NATIONAL STRATEGY FOR GOOD GOVERNANCE

This initiative is all about good governance and being governed well by those elected to do so - irrespective of political dogma, policy, or ideology

Respecting taxpayers and spending its income wisely for the common good of all is the beginning of good governance

An Active Civil Society brings about good governance – electorates enjoy or suffer the government they deserve

THE ESSENCE OF THE good governance programme

In order to make a substantial contribution to good governance, this initiative combines the following three unique forces: (a) the application of potent methodologies comprising multidisciplinary sciences, (b) supported by diverse technologies, (c) driven by three Generators (explained below) to encourage the enthusiastic participation of all constituents.

This combination ensures that good governance is a veritable possibility as had been demonstrated by work previously done. This is a group effort with many and diverse role players, each contributing their own unique value as a team, working towards achieving the same goal. Members of the team have identified common ground and stand united in purpose.

THE THREE FORCES FOR DEVELOPING GOOD GOVERNANCE

Each of the three forces listed above is designed to contribute to good governance. They work in harmony to fulfil one and the same vision as defined in this document, but in the same time fulfilling their specific priority function. Although co-dependent, each of these potencies and any one of its role players is financially self-sufficient on its own.

The one is not a drain on the other, but to the contrary, enhances the income stream of other team members by each just remaining focused to perform its own specialised mission - in excellence.

Without identifying individual role players yet, this abridged overview focuses broadly on the thee forces contributing to good governance.

(a) Methodology. This unique battery of methodologies covers the fields of business management, human development, statistics, and applied mathematics. These Interdisciplinary sciences are sued to address everyday hard-core problems with sound scientific principles in order to lead to better performance by individuals within their sphere of responsibility.

(b) Innovative technology. The priority function of our leading technology is cost-effectiveness attained by means of a high level of automatization (where possible) for data gathering and scientifically correct interpretation. This leads to diverse kinds of user-friendly reporting in order to apply prioritised remedial action – proactively ensuring individuals achieve their goals, benefitting all.

(c) Participation Generators. The priority function of these three dynamic strategies is to affect (i) enthusiastic, (ii) voluntary, and (iii) swift acceptance by all relevant stakeholders as well as key role players for the greater good of all. It is all in the name of development and excellence.

Therefore, the essence of this initiative for good governance is to apply sound methodologies, cost-effectively, embraced by a critical mass of people in order to effect good governance.

VISION, MISSION, AND POSITIONING

Our vision is to inspire decision makers in organisations to perform their duties according to their Service Level Agreements as per their contract of employment.

If they get paid 100% of their salaries, they need to perform at 100%. If something is bought at 100% of the asking price it needs to deliver 100% of what was promised.

Our mission is diverse and spans any organisation and their employees serving their supporters whether these supporters are voters, customers, clients, patients, guests, or beneficiaries. No organisation is exempt and no supporter is without a voice.

Our positioning is inspiring development for excellence. However, if development is refused we mobilise market forces that will take their natural course. This natural course is for people to avoid organisations not willing to serve them well and to support those that fulfil their mandate. It is all based on an individual’s “what-is-best-for-me” decisions.

In summary, the essence of the deployment strategy for good governance is to identify where the nerve points are and to put the right pressure on the right nerve point to get the right response.

The Good governance of organisations brings about loyalty from supporters, such as voters, customers, clients, patients, or guests – whichever role is applicable

STRATEGY FOR DEPLOYMENT

The assumption that a democratic government has complete control over people is wrong. A country is not at the mercy of incompetent, egocentric and / or corrupt leaders. There are enough competent leaders with integrity. Governments rule over people only because they are allowed to rule. They assume they own CAPI.

They do not own CAPI.

WHO AND WHAT IS CAPI?

The muscle behind decisions is their execution. Execution of decisions is dependent upon three imperatives if they were to mean anything (on the ground). The first imperative is for someone who has the authority to make that decision. The second imperative is for someone who has the influence to motivate other people to accept and comply with the decision. The third imperative is for someone with the power (willing and able) to execute such decision. Governments have the authority, they assume they have the influence and the power. However, all that governments have is a derived authority and an erroneous assumption of power and influence.

Governments must be disciplined to remain true to democratic principles and fulfil their election promises. The power and influence they assume to have must be wrenched from them, back into the hands of constituents (where it belongs). They must continually be reminded that the authority they have is a derived authority – it is not absolute authority – and power and influence are owned by constituents.

They must know and experience that Influence vests with individual voters. They are often represented by civil society and activist groups (the more visible and vocal part of civil society). The votes of people united influence who is to govern.

The power is in the hands of taxpayers. Taxpayers are traditionally suffering in silence as lambs led to slaughter.

Without the Coalescence of Authority, Power & Influence – these three ingredients (forces) of CAPI - decisions have no value, in fact, such decisions are without substance. These three ingredients combined are the imperatives required for the execution of any decision.

It is a well-recorded fact that civil society is angry about poor levels of service delivery. The cry from the beleaguered taxpayers becomes harder and more anxious as they become increasingly disillusioned by the squander of their hard-earned money through sheer incompetence and rampant corruption.

USE CAPI TO STOP THE ROT!

Knowledge is power. The Centre for Applied Management and Behavioural Science (CAMS) and its associates can gather data on a massive scale for statistical analysis. When analysed and interpreted correctly, knowledge is put in the hands of the government (derived authority), constituents (real influence) as well as taxpayers (real power).

This is a scientific-driven initiative for development towards service excellence. It is not politically driven and must not be perceived as assuaging any particular group or espousing any particular view except that of ensuring good governance.

It is pure factual orientated. For this initiative to remain totally objective, it will not cooperate with anybody (under their banner) while everybody is free to use its five different kinds of reports for furthering their goals. Our positioning is clear - development towards excellence – irrespective who follows our guidelines.

There is a decisive role for fair competition

Political parties, governing well, will find their own bragging rights as provinces and municipalities are compared with one another. Service delivery experiences will be benchmarked based on the correctly analysed data provided by an Active Organized Civil Society. It is a dynamic force for development once the service delivery outcome of different municipalities (governed by opposing political parties) is compared. Since the findings are scientifically sound, cheap political rhetoric cannot counter these scientific findings as opposing parties currently do with one another.

Schools, hospitals, and police stations, for example, could be rated and compared, with the view of establishing industry (department) specific benchmarks for others to emulate. This is where development starts – by evaluating the existing status of an organisation, establishing current potential, applying the relevant Enhancement Programme for Accelerated Corporate Development to unlock current potential and then incrementally raising the bar for performance. These Programmes have already developed, tested and are ready to be applied to any organisation, or government department.

Human development is instigated by competition – prompted by the desire to gain (e.g. more support), or the fear of losing (e.g. present support). The desire to gain (anything) or the fear of losing are two of the strongest forces driving human behaviour. This is the essence of competition – the driving force behind any human development.

Comparison between service delivery organisations is possible due to our methodology that is able even to compare apples with pears. It can state and explain why a particular pear is a better pear than another particular apple is an apple. These findings are then supported by suggested remedial action to get the apple on a higher level of performance to become a better apple. We show the pear how to remain a good pear, but then also we assist this good performing pear to lift the bar for pears in general, by setting new benchmarks for all other pears against which to compete. This is how living organisms grow and become strong – through struggle and competition. There is no development without this simple truth seen in nature from the earliest ages.

STRATEGY FOR ENTHUSIASTIC AND SWIFT DEPLOYMENT

It is important that all stakeholders participate with enthusiasm, but human nature being what it is, tends to shy away from something they do not understand or regard as a nuisance. Strange as it is, there is usually a general apathy towards participating in an activist movement, as for some people it is easier to wallow in the mud with fellow complainants.

To overcome the obstacle of indifference, the marketing strategy to deploy this Programme for Good Governance, revolves around three Generators to encourage the enthusiastic participation of all stakeholders.

Generator 1: Rewards –“what is in it for me?”

Generator 2: Dynamic 5-point strategy – a loop of pro-action, action and reaction

Generator 3: Communication – information, used correctly, as a powerful force

The above are important components of the national initiative for the development of good governance towards excellence.

These forces are set up to drive the other two forces – sound methodologies, supported by our leading technology referred to above.

Generator 1: Rewards - “what is in it for me?”

The deployment strategy is data dependent. People must willingly share their experiences. Therefore, we must remove the reluctance or nuisance barrier. There are many ways of doing it (as will become clear later).

Further motivation will be given by offering real financial benefits in the form of goods and services, the details of which will be disclosed later. The bottom line is; people will find it financially beneficial to participate, they will gain even more benefits should they participate beyond the minimum requirements. They will also find it a most fulfilling experience because of an added selection of derived benefits that will be announced at the right time.

Generator 2: Dynamic 5-point strategy – a loop of pro-action, action, and reaction

The 5-point strategy is discussed in the addendum, attached hereto. It requires some special attentive reading as behind every principle there are powerful forces that are constantly running in the background. They are linked to a comprehensive communication strategy using diverse mass print, -electronic, outdoor, point of sale and social media in all its varied forms and formats. It is indeed a loop of pro-action, action, and reaction, driven by Active Organized Civil Society.

Please, first read the addendum to understand this dynamic deployment strategy.

It releases market/political forces being applied by an informed support base who has the influence (decision as who to support, or who to avoid) and they have the power to channel their resources such as their vote, money, emotional energy, trust, and time to do what-is-best-for-me. It is an effective and simple strategy to apply.

Generator 3: Communication – information, used correctly - a force

The deployment strategy rests on a comprehensive communication strategy. The above will be complemented by diverse below the line advertising (where the illiterate populace with voting influence is to be found) and a viral social media strategy for both the bottom-end and top-end of masses, all of whom have mobile phones.

Due to the unique information, available (both commercial and social), the eagerness of the mass media to receive such relevant newsworthy material has already been established. Therefore, the main focus of communication will revolve around publicity more than advertising. The latter has its place but in a supportive capacity.

The goal of all the above is to create a national movement of people demanding their constitutional right to act in their own interest by making informed best-for-me-decisions on who is worthy to govern them.

Market segments, target markets, and niches

In order to achieve Good Governance, the government on all three tiers and all their different departments are divided into market segments and subdivided into target markets and their niches.

The same principles are applicable to business organisations. Data gathering will not be restricted to Government service delivery as participants will be motivated to communicate their experiences with any organisation. Their financial benefits will increase in direct proportion to the level, and frequency of their participation.

Positioning

The purpose of this initiative must be very plainly communicated so that this initiative is clearly seen as one of a development programme for achieving good governance.

Evaluation of outcomes is part of the development process (and often the most misunderstood and feared part). However, it must be seen as a process of identifying where decision-makers need help and what skills should be sharpened in order to enjoy a more fulfilling work experience. Better service delivery is the by-product. Therefore, a skills development module, zooming in on specific skills deficiencies is part of this Enhancement Programme for Good Governance.

The methodology allows a reporting system where incremental improvements (deteriorations) are graphically displayed for the proud (concerned) notice of decision makers and their line managers.

Our positioning will repeatedly focus on the one message – working together for good governance through development towards excellence.

Marketing tactics

Each government department has three critical stakeholders – those who plan (strategize) and those who operate (execute) and those who receive (are affected). The first two stakeholders should be committed to acting in the best interest of those whom they are supposed to serve. Each stakeholder will be correctly identified and

fully informed of the benefits they stand to gain, and what losses they will be avoiding their buy-in and participation.

After identifying and securing the buy-in and participation of the relevant stakeholders the process starts with data gathering, after analysis leading to reports, differently priced for different levels of sophistication. There are: (a) Reports, (b) Special Reports, (c) Specialist Reports, (d) Performance Improvement Proposals and (e) Profit Improvement Proposals – the last two contain Fundamental Management Information with significant Strategic, Tactical and Operational intelligence.

The role of an Active Organized Civil Society is important

In broad terms, organised civil society refers to the institutional gap between the government on the highest (macro) level and families on the lowest (micro) level. In between are individuals who are assembled in a plethora of organisations for promoting a specific cause according to their own focus and fascination (vision and mission). The diversity is so varied as there are causes and passions.

We empower a civil society organisation to take charge of its own destiny for achieving its own goals. To facilitate and accelerate the empowerment process, we form potent stakeholder alliances – each stakeholder is fulfilling its own dream, but in a coordinated union for the greater good of all leading to good governance.

A conventional statistical analysis is very sensitive to a correct minimum sample size, explaining why market research is very expensive. A non-linear formula is used in determining a sample size with a 95% accuracy. Our methodology has overcome this major cost and fault barriers - even small groups could now participate.

CONCLUSION OF FOUNDATIONAL OVERVIEW

The above was a brief introduction. It was not meant to be anything more than just a peek into what could greatly impact this country. The detail is reserved for those able and willing to contribute their knowledge, experience and wisdom complementary to what is already there.