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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
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
[email protected] at www.slideshare.net
Accord Limited 1990-2007
Narra MPC Operations Manual
Tubao credit Cooperative MPC Operations Manual
Accord Limited 1990-2007