1. Programs /Projects2. Key Result Areas3. Policies/Procedures4. Budget

Programs are the aggregate activities undertaken by the cooperative in a regular and continuous manner in pursuance to its mandate, mission, and vision as defined and established MFOs.

Projects are activities that represent a component of a program that are usually undertaken for a specific purpose and within a specific period of time, usually a minimum of one year. However, a project may progress in becoming a regular program when assessed to have continuing direct impact on the development of the intended beneficiaries

Example: Narra Multi-Purpose Cooperative

Program ProjectsManpower Services a. Housekeeping &

Janitorialb. Ground

Maintenance/garbage Collection

c. Facilities & Equipment Maintenance

d. NIA Gate Keepers

Example: Narra Multi-Purpose Cooperative

Program Projects2. Production & marketing Assistance

a. Feeds & fertilizerb. Palay, rice, trading and

post harvest operationc. Organic fertilizer plantd. Plant Nursery and seedling

bank 3. Community a. Micro enterprise

developmentb. Scholarship

Example: Tubao Credit Cooperative

Programs ProjectsCredit & Collection a. Productive & Provident

Loansb. Salary Loan to LGUs,

teachers & barangay officials

c. Jewelry pledge LoanSavings Mobilization & Capital Build Up

a. Deposit acceptanceb. Kiddies Savings Club

Money transfer & remittance a. Western Union

Example: Tubao Credit Cooperative

Program ProjectsCommunity Projects a. Educational Assistance

(Scholars)b. Extension Servicesc. Community Projects

Benefits a. Mortuary assistance program

vikramthadeshvar@hotmail.com

Inputs(Goal

Oriented)

Outputs(External

ToOrgnzn.)

Pla

nn

ing

Org

anizin

g

Sta

ffing

Leadin

g

Contro

lling

Man, MachineMaterial,Method,

Measurement

Stake holder Feedback (reenergizing the system)

EXTERNAL ENVIRONMENT(Opportunities, Constraints)

StakeholdersShareholders;Society; Customers;Employees; Suppliers

Product/Services,Profits, Customer & Societal satisfaction,

Other Long-term Goals

Transformation processinput output

Feedback (Reenergizing the system)

ENVIRONMENT

System Boundary

Environmentalassessment

Mission & Values timeless

Vision 5 years

Strategic Goals 1-3 years

Objectives1 yearsManagement’s

Work “How”

Board and Management’s Work “what”

Board Role in Strategic Planning

Source: Accord Limited 1990-2007

STRATEGIC MANAGEMENT MODEL

ENVIRONMENTALANALYSIS

EXTERNAL

•OPPORTUNITIES

•THREATS

INTERNAL

•STRENGTHS•WEAKNESSES

MISSION

OBJECTIVES

STRATEGIES

PROGRAMS

PROJECTS

PROCEDURES

BUDGETS

STRATEGY FORMULATION

STRATEGY IMPLEMENTATION

EVALUATIONAND

CONTROL

F E E D B A C K PERFORMANCE

VISION

Board Strategic Planning Policy

The best way to formalize the decisions made as a result of the assessment of the board’s strategic planning capabilities is to develop a written board strategic planning policy.

Key Result Areas are the areas of performance outlining the tasks that the employee has to perform and define the work that is expected out of him

Determination of key result areas.

1. Formulate strategic Plan2. Policy direction3. Performance Review4. Compliance

1. Products & services

2. SMCBUP4. Membership

Expansion5. Benefits

Board Management

The Board of Directors shall have the following functions and responsibilities:

• Provide general policy direction;• Formulate the strategic development plan;• Determine and prescribe the organizational and operational structure;• Review the Annual Plan and Budget and recommend for the approval of the GA;

Functions and Responsibilities

• Establish policies and procedures for the effective operation and ensure proper implementation of such;

• Evaluate the capability and qualification and recommend to the GA the engagement of the services of the External Auditor;

• Appoint the members of the Mediation/ Conciliation and Ethics Committees and other Officers as specified in the Code and cooperative By-laws;

Functions and Responsibilities

• Declare the members entitled to vote;

• Decide election related cases involving the Election Committee and its members;

• Act on the recommendation of the Ethics Committee on cases involving violations of Code of Governance and Ethical Standards; and

• Perform such other functions as may be prescribed in the By-laws or authorized by the GA.

Functions and Responsibilities

ProtectFinancialhealth

Ensureclinical;qualityservice

EnsureCompetent

Management

Advocatefor community and

organization

PerpetuateEffective

Governance

SetStrategicDirection

Duty of Care

Duty of Obedience Duty of

Loyalty

Core Governance Responsibilities Fiduciary duties

Board Responsibilities and Duties

Board meeting 1. 60% discussion on the issues on the strategic goals 30% listening to manager’s report (short term tactics) 2. Techniques for “staying strategic” in board meetings include: - Distribute reports one week prior to the meeting - Spend 30 minutes of each meeting in education on strategic issues. - Make sure meetings are goal-driven and facilitated - Developing a master calendar indicating topics to be addressed at each board meeting - educational sessions

are the means by which the goods or services are delivered, produced, or provided to the external clients

• Building a capable organization• Allocating resources for strategy-critical activities• Motivating people to pursue the target objectives• Tying rewards to achievement of results• Creating a strategy-supportive cooperative

•Installing needed information, communication, and operating systems•Instituting best practices and programs for continuous improvement• Exerting the leadership necessary to drive the process forward and keep improving

Sources:

Jerry C. NamkenStrategic Planning Handbook for CooperativesGalen W. RappUSDAIRBS, 1994

vikramthadeshvar@hotmail.com at www.slideshare.net

Accord Limited 1990-2007

Narra MPC Operations Manual

Tubao credit Cooperative MPC Operations Manual

Accord Limited 1990-2007