The document discusses the external environment of the CDA Dagupan Extension Office. It outlines the office's clients, partners, stakeholders, suppliers, and co-regulators. It describes the nature of relationships with these groups and notes strengths and weaknesses. Trends in various sectors are also mentioned. The internal environment of the office is then covered, including its structure, resources, people, culture, and alignment with CDA's overall purpose.

1. External
Environment
CDA Dagupan Extension Office

2. CDA Clients
Cooperatives (Primary,
Secondary, and
Tertiary); Lab Coops
NGAs, LGUs, POs
Institutional Partners: NGAs,
LGUs, POs
Stakeholders: Internal and
External
Suppliers: DBM, Private,
Regulators: Labor (DOLE, SSS,
PhilHealth,PAGIBIG;
Information (CIC, PSA);
Housing (KSAs); Tourism (DOT,
DA) Agrarian Reform (DAR)
Hospital (DOH); Elecric (NEA);
Water (NWRB, LWUA; Taxation
(BIR, LGUs; Transport (OTC,
LTFRB, LTO
Clients,
Partners,
Stakeholders,
Suppliers and
Co-Regulators
Nature of Relationship
Strengths
Clients. Majority are
engaged, loyal and
productive
Partners. Try to
harmonize and be
adaptable;
Stakeholder. We are
responsible
Suppliers. Access o
credit lines;
Co-Regulators. We
try to build good
relationship
Weakness: can not compel clients to comply
with reports; Lack of manpower to cope up
with the demands of partners; Inadequate
funds to train and enhance skills of personnel;
Inadequate fund to buy supplies; Lack of time,
resources to co implement agreements, weak
complementation

3. Trends
Business. Branching, satellite, franchising, joint ventures
Industry. Infra (construction), tourism, manufacturing, services (prime, 2017)
Economy. Emerging economy PDI Oct 15,20018; fastest growing economy
(WB, 2018)
Market. e commerce alibaba vs. amazon (Vs SM)
Political. Traditionally dominated by clans, political bosses, patronage , movie
stars
Legal/Regulatory Low compliance by coops
Social. He demanding lifestyle leading to stress and lack of sleep
Lifestyle. Increasing reliance to tech based solutions to manage work and
personal life
Technological. Filipinos owned more cell phones than having CRs

4. Current Environment
• Dynamic. Harnessing the potential of people
and skills in order to change the culture; foster
collaboration, workforce are enthusiastic and
engaged
• How responsive? Client centred; quality of
product (ISO certified); fast response to
clients request/complaints; No red tape

5. Task/Technology/Standards
1. Make an impact. Be able to measure the
contribution of cooperatives to economy and
development. i.e. poverty reduction
program (women, youth, children, farmers,
fisher folks, poor self employed, unpaid
workers, migrant workers, unemployed
members).

6. 2. Key competitive advantage. The agency
in charge with the promotion and
development of cooperatives.
Cooperatives are well‐placed to
contribute to the SDGs. Role of
cooperatives to create and develop
sustainable decent employment, develop
human resources, increase savings and
investment,

7. 3. Products and services currently provide.
Registration, capacity building, project
development and assistance, legal advisories, etc
4. How effective in the current operations? Able to
deliver its deliverables per work plan, per MOU,
MOA with other NGAs,
5. Task/Technology. Interconnectivity, systems are
adding value. Problem is most old computers
have XP system which is no longer supported my
Microsoft. Provincial offices don’t have internet
connection to help micro cooperatives in the online
submission of their reports

8. 7. Goals are consistent with the mandate of the organization
6. Goals and standards clearly stated. For the annual WP the deliverables
are transparent. However, additional tasks are incorporated with no funds
available for the additional tasks. The standards are clear using QMS and
MCs. Some MCs needs updating like registration requirements.
8. Good and high quality performance. There must be formal and
productive procedure to measure an employee’s work and results
based on their job responsibilities; Periodic performance evaluation;
The CDA management to provide consistent feedback on an
employee’s strengths and strive for improvement in the areas that the
employees need to work on. Management can conduct frequent
employee training and skill development sessions on the basis of the
development areas recognized after a performance evaluation session.

9. Structure
1. Work is divided into units (Rag, SEU, CRITS,
CPDAS, Planning, MIS, Admin); and assignment
of Area Supervisor per province and assignment of
point persons in the various Sectoral Committees
such as RDC, EDSECOM, RAFEN, ABDC,
Governance, PAGIO, DSWD
2. Mechanisms. Delegation of issues per unit to
attend to i.e. SCO care Legal. Policies are coming
from CO. The role of EO is to implement. There is
consultation in the craftng of policies or MCs

10. 3. Decisions. Small issues delegated to concerned units
while major issues are discussed in the REXECOM.
4. Communicate. Small issues delegated to concerned
units while major issues are discussed in the REXECOM or
queried at CO. Communication to field personnel are
through the area supervisors.
5. Rewards. Giving recognition annually based on the
performance of top performing personnel (Reg, CRITS,
SEU, CPDAS, Attendance to flag ceremony

11. 6. Scarce Resources. Time Designate OIC if the
RD is not around. Resources. Partnership with
other organizations also most activities are self
liquidating. People. Rotation among CDS-IIs and
SR CDS, and Area Supervisors. Information thru
advisories, emails, FB, Monday convocation and
coordination day.

12. People
1. People. CDS-II Learning and Devt Program. CO
conducts updating of personnel per area of
specialization/position.
2. People skills. Issued SO for GAD Team, PRS
Team, DSWD Team, TWGs to discuss current
issues or those requested by CO.
3. Meeting people’s needs. The CDA is trying its
best to provide Hardware to personnel, provide
internet in the region, and wifi tube to
provincial offices

13. 4. Groups actually get along. We conduct regular HRD,
sport fest, staff meeting and area supervisors meeting
and coordinating meetings. Issues are clarified during
meetings. Personal meeting with concerned personnel.
5. Motivated and satisfied. Positive feedbacks from
clients are posted in the freedom wall. They are also
recognized during meetings. Open communication with
personnel. Giving credit where credit is due.
6. Everyday work. Mostly personnel are engaged in
productive works. Majority are committed in their jobs.
Willing to work on weekends and holidays if required.

14. Internal Environment
1. Art. 5, (RA 9520) assigns the
responsibility for registering and regulating
cooperatives to the Cooperative
Development Authority (CDA), which is
charged with supporting, developing,
regulating, training, monitoring, and
promoting cooperatives according to the
procedures and specifications in Republic
Act No. 6939, Section 3, “Powers,
Functions, and Responsibilities

15. • How good is the fit between CDA and
Purpose. Based on the outcome of the
program.
2. CDA was establish to assist cooperatives to
become “instruments for equity, social justice,
and economic development” (1987
Constitution of the Philippines.

16. 3. Predominant leadership. Consensus building
and role of the majority
4. Creativity and Innovation. Data system
mechanisms in place
5. CDA Myths, rituals and symbols. C
6. Current Culture. Responsive to the need of
coops and internally we are open to
comments and feedbacks and we welcome
change for the good of the office and clients