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Strategic Plan Execution for Cooperatives
 

Strategic Plan Execution for Cooperatives

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    Strategic Plan Execution for Cooperatives Strategic Plan Execution for Cooperatives Presentation Transcript

    • Strategic Plan Execution
      • Programs /Projects
      • Key Result Areas
      • Policies/Procedures
      • 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 Projects Manpower Services
      • Housekeeping & Janitorial
      • Ground Maintenance/garbage Collection
      • Facilities & Equipment Maintenance
      • NIA Gate Keepers
    • Example: Narra Multi-Purpose Cooperative Program Projects 2. Production & marketing Assistance
      • Feeds & fertilizer
      • Palay, rice, trading and post harvest operation
      • Organic fertilizer plant
      • Plant Nursery and seedling bank
      3. Community
      • Micro enterprise development
      • Scholarship
    • Example: Tubao Credit Cooperative Programs Projects Credit & Collection
      • Productive & Provident Loans
      • Salary Loan to LGUs, teachers & barangay officials
      • Jewelry pledge Loan
      Savings Mobilization & Capital Build Up
      • Deposit acceptance
      • Kiddies Savings Club
      Money transfer & remittance
      • Western Union
    • Example: Tubao Credit Cooperative Program Projects Community Projects
      • Educational Assistance (Scholars)
      • Extension Services
      • Community Projects
      Benefits
      • Mortuary assistance program
    • [email_address] Inputs (Goal Oriented) Outputs (External To Orgnzn.) Planning Organizing Staffing Leading Controlling Man, Machine Material, M ethod, Measurement Stake holder Feedback (reenergizing the system) EXTERNAL ENVIRONMENT (Opportunities, Constraints) Stakeholders Shareholders; Society; Customers; Employees; Suppliers Product/Services, Profits, Customer & Societal satisfaction, Other Long-term Goals
    • Transformation process input output Feedback (Reenergizing the system) ENVIRONMENT System Boundary
    • Management’s Work “How” Board and Management’s Work “what” Board Role in Strategic Planning Source: Accord Limited 1990-2007 Environmental assessment Mission & Values timeless Vision 5 years Strategic Goals 1-3 years Objectives 1 years
    • STRATEGIC MANAGEMENT MODEL MISSION OBJECTIVES STRATEGIES PROGRAMS PROJECTS PROCEDURES BUDGETS STRATEGY FORMULATION STRATEGY IMPLEMENTATION EVALUATION AND CONTROL F E E D B A C K PERFORMANCE VISION ENVIRONMENTAL ANALYSIS EXTERNAL
      • OPPORTUNITIES
      • THREATS
      INTERNAL
      • STRENGTHS
      • WEAKNESSES
    • Policies 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 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.
    • Key Result Areas
      • Formulate strategic
      • Plan
      • Policy direction
      • Performance Review
      • Compliance
      • 1. Products & services
      • 2. SMCBUP
      • Membership Expansion
      • 5. 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
    • Protect Financial health Ensure clinical; quality service Ensure Competent Management Advocate for community and organization Perpetuate Effective Governance Set Strategic Direction Duty of Care Duty of Obedience Duty of Loyalty Core Governance Responsibilities Fiduciary duties Board Responsibilities and Duties
    • Procedures 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 Strategies
      • 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
      Strategies
    • Strategies
      • 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. Namken Strategic Planning Handbook for Cooperatives Galen W. Rapp USDAIRBS, 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