAWU  Trade Union Savings and Credit Operatives (SACCO)  can be attributed according to the 

Presidential Growth and Development Summit to endorse special measures to support co-operatives as part 

for job-creation in the South African economy. NEHAWU SACCO introduced to its members a new savings 

and credit vehicle which was collectively owned by the NEHAWU SACCO members acting in their interest. 

NEHAWU SACCO is therefore an excellent example of the operational  nature of a savings and credit co-operative that has been able to respond  to the  conservative nature of banks and the expensive financial 

products in the marketplace and filling a gap in the market, a worker union SACCO.

The purpose of the 

paper is to document the development of NEHAWU Savings and Credit Co-operative within the broader 

SACCO movement in South Africa. An overview of the current available research on SACCOs in South 

Africa is embedded in this paper to indicate the successes and shortcomings of NEHAWU SACCO against 

international SACCO benchmarks.  The paper is exploratory in nature and a review of literature was 

undertaken to add to the paucity of information about the SACCO sector in South Africa. A variety of 

sources from journals, regulations and related institutions were used. 

Keywords:  savings, credit, union, banking, credit co-operative, trade

Introduction

NEHAWU as one of the largest public sector unions  and affiliate of the pro-African  National 

Congress (ANC), the  Congress of South  African Trade Unions could not in its wildest dreams 

envisage the impact of establishing the NEHAWU Savings and Credit Co-Operative (SACCO). 

NEHAWU SACCO was established in 2006 with its first Annual General Meeting (AGM) held on  8thDecember 2007 and is currently the largest SACCO in South Africa. The trade union movement in South Africa is characterised by high levels of conflict between employers and the employees. COSATU and its affiliate NEHAWU share sentimental attachments to the socialist movement and doctrine as they have been opposed to the so called ‘’1996 class project’’ that is accused of dumping the Reconstruction and Development Plan (RDP) for the neoliberal Growth, Employment and Redistribution Plan (GEAR).  COSATU and its alliance partner theSouth African Communist Party (SACP) have been vocal against the  conduct of South African banks that continued not to cater for the millions of ‘’unbanked’’ South  Africans. Part of the reason for 

the cause of the existence of ‘’unbanked’’ millions are the  high costs of holding a bank account, high unemployment and the few banking  institutions  in rural areas and in former locations (townships).  Pre-1994, the banking sector did not cater for the needs of Black South Africans and this meant that access to credit was a challenge.

In the post apartheid era, with the plethora of changes to legislation led to relaxation of the Usury Act and this led to  credit being given out recklessly in South Africa which led to consumption led growth that led to many people having impaired credit records  (or  being ‘’blacklisted’’). This  practice  has a detrimental impact on the lives of many poor households that were forced into 

a virtual cycle of poverty in the existing conditions of poverty, deprivation and unemployment that 

confronted the ANC-led Government of National Unity.  The  broadening  of  ‘’access’’ to Blacks was one of the aims of the ANC government to end the legacy of apartheid rule that created duality in terms of access.  This also became a business imperative in doing business in the post apartheid era.The National Credit Act (NCA Act)  was able to curb the reckless granting of credit by legislating that credit granters must ensure that the credit requester is able to afford the credit. One of the challenges that the NCA Act sought to address was the consumption based economic growth that South Africa was experiencing that was driven by credit and having inflationary pressures on the economy. The lack of transformation of the financial serviceswas another issue that led to constant confrontations between labour  and the financial services sector at National Economic Development  and  Labour Council (NEDLAC).  The actions of  NEHAWU 

establishing the NEHAWU SACCO are exemplary and commendable because many of the NEHAWU 

members  were  faced with challenges when trying to access the financial services sector.

History of Co-Operatives in South Africa

According  to Ortmann  and  King (2007) the most significant co-operative development was the 

formation of Rochdale Society of Equitable Pioneers, Ltd in  1844 in Rochdale,  England. 

However, in the 1860s Friedrich Raiffeisen  and Schultze-Delitsch are credited with starting the first cooperatives according to ILO (2009).  There is much confusion about the beginning of the co-operative and SACCO movement in South Africa. ‘’The first co-operative in South Africa, a 

Consumers’ Co-operative, was established in 1892 in terms of the Companies Act.  In 1908, the first Co-operatives Act was passed followed by the Co-operatives Societies Act of 1922...repealed by the Co-operative Act of 1981’’ Nigrini (2001, p.  4). The latest law governing is the Co-operatives Act gazetted  in August 18, 2005.  The Co-operatives Act makes a provision for establishment in the public service of a Registrar of Banks to regulate 

the co-operatives sector. The focus of these pieces of legislation was on agriculture which was a vital part of White  capital building in the colonial phase in South Africa.  According to COPAC (2003, p.  5) ‘’in South Africa credit unions first emerged in the early eighties and where part of initiatives spawned by Catholic parishes in the Western Cape’’.  In the post apartheid era in South Africa numerous authors (South African Foundation, 2003);  (Gichai & Bannister,2005) had noted that the 2003 Presidential Growth and Development Summit which endorsed special measures to support the growth and development of co-operatives was the catalyst for the re-emergence of attention to co-operative sector.The following were ripple effects of the announcement;  firstly the responsibility for co-operatives was moved to the DTI from the Department of Agriculture (DoA) with a dedicated section.  Before that, the NEDLAC Summit on the Financial Sector held in 2002 (Nzimande, 2003)also sought to promote the development of co-operatives to expand access in the financial services sector. 

Co-operatives in the agricultural sector were already well established in the agricultural value 

chain.  Ortmann  and  King (2007) noted that cooperatives were used by the apartheid 

government to channel disaster assistance to farmers in the form of debt consolidation.  ‘’They

became a powerful  lobby for agriculture, holding a virtual  monopoly in key agricultural sectors, 

backed by ready access to finance through the Land Bank, and with effective control of the Marketing Boards that regulated prices until the system was dismantled in 1994’’ South African Foundation (2003:15).This fact  is supported by Traub  andJayne (2008)  that the former Maize Boards appointed agents who were mostly farmer cooperatives to buy from farmers and sell to 

registered millers and stock feeders on behalf of the Maize Board.  The Department of Trade and 

Industry  (DTI) is according to Satgar (2007) a cooperative champion as the DTI it at the heart of 

the incipient cooperatives support systems through the Cooperatives Development Unit in the DTI. 

The South African Micro-finance Apex Fund (SAMAF) a DTI related organisation is designed 

(Knight, 2006) to address poverty alleviation projects and encouraged the creation of financial 

co-operatives and other savings establishments such as stokvels to build local savings and wealth. 

‘’The South African government is promoting the use of cooperatives as organisations that could help enhance the development of small-scale farmers and other communities in South Africa’’ Ortman & King (2007, p. 40). In order to provide a legislative framework, the Co-operatives Act makes provision for the  creation of the Co-operatives Banks Development Agency (CBDA) that regulates co-operatives along with the SARB. The CBDA is located within theTreasurydepartment whilst the SARB in a statutory body related to the Treasury department. The following regulatory bodies form the Regulatory and Oversight Advisory Committee (ROAC), includes the SARB Supervisor, CBDA Supervisor, the Managing Director of the CBDA, and the Registrar of Co-operatives.

NEHAWU Savings and Credit Co-operative

The development of union SACCOs is a latter development after the post 1994 growth of union investment companies. Union investment companies afforded the unions a steady cash flow that made the unions financially sound. However, the unions were actually now vehicles of capitalism by embracing capital. They were established with the purpose of benefiting the rank-and-file members of the unions and the attainment of this principle is debatable. Worker control was impossible and the pursuit of socialism had hit a pothole. Co-operatives were embraced because they were more associated with the socialism as they would grant worker control due to the structure and conduct of a co-operative.  ‘’Trade unions considered co-operatives  as a tool for alleviating economic and social deprivation among the very poor in South Africa. During this period, for example, the National Union of Metalworkers of South Africa (NUMSA), established the Sarmcol Workers Co-operative (SAWCO)’’ DTI (2009:5).

NEHAWU SACCO is a latecomer as establishing a trade union SACCO but because its one of the largest unions representing the public service and its broadness across various sectors provided it with an opportunity to tap into a ready market. NEHAWU SACCO has the following vision: to be the leading savings  and credit co-operative Bank creating value to improve the socio-economic conditions of its members. NEHAWU held  its  founding National Congress in Soweto in 1987. This public sector union is one of the biggest affiliates of COSATU. Vavi (2010) identified  NEHAWU as one of the pace setters in COSATU.  NEHAWU is significant because employment by government remains the major economic activity in South Africa especially in the poorer provinces of South Africa.  COSATU is in alliance with the SACP, are led by the ANC in the  tripartite  alliance. Vavi (2010, p.  8) describes the alliance as ‘’an organic unique entity born out of struggle and cemented with the blood of our people’’.  NEHAWU SACCO was meant to receive member’s  savings and then issue loans to NEHAWU members as a means of providing financial services to the members. This was a direct assault against the micro-finance industry that is known for charging high interest rates for the credit it gives out. Striving to create a savings culture is 

one of the aims of the NEHAWU SACCO. The prerequisite that a member must have accumulated savings in NEHAWU SACCO before being entitled to apply for credit seeks to instil a culture of savings. Membership is linked exclusively for NEHAWU membership and the common bond is also linked to NEHAWU membership.  R200 amount for shares need to paid for one to be a  bona fide  NEHAWU SACCO member and the financial value of the membership fee does not accrue interest.  NEHAWU (2011) 

noted that cooperatives are businesses that exist to improve the lives of the participants, providing 

goods and/or services for the membership.

Membership

The growth  of the NEHAWU SACCO can also be attributed by the promotion of the SACCO amongst 

the  workers and staff members of NEHAWU.  The monies from the shares and deposits for the 

NEHAWU SACCO shall be transferred into the Central Fund of SACCOL.   It has not been all rosy 

in terms of membership shares have a shortfall of R 236 000 due to some membership not paying their 

shares equity.  Already there are discussions to increase the membership shares from R200 to 

R300.Payroll deductions have assisted the growth of the NEHAWU SACCO but unfortunately the 

Personnel and Salary Administration System (PERSAL)  does not allow payroll deductions.  The 

University of Venda is the only institution that has payroll deductions for the benefit of NEHAWU 

SACCO and a concerted effort to engage employers must be a new strategic direction in growing the 

membership. NEHAWU SACCO usually undertakes a membership drives by linking up with NEHAWU 

wherever NEHAWU has members. The Board of the NEHAWU SACCO and its related committees (Credit, Supervisory & Education)  regularly receive training to advance their own development to be able to exercise their fiduciary functions and responsibility.  A NEHAWU Newsletter is distributed each quarter to its members to keep them abreast with developments around NEHAWU SACCO.  NEHAWU SACCO is 

affiliated to SACCOL.

Successes

According to NEHAWU (2011) NEHAWU SACCO won a floating trophy for the SACCO with the highest savings growth for the year. The membership was at a staggering 4 207 by October 2011 from  an  initial 300 members by November 2007. Mr. Tebogo Phadu, the secretary  of the NEHAWU SACCO Board, had been elected as the Chairperson of SACCOL and Mr. Mabhungu also sits on the SACCOL board. The  growth of the NEHAWU SACCO membership has led to decentralisation of tasks and functions by opening up an office in KwaZulu-Natal  to service the 34 00 membership. NEHAWU SACCO is registered with the  National Credit Regulator (NCR)  as a dispenser of credit and as a primarycooperative bank.  Table 3  represents a timeline of the progressive growth of the NEHAWU SACCO. 

Human Capital

NEHAWU SACCO employed a Manager and support staff members that have experience in the SACCO movement. The retention of experienced staff is paramount and the NEHAWU SACCO Board of Directors are yet to indicate the existence of a staff retention policy.  A challenge for NEHAWU SACCO has been to hire staff members as the initial two employees were engulfed by work which may a detrimental impact on the efficiency and effectiveness of delivering services to members.  However, two staff members have been added to the staff compliment.  The value that the staff and is unquestionable as they are not just experienced in the co-operative movement before working for the NEHAWU SACCO, they are also passionate.  Appropriate knowledge management systems must be put in place in addition to succession planning regimes.

Challenges

The union has generally not given the NEHAWU SACCO the amount of support that would have allowed it to be as successful as envisaged. Compared with other established co-operatives in the financial services sector such as Pretorium Trust, KoopKrag, Samba, and IEMAS, NEHAWU SACCO  is still an infant when compared to these giants. It would be in the long-term interest if these competitor giants are used as a means of benchmarking against them and looking at ways in which to try and emulate their growth, products and processes. If the union took NEHAWU SACCO as seriously as it thinks it does, then NEHAWU SACCO would have been relocated to the ground floor of the NEHAWU Head Office for visibility as this is a conversation with the deaf. NEHAWU SACCO remains dependent on NEHAWU which means that its role may be taken for granted. This is in stark contrast with union investment companies that have their own trendy upmarket office space far removed geographically from the premises of the NEHAWU Head Office. The physical premises, and the outlook of the offices is abysmal and not appealing and this may create a negative perception about NEHAWU SACCO. Because what NEHAWU SACCO provides is essentially is a financial service that is intangible and cannot be inspected before purchase, perception and cues are 

useful as a means of reinforcing belief in the delivery of the service.  Invariably, this may challenge the ability of NEHAWU SACCO to provide an alternative in the financial services sector. 

Physical evidence can be used a means of evaluating the ability of NEHAWU SACCO to deliver financial  services to its members. Physical evidence in service marketing is regarded as part of the extended marketing mix elements (price, product, promotion, place, people, and process) which is used as proof that customers inspect. ‘’ Physical evidence  can be divided into interior cues and external cues. Interior cues include design, 

layout, equipment, seating and decor. External cues include signage, landscape and parking’’ George 

(2008:378). NEHAWU SACCO can do a lot to improve on its physical evidence, because you can walk throughout the NEHAWU Head Office without seeing a sign of the NEHAWU SACCO. The outlook of the established financial services co-operatives is more superior as their physical cues are appropriate and create a superior image and perception.  The short-message-service (SMS)campaign to NEHAWU members initiated in previous years, the existing human resources could not respond adequately to the demand for 

NEHAWU SACCO services by ‘’new’’ members. Because there is a web of exposure to the co-operative movement, understanding of the principles of the SACCO and a co-operative movement is a challenge for the membership. The education committee of the SACCO would be a challenge because of the geographically dispersed nature of the membership of NEHAWU.  This task would have to be dispersed to the BECs and the shop stewards of NEHAWU. However, this can only be achieved if there is a general buy-in by the leadership from top to bottom of NEHAWU. There SACCO movement tries to  instill  a savings culture as a first step, then tries to offer credit solutions for the members at competitive rates. Being eligible for credit, the prerequisites include having savings and displaying a savings culture by having a savings 

track record. There are  situations where a person in need of credit  would deposit money into the bank 

account of NEHAWU SACCO and then request credit after a few days. This type of credit request 

to the Credit Committee would be turned down as there  is no existing track record of  savings by the 

member  as this would be  speculative capital.  In as much as NEHAWU SACCO  is yet to develop a 

clear policy on credit granting conditions it could learn a thing or two from SACCOs in Mozambique. 

According to  Chipembere (2009)  in Mozambique SACCOs lent to members after they have  transacted  for six months, to build  up a financial base that will minimise risks in the event that the borrower fails to repay the money lent.  As noted by Sebhatu  (2012) there was a general lack of understanding of what the SACCO does as people may consider it to be established purely to access loans, and this misunderstanding can be mitigated by creating awareness campaign to both members and non-members.The main  communication between the NEHAWU SACCO is the telephone line whilst there is no dedicated call centre. Long waiting time to speak to someone is effectively a line, and a line creates dissatisfaction and may turn away potential customers. Because of no dedicated call centre staff to respond to the various needs of NEHAWU SACCO members, the service delivery may be erratic and variable. Because what the SACCO 

provides is essentially a service that is intangible, then one of the characteristics of service is t hat it the delivery of service is variable because  it’sdelivered by people instead of robots. The use of electronic platforms has been identified as a means to reduce variability of service delivery. The accommodation industry uses technology to have real-time accommodation  booking, and flights can also be booked online to reduce human contact that may create variability in service delivery.  As customers evolve, financial services must also evolve to be able to respond to the changing needs of the customers. 

NEHAWU SACCO must develop an ICT strategy that would make it respond by developing offerings on social networking  sites. The use of electronic platforms and technology can assist in reducing the reliance on humans for service.  Consumers are increasingly using the Internet (George, 2008) to search for information. 

NEHAWU SACCO does not have a separate website but has a page on the NEHAWU website. The webmaster has not updated the webpage and it’s not populated enough to create interest. Instead of being a one-stop source of information, the website does not have not all the necessary forms on the website and you would have to request them.This would enhance transparency  and build consumer confidence.  The website would be appropriate if it had the following:

1. All the annual reports and financial related documentation year to year;
2. A publications section that would have a section where the newsletters that are emailed to members are stored;
3. A members section where the members would be able to log in and access member services such as members statements, and a report of their expenditure and services they have used of the SACCO;

The skeleton staff compliment may be a challenge in servicing the growing membership of the SACCO, as turn-over rate for requests may not be competitive. From a human resources perspective, the loss of any staff member would be devastating as this would not just be a loss of institutional memory but would mean experience is lost. This means that succession planning must be implemented for potential skills loss but the staff must be afforded omulements that would be competitive. However, the growth of the SACCO way require a ‘’new way of doing the same things in a different way’’ considering head hunting staff that would rejuvenate the SACCO. As union members become more sophisticated the SACCO would have to respond by being more responsive to the  needs of the membership. The NEHAWU SACCO newsletter sent out electronically to members would have to be altered to respond to new realities. Partnerships can be made with the necessary Sectoral Training Authorities (SETAs) and higher education institutions (HEIs)  that could 

fund graphic design and journalism experiential learning students that could impart their skills i n upgrading the outlook  and relevance  of the newsletter. 

Marketing of NEHAWU SACCO can also be enhanced by ensuring that NEHAWU SACCO is visible at the numerous regional, provincial and national congresses that NEHAWU  holds. Branches of NEHAWU are the most basic level of the union and it is where NEHAWU SACCO must be visible. NEHAWU offices to serve members must be visible with  marketing collateral and information brochures. The branch executive 

committees (BEC) of each NEHAWU branch must during the induction programme and in their programme of action ensure make sure that they advance the growth of NEHAWU SACCO. NEHAWU SACCO must undertake personal approaches employer companies to allow for payroll deductions for the benefit of NEHAWU SACCO.  The University of Venda, is the only signed up employer for payroll deductions and 

there is much scope for growth.  NEHAWU is actually represented in many sectors of the economy and can extend the payroll deduction to many employer companies. 

Conclusion

NEHAWU SACCO is a relatively young SACCO and it’s been able to offer  an alternative source of financial services for the members of NEHAWU SACCO. The challenge that has plagued the SACCO is organisational fragility and a having a less glossy image than NIH. Furthermore, NIH is totally financially and geographically independent of NEHAWU Head Office.  The NEHAWU SACCO being ‘’embedded’’ in the NEHAWU Head Office does not afford it the  visibility it deserves but some strategic location can be of 

benefit.  However, NEHAWU SACCO must not operate in an environment where  NEHAWU members  remain unaware, and uninformed about the operation of NEHAWU SACCO. The governance of the NEHAWU SACCO at board level and various sub-committees is imperative to ensure that  it’s  sound and reaches its objectives. The success of NEHAWU SACCO is a key factor in motivating other COSATU unions to establish SACCOs too using it as a model. The main benefactors are however the members with 

financial services that are at competitive rates.  The lessons are drawn are that the support of government is paramount for the success of the cooperative movement.  NEHAWU SACCO is a good case study of a SACCO in the post-apartheid era that has been successful in its development. The second transition  in the development of SACCOs is to ensure that they increasingly provide an increased array of products such as insurance, hire-purchase credit, and develop their own purchase cards and merchant network.  

These products will ensure that SACCOs increasingly provide products that will ensure that the SACCOs 

get increasing business from its members and be attractive to new members. According to Sebhatu (2012) the military regime in Ethiopia viewed co-operatives as a key instrument in building socialism and the military 

regime aggressively pursued their growth and development. There are similarities with South Africa as the South African Communist Party which is an alliance member with COSATU and the ANC has gained greater prominence and has influenced government policy especially since the ascend to state power by President Jacob Zuma. For the South African Communist Party, it’s important for its attempted hegemony on government policy to ensure that the SACCOs  and the co-operatives are successful and operation to advance its socialist agenda.  ‘’The first problem identified with regard to the cooperatives sector relates to the high degree of inactivity and closure rate’’ Hall (2005, p. 15). 

The challenges noted  by Hall are also evident in South Africa  with high closure rate.  As noted by Satgar (2007) many of the cooperatives initiated by government do not engage in any economic activity and are merely waiting for government support as they are yet to enter the  start-up stage.  The Phillippines developed  Youth Savers and Power Teens Clubs (Sasuman, 2002) to boost membership amongst the youth. SACCOs can do more to promote to young workers that have entered employment.  The common bond of the SACCOs leads to them only offering services to their members, a platform for savings and credit. This strategy limits the growth potential of SACCOs by non-servicing non members. This can be done by charging (Angelini at al.,  1998)  above-average interest rates in the case of loans granted to non-members. 

There is a general challenge of improving the image of SACCOs as (Ginchia & Bannister, 2005) they are associated with ‘stovels’ and low-income earners makes them appear undesirable.  This is a marked different position where in Kenya, SACCOs own skyscrapers and having plush offices in the central business district such as Nairobi.NEHAWU SACCO is maybe in a fortunate position as its a labour movement SACCO meaning that its members are  employed and can be accessible to all social stratification of workers. Because of potentially lower levels of regulation and internal controls, there is a need for proper 

management and governance of savings and credit co-operatives. According to Distler  and  Schmidt (2011) in contrast to other financial institutions, the SACCO sector in Uganda is not regulated by the Bank of 

Uganda (BoU). Lack of regulation can have negative impacts with far reaching effects as SACCOs are an extension of the banking sector. Furthermore, Hall (2005) noted that cooperatives sector is known as the worst documented micro-finance sub sector, ultimately due to lack of supervision, and unreliable reporting.

In addition to the supervisory committee, an auditor to give an opinion on the financial documentation, there is a need for external supervision.  The financial and economic emancipation of SACCOs against the  mainstream banking system have been based on the mobilisation of savings from members and using 80% of those funds for loans. However as Chipimbere (2009) had noted there growing need for loans by members may lead to external sources of financing the loan needs of members and linkages with the formal banking sector.  This point is further strengthened by Ginchia  and  Bannister (2005) that the key barrier to SACCOs in South Africa is the lack of access to sufficient funds to provide loans.  Female participation in the co-operatives sector is well documented as they are marginalised members of society. According to Bibby  and  Shaw (2005, p.  37) ‘’co-operatives can offer an alternative approach to that taken by profit-driven commercial private enterprises. 

Services such as electricity and water are well suited to co-operative provision  as our examples from Bolivia 

and Bangladesh, and transport in Brazil provided by the Balsa co-operative’’. In South Africa co-operatives are predominantly in the agricultural and  financial services and are yet to fully exploit the economic opportunities that the economy presents.  NEHAWU SACCO would have to contract a research project to undertake a study of its membership, their future needs and also seek to  benchmark  itself  against other SACCOs that are successful throughout the African continent and internationally. 

References

Angelin, P., Di Salvo, R., & Ferri, G.  (1998). Availability and cost of credit for small businesses: Customer  relationships and credit cooperatives.  Journal of Banking & Finance, 22, 925-954.

Bibby, A. & Shaw, L.  (2005).  Making a  difference: Co-operative  solutions to global poverty.  London: Co-operative College.

Chipembere, R.  (2009).  Unlocking funding opportunities for farmers through grassroots savings and credit 

cooperatives.  Case Study 2009. SNV Netherlands Development Organisation.

Coetzee, J. (2005).  Banking the unbanked in South Africa: The Practical Implications on Branch Banking.  Retrieved March 01 2011 from: http://www.google.co.za. 

Coetzee, J.  (2009). Personal or  remote interaction? Banking the unbanked in South Africa. SAJEMS, 12 (9), 448-461.

Co-operative Bank Development Agency.  (2011).  Combined annual report of the supervisors of the co-operative bank development agency and  the South  African Reserve Bank.Retrieved March 01, from: http://www.reservebank.co.za. 

Co-Operative and Policy Alternative Centre.  (2003). Comparative  study-cooperative banks and  the Grameen Bank Model.  Retrieved  March 1, 2011  from: http://www.google.co.za. 

Co-Operative and Policy Alternative Centre.  (2005).  Co-operatives in gauteng: A  quantitative study. broad based BEE or push back into poverty? Retrieved March, 01 2011 

from: http://www.google.co.za. 

Distler, M. & Schmidt, D.  (2011)  .  Assessing the  sustainability of savings and credit cooperatives.  Retrieved  March, 01 2011 from: http://www.google.co.za. 

Etkind, R.  (1989). Co-Operatives and  socialism: Some perspectives on co-operative movement.  Transformation, 9, 51-65.

Finmark Trust.  (2009).  The Mzansi Bank  account initiative  in South Africa: Final  report.  Retrieved  March 01, 2011from: http://www.bankablefrontier.com. 

Firstrand.  (2005).  The  role of banks in the  South African Economy.  Retrieved  March, 01 2011  from: 

http://www.firstrand.co.za. 

George, R.  (2008).  Managing  tourism in South Africa.  Cape Town: Oxford University Press.

Gichia, S.K. & Bannister, S.  (2005).  The  potential of SouthAfrica’s  savings and  credit  co-operative  movement to deliver ‘’Green Finance’’: A  feasibility study.  RetrievedMarch 01, 2011 from: http://www.google.co.za. 

Hall, N.  (2005).  Savings  and credit cooperatives as microfinance institutions. two case studies: Koperasi Citra Lestari & Koperasi Mawar Putih in East Java.  Honours Thesis. University of New South Wales.

International Labour Organisation.  (2008).  

Kganyago, L. (2012). The impact of the Eurozone and the global financial crisis on  South Africa.  Lereko Metier Capital Growth Fund Investor Conference. Magaliesburg, 1 March 2012. Retrieved  March 01 2011  from: http://www.resbank.co.za. 

Knight, R. (2006). South Africa 2006: Challenges for the future. South African Delegation Briefing Paper. Retrieved March 01 2011 from: http://www.sharedinterest.org. 

Levi, Y. & Davis, P.  (2008). Cooperatives as the ‘’enfants terribles’’ of economics: Some Implications for  the social economy. The Journal of Socio-Economics,37, 2178-2188.

Mbeki, T. (1998). Statement of deputy president Thabo Mbeki at the  opening of the  debate in the National Assembly, on ‘’Reconciliation and Nation Building’’.  Cape Town: International Relations and Cooperation.

NEHAWU.  (2008).  NEHAWU  strategic  plan 2008-2011.Johannesburg: NEHAWU. 

NEHAWU.  (2011).  NEHAWU  history.  Retrieved  March 01, 2011 from: http://www.nehawu.org.za/newsite/NEHAWU

JURNAL EKONOMI KOPERASI ( Perkembangan Koperasi di Indonesia )

JURNAL EKONOMI KOPERASI ( Perkembangan Koperasi di Indonesia )

BAB I

PENDAHULUAN

1.1 Latar Belakang

Sejak lama bangsa Indonesia telah mengenal kekeluargaan dan kegotongroyongan yang dipraktekkan oleh nenek moyang bangsa Indonesia. Kebiasaan yang bersifat nonprofit ini, merupakan input untuk Pasal 33 ayat 1 UUD 1945 yang dijadikan dasar/pedoman pelaksanaan Koperasi. Kebiasaan-kebiasaan nenek moyang yang turun-temurun itu dapat dijumpai di berbagai daerah di Indonesia di antaranya adalah Arisan untuk daerah Jawa Tengah dan Jawa Timur, paketan, mitra cai dan ruing mungpulung daerah Jawa  Barat, Mapalus di daerah Sulawesi Utara, kerja sama pengairan yang terkenal dengan Subak untuk daerah Bali, dan Julo-julo untuk daerah Sumatra Barat merupakan sifat-sifat hubungan sosial, nonprofit dan menunjukkan usaha atau kegiatan atasdasar kadar kesadaran berpribadi dan kekeluargaan. Koperasi yang didirikan pertama kali yaitu koperasi perkreditan yang bertujuan untuk membantu rakyatnya yang terjerat hutang dengan rentenir. Dengan adanya koperasi diharapkan akan dapat meringankan beban rakyat terhadap hutang yang lebih menyengsarakan rakyat akibat bunga yang terlalu tinggi.

1.2 Rumusan Masalah

Koperasi yang didirikan pertama kali yaitu koperasi perkreditan yang bertujuan untuk membantu rakyatnya yang terjerat hutang dengan rentenir. Dengan adanya koperasi diharapkan akan dapat meringankan beban rakyat terhadap hutang yang lebih menyengsarakan rakyat akibat bunga yang terlalu tinggi. Namun dalam pelaksanaannya selalu saja mengalami hambatan, sehingga koperasi tidak dapat berkembang.

BAB II

PEMBAHASAN

2.1 Keadaan Perkoperasian Indonesia pada Masa Penjajahan Belanda

Di masa penjajahan Belanda, gerakan koperasi pertama di Indonesia lahir dari inisatif tokoh R. A. Wiriaatmadja pada tahun 1986. Wiriaatmadja, patih Purwokerto ( Banyumas ) ini berjasa menolong para pegawai, pedagang kecil dan petani dari hisapan lintah darat melalui koperasi. Beliau dengan bantuan E. Sieberg, Asisten Residen Purwokerto, mendirikan Hulp-enSpaar Bank. Cita-cita Wiriaatmadja ini juga mendapat dukungan dari Wolf van Westerrode, pengganti Sieberg. Mereka mendirikan koperasi kredit sistem Raiffeisen.

Gerakan koperasi semakin meluas bersamaan dengan munculnya pergerakan nasional menentang penjajahan. Berdirinya Boedi Oetomo, pada tahun 1908 mencoba memajukan koperasi rumah tangga ( koperasi konsumsi ). Serikat Islam pada tahun 1913 membantu memajukan koperasi dengan bantuan modal dan mendirikan Toko Koperasi. Pada tahun 1927, usaha koperasi dilanjutkan oleh Indonesische Studie Club yang kemudian menjadi Persatuan Bangsa Indonesia ( PBI ) di Surabaya. Partaui Nasional Indonesia ( PNI ) di dalam kongresnya di Jakarta berusah menggelorakan semangat kooperasi sehuingga kongres ini sering juga disebut “ kongres koperasi ”.

2.2 Campur Tangan Belanda dalam Perkembangan Koperasi Indonesia

Pergerakan koperasi selam penjajahan Belanda tidak dapat berjalan lancer. Pemerintah Belanda selalu berusaha menghalanginya, baik secara langsug maupun tidak langsung. Selain itu, kesadaran masyarakat atas koperasi sangat rendah akibat penderitaan yang dialaminya. Untuk membatasi laju perkembangan koperasi, pemerintah Belanda mengeluarkan peraturan koperasi Besluit 7 April No. 431 tahun 1915. Berdasarkan peraturan ini rakyat tidak mungkin mendirikan koperasi karena :

1. mendirikan koperasi harus mendapat izin dari gubernur jenderal
2. akta dibuat dengan perantaraan notaris dan dalam bahasa Belanda
3. ongkos materai sebesar 50 golden
4. hak tanah harus menurut hukum Eropa
5. harus diumumkan di Javasche Courant yang biayanya juga tinggi

Peraturan ini mengakibatkan munculnya reaksi dari kaum pergerakan nasional dan para penganjurkoperasi. Oleh karena itu, pada tahun 1920 pemerintah Belanda membentuk “ Panitia Koperasi ” yang diketuai oleh J. H. Boeke. Panitia ini ditugasi untuk meneliti mengenai perlunya koperasi. Setahun kemudian, panitia itu memberikan laporan bahwa koperasi perlu dikembangkan. Pada tahun 1927 pemerintah mengeluarkan peraturan No. 91 yang lebih ringan dari perturan 1915. isi peraturan No. 91 antara lain :

1. akta tidak perlu dengan perantaraan notaries, tetapi cukup didaftarkan pada Penasehat Urusan Kredit Rakyat dan Koperasi serta dapat ditulis dalam bahasa daerah
2. ongkos materai 3 golden
3. hak tanah dapat menurut hukum adat
4. berlaku untuk orang Indonesia asli, yang mempunyai hak badan hukum secara adat

Dengan keluarnya peraturan ini, gerakan koperasi mulai tumbuh kembali. Pada tahun 1932, Partai Nasional Indonesia mengadakan kongres koperasi di Jakarta. Pada tahun 1933, pemerintah Belanda mengeluarkan lagi peraturan No. 108 sebagai pengganti peraturan yang dikeluarkan pada tahun 1915. Peraturan ini merupakan salinan dari peraturan koperasi Belanda tahun1925, sehingga tidak cocok dan sukar dilaksanakan oleh rakyat. 

2.3 Perkoperasian Indonesia pada Masa Pendudukan Jepang

Pada masa penjajahan Jepang, koperasi mengalami nasib yang lebih buruk. Kantor Pusat Jawatan Koperasi diganti oleh pemerintah Jepang menjadi Syomin Kumiai Cou Jomusyo dan Kantor Daerah diganti menjadi Syomin Kumiai Saodandyo. Kumiai yaitu koperasi model Jepang, mula-mula bertugas untuk mendistribusikan barang-barang kebutuhan rakyat. Hal ini hanya alat dari Jepang untuk mengumpulkan hasil bumi dan barang-barang kebutuhan untuk Jepang. Walau hanya berlangsung selama 3,5 tahun tetapi rakyat Indonesia mengallami penderitaan yang jauh lebih dahsyat. Jadi, dalam masa penjajahan Jepang koperasi Indonesia dapat dikatakan mati.

2.4 Keadaan Perkoperasian Indonesia Masa Kemerdekaan

Setelah Indonesia memproklamasikan kemerdekaannya, dengan tegas perkoperasian ditulis di dalam UUD 1945. DR. H. Moh Hattasebagai salah seorang “Founding Father” Republik Indonesia, berusaha memasukkan rumusan perkoperasian di dalam “konstitusi”. Sejak kemerdekaan itu pula koperasi di Indonesia mengalami suatu perkembangan yang lebih baik. Pasal 33 UUD 1945 ayat 1 beserta penjelasannya menyatakan bahwaperekonomian disusun sebagai usaha bersama berdasarkan azas kekeluargaan.

Pada tanggal 12 Juli 1947 diselenggarakan kongres koperasi se Jawa yang pertama di Tasikmalaya. Dalam kongres tersebut diputuskan antara lain terbentuknya Sentral Organisasi Koperasi Rakyat Indonesia yang  disingkat (SOKRI) , tanggal 12 Juli sebagai Hari Koperasi.

Koperasi makin berkembang dari tahun ketahun baik organisasi maupun usahanya. Selanjutnya pada tanggal 15 sampai dengan 17 Juli 1953 dilangsungkan kongres koperasi Indonesia yang ke II di Bandung. Keputusannya antara lain merubah Sentral Organisasi Koperasi Rakyat Indonesia (SOKRI) menjadi Dewan Koperasi Indonesia (DKI). Di samping itu mewajibkan DKI membentuk Lembaga Pendidikan Koperasi dan mendirikan Sekolah Menengah Koperasi di Provinsi-provinsi. Keputusan yang lain adalah penyampaian saran-saran kepada Pemerintah untuk segera diterbitkannya Undang-Undang Koperasi yang baru serta mengangkat Bung Hatta sebagai Bapak Koperasi Indonesia.

Pada tahun 1956 tanggal 1 sampai 5 September diselenggarakan Kongres Koperasi yang ke III di Jakarta. Keputusan KOngres di samping halhal yang berkaitan dengan kehidupan perkoperasian di Indonesia, juga mengenai hubungan Dewan Koperasi Indonesia dengan International Cooperative Alliance (ICA).

Dalam tahun 1959 terjadi suatu peristiwa yang sangat penting dalam sejarah bangsa Indonesia. Setelah Konstituante tidak dapat menyelesaikan tugas menyusun Undang-Undang Dasar Baru pada waktunya, maka pada tanggal 15 Juli 1959 Presiden Soekarno yang juga selaku Panglima Tertinggi Angkatan Perang mengucapkan Dekrit Presiden yang memuat keputusan dan salah satu daripadanya ialah menetapkan Undang-Undang Dasar 1945 berlaku bagi segenap bangsa Indonesia dan seluruh Tanah Tumpah Darah Indonesia, terhitung mulai dari tanggal penetapan dekrit dan tidak berlakunya lagi Undang-Undang Dasar Sementara.

BAB III

PENUTUP

Setiap masa pemerintahan Koperasi selalu mengalami perubahan dari tahun ke tahun untuk mencapai kesempurnaan. Dari masa awal kemerdekaan sampai dengan masa orde baru. Hingga saat ini koperasi masih berdiri dan peraturan pendirian koperasi yang berlaku di Indonesia (2009)  adalah UU. No. 25 Tahun 1992.

Sumber : 

http://rismaeka.wordpress.com/2012/01/03/perkembangan-koperasi-di-indonesia/

http://d3d3v1a.wordpress.com/2010/10/14/jurnal-ekonomi-koperasi-perkembangan-ekonomi-di-indonesia/

http://lytasapi.wordpress.com/2009/11/24/sejarah-perkembangan-koperasi-di-indonesia/