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Module 3 Plans Programs and Policies of Coops

MODULE 3 PLANS PROGRAMS AND POLICIES OF COOPSMODULE 3 PLANS PROGRAMS AND POLICIES OF COOPSMODULE 3 PLANS PROGRAMS AND POLICIES OF COOPSMODULE 3 PLANS PROGRAMS AND POLICIES OF COOPS

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1K views

Module 3 Plans Programs and Policies of Coops

MODULE 3 PLANS PROGRAMS AND POLICIES OF COOPSMODULE 3 PLANS PROGRAMS AND POLICIES OF COOPSMODULE 3 PLANS PROGRAMS AND POLICIES OF COOPSMODULE 3 PLANS PROGRAMS AND POLICIES OF COOPS

Uploaded by

JUARE Maxine
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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MODULE 3

The Board of Directors shall be


responsible for strategic
planning, direction, setting and
policy formulation
Strategic planning is more
than ensuring your
COOPERATIVE remain
financially sound and be
able to maintain its
reserves
It’s projecting where your cooperative
expects to be in five, ten, or fifteen
years

15
10
5
The manager is
action and tactic
oriented in running
the day-to-day
operations in
response to the goals
and objectives set by
the board.
▪ Provides the bridge to take us from where we are to
where we want to go;
▪ Is a rational approach to achieving pre-selected
objectives- based on innovation, knowledge and
purpose;
▪ Decision making in choosing the best from
alternative courses of action and is integral to
planning;
▪ Encourage thrift and savings mobilization;
▪ Generate funds and extend credit;
▪ Encourage systematic production and marketing;
▪ Provide goods and services and other requirements;
▪ Develop expertise and skills among members;
▪ Acquire land and provide housing benefits
▪ Insure against losses pf members;
▪ Establish, own, lease or operate cooperative banks,
wholesale and retail complexes, insurance and
agricultural/industrial processing enterprises and
public markets;
▪ Coordinate and facilitate activities of cooperatives;
▪ Advocate for the cause of the cooperative
movement
▪ Ensure viability of cooperatives through utilization
of new technologies;
▪ Encourage and promote self-help or self-
employment as an engine for economic growth and
poverty alleviation; and
▪ Undertake any and all activities for efficient and
effective implementation of the provisions.
It is a systematic planning process
involving a number of steps that identify
the current status of the association,
including its vision for the future, mission,
operating values, needs (strengths,
weaknesses, opportunities, and threats),
goals, prioritized actions and strategies,
action plans, and monitoring plans.
a step by- where you how you
Step determination want to wish to
of where you are go get
there when you
want to
arrive
who will how much
do you are willing
the to pay
work
VISION
STRATEGY FORMULATION
ENVIRONMENTAL MISSION
ANALYSIS
STRATEGY IMPLEMENTATION
OBJECTIVES
EXTERNAL
STRATEGIES
• OPPORTUNITIES

• THREATS PROGRAMS EVALUATION


AND
INTERNAL PROJECTS CONTROL

• STRENGHTS PROCEDURES

• WEAKNESSES BUDGET

F E E D B A C K PERFORMANCE
(from Professional Practices in Association Management, John B. Cox, CAE, Editor,
American Society of Association Executives, 1997)

A useful strategic plan exhibits many characteristics.


Specifically, it should be:
1.A set of priorities. Setting priorities allows for the plan to be
adjusted according to changing needs or resources.
2. Achievable, time sensitive and measurable (ATM).
Remember, it’s better to do a few things well than many things
poorly. The plan should contain goals that are measurable and have
deadlines.
3. Flexible and responsive to changing conditions. The plan
is a road map that may contain unforeseen detours such as
unexpected crises, new opportunities, or changes in
Resources

4. Short and simple. Plans that are more like a book will sit
on a shelf. Keep it focused on the most important things to
accomplish.
5. A unit, not a menu. A useful plan is not a wish book.
Everything in the plan needs to be accomplished.

6. The means to an end, not an end itself. The plan is the


process by which it reaches its destination;

7. Based on a three- to five- year period. The strategic


plan should be a living document that has a one-year drop
off and a new year added so that it always covers the same
Most well-managed and long-lived
organizations display the trait of
visioning. For strategic planning, a vision
is a picture of the cooperative’s desired
future. This “picture” should set the
stage for where the organization wants to
go in terms of its performance criteria,
standards, and basic organizational
values. Key factors will appeal to
common values and positive outcomes.
Narra MPC is likened to a narra tree,
a symbol of strength and prosperity.

“we envision ourselves to be the


best, efficient and productive
cooperative, dedicated and
committed in bringing prosperity and
positive transformation to its
members and the community”
The mission statement briefly, in a sentence or two, identifies
the basic purpose and desire of the cooperative. It makes a
concise statement that can be used to make decisions about
the cooperative’s future, it answers four fundamental
questions:

1. What does the cooperative do?


2. Who are its clients?
3. Who are the members of the cooperative?
4. How does the cooperative conduct itself?
The mission statement of the San Joaquin MPC are:
1. Utilize all resources efficiently and effectively and bring about more better
services to members, and in turn, more extensive utilization of the cooperative’s
services by the members for better economic and social benefits;
2. Promote better social relationship between and among officers, staff, and
members;
3. Bring its services closer to the members for a stronger mutual trust that should
expand membership and touch the lives of more people;
4. Motivate and encourage the development of technical and management
capabilities of officers and employees through continuing education;
5. Increase resources through continuous capital build up and savings mobilization;
6. Strengthen existing cooperative businesses and activities; and
7. Provide affordable and quality services to the members’ satisfaction
Every cooperative has goals. But, without formal planning,
these goals may not be written and consequently become
vague or incorrectly perceived by directors, the manager,
the employees, or, worse yet, the members. The results is
a lack of clearly defined focus.

Planners are responsible for carefully written statements of


goals, objectives, and activities. Goals need to be
consistent with the identified needs of the strategic
choices. The appropriateness of goal statements is a top
priority in strategic planning.
A goal is a long-term vision of what the cooperative is
striving to become. It is a target for medium- to long-range
accomplishment.

Goals should describe what the cooperative wants to


achieve. They should be bold and exciting and have a clear
finish line.

Goals should challenge the organization but be attainable.

Finish goals must be ranked by priority.


Goals should be developed with the following criteria in
mind:

1) future oriented,
2) broad,
3) measurable,
4) action oriented (the goal statement must have a verb
in it) and
5) the outcome must be specified. goals should be well
advertised to the membership and the cooperative’s
customers.
Stretching Realistic
The most helpful objectives have the following characteristics:

S- Stretching challenge the Manager/staff

M- Measurable quantifiable

A- Achievable realistic

R- Related to members improve service

T- Time targeted to have an end date


1. A well-informed and loyal membership
conscious of and performing its duties and
responsibilities, and actively involve in the
affairs of the cooperatives;
2. A strong and properly functioning Pook-
Tulungan system that would enhance the active
and democratic participation of the members in
the activities of their cooperative and their
community;
3. An enlightened and dedicated leadership willing
and able to share its knowledge, time and
effort for the welfare of the members and
cooperative and the community as a whole
4. A professional staff hired,
compensated and rewarded on the
basis of competence and
performance, who will run the
business and non-business activities of
the cooperative with the full support
and participation of the duly elected
and appointed management bodies of
the cooperative;

5. An efficient and effective 6. A continuous and effective


management that would continuously educational and training program for the
strengthen the financing status of the officers, committee members, and the
cooperative through an effective
general membership, responsive to the
savings and capital build-up program,
efficient processing and collection of growing needs of the cooperative and
loans, improved systems and the community.
procedures and strong internal control
mechanism; and
Board of
Mission Directors

Overall CEO
Objectives &
Key result areas.

Division Division
Divisional objectives
Head Head
Product X Product Y
Departmental objectives
Sales and Production
Mktg. Dept. Dept.
Individual objectives
Sales Sales
Manager Manager
Mission
Top-down
Approach Overall
Objectives &
Key result areas.
Bottom-up
Divisional objectives Response:
The result
Departmental objectives

Individual objectives
▪ fairness
▪ honesty
▪ concern for others
▪ commitment
▪ desire for
▪ excellence
The cooperative principles
cumulatively are the lifeblood of Democracy
the movement. Derived from the
values: democracy, equality and
equity, self-help and self
responsibility and solidarity have Solidarity
Equality
and
been infused the movement Equity
from its beginnings, they shape
the structures and determine
the attitudes that provide the Self-help
movement’s distinctive Self-responsibility
perspectives.

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