Now we're talking! The announcement below is what we want... some innovative, proactive ACTION to meet our major priority needs in this community.
Let us know who came up with this concept so that we can have them take a bow on this forum.
The announcment in the latest LRA email - From: Lonehill Residents Association Sent: Friday, February 23, 2007 8:33 AM Subject: SAPS PILOT PROJECT IN LONEHILL - is just what we residents want to hear, and hopefully we get to SEE, to meet our VISIBILITY & Vigilance - No.1 Priority needs.
Here's the announcement:
SAPS PILOT PROJECT FOR LONEHILL - WITH IMMEDIATE EFFECT
- Two SAPS members will patrol Lonehill with Fidelity staff in Lonehill Security vehicles
- Coverage will be both day and night shifts
- “Zero Tolerance” approach to crime to be initiated – vehicles and pedestrians will be stopped and searched at random; hawkers and vagrants will be removed from streets and open areas
- SAPS members will be equipped to issue spot fines, open cases and make arrests
WOW... 24-hour SAP presence in Lonehill. This has exciting possibilities, as long as we all get to SEE this presence in ACTION.
VISIBILITY will be the key determinant for this project's success.
Open reporting on this project's success will also go a long way to reducing fearful perceptions of crime being 'too easy to get away with' in our communities.
Regards
Trevor Nel - 011 705-2790
Lonehill Resident
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Sunday, February 25, 2007
Tuesday, February 20, 2007
LRA Funding - Priority No. 2 - New Personnel NEEDED?
Related to the previous post, VISIBILITY & Vigilance - No.1 Priority, this post highlights 'Priority No. 2: FUNDING' of the Lonehill Community Initiative as a function of Stakeholder Support & other Project Funding sources.
And here's where I, as a Lonehill Stakeholder, feel massively cheated by what I see as our Adminstration Service Provider's lack of personal leadership, initiative, innovation and performance in delivering on Priority No. 2.
Their initial task - for which they were awarded an attractive contract - was clearly to increase subscriber numbers (thereby increasing contributor funding and LRA dominance of the area) by providing exceptional administration support service to stimulate positive word-of-mouth and goodwill... including to provide proactive sales, marketing and communication. From such base 'other Project Funding sources' could and should have been attracted.
For the tenure of their contract of +- 3 years the sales-marketing-communication portfolio, in my opinion, has been a continually inneffective disaster.
It's always difficult to pen something that highlights any apparent incompetence or lack of capability of any business, team or individual... unless YOU are the recipient of what you deem to be pathetically poor service that YOU actually PAY for. Then it is your right and duty to stand up and voice your opinion on behalf of all consumers.
I pen my opinion regarding The Big Idea (TBI) - administration service provider to the LRA - from my perspective as both a passionate voluntary contributor on the inside of the LRA Board, and from being a deeply concerned monthly contributor on the outside, and assessing the paucity of results from what I believe to be their embarrassingly-poor service delivery for our Lonehill Community Initiative.
Let me put it as kindly as I can using a current business example.
If we (the Lonehill Stakeholders) were owners of a Super 14 Rugby Franchise and we employed PROFESSIONAL staff and players to ensure that we deliver exceptional performance to beat the competition, we would firstly expect our entire team to produce some BIG wins by out-playing, out-kicking, out-passing, out-tackling, out-scrumming, out-jumping, out-smarting, out-coaching, and doing almost everything better than anyone else.
We would EXPECT such effort and personnel to produce RESULTS.
But, let's say that our team delivers piddle-poor performance in the field, with nary a win to their name, that these PAID 'professionals' are delivering below-par performances that would embarrass AMATEURS, and we see that they cannot pass, kick, tackle, scrum, coach or, in fact, that they do very little of any of the basics right.
And let's say that the entire infrastructure is assessed to be one of 'mismanagement & disarray' during their tenure.
Would YOU keep this personnel on... let alone PAY them..?
Here's my personal opinion, TBI have been PAID and paid well (almost a MILLION Rand last year alone to be at the administrative core of the infrastructure described by new LRA Chairman - Rob Gillespie - as being one of 'mismanagement & disarray'), and they have shown very little in the way of promise, initiative, inspiration, innovation or anything much pro-active to justify our retaining them any longer.
To be blunt, in my opinion they've been pretty poor at their overall administration function for the LRA. For many their service has sucked, they clearly don't enjoy dealing with people and their problems, they ignore problems in the hope that they will just go away - leaving the 'ignored' very disgruntled, they are defensive and reactionary, they cannot communicate effectively, and their marketing is woeful.
Almost everything that was required of them when first contracted-in has not been fulfilled. And the less-than-mediocre results to our initiative has spoken volumes. In fact, the initiative almost landed up back on the rocks last year and is still in the throes of being turned around by the current Board. Thank goodness for people standing up to be counted.
Hence my assessment of TBI having a 30% performance achievement rating - mainly arising from their focus on soft non-priority issues. That's a failure in my book.
But hey, they've done well out of it, let's give them that... although I have mentioned that I feel cheated as a stakeholder, I am a believer in 'what's done is done' and I'm not going to begrudge what they have pocketed. But, I ask a simple question - why continue the farce? They are a square peg trying to fit poorly into a round hole. There is nothing natural about the fit at all. They have not proven themselves to be able to deliver much more than a poor to lowly-mediocre performance. What makes anyone think they will do any differently for our community initiative in the future?
So here's my open opinion, let's get in a NEW administration team... or pay some of the local VOLUNTEERS in our community to provide us with what we really need, administrators who will focus on our KEY PRIORITIES, which are or should be to:
1. Know Their Target Market Intimately: By Graphic Territory Map Representation and Database Compilation they should be able to point to the profiles and contact details of every stakeholder - Householder, Complex, Street Enclosure, Business Owner, Civic... including identifying the most significant leaders and influencers, and being in regular contact with them (monthly, if not weekly). Communication and Marketing are critical components of this brief.
2. Provide Stability of Administration Above Community Politics: Given that a community of volunteers is expected to be constantly changing and to have many differing views, the administrator should provide a neutral rock of stability to represent all community stakeholders as opposed to siding with vested interests to undermine other stakeholders views or rights.
3. Provide Professional Leadership To A Community Of VOLUNTEERS: The intention of going professional was in recognition that volunteers have limited time to give to managing community affairs. The administrator should demonstrate the ability to manage the Lonehill Community Initiative without need for management by the volunteers.
Both points 2 and 3 require an understanding of Community Vision and Strategy.
4. Provide Exceptional Service With A SMILE: When we're paying YOU good money we want to know that you're enjoying what you're doing and that you're happy to take on our problems while we're at work.
Please believe me when I say that this is the kindest I can be, having left much of what I could quite easily say on the cutting room floor. It is not my intention to be malicious ... just REALISTIC. This is not a commentary on the people in TBI and/or whether I like them or not (I can accept people I don't 'like', if they really perform and deliver on core strategy), or how they run their business, it is more whether they are suited to the task at hand.
As an example of how lack of understanding of the reality of the task at hand can waste money, I offer the current debacle of the local Metro Council's R7 Million expenditure on a call centre solution to alleviate the backlog crisis resulting in a learner's and driver's licence application nightmare.
Whilst Council officials and the call centre operators were publicly pronouncing on radio how smart their call centre solution was - 'the best of breed call centre software and operation', they claimed - the market was actually on radio telling them the complete opposite and proving it by queuing outside testing centres from 2 a.m. in the morning to get bookings from officials who totally bypassed the call center operation as unworkable. Having a daughter needing to get her licence, I was again caught right in the middle of this farce.
Neither the Council officials nor the call centre operators could accept that there was anything wrong with their strategy or operation (sound familiar?) - yet the REALITY of the market forces on the ground forced them to pull the plug on an impractical endeavor that just piddled off their markets and their own people at their driving centres who knew differently.
The Council officials and call centre's intentions may well have been 'right' in their perception, they just did not undertake to understand the market forces at play or to implement the strategy correctly - and they failed hopelessly at the task at hand. Seven MILLION rand (R7 million) wasted because they couldn't see past their own arrogance, mediocrity and incompetence.
Likewise, without getting personal about the people, TBI - in my opinion - have failed to understand or deliver on the seriously important task at hand in our community initiative.
Understanding that our families peace of mind and security is paramount above the probable 'hurt feelings' of those who are not delivering on providing a foundation for Priority No. 2, it is my opinion that the sooner we get a FRESH approach to administration in this community, with fresh faces, the better it will be for us to achieve our ultimate aims.
Let me make it clear, Priority No. 1 is actually reliant on Priority No. 2... so they are inseparable in importance:
SECURITY ==> VISIBILITY & VIGILANCE ==> FUNDING
We need people who understand this and who can deliver on it in a MASSIVE way.... especially when we are PAYING them.
Regards
Trevor Nel - 011 - 705-2790
Lonehill Resident
And here's where I, as a Lonehill Stakeholder, feel massively cheated by what I see as our Adminstration Service Provider's lack of personal leadership, initiative, innovation and performance in delivering on Priority No. 2.
Their initial task - for which they were awarded an attractive contract - was clearly to increase subscriber numbers (thereby increasing contributor funding and LRA dominance of the area) by providing exceptional administration support service to stimulate positive word-of-mouth and goodwill... including to provide proactive sales, marketing and communication. From such base 'other Project Funding sources' could and should have been attracted.
For the tenure of their contract of +- 3 years the sales-marketing-communication portfolio, in my opinion, has been a continually inneffective disaster.
It's always difficult to pen something that highlights any apparent incompetence or lack of capability of any business, team or individual... unless YOU are the recipient of what you deem to be pathetically poor service that YOU actually PAY for. Then it is your right and duty to stand up and voice your opinion on behalf of all consumers.
I pen my opinion regarding The Big Idea (TBI) - administration service provider to the LRA - from my perspective as both a passionate voluntary contributor on the inside of the LRA Board, and from being a deeply concerned monthly contributor on the outside, and assessing the paucity of results from what I believe to be their embarrassingly-poor service delivery for our Lonehill Community Initiative.
Let me put it as kindly as I can using a current business example.
If we (the Lonehill Stakeholders) were owners of a Super 14 Rugby Franchise and we employed PROFESSIONAL staff and players to ensure that we deliver exceptional performance to beat the competition, we would firstly expect our entire team to produce some BIG wins by out-playing, out-kicking, out-passing, out-tackling, out-scrumming, out-jumping, out-smarting, out-coaching, and doing almost everything better than anyone else.
We would EXPECT such effort and personnel to produce RESULTS.
But, let's say that our team delivers piddle-poor performance in the field, with nary a win to their name, that these PAID 'professionals' are delivering below-par performances that would embarrass AMATEURS, and we see that they cannot pass, kick, tackle, scrum, coach or, in fact, that they do very little of any of the basics right.
And let's say that the entire infrastructure is assessed to be one of 'mismanagement & disarray' during their tenure.
Would YOU keep this personnel on... let alone PAY them..?
Here's my personal opinion, TBI have been PAID and paid well (almost a MILLION Rand last year alone to be at the administrative core of the infrastructure described by new LRA Chairman - Rob Gillespie - as being one of 'mismanagement & disarray'), and they have shown very little in the way of promise, initiative, inspiration, innovation or anything much pro-active to justify our retaining them any longer.
To be blunt, in my opinion they've been pretty poor at their overall administration function for the LRA. For many their service has sucked, they clearly don't enjoy dealing with people and their problems, they ignore problems in the hope that they will just go away - leaving the 'ignored' very disgruntled, they are defensive and reactionary, they cannot communicate effectively, and their marketing is woeful.
Almost everything that was required of them when first contracted-in has not been fulfilled. And the less-than-mediocre results to our initiative has spoken volumes. In fact, the initiative almost landed up back on the rocks last year and is still in the throes of being turned around by the current Board. Thank goodness for people standing up to be counted.
Hence my assessment of TBI having a 30% performance achievement rating - mainly arising from their focus on soft non-priority issues. That's a failure in my book.
But hey, they've done well out of it, let's give them that... although I have mentioned that I feel cheated as a stakeholder, I am a believer in 'what's done is done' and I'm not going to begrudge what they have pocketed. But, I ask a simple question - why continue the farce? They are a square peg trying to fit poorly into a round hole. There is nothing natural about the fit at all. They have not proven themselves to be able to deliver much more than a poor to lowly-mediocre performance. What makes anyone think they will do any differently for our community initiative in the future?
So here's my open opinion, let's get in a NEW administration team... or pay some of the local VOLUNTEERS in our community to provide us with what we really need, administrators who will focus on our KEY PRIORITIES, which are or should be to:
1. Know Their Target Market Intimately: By Graphic Territory Map Representation and Database Compilation they should be able to point to the profiles and contact details of every stakeholder - Householder, Complex, Street Enclosure, Business Owner, Civic... including identifying the most significant leaders and influencers, and being in regular contact with them (monthly, if not weekly). Communication and Marketing are critical components of this brief.
2. Provide Stability of Administration Above Community Politics: Given that a community of volunteers is expected to be constantly changing and to have many differing views, the administrator should provide a neutral rock of stability to represent all community stakeholders as opposed to siding with vested interests to undermine other stakeholders views or rights.
3. Provide Professional Leadership To A Community Of VOLUNTEERS: The intention of going professional was in recognition that volunteers have limited time to give to managing community affairs. The administrator should demonstrate the ability to manage the Lonehill Community Initiative without need for management by the volunteers.
Both points 2 and 3 require an understanding of Community Vision and Strategy.
4. Provide Exceptional Service With A SMILE: When we're paying YOU good money we want to know that you're enjoying what you're doing and that you're happy to take on our problems while we're at work.
Please believe me when I say that this is the kindest I can be, having left much of what I could quite easily say on the cutting room floor. It is not my intention to be malicious ... just REALISTIC. This is not a commentary on the people in TBI and/or whether I like them or not (I can accept people I don't 'like', if they really perform and deliver on core strategy), or how they run their business, it is more whether they are suited to the task at hand.
As an example of how lack of understanding of the reality of the task at hand can waste money, I offer the current debacle of the local Metro Council's R7 Million expenditure on a call centre solution to alleviate the backlog crisis resulting in a learner's and driver's licence application nightmare.
Whilst Council officials and the call centre operators were publicly pronouncing on radio how smart their call centre solution was - 'the best of breed call centre software and operation', they claimed - the market was actually on radio telling them the complete opposite and proving it by queuing outside testing centres from 2 a.m. in the morning to get bookings from officials who totally bypassed the call center operation as unworkable. Having a daughter needing to get her licence, I was again caught right in the middle of this farce.
Neither the Council officials nor the call centre operators could accept that there was anything wrong with their strategy or operation (sound familiar?) - yet the REALITY of the market forces on the ground forced them to pull the plug on an impractical endeavor that just piddled off their markets and their own people at their driving centres who knew differently.
The Council officials and call centre's intentions may well have been 'right' in their perception, they just did not undertake to understand the market forces at play or to implement the strategy correctly - and they failed hopelessly at the task at hand. Seven MILLION rand (R7 million) wasted because they couldn't see past their own arrogance, mediocrity and incompetence.
Likewise, without getting personal about the people, TBI - in my opinion - have failed to understand or deliver on the seriously important task at hand in our community initiative.
Understanding that our families peace of mind and security is paramount above the probable 'hurt feelings' of those who are not delivering on providing a foundation for Priority No. 2, it is my opinion that the sooner we get a FRESH approach to administration in this community, with fresh faces, the better it will be for us to achieve our ultimate aims.
Let me make it clear, Priority No. 1 is actually reliant on Priority No. 2... so they are inseparable in importance:
SECURITY ==> VISIBILITY & VIGILANCE ==> FUNDING
We need people who understand this and who can deliver on it in a MASSIVE way.... especially when we are PAYING them.
Regards
Trevor Nel - 011 - 705-2790
Lonehill Resident
Thursday, February 15, 2007
Responses To Visibility & Vigilance Post
From: Perold, Cornu
Sent: Thursday, February 15, 2007 8:11 AM
Subject: RE: VISIBILITY & Vigilance - No.1 Priority
About time someone talks about how poorly TBI have been performing.
From: David Toerien
Sent: Thursday, February 15, 2007 7:19 AM
Subject: RE: VISIBILITY & Vigilance - No.1 Priority
Thank You Trevor, I have personally experienced the extremely poor and aggressive attitude of TBi and they have been the root cause of the disintegration of the Upper East Security which we are now rebuilding. I regret ever dealing with Karina Taylor and TBI and sincerely hope that the new board will call them to account
Dave Toerien - Absa Capital Primary Markets: Legal
Tel: 011 - 350 7743
Fax:011 - 350 7461
e-mail: david.toerien@absa.co.za
From: George L. Joubert
Sent: Thursday, February 15, 2007 5:35 AM
Subject: RE: VISIBILITY & Vigilance - No.1 Priority
Hi Trevor,
I agree 100% with your sentiments and comments!
As one – who worked tirelessly alongside such strong leadership that created the “new” LRA initiative -- which some have forgotten was prompted by Steve’s horrendous shooting and attempted hijacking in his garage seven year’s ago – still believes that honest and open
communication is the glue that will hold this all together!
Why does one have to read days later -- in the local newspaper -- that two Black Barnyard musicians were attacked in their home in Lonehill and “cleaned” out? How and when did these criminals get in and out of Lonehill unnoticed? Does one question the efficacy of the guards?
Why are ALL the residents not given these facts IMMEDIATELY so that they can protect themselves and their families? Is this area of Lonehill not behind a boomed and guarded area?
How many incidents have there been in this area?
Is there going to be another lame excuse that these residents were not members of the “Fidelity protection club”?
The other point I would like to raise under your heading – Finance – is that for any organisation to be successful – and I am not talking about short-term successes – it needs financial sustainability. Does the LRA have this right now? Where are the facts and transparent figures? Do we even know who is for or against us or just damn right apathetic? Who are the freeloaders? Name them or shame them?
The last point I wish to add is that WITHOUT an independent management or monitoring system behind all this (NOT controlled by the service provider) I know from experience that we are wasting a lot of the contributing residents’ money, volunteers’ time and give resident’s a false sense of security. We know there are those who would rather put their heads in the sand but is it not time to ask the question: “Does the majority WANT to know about crime in their area or not?” I know of four major crimes (most of them armed robberies) that have taken place in Lonehill since December. I suggest they attend the 9 a.m. Tuesday morning Police Forum meetings at the Indaba Hotel if they want the TRUE facts!
Are the powers-that-be falling into the same egotistical trap as our previous regime (and present Government in total denial) that there is nothing wrong? Is this so that no-one can say they have failed?
In my humble opinion – the ONLY standard we should be demanding from our service providers right now – is ZERO-TOLERANCE! How many are aware that there is a huge “run” of good people leaving the country? I know of many that have just “had enough”!
How do we allow a competitor security company to put up balloons, banners, hand out pamphlets and to park their vehicles on our pavements when we KNOW they are part of the original problem i.e. company A does not care about Company Z’s customers?
Regards,
George
Sent: Thursday, February 15, 2007 8:11 AM
Subject: RE: VISIBILITY & Vigilance - No.1 Priority
About time someone talks about how poorly TBI have been performing.
From: David Toerien
Sent: Thursday, February 15, 2007 7:19 AM
Subject: RE: VISIBILITY & Vigilance - No.1 Priority
Thank You Trevor, I have personally experienced the extremely poor and aggressive attitude of TBi and they have been the root cause of the disintegration of the Upper East Security which we are now rebuilding. I regret ever dealing with Karina Taylor and TBI and sincerely hope that the new board will call them to account
Dave Toerien - Absa Capital Primary Markets: Legal
Tel: 011 - 350 7743
Fax:011 - 350 7461
e-mail: david.toerien@absa.co.za
From: George L. Joubert
Sent: Thursday, February 15, 2007 5:35 AM
Subject: RE: VISIBILITY & Vigilance - No.1 Priority
Hi Trevor,
I agree 100% with your sentiments and comments!
As one – who worked tirelessly alongside such strong leadership that created the “new” LRA initiative -- which some have forgotten was prompted by Steve’s horrendous shooting and attempted hijacking in his garage seven year’s ago – still believes that honest and open
communication is the glue that will hold this all together!
Why does one have to read days later -- in the local newspaper -- that two Black Barnyard musicians were attacked in their home in Lonehill and “cleaned” out? How and when did these criminals get in and out of Lonehill unnoticed? Does one question the efficacy of the guards?
Why are ALL the residents not given these facts IMMEDIATELY so that they can protect themselves and their families? Is this area of Lonehill not behind a boomed and guarded area?
How many incidents have there been in this area?
Is there going to be another lame excuse that these residents were not members of the “Fidelity protection club”?
The other point I would like to raise under your heading – Finance – is that for any organisation to be successful – and I am not talking about short-term successes – it needs financial sustainability. Does the LRA have this right now? Where are the facts and transparent figures? Do we even know who is for or against us or just damn right apathetic? Who are the freeloaders? Name them or shame them?
The last point I wish to add is that WITHOUT an independent management or monitoring system behind all this (NOT controlled by the service provider) I know from experience that we are wasting a lot of the contributing residents’ money, volunteers’ time and give resident’s a false sense of security. We know there are those who would rather put their heads in the sand but is it not time to ask the question: “Does the majority WANT to know about crime in their area or not?” I know of four major crimes (most of them armed robberies) that have taken place in Lonehill since December. I suggest they attend the 9 a.m. Tuesday morning Police Forum meetings at the Indaba Hotel if they want the TRUE facts!
Are the powers-that-be falling into the same egotistical trap as our previous regime (and present Government in total denial) that there is nothing wrong? Is this so that no-one can say they have failed?
In my humble opinion – the ONLY standard we should be demanding from our service providers right now – is ZERO-TOLERANCE! How many are aware that there is a huge “run” of good people leaving the country? I know of many that have just “had enough”!
How do we allow a competitor security company to put up balloons, banners, hand out pamphlets and to park their vehicles on our pavements when we KNOW they are part of the original problem i.e. company A does not care about Company Z’s customers?
Regards,
George
Sunday, February 11, 2007
VISIBILITY & Vigilance - No.1 Priority
Following the promising 'first 100 days' feedback I'm going to begin getting more blunt than usual.
Given the candid insight from new LRA Chairman - Rob Gillespie - that 'mis-management and disarray' characterised the challenge facing the NEW Board of Directors, many may now understand why this writer and others stood up to make their concerns known at the July 2006 AGM debacle. I doff my cap again to those who bore the brunt of the stinging reaction that was directed back at these courageous individuals who 'dared' to raise questions.
The only thing good about the reaction was: it showed what ACTION every individual can stimulate when so motivated - even if for the wrong reasons. We'd seen nothing like it in three years!
Quite simply, the Lonehill Community Initiative will succeed or fail on three points:
1. Quality of Community Leadership - mostly STRATEGIC and VOLUNTARY
2. Quality of Service Provider Leadership - mostly Operational and Professional (PAID)
3. Stakeholder Support & Project Funding
It's always difficult to criticise VOLUNTEERS for messing up, but in my mind, in a massive community initiative like Lonehill's volunteers who provide leadership should hold themselves up to a higher standard than any listed company executive - people's lives, families and properties are at stake. And others in the community should hold these leaders up to such higher standards without fear of retribution. I've already commented that an honorarium system should be brought in to reward exceptional service/activity on the LRA board.
I am pretty impressed with the stabilisation efforts of the current LRA Board - especially with the clearly positive impact of Chairman: Rob Gillespie - certainly one cannot fault their first 100 days of stabilising efforts so far. It is clear that some are putting in time and effort way beyond call and duty (which is the standard lot of the passionate few).
However, I do concern myself with commenting on our long-term community initiative strategy and share these thoughts for the brainstorming pot.
Priority No. 1 Strategy should be simple:
SECURITY ==> VISIBILITY & VIGILANCE ==> FUNDING
The above being my non-academic rendering of the No.1 priority concern and solution requirement for our community initiative, which I expand upon below:
Security is a function of the quality of proactive Visibility & Vigilance of our security force on the ground which in turn is a function of the inflow of funds from local stakeholders and elsewhere.
This brings me to the Quality of Service Provider Leadership that we see in Lonehill. And here, I feel hugely cheated as a community resident by what we have received from our PAID service providers.
I am of the very strong opinion that we have WASTED far too much money - many MILLIONS of rands, in fact - on both our security service provider (my performance report card: 60% to 70% - massive room for improvement) and administrative service provider (my performance report card: 30% - and that primarily for maintaining a relatively simple debit order run - the missing marks a pointer to a BIG failure and BIG disappointment in my books) who have squandered the opportunity to reward us with the exceptional performance that we have deserved as a community for the voluntary efforts and contributions that we have put in to this initiative.
Instead of providing innovative, inspired leadership to take this community to new heights... our current service providers seem to me to have been nothing more than limp-wristed order-takers, wimpish- to non-existent decision-makers, and continually on the defensive against constant reaction to poor service levels.
This post will focus on our security service provider first.... and where they are failing themselves and us.
Let's face it, CRIME is the No.1 concern on most South African's minds right now. Even the world's media is calling South Africa 'the most crime-ridden country in the world' - heard on Sky News today. Just following the posts on Carte Blanche and other 'concerned about crime' sites (see also www.stand.co.za ) make even the most optimistic of us loyal and patriotic South African's wince when confronted with these links.
More important however is for our security provider to recognise the importance of getting inside the minds of the criminals that attack us and to strategise and implement proactive ways to beat them before they can hit us.
1. Hijacker :
'We watch you each and every day going to your house, check all the surroundings, how is the place secured. And we, we check how you get inside the house - whether you buzz, you wait for the gate to open. We follow according to the days of when is the car needed. If it takes us a day to follow you, we'll do it. If it takes us a day and a half we'll do it. But towards the day of the car when it's needed, we'll be having the car from you. Definitely we'll take it.'
'Just like to robbery - you need two snappers standing to shoot anything that's going to come around; a driver to take over from the owner; and a gunman pointing at the driver to get out… to respond. And these other two, they're not watching at the car; they're watching on the oncoming people... who want to like respond towards the hijacking; whoever responds, they shoot.'
2. Carte Blanche - Anatomy of a Hijacking
Given the candid insight from new LRA Chairman - Rob Gillespie - that 'mis-management and disarray' characterised the challenge facing the NEW Board of Directors, many may now understand why this writer and others stood up to make their concerns known at the July 2006 AGM debacle. I doff my cap again to those who bore the brunt of the stinging reaction that was directed back at these courageous individuals who 'dared' to raise questions.
The only thing good about the reaction was: it showed what ACTION every individual can stimulate when so motivated - even if for the wrong reasons. We'd seen nothing like it in three years!
Quite simply, the Lonehill Community Initiative will succeed or fail on three points:
1. Quality of Community Leadership - mostly STRATEGIC and VOLUNTARY
2. Quality of Service Provider Leadership - mostly Operational and Professional (PAID)
3. Stakeholder Support & Project Funding
It's always difficult to criticise VOLUNTEERS for messing up, but in my mind, in a massive community initiative like Lonehill's volunteers who provide leadership should hold themselves up to a higher standard than any listed company executive - people's lives, families and properties are at stake. And others in the community should hold these leaders up to such higher standards without fear of retribution. I've already commented that an honorarium system should be brought in to reward exceptional service/activity on the LRA board.
I am pretty impressed with the stabilisation efforts of the current LRA Board - especially with the clearly positive impact of Chairman: Rob Gillespie - certainly one cannot fault their first 100 days of stabilising efforts so far. It is clear that some are putting in time and effort way beyond call and duty (which is the standard lot of the passionate few).
However, I do concern myself with commenting on our long-term community initiative strategy and share these thoughts for the brainstorming pot.
Priority No. 1 Strategy should be simple:
SECURITY ==> VISIBILITY & VIGILANCE ==> FUNDING
The above being my non-academic rendering of the No.1 priority concern and solution requirement for our community initiative, which I expand upon below:
Security is a function of the quality of proactive Visibility & Vigilance of our security force on the ground which in turn is a function of the inflow of funds from local stakeholders and elsewhere.
This brings me to the Quality of Service Provider Leadership that we see in Lonehill. And here, I feel hugely cheated as a community resident by what we have received from our PAID service providers.
I am of the very strong opinion that we have WASTED far too much money - many MILLIONS of rands, in fact - on both our security service provider (my performance report card: 60% to 70% - massive room for improvement) and administrative service provider (my performance report card: 30% - and that primarily for maintaining a relatively simple debit order run - the missing marks a pointer to a BIG failure and BIG disappointment in my books) who have squandered the opportunity to reward us with the exceptional performance that we have deserved as a community for the voluntary efforts and contributions that we have put in to this initiative.
Instead of providing innovative, inspired leadership to take this community to new heights... our current service providers seem to me to have been nothing more than limp-wristed order-takers, wimpish- to non-existent decision-makers, and continually on the defensive against constant reaction to poor service levels.
This post will focus on our security service provider first.... and where they are failing themselves and us.
Let's face it, CRIME is the No.1 concern on most South African's minds right now. Even the world's media is calling South Africa 'the most crime-ridden country in the world' - heard on Sky News today. Just following the posts on Carte Blanche and other 'concerned about crime' sites (see also www.stand.co.za ) make even the most optimistic of us loyal and patriotic South African's wince when confronted with these links.
More important however is for our security provider to recognise the importance of getting inside the minds of the criminals that attack us and to strategise and implement proactive ways to beat them before they can hit us.
1. Hijacker :
'We watch you each and every day going to your house, check all the surroundings, how is the place secured. And we, we check how you get inside the house - whether you buzz, you wait for the gate to open. We follow according to the days of when is the car needed. If it takes us a day to follow you, we'll do it. If it takes us a day and a half we'll do it. But towards the day of the car when it's needed, we'll be having the car from you. Definitely we'll take it.'
'Just like to robbery - you need two snappers standing to shoot anything that's going to come around; a driver to take over from the owner; and a gunman pointing at the driver to get out… to respond. And these other two, they're not watching at the car; they're watching on the oncoming people... who want to like respond towards the hijacking; whoever responds, they shoot.'
2. Carte Blanche - Anatomy of a Hijacking
'Some of us, we used drugs, we used muti. We go in there thinking of getting what we want, and we are angry, aggressive.'
So what do we gather:
i. They surveil their areas
ii. They operate in numbers
iii. They are likely to be arrogant and fearless
So common-sense says that PROACTIVE security looks to isolate suspicious (unrecognised) vehicles containing two, three and four (most likely 3 to 4 occupants, primarily male, but don't ignore the use of females to throw one off guard) and to let them know that they are under close surveillance - that's what we used to have in place here.
Col. Mickey Ferreira used to stimulate 'spot' road checks with orange cones to highlight this level of VISIBILITY (at any time of the day or night)... and his orange light and recognisable vehicle used to be everywhere in the community. Never again seen from local security service provider management since 'the Colonel' was 'removed' from the area at the height of what seemed to be our most effective and visible proactive security solutions of three years ago. Why was he removed..????
Quite simply, our current security service provider leadership needs to get MORE PROACTIVE & VISIBLE in a 'Management By Walking Around' model of management, with more effective use of vehicle positioning and proactive guarding initiatives (e.g. visibly taking notes of suspicious looking vehicles and occupants - and making criminal elements sweat).
Get innovative... get proactive... give us some WOW factor... for goodness sake! Maybe reward proactive guards for the pre-emptive arrest of such vehicles containing such characters.
The biggest embarrassment to me, if I were in that service provider leadership position, is that their competition appears to have higher visibility in this community through their street corner promotions and vehicle positions. And somehow I think that this may well be reflected in the number of Lonehill residents who have signed onto the competing services in competition to the LRA initiative.
Yes, I feel cheated by having paid over so much to this security provider over the years and not having seen too much exceptional and innovative local leadership and application in return from them to make our community stand out as a totally UNIQUE security initiative. Many other communities have caught up to what we initiated and have even surpassed us.
This is not to say that I don't have the confidence in them to up their game... I DO - hence 'my performance report card: 60% to 70% - massive room for improvement'... but it is up to them to make something happen NOW. Just go along to Dainfern (get our local security manager to take you there, visit their control room) and see what quality of service they get for approximately the same funding.
The above is a lot more than I can say for our Administration Service Provider - I have very little confidence in their capabilities to deliver anything of innovative value and feel hugely cheated at having, I believe, paid close to a MILLION rand last year to have them at the administrative core of a service said to be have been characterised by 'mis-management and disarray'. I will point out where I am of the opinion that they have failed us in the next post.
Trevor Nel
Lonehill Resident - 011 - 705-2790
Wednesday, February 07, 2007
NEW LRA Board - First 100 Days - Promising!
Here's what I perceived from the LRA's 'first' quarterly feedback meeting of the year:
1. The NEW Board of Directors inherited an infrastructure of 'mis-management & disarray'.
2. The first 100 days have been spent on 'stabilising' the LRA foundation.
3. Standards seem to again be approaching where they were 3 years ago.
4. There is a promising return to reinstating and further developing Mass Consumer Benefits for contributors.
5. There is clearly a difference in passion and commitment injected by NEW blood on the LRA board.
Firstly, I doff my cap to those who have passionately contributed to making this difference. You know in your heart of hearts who YOU are. Thank you for what you are doing for our peace of mind, safety and security in Lonehill. No amount of critique/criticism (fair or unfair) can ever be directed at those who give of their very best efforts - especially as volunteers.
Secondly, I found myself assessing that the feedback was very light on SERIOUS strategy for dealing with the No.1 EMOTIONAL issue on all South Africans minds right now - CRIME. In my opinion, we appear to have allowed our security provider's service to slip back to reactive mode as opposed to raising their awareness (on the ground) to that of PROACTIVE mode. To be fair, I have seen an improvement in standards from last year - so something positive is definitely emanating from the Security Committee function.
However, I am wholly concerned when local leaders believe that 'we will never eradicate crime compeletely'... because that implies sub-conciously that we will not try to institute a 100% Zero Tolerance Crime Free community. When you allow a breach in the wall of your mind as leader, the problem flows through followers minds like water through a dyke... pretty soon it becomes a flood of tsunami proportions.
In my opinion, that is what happened over the past three years. When you are unconciously conditioned to accept 'failure' (to accept that 'apathy' rules and 'people don't care') - no matter how small or seemingly irrelevant, you become inured to declining standards by those who take advantage of the gaps (and I am talking about those supposedly on your side - paid service providers and their employees) until the flood of problems hits you rudely in the face.
To me, one incident of CRIME in Lonehill is one too many, no matter who it happens to - contributor or not!
I made the comment at this meeting that VISIBILITY of our proactive guarding force is one of our biggest challenges (they just do not SEEM to be around when we drive around - especially at night), that ideally we need to double-to-triple the visible presence on the ground, that the quality of this proactive presence needs to ideally be upgraded 1000% (I disagree with the 'Ranger' suggestion that we reduce numbers to increase quality of proactive guarding presence - I'll buy having the 'Ranger' idea added to our numbers).
Further, I made the comment in recognition that such commitment to ZERO crime is a function of increased FUNDING. This is a MAJOR priority. And here's where I found the presentation really light on relevant strategy! Our strategy seems to be majoring on soft minor things... instead of highlighting the critical core MAJOR future needs and solutions..! I acknowledge that this may be a legacy of the current 'stabilisation' objectives... but I remain very concerned that time/resource does not appear to be allocated to critical and simple core strategies designed to run concurrently and to address the MAJOR priority above.
Others also made the point that there is the clear feeling that the few are funding the security of the many. This is a perception that must be refuted or if correct, addressed as a priority.
Here's my encouragement, don't fear the challenge of increasing funding, there's plenty out there when the foundation is right.
Thirdly, I found myself assessing that we have a strangely skewed system in Lonehill where passionate unpaid volunteers (some I'm concerned to see feeling 'press-ganged' and obviously unhappy) are clearly shoring up the poor/incompetent standards of delivery provided by PAID service providers.
Last year, we had the ridiculous situation of voluntary managers managing a 'professional' manager employed to manage the paid service provider managers that weren't managing their service delivery to the levels that we wanted them managed. Phew! That's how absurdly comical it was... albeit having very serious consequences that almost drove our initiative back onto the rocks, and perhaps still in further need of 'stabilising' to ensure that it doesn't end up there.
I have one very strong opinion on this, get rid of the INCOMPETENT/ENCE when you see it... someone is clearly responsible for delivering on, administering or overseeing the stated 'mis-management and disarray' at the service delivery core... for being a part of the problem. I ask one question, what makes anyone think that such individuals can take personal responsibility for delivering any differently today? I, personally have zero confidence in retaining the services of those who were at the core of the problem inherited by the NEW board.
PAY people for excellent performance. Perhaps start paying extraordinary Lonehill volunteer contributors an honorarium for outstanding performance. I still have faith in Lonehillers to be able to set the quality of standards that they will work to and to claim a commensurate return for such effort.... and to recognise when they are not performing and to move aside for those that can and want to. I believe that PERSONAL INTEGRITY will always define the individual... and lack of integrity will always be exposed.
Fourth, I found a massive difference between the basic, but effective, (what I consider to have been disingenuous) pink and blue pamphlet drop promotion drive emanating from last years LRA offices to attract people to the previous community meeting at the Village Church in their droves... as compared to the marked lack of similar basic promotion drive for this quarterly feedback meeting. Seems to me that where people's personal egos are involved they get off their butts and do what they should be doing as a matter of course. The fact that they don't do it when it really counts exposes, to me, their lack of value to this community.
Fifth, I found that there is still a struggle to be OPEN & TRANSPARENT with figures and statistics (it is too easy to selectively use cherry-picked numbers to support one's argument - the real picture almost always lies in the figures not being highlighted)... although there is a marked improvement in transparency which I continue to encourage.
Here's my advice, don't get cute with numbers... open them up completely... let people criticise and complain... and here's what will happen... they will lead to realisations of our true community challenges and INNOVATIVE ideas coming back from a community of individuals who clearly have the ability, skills and expertise to make MAGIC happen.
I close by repeating: I doff my cap to those who have passionately contributed to making this difference. You know in your heart of hearts who YOU are. It's tough work, isn't it?
With apologies to those who don't like me saying it as I see it... if you want a pat on the back for doing a great job... DO a great job... ;-)
Clearly some are doing a great job. A PROMISING first 100 days. Thank you, Thank You, Thank YOU..!
Regards
Trevor Nel - 011 705-2790
Lonehill Resident
1. The NEW Board of Directors inherited an infrastructure of 'mis-management & disarray'.
2. The first 100 days have been spent on 'stabilising' the LRA foundation.
3. Standards seem to again be approaching where they were 3 years ago.
4. There is a promising return to reinstating and further developing Mass Consumer Benefits for contributors.
5. There is clearly a difference in passion and commitment injected by NEW blood on the LRA board.
Firstly, I doff my cap to those who have passionately contributed to making this difference. You know in your heart of hearts who YOU are. Thank you for what you are doing for our peace of mind, safety and security in Lonehill. No amount of critique/criticism (fair or unfair) can ever be directed at those who give of their very best efforts - especially as volunteers.
Secondly, I found myself assessing that the feedback was very light on SERIOUS strategy for dealing with the No.1 EMOTIONAL issue on all South Africans minds right now - CRIME. In my opinion, we appear to have allowed our security provider's service to slip back to reactive mode as opposed to raising their awareness (on the ground) to that of PROACTIVE mode. To be fair, I have seen an improvement in standards from last year - so something positive is definitely emanating from the Security Committee function.
However, I am wholly concerned when local leaders believe that 'we will never eradicate crime compeletely'... because that implies sub-conciously that we will not try to institute a 100% Zero Tolerance Crime Free community. When you allow a breach in the wall of your mind as leader, the problem flows through followers minds like water through a dyke... pretty soon it becomes a flood of tsunami proportions.
In my opinion, that is what happened over the past three years. When you are unconciously conditioned to accept 'failure' (to accept that 'apathy' rules and 'people don't care') - no matter how small or seemingly irrelevant, you become inured to declining standards by those who take advantage of the gaps (and I am talking about those supposedly on your side - paid service providers and their employees) until the flood of problems hits you rudely in the face.
To me, one incident of CRIME in Lonehill is one too many, no matter who it happens to - contributor or not!
I made the comment at this meeting that VISIBILITY of our proactive guarding force is one of our biggest challenges (they just do not SEEM to be around when we drive around - especially at night), that ideally we need to double-to-triple the visible presence on the ground, that the quality of this proactive presence needs to ideally be upgraded 1000% (I disagree with the 'Ranger' suggestion that we reduce numbers to increase quality of proactive guarding presence - I'll buy having the 'Ranger' idea added to our numbers).
Further, I made the comment in recognition that such commitment to ZERO crime is a function of increased FUNDING. This is a MAJOR priority. And here's where I found the presentation really light on relevant strategy! Our strategy seems to be majoring on soft minor things... instead of highlighting the critical core MAJOR future needs and solutions..! I acknowledge that this may be a legacy of the current 'stabilisation' objectives... but I remain very concerned that time/resource does not appear to be allocated to critical and simple core strategies designed to run concurrently and to address the MAJOR priority above.
Others also made the point that there is the clear feeling that the few are funding the security of the many. This is a perception that must be refuted or if correct, addressed as a priority.
Here's my encouragement, don't fear the challenge of increasing funding, there's plenty out there when the foundation is right.
Thirdly, I found myself assessing that we have a strangely skewed system in Lonehill where passionate unpaid volunteers (some I'm concerned to see feeling 'press-ganged' and obviously unhappy) are clearly shoring up the poor/incompetent standards of delivery provided by PAID service providers.
Last year, we had the ridiculous situation of voluntary managers managing a 'professional' manager employed to manage the paid service provider managers that weren't managing their service delivery to the levels that we wanted them managed. Phew! That's how absurdly comical it was... albeit having very serious consequences that almost drove our initiative back onto the rocks, and perhaps still in further need of 'stabilising' to ensure that it doesn't end up there.
I have one very strong opinion on this, get rid of the INCOMPETENT/ENCE when you see it... someone is clearly responsible for delivering on, administering or overseeing the stated 'mis-management and disarray' at the service delivery core... for being a part of the problem. I ask one question, what makes anyone think that such individuals can take personal responsibility for delivering any differently today? I, personally have zero confidence in retaining the services of those who were at the core of the problem inherited by the NEW board.
PAY people for excellent performance. Perhaps start paying extraordinary Lonehill volunteer contributors an honorarium for outstanding performance. I still have faith in Lonehillers to be able to set the quality of standards that they will work to and to claim a commensurate return for such effort.... and to recognise when they are not performing and to move aside for those that can and want to. I believe that PERSONAL INTEGRITY will always define the individual... and lack of integrity will always be exposed.
Fourth, I found a massive difference between the basic, but effective, (what I consider to have been disingenuous) pink and blue pamphlet drop promotion drive emanating from last years LRA offices to attract people to the previous community meeting at the Village Church in their droves... as compared to the marked lack of similar basic promotion drive for this quarterly feedback meeting. Seems to me that where people's personal egos are involved they get off their butts and do what they should be doing as a matter of course. The fact that they don't do it when it really counts exposes, to me, their lack of value to this community.
Fifth, I found that there is still a struggle to be OPEN & TRANSPARENT with figures and statistics (it is too easy to selectively use cherry-picked numbers to support one's argument - the real picture almost always lies in the figures not being highlighted)... although there is a marked improvement in transparency which I continue to encourage.
Here's my advice, don't get cute with numbers... open them up completely... let people criticise and complain... and here's what will happen... they will lead to realisations of our true community challenges and INNOVATIVE ideas coming back from a community of individuals who clearly have the ability, skills and expertise to make MAGIC happen.
I close by repeating: I doff my cap to those who have passionately contributed to making this difference. You know in your heart of hearts who YOU are. It's tough work, isn't it?
With apologies to those who don't like me saying it as I see it... if you want a pat on the back for doing a great job... DO a great job... ;-)
Clearly some are doing a great job. A PROMISING first 100 days. Thank you, Thank You, Thank YOU..!
Regards
Trevor Nel - 011 705-2790
Lonehill Resident
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