The document summarizes the success of the Government of Laoag Employees Development Cooperative (GLEDCO) from its founding in 2001 through 2011. Some key details include:
- GLEDCO was established in 2001 with 145 members and assets of PHP 125,000. Its main objective was to provide loans to city government employees.
- Over the 10 year period, GLEDCO's assets increased significantly from PHP 125,000 to PHP 248 million in 2011, with annual growth rates ranging from 15-70%.
- Membership and subscribed capital shares also increased substantially over time, with shares rising from PHP 436,000 to PHP 152 million between 2001-2011.
The San Joaquin Multi-Purpose Cooperative was originally formed in 1984 to serve farmers in the locality. It started as a small consumer store but expanded into other businesses like a credit department, gasoline station, and rice milling to meet member needs. Over the years, it has received many awards for its success and continues to diversify its services while supporting community development. It now has over 3,000 members and total assets of over 121 million pesos as of 2011.
La Union Multi-Purpose Cooperative (LUMPC) started as a women's organization in 1991 and has since expanded to serve people from all walks of life. LUMPC offers loan and credit services to help members start businesses and pay for education and emergencies. It also operates a grocery store, canteen, travel agency, and other services. LUMPC aims to improve members' lives both economically and physically. It sponsors college students and job training, and offers a lifetime medical program. The cooperative also runs adoption and assistance programs to help the disadvantaged. LUMPC is recognized for its innovative practices and community support programs.
San Dionisio Credit Cooperative was established in 1961 in Manila, Philippines by 28 founding members. It started with 380 pesos in capital. Over the years, it has grown to over 13,000 regular members through adhering to cooperative principles of member ownership and democratic control. It offers various financial and social services to its members, including housing projects, education programs, and health services. The cooperative has strengthened its management systems and organizational structure to better serve members and pursue its vision of promoting member welfare and development.
Coop Identity, Values, Principles, Governance and Best Practicesjo bitonio
This document provides an overview of cooperatives including their history, principles, governance, and impact. It discusses how cooperatives originated from groups working together throughout history for mutual benefit. The modern cooperative movement began in the 19th century in Europe and North America. Cooperatives were formed during economic hard times to help people. They contribute to job creation, social integration, and poverty reduction. The document also outlines the different types of cooperatives according to Philippine law and provides statistical data on cooperatives in certain provinces and their total assets.
Top 25 Performing Cooperatives Honored in Region 1 jo bitonio
The CDA Dagupan Extension Office honored the top 25 performing cooperatives in Region 1 during a 25th anniversary event. The top 5 cooperatives were: Calasiao Plant and Related Companies Employees’ Multi Purpose Cooperative ranked 1st; Tubao Credit Cooperative ranked 2nd; Sta. Cruz Savings & Development Cooperative ranked 3rd; Sacred Heart Savings Cooperative ranked 4th; and Nueva Segovia Consortium of Cooperatives ranked 5th. The cooperatives were ranked based on their net worth calculated as assets minus liabilities.
Productivity & Entrepreneurship: The Story of Nueva Segovia Consortium of Coo...Jo Balucanag - Bitonio
Nueva Segovia Consortium of Cooperatives (NSCC) was established in 1992 to promote economic development through cooperatives. It has since grown to over 17,000 members across 10 branches in Northern Luzon. NSCC aims to strengthen members through loans, training programs, and its commercial plaza. With total assets of over 470 million pesos, NSCC has become one of the largest and most successful cooperatives in the region by fostering self-reliance among members and local communities.
The Sta. Cruz Savings and Development Cooperative was organized in 1983 to provide financial assistance to farmers. It started with 25 members and 5,000 PHP in capital. Over the years, it expanded its services and membership through various capital building activities. It has grown to serve the 49 barangays of Sta. Cruz, Ilocos Sur, establishing branches in other locations. The cooperative now focuses on savings and credit services to better serve its members.
The document provides information about Sta. Cruz Savings and Development Cooperative (SACDECO) in the Philippines. It discusses the history, vision, mission, goals, offices, programs, and services of SACDECO. Specifically, it details the expansion of SACDECO over 27 years from having 49 barangays, 25 incorporators, and 5,000 pesos in capital to now having over 32,000 members, 662.4 million pesos in total assets, and 9 business offices including one in Hong Kong. It also summarizes the lending services, interest rates, and requirements for becoming a member of SACDECO.
The San Joaquin Multi-Purpose Cooperative was originally formed in 1984 to serve farmers in the locality. It started as a small consumer store but expanded into other businesses like a credit department, gasoline station, and rice milling to meet member needs. Over the years, it has received many awards for its success and continues to diversify its services while supporting community development. It now has over 3,000 members and total assets of over 121 million pesos as of 2011.
La Union Multi-Purpose Cooperative (LUMPC) started as a women's organization in 1991 and has since expanded to serve people from all walks of life. LUMPC offers loan and credit services to help members start businesses and pay for education and emergencies. It also operates a grocery store, canteen, travel agency, and other services. LUMPC aims to improve members' lives both economically and physically. It sponsors college students and job training, and offers a lifetime medical program. The cooperative also runs adoption and assistance programs to help the disadvantaged. LUMPC is recognized for its innovative practices and community support programs.
San Dionisio Credit Cooperative was established in 1961 in Manila, Philippines by 28 founding members. It started with 380 pesos in capital. Over the years, it has grown to over 13,000 regular members through adhering to cooperative principles of member ownership and democratic control. It offers various financial and social services to its members, including housing projects, education programs, and health services. The cooperative has strengthened its management systems and organizational structure to better serve members and pursue its vision of promoting member welfare and development.
Coop Identity, Values, Principles, Governance and Best Practicesjo bitonio
This document provides an overview of cooperatives including their history, principles, governance, and impact. It discusses how cooperatives originated from groups working together throughout history for mutual benefit. The modern cooperative movement began in the 19th century in Europe and North America. Cooperatives were formed during economic hard times to help people. They contribute to job creation, social integration, and poverty reduction. The document also outlines the different types of cooperatives according to Philippine law and provides statistical data on cooperatives in certain provinces and their total assets.
Top 25 Performing Cooperatives Honored in Region 1 jo bitonio
The CDA Dagupan Extension Office honored the top 25 performing cooperatives in Region 1 during a 25th anniversary event. The top 5 cooperatives were: Calasiao Plant and Related Companies Employees’ Multi Purpose Cooperative ranked 1st; Tubao Credit Cooperative ranked 2nd; Sta. Cruz Savings & Development Cooperative ranked 3rd; Sacred Heart Savings Cooperative ranked 4th; and Nueva Segovia Consortium of Cooperatives ranked 5th. The cooperatives were ranked based on their net worth calculated as assets minus liabilities.
Productivity & Entrepreneurship: The Story of Nueva Segovia Consortium of Coo...Jo Balucanag - Bitonio
Nueva Segovia Consortium of Cooperatives (NSCC) was established in 1992 to promote economic development through cooperatives. It has since grown to over 17,000 members across 10 branches in Northern Luzon. NSCC aims to strengthen members through loans, training programs, and its commercial plaza. With total assets of over 470 million pesos, NSCC has become one of the largest and most successful cooperatives in the region by fostering self-reliance among members and local communities.
The Sta. Cruz Savings and Development Cooperative was organized in 1983 to provide financial assistance to farmers. It started with 25 members and 5,000 PHP in capital. Over the years, it expanded its services and membership through various capital building activities. It has grown to serve the 49 barangays of Sta. Cruz, Ilocos Sur, establishing branches in other locations. The cooperative now focuses on savings and credit services to better serve its members.
The document provides information about Sta. Cruz Savings and Development Cooperative (SACDECO) in the Philippines. It discusses the history, vision, mission, goals, offices, programs, and services of SACDECO. Specifically, it details the expansion of SACDECO over 27 years from having 49 barangays, 25 incorporators, and 5,000 pesos in capital to now having over 32,000 members, 662.4 million pesos in total assets, and 9 business offices including one in Hong Kong. It also summarizes the lending services, interest rates, and requirements for becoming a member of SACDECO.
Sacred Heart Savings Cooperative, Candon City, Region 1 Philippinesjo bitonio
The Sacred Heart Savings Cooperative was established in 1972 as the Galimuyod Credit Union by 33 parishioners. It has since expanded to over 11,000 members with operations across Ilocos Sur and La Union. The cooperative provides savings and loan products to members and has seen significant growth in assets, loans, deposits, and capital over the years. It aims to uplift living conditions through financial services and member solidarity in line with its vision and mission.
The document outlines the 9 step process for organizing a cooperative in the Philippines according to the Cooperative Code of the Philippines. The steps include getting organized, reserving a cooperative name, preparing an economic survey and bylaws, securing bonds for accountable officers, completing a treasurer's affidavit, attending a pre-membership education seminar, and registering the cooperative with the Cooperative Development Authority. It also provides details on the types of cooperatives, membership categories, and privileges cooperatives can enjoy once registered.
The document provides an overview and history of on-the-job training (OJT) and the Philippine Regulation Commission (PRC). It discusses that OJT involves learning a job through hands-on work experience while earning a paycheck. It can benefit both employees and companies but requires proper planning. The history section then outlines important events and developments for the PRC from its establishment in 1973 to 1999, including computerization efforts, expansion of operations, and quality certification.
The social audit of Pangasinan III Electric Cooperative assessed their performance in areas such as membership, staffing, community programs, and financials, finding opportunities for improvement in members' economic participation, feedback collection, and program implementation. The annual performance report provided additional details on the cooperative's financial position, governance structures, and social responsibilities. Overall, the audit and report evaluated both the organizational and social aspects of the cooperative's operations.
The Tubao Credit Cooperative was established in 1966 with 39 members and 314 pesos in capital. Over 46 years it has grown tremendously, now serving over 25,000 members with over 629 million pesos in total assets. Originally serving only residents of Tubao, La Union, membership is now open to those living in La Union, Baguio City, and nearby areas. Members receive competitive interest rates on deposits as well as access to affordable loans for personal, business, and housing needs. Through prudent management and a commitment to serving members, the cooperative has become a shining example of success.
The document provides an economic survey for a proposed cooperative called Oikos Christian Network Cooperative. It would have 75 original members and plans to increase membership to 500 in the first year, 1,000 in the second year, and 3,000 in the third year. The cooperative aims to establish a mini grocery store, operate coffee vending machines, and lend goods to local vendors. It projects annual earnings of ₱392,800 in its first year of operation with expenses of ₱93,600, resulting in monthly net income of ₱12,984.
The document provides information on how to register a cooperative with the Cooperative Development Authority (CDA) in the Philippines. There are 9 steps to registering a cooperative: 1) organize members, 2) reserve the cooperative name, 3) prepare an economic survey, 4) prepare bylaws, 5) prepare articles of cooperation, 6) secure bonds for accountable officers, 7) execute a treasurer's affidavit, 8) complete cooperative education, 9) register with CDA. Registration fees vary from 500 PHP for primary cooperatives to 3,000 PHP for tertiary cooperatives. The CDA is the sole agency responsible for registering all types of cooperatives in the Philippines.
This document provides an overview and summary of the Cooperative Orientation Seminar (COS) conducted by Tayabas Community Multi-Purpose Cooperative (TCMC) for new members. It discusses TCMC's history, areas of operation, products and services offered. It also explains TCMC's lending process and types of loans including regular loans and special loans for business capital. Key details about loan amounts, terms, interest rates and monthly payment schedules are provided for regular loans of different amounts. The goal is to help new members understand TCMC's purpose, benefits and loan policies.
The document provides background information on the history and development of cooperatives. It discusses how the modern cooperative movement began in 1844 with the Rochdale Society of Equitable Pioneers in Rochdale, England. It then outlines key figures like Robert Owen and Dr. William King who influenced the development of cooperatives. The document also summarizes major milestones and policies regarding cooperatives in the Philippines from 1906 to 1969.
Message to PCC on their 21st Annual General Assemblyjo bitonio
The document is a speech given at the 21st Annual General Assembly of the Philippine Cooperative Center (PCC) held in Vigan City on June 27, 2019. The speaker welcomes attendees and emphasizes the theme of "Honoring the Past; Treasuring the Present; Gearing for the Future." Specifically, the speaker notes that understanding PCC's historical development is important for effectively shaping its future. The speaker also congratulates Dr. Divina C. Quemi for receiving an award recognizing her contributions to the cooperative sector and thanks PCC for its unification efforts within the sector.
The Story of Bagnos Multi Purpose Cooperativejo bitonio
The document provides background information on Bagnos Multi-Purpose Cooperative located in Binacag, Banna, Ilocos Norte, Philippines. It was established in 2000 with 12 initial members and has since grown to over 600 members. The cooperative engages in various agricultural activities to support its farmer members including palay trading, rice coffee production, hog and goat raising, and operating a consumer store and credit program. It has expanded its facilities and services over the years and received several awards for its progressive work in the community.
NSCC: A Leading, Trusted National Consortium of Cooperatives that Helps Empo...jo bitonio
This document summarizes the operations of the Nueva Segovia Consortium of Cooperatives (NSCC) in the Philippines. NSCC operates as a secondary cooperative serving member cooperatives in the provinces of Ilocos Sur, Ilocos Norte, La Union, Pangasinan, and Benguet. It was established in 1992 and provides services including financial assistance, skills training, product marketing, and partnership programs with local governments and organizations. NSCC has grown significantly over the years and now has over 90 member cooperatives and assets of over 1 billion pesos. It has received numerous awards recognizing its contributions to cooperative development.
Delinquency control & capital build up for cooperativesefferson ramirez
The document discusses strategies for controlling delinquency and building capital in cooperatives. It outlines common reasons for borrowing and delinquency, such as sickness, job loss, or natural disasters. To minimize delinquency, cooperatives should provide continuous education to members on cooperative principles and financial responsibilities. They should also properly evaluate loan applications. Some strategies for capital build up include cooperative education, raffle draws tied to share purchases, annual dues, and voluntary savings programs like door-to-door collections or salary deductions. Maintaining sufficient capital is important for cooperatives to provide services to members and remain self-financed enterprises.
The Sacred Heart Savings Cooperative was established in 1972 in Galimuyod, Ilocos Sur and has since expanded to over 150 cities/municipalities across 8 provinces. It has over 34,000 members and 25 branches offering savings products, loans for agriculture, business, and other needs, and additional services like printing, events, remittance, and insurance. Under strong leadership, the cooperative has grown to over 1.4 billion in assets and become one of the largest and most awarded cooperatives in the Philippines.
The document summarizes key aspects of minimum corporate income tax (MCIT), improperly accumulated earnings tax (IAET), and general information tax (GIT) in the Philippines. It explains that MCIT is 2% of gross income imposed on domestic corporations starting in their 4th tax year of operations if their taxable income is zero or negative, or if MCIT is greater than normal income tax. Any excess MCIT paid can be credited against normal income tax over the next 3 years. It provides examples of journal entries recording MCIT payments and credits over multiple years for a sample corporation.
This document is a letter from the Philippine Association of Academic and Research Librarians (PAARL) announcing their 41st General Assembly on January 30, 2014 at the National Library of the Philippines in Manila. The letter provides the order of business which includes reports from the President, Treasurer, and NOMELEC committee. It also announces the induction of newly elected board members and officers as well as awarding ceremonies after the General Assembly. Members are encouraged to renew their membership and download a proxy form from the group's website.
The document provides information about organizing a primary cooperative, including requirements for membership, articles of cooperation, bylaws, registration, and types of membership. Fifteen or more individuals who are Filipino citizens of legal age and have a common bond can organize a cooperative by submitting economic data, articles of cooperation, and bylaws to the cooperative authority for registration. A cooperative has legal status once registered and issues certificates of registration. Membership types include regular and associate members. Government officers and employees have restrictions on cooperative involvement.
Education for the Success of Cooperatives PA113jo bitonio
Here are some key points in formulating training objectives:
- Objectives should be specific, measurable, achievable, relevant and time-bound (SMART)
- They identify the skills, knowledge or attitudes to be developed through training
- Objectives are formulated based on the training needs identified and in consultation with stakeholders
- Objectives are written from the participant's perspective, focusing on what participants will be able to do after training
- Both immediate/short term and long term objectives can be set
- Objectives are formulated at different levels - overall, module, session to guide the training design, delivery and evaluation
- Verbs like "explain", "demonstrate", "apply" are used to make objectives action-
The Sacred Heart Savings Cooperative was originally organized in 1972 as the Galimuyod Credit Union by 33 parishioners in Ilocos Sur. It has since expanded significantly, changing its name and allowing membership across Ilocos Sur and other provinces. It now has over 11,000 members and 6 branches. The cooperative offers a wide range of savings and loan products to members. Notable achievements include regional and national awards, asset growth to over P376 million, and the construction of a business center building. The cooperative prioritizes best practices like professionalized operations, employee benefits, and financial education for members.
The document outlines the initial rules and regulations for a member's rice loan program by the L.I.P.A.D Multi-purpose Cooperative. It states that distribution of 25kg bags of rice will begin on January 30th at a price of PHP 1,050 per bag, representing a markup of PHP 115. It also provides the payment terms, which include a minimum down payment of PHP 50 and subsequent bi-monthly payments of PHP 500 on February 15th and 28th. Additionally, it limits members to a maximum of two bags per transaction and prohibits new loans if previous loans are unpaid, and will convert unpaid loans to multi-purpose loans after 5 days past the due date. Feedback on the first run of
The Barangka Credit Cooperative (BCC) was established in 1985 by employees of the U/Tex Weaving Department who pooled their money and resources to form a savings association. It faced difficulties early on due to lack of funds and the closure of U/Tex. However, through determination and community support, BCC overcame these challenges and now provides loans, savings programs, insurance, remittance services, and community projects to its members. It has received several awards and recognitions for its work. BCC also operates affiliated businesses like a dormitory, school, clinic, and remittance center to further support its members' financial and educational needs.
Members first, always: The ACDI Cooperative Storyjo bitonio
ACDI Multipurpose Cooperative (ACDI MPC) started in 1982 as a credit cooperative for Air Force pilots and has since expanded to serve the entire Armed Forces of the Philippines. It has grown from 26 members and 1 office in 1982 to over 110,000 members and 104 offices in 2015. ACDI MPC provides financial services like savings, loans, and investments as well as operating businesses in areas such as aviation, agriculture, insurance, and construction. It is led by a board of retired military generals and aims to be the leading cooperative system through member-focused and diversified services.
Sacred Heart Savings Cooperative, Candon City, Region 1 Philippinesjo bitonio
The Sacred Heart Savings Cooperative was established in 1972 as the Galimuyod Credit Union by 33 parishioners. It has since expanded to over 11,000 members with operations across Ilocos Sur and La Union. The cooperative provides savings and loan products to members and has seen significant growth in assets, loans, deposits, and capital over the years. It aims to uplift living conditions through financial services and member solidarity in line with its vision and mission.
The document outlines the 9 step process for organizing a cooperative in the Philippines according to the Cooperative Code of the Philippines. The steps include getting organized, reserving a cooperative name, preparing an economic survey and bylaws, securing bonds for accountable officers, completing a treasurer's affidavit, attending a pre-membership education seminar, and registering the cooperative with the Cooperative Development Authority. It also provides details on the types of cooperatives, membership categories, and privileges cooperatives can enjoy once registered.
The document provides an overview and history of on-the-job training (OJT) and the Philippine Regulation Commission (PRC). It discusses that OJT involves learning a job through hands-on work experience while earning a paycheck. It can benefit both employees and companies but requires proper planning. The history section then outlines important events and developments for the PRC from its establishment in 1973 to 1999, including computerization efforts, expansion of operations, and quality certification.
The social audit of Pangasinan III Electric Cooperative assessed their performance in areas such as membership, staffing, community programs, and financials, finding opportunities for improvement in members' economic participation, feedback collection, and program implementation. The annual performance report provided additional details on the cooperative's financial position, governance structures, and social responsibilities. Overall, the audit and report evaluated both the organizational and social aspects of the cooperative's operations.
The Tubao Credit Cooperative was established in 1966 with 39 members and 314 pesos in capital. Over 46 years it has grown tremendously, now serving over 25,000 members with over 629 million pesos in total assets. Originally serving only residents of Tubao, La Union, membership is now open to those living in La Union, Baguio City, and nearby areas. Members receive competitive interest rates on deposits as well as access to affordable loans for personal, business, and housing needs. Through prudent management and a commitment to serving members, the cooperative has become a shining example of success.
The document provides an economic survey for a proposed cooperative called Oikos Christian Network Cooperative. It would have 75 original members and plans to increase membership to 500 in the first year, 1,000 in the second year, and 3,000 in the third year. The cooperative aims to establish a mini grocery store, operate coffee vending machines, and lend goods to local vendors. It projects annual earnings of ₱392,800 in its first year of operation with expenses of ₱93,600, resulting in monthly net income of ₱12,984.
The document provides information on how to register a cooperative with the Cooperative Development Authority (CDA) in the Philippines. There are 9 steps to registering a cooperative: 1) organize members, 2) reserve the cooperative name, 3) prepare an economic survey, 4) prepare bylaws, 5) prepare articles of cooperation, 6) secure bonds for accountable officers, 7) execute a treasurer's affidavit, 8) complete cooperative education, 9) register with CDA. Registration fees vary from 500 PHP for primary cooperatives to 3,000 PHP for tertiary cooperatives. The CDA is the sole agency responsible for registering all types of cooperatives in the Philippines.
This document provides an overview and summary of the Cooperative Orientation Seminar (COS) conducted by Tayabas Community Multi-Purpose Cooperative (TCMC) for new members. It discusses TCMC's history, areas of operation, products and services offered. It also explains TCMC's lending process and types of loans including regular loans and special loans for business capital. Key details about loan amounts, terms, interest rates and monthly payment schedules are provided for regular loans of different amounts. The goal is to help new members understand TCMC's purpose, benefits and loan policies.
The document provides background information on the history and development of cooperatives. It discusses how the modern cooperative movement began in 1844 with the Rochdale Society of Equitable Pioneers in Rochdale, England. It then outlines key figures like Robert Owen and Dr. William King who influenced the development of cooperatives. The document also summarizes major milestones and policies regarding cooperatives in the Philippines from 1906 to 1969.
Message to PCC on their 21st Annual General Assemblyjo bitonio
The document is a speech given at the 21st Annual General Assembly of the Philippine Cooperative Center (PCC) held in Vigan City on June 27, 2019. The speaker welcomes attendees and emphasizes the theme of "Honoring the Past; Treasuring the Present; Gearing for the Future." Specifically, the speaker notes that understanding PCC's historical development is important for effectively shaping its future. The speaker also congratulates Dr. Divina C. Quemi for receiving an award recognizing her contributions to the cooperative sector and thanks PCC for its unification efforts within the sector.
The Story of Bagnos Multi Purpose Cooperativejo bitonio
The document provides background information on Bagnos Multi-Purpose Cooperative located in Binacag, Banna, Ilocos Norte, Philippines. It was established in 2000 with 12 initial members and has since grown to over 600 members. The cooperative engages in various agricultural activities to support its farmer members including palay trading, rice coffee production, hog and goat raising, and operating a consumer store and credit program. It has expanded its facilities and services over the years and received several awards for its progressive work in the community.
NSCC: A Leading, Trusted National Consortium of Cooperatives that Helps Empo...jo bitonio
This document summarizes the operations of the Nueva Segovia Consortium of Cooperatives (NSCC) in the Philippines. NSCC operates as a secondary cooperative serving member cooperatives in the provinces of Ilocos Sur, Ilocos Norte, La Union, Pangasinan, and Benguet. It was established in 1992 and provides services including financial assistance, skills training, product marketing, and partnership programs with local governments and organizations. NSCC has grown significantly over the years and now has over 90 member cooperatives and assets of over 1 billion pesos. It has received numerous awards recognizing its contributions to cooperative development.
Delinquency control & capital build up for cooperativesefferson ramirez
The document discusses strategies for controlling delinquency and building capital in cooperatives. It outlines common reasons for borrowing and delinquency, such as sickness, job loss, or natural disasters. To minimize delinquency, cooperatives should provide continuous education to members on cooperative principles and financial responsibilities. They should also properly evaluate loan applications. Some strategies for capital build up include cooperative education, raffle draws tied to share purchases, annual dues, and voluntary savings programs like door-to-door collections or salary deductions. Maintaining sufficient capital is important for cooperatives to provide services to members and remain self-financed enterprises.
The Sacred Heart Savings Cooperative was established in 1972 in Galimuyod, Ilocos Sur and has since expanded to over 150 cities/municipalities across 8 provinces. It has over 34,000 members and 25 branches offering savings products, loans for agriculture, business, and other needs, and additional services like printing, events, remittance, and insurance. Under strong leadership, the cooperative has grown to over 1.4 billion in assets and become one of the largest and most awarded cooperatives in the Philippines.
The document summarizes key aspects of minimum corporate income tax (MCIT), improperly accumulated earnings tax (IAET), and general information tax (GIT) in the Philippines. It explains that MCIT is 2% of gross income imposed on domestic corporations starting in their 4th tax year of operations if their taxable income is zero or negative, or if MCIT is greater than normal income tax. Any excess MCIT paid can be credited against normal income tax over the next 3 years. It provides examples of journal entries recording MCIT payments and credits over multiple years for a sample corporation.
This document is a letter from the Philippine Association of Academic and Research Librarians (PAARL) announcing their 41st General Assembly on January 30, 2014 at the National Library of the Philippines in Manila. The letter provides the order of business which includes reports from the President, Treasurer, and NOMELEC committee. It also announces the induction of newly elected board members and officers as well as awarding ceremonies after the General Assembly. Members are encouraged to renew their membership and download a proxy form from the group's website.
The document provides information about organizing a primary cooperative, including requirements for membership, articles of cooperation, bylaws, registration, and types of membership. Fifteen or more individuals who are Filipino citizens of legal age and have a common bond can organize a cooperative by submitting economic data, articles of cooperation, and bylaws to the cooperative authority for registration. A cooperative has legal status once registered and issues certificates of registration. Membership types include regular and associate members. Government officers and employees have restrictions on cooperative involvement.
Education for the Success of Cooperatives PA113jo bitonio
Here are some key points in formulating training objectives:
- Objectives should be specific, measurable, achievable, relevant and time-bound (SMART)
- They identify the skills, knowledge or attitudes to be developed through training
- Objectives are formulated based on the training needs identified and in consultation with stakeholders
- Objectives are written from the participant's perspective, focusing on what participants will be able to do after training
- Both immediate/short term and long term objectives can be set
- Objectives are formulated at different levels - overall, module, session to guide the training design, delivery and evaluation
- Verbs like "explain", "demonstrate", "apply" are used to make objectives action-
The Sacred Heart Savings Cooperative was originally organized in 1972 as the Galimuyod Credit Union by 33 parishioners in Ilocos Sur. It has since expanded significantly, changing its name and allowing membership across Ilocos Sur and other provinces. It now has over 11,000 members and 6 branches. The cooperative offers a wide range of savings and loan products to members. Notable achievements include regional and national awards, asset growth to over P376 million, and the construction of a business center building. The cooperative prioritizes best practices like professionalized operations, employee benefits, and financial education for members.
The document outlines the initial rules and regulations for a member's rice loan program by the L.I.P.A.D Multi-purpose Cooperative. It states that distribution of 25kg bags of rice will begin on January 30th at a price of PHP 1,050 per bag, representing a markup of PHP 115. It also provides the payment terms, which include a minimum down payment of PHP 50 and subsequent bi-monthly payments of PHP 500 on February 15th and 28th. Additionally, it limits members to a maximum of two bags per transaction and prohibits new loans if previous loans are unpaid, and will convert unpaid loans to multi-purpose loans after 5 days past the due date. Feedback on the first run of
The Barangka Credit Cooperative (BCC) was established in 1985 by employees of the U/Tex Weaving Department who pooled their money and resources to form a savings association. It faced difficulties early on due to lack of funds and the closure of U/Tex. However, through determination and community support, BCC overcame these challenges and now provides loans, savings programs, insurance, remittance services, and community projects to its members. It has received several awards and recognitions for its work. BCC also operates affiliated businesses like a dormitory, school, clinic, and remittance center to further support its members' financial and educational needs.
Members first, always: The ACDI Cooperative Storyjo bitonio
ACDI Multipurpose Cooperative (ACDI MPC) started in 1982 as a credit cooperative for Air Force pilots and has since expanded to serve the entire Armed Forces of the Philippines. It has grown from 26 members and 1 office in 1982 to over 110,000 members and 104 offices in 2015. ACDI MPC provides financial services like savings, loans, and investments as well as operating businesses in areas such as aviation, agriculture, insurance, and construction. It is led by a board of retired military generals and aims to be the leading cooperative system through member-focused and diversified services.
This document outlines various requirements and best practices for cooperatives in the Philippines. It states that cooperatives must allocate allowances for probable loan losses, apply for tax exemption with BIR, and submit yearly reports to CDA to maintain their Certificate of Operation. It also describes the COOP-PESOS rating system used by CDA to evaluate cooperatives' soundness. Additional requirements include proper documentation of loans, regular financial audits, and developing strategic plans.
2012-2013 Research, Information and Training Report of VIFEjo bitonio
The Research and Information Unit is responsible for planning and implementing programs related to promoting cooperatives, the International Year of Cooperative, producing communication materials, gender programs, strengthening cooperative development councils, and assisting with an annual cooperative celebration. It also collects cooperative success stories, processes applications for cooperative auditors, and acts as a coordinator for cooperative training programs. In 2012, it mentored 863 cooperatives whose 409,147 members increased by 120.88% of the target. The most outstanding cooperatives recognized were SACDECO for large primary cooperatives and CEO Divina Quemi for outstanding cooperative leader.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Gawad Parangal Special Citations for Cooperativesjo bitonio
This document outlines the criteria for special awards given to cooperatives in four categories: exemplary environmental protection, outstanding community involvement, excellence in membership growth, and remarkable cooperative partnership. For each category, 1 winner will be selected from regional entries. The criteria describe programs, projects, and activities that qualify cooperatives in areas like environmental conservation, social welfare, membership expansion, and inter-cooperative collaboration. Examples of qualifying initiatives are provided for each category.
This document contains quotes from various authors on leadership and management. John Kotter describes the role of leaders in establishing vision, strategy, and motivating change. Stephen Covey contrasts management with leadership, saying management ensures efficiency while leadership determines direction. John Maxwell discusses how personnel, relationships, structure, vision, and leadership determine the potential, morale, direction, and success of an organization. The document provides insights from various experts on effective leadership practices.
This document provides details of La Union MPC's qualifications for the 2014 Most Outstanding Cooperatives award in the Medium Scale Category in Region 1. It outlines the cooperative's qualifying criteria, which include submitting required reports on time, receiving very satisfactory ratings on social and performance audit reports, being in good standing for the past three years, and being operationally gainful for the past two years. Documentation requirements and evaluations criteria are also included. La Union MPC met all qualifying criteria and documentation requirements.
State of Cooperative Movement in Region 1jo bitonio
This document summarizes a pre-summit conference workshop on cooperative housing that took place in May 2014. It provides statistics on cooperatives in several Philippine provinces from 2010 to 2013. Some key points include:
- The number of registered cooperatives showed a slight increase from 2010 to 2012 but decreased in 2013.
- Total assets of cooperatives increased significantly in 2011 and 2012 but decreased slightly in 2013.
- The volume of business increased steadily each year from 2011 to 2013.
- The number of large cooperatives doubled from 2012 to 2013.
The workshop outlined a vision for 2020 where cooperatives would be progressive, financially stable, and contribute to inclusive growth and poverty reduction. Five critical themes were identified to achieve
The summary provides an overview of the Cooperative Alliance Program partnership between CareerTech and OSRHE that allows high school and adult students to earn transcripted college credit toward an Associates of Applied Science degree or workforce degree. Students can earn this credit for courses taken at CareerTech centers across Oklahoma at no tuition cost other than an $8 per hour academic service fee. The program aims to help more Oklahoma students earn a college degree and prepare for in-demand careers.
This document outlines an operation plan for a business expansion. It discusses introducing new marketing strategies and unique products at competitive prices. It details promotional activities like showroom events and interior designer forums. Sales forecasts are provided for various product lines over six months. Operational costs are estimated at 7 lakhs per month while average monthly sales are projected to be over 38 lakhs, allowing the business to break even at 25 lakhs per month and become profitable.
En el marco del congreso de economía social celebrado en EOI Sevilla los 27 y 28 de mayo, Alice Bryer, Golsmiths College, presenta su estudio sobre las empresas recuperadas de Argentina.
27_05_2010
This document outlines the agenda and discussion topics for a 1st Tourism Cluster Congress workshop on engaging cooperatives in tourism. It provides discussion prompts on uncertainties, opportunities, and challenges. Participants will learn from each other by listening, reflecting, sharing, and asking questions. Cooperatives are well-positioned to be involved in tourism due to their community ties, facilities, and adherence to Filipino values. However, there are also uncertainties around government support, regulations, financial capacity, and competition from other industries. Opportunities include agri-tourism, real estate investments, and tapping cooperative networks and resources. Challenges include accessibility, infrastructure, natural disasters, and weak leadership.
This document contains testimonials from members of various cooperatives in the Philippines, including the Sacred Heart Savings Cooperative, La Union Multipurpose Cooperative, and Tubao Credit Cooperative. The testimonials describe how the cooperatives have helped empower members and improve their lives through access to loans, education programs, health services, and other support. Specific stories are shared about members who were able to start businesses, send their children to school, or rebuild their lives with the assistance of these cooperatives. The cooperatives are praised for the positive impact they have made in communities and the lives of their members.
Draft Operational Plan 2015/16 community presentation maitlandyoursay
The document summarizes Maitland City Council's draft Operational Plan for 2015/16. The plan focuses on meeting service commitments, maintaining financial sustainability, and addressing population growth. It outlines key projects and actions in areas like infrastructure, the environment, economic development, and community engagement. The budget is balanced at $110.4 million in income and expenditure, with increases to rates, employee costs, and the capital works program. Productivity savings of $500,000 per year are also committed through service and process improvements. Community feedback on the draft plan will be incorporated before it takes effect on July 1, 2015.
Issues and Concerns in the Compliance & inspection of Cooperatives in Region 1jo bitonio
The Cooperative Development Authority inspected 974 cooperatives and found that 112.34% of their target of 867 cooperatives was accomplished. Common findings from the inspections included cooperatives not maintaining proper documentation like membership registries containing required information, not issuing share capital certificates, and not having required plans, codes, and procedures in place. The document recommends cooperatives address these issues with assistance from Cooperative Development Support officers and other established cooperatives.
This document outlines the requirements and fees for obtaining a Certificate of Good Standing from the Cooperative Development Authority of the Philippines. It details the necessary documents, such as annual reports, audited financial statements, and minutes from annual general assemblies. It also specifies the penalties for late or non-submission of mandatory reports, which are 100 pesos per day. The document requests flexibility in paying penalties for agricultural credit cooperatives working with the Department of Agrarian Reform, allowing minimum initial payment and installment plans for the remaining balance.
The Cooperative Development Authority aims to promote the growth of cooperatives and mutual benefit associations. It provides assistance to help establish, register, and develop cooperatives through loans, grants, and training programs. The ultimate goal is for cooperatives to contribute to economic and social development through member ownership and democratic control of enterprises.
This document is a report on the realization of the 2011 budget for the Medan Religious Court for April 2011. It shows the budget allocation, realization to date, realization for the month, total realization to date, and remaining funds to date for each budget item. The total budget was Rp4.029 billion, with a total realization to date of Rp888.8 million or 22.06% of the budget. Realization for April was Rp367.3 million, bringing the total realization to Rp1.256 billion or 31.94% of the budget, leaving Rp2.676 billion or 68.06% of funds remaining.
This document analyzes the financial performance of a company over 5 years from 2009-2013 using various ratios and analyses. It summarizes key financial metrics like net income, sales, assets, and liabilities. Trend analyses show sales, costs, profits, and other figures generally increased year over year, with some fluctuations. The document provides a comprehensive review of the company's financial standing and growth over this period.
Division of Business & Finance 2011-2012 Annual Reportjmgcook
The Division of Business and Finance 2011-2012 Annual Report summarizes accomplishments and goals across several departments. Key accomplishments included increasing net income for Auxiliary Services, implementing a new dining operation, and improving budget practices to increase reserves. Goals for 2013 include measuring customer satisfaction, automating processes, and identifying new revenue opportunities. The report provides an overview of the Division's support services and financial management responsibilities.
This document provides financial statements and ratios for Hansson Private Label from 2003-2007. It also includes projections for Hansson with a proposed expansion from 2009-2018. Key information includes:
- Hansson's revenue, earnings, and margins have grown from 2003-2007. Net income margin has remained steady at around 5.7%.
- Projections estimate revenue will grow from $84.96M in 2009 to $144.16M in 2018 with the expansion. Net income is estimated to grow from $2.83M to $9.56M over this period.
- The proposed expansion will require a $57.82M investment and is estimated to have a positive NPV of $36
This document contains notes and assumptions for a business plan prepared by Investaura Management Consultants for an unnamed company. It identifies two key value creation levers as expanding into new international markets and increasing sales of new product lines. While two other levers are noted as substantial, they were not quantified. The document includes historical financials and key performance metrics for the company from 2005-2013 and disclaims that the forecasts are preliminary and subject to due diligence.
The document provides projected financial statements for Ideko Corp. from 2005-2010, showing steady sales growth and increasing profitability over that period. It also includes sensitivity analyses showing the impact on EBITDA and net income from variations in market growth rates, raw material costs, and labor costs. The analysis section notes that without access to new markets or paying dividends, Ideko Corp. would need to raise $134.061 million to fund its expansion plan through 2010 based on the projections.
This document provides an overview of Nigeria's 2012 budget, including actual and estimated revenue and expenditures from 2010 to 2012. Total revenue was estimated at $89.5 billion for 2012, with the largest sources being federal allocations (36.86%), internal loans (23.46%), and FAAC augmentation (7.26%). Total expenditures were also estimated at $89.5 billion, with largest allocations to capital expenditures (56.75%), recurrent expenditures (43.25%), and economic sector capital projects (34.63%). The budget outlines Nigeria's sources of funding and planned spending across sectors for 2012.
Apex Adelchi Footwear Limited Ratio Analysis Moin Sarker
The document analyzes various financial ratios of Apex Adelchi Footwear Limited from 2010 to 2014. It shows that the company's liquidity, asset management, and debt management ratios were generally dissatisfying over this period, with current ratio, quick ratio, inventory turnover ratio, days sales outstanding, fixed assets turnover ratio, total assets turnover ratio, debt ratio, and equity multiplier below target levels. However, the profitability ratios of price/earnings ratio and market/book value ratio were satisfactory. The overall financial performance of the company requires improvement in working capital management and debt reduction.
- Ashok Leyland's total operating revenues increased 45% year-over-year to Rs. 107,035 crore in FY21 from Rs. 73,817 crore in FY20. Total expenses also increased 44% to Rs. 103,824 crore in FY21 from Rs. 72,341 crore in FY20.
- EBITDA more than doubled to Rs. 4,253 crore in FY21 from Rs. 2,377 crore in FY20, with the EBITDA margin expanding to 4% from 3%.
- Net profit for the year increased 24% to Rs. 6,422 crore in FY21 from Rs. 5
The document summarizes the financial performance of MMG Camarines Sur from 1999 to 2015. It shows the hospital's gross revenue, operating expenses, and net surplus each year. While the hospital had positive net surpluses from 1999 to 2008, it experienced losses from 2009 to 2014. The accumulated net surplus peaked at over 21 million pesos in 2006 but declined to under 7 million pesos by 2015. The operational efficiency, measuring profit per unit of gross income, was generally higher in earlier years under previous leadership but declined after leadership changes in later years.
EPF DECLARES 6.15 PER CENT DIVIDEND FOR 2012corpcomm_epf
The Employees Provident Fund (EPF) declared a dividend rate of 6.15% for 2012, up from 6% in 2011. This translates to a record RM27.45 billion total payout, up 12.2% from 2011. EPF achieved its highest ever gross investment income and total assets exceeding RM526.75 billion despite complex investment conditions.
- Sales and profits were impacted by external factors such as chip shortages and the Ukraine war, however margin increased due to an improved product mix.
- Assets and income grew due to increased lease volume and a focus on high-value models, despite a decline in overall vehicle sales.
- Solid financial performance was maintained through efficient operations and strong asset quality, while further diversifying funding sources.
Bharti Airtel is the largest telecommunications company in India, with over 261 million subscribers across 20 countries. It was founded in 1995 as Bharti Tele-Ventures and provides a wide range of services including mobile, home phones, broadband, and DTH. Key highlights include partnerships with Mercedes for Formula One racing and launching a cloud platform with HP. Bharti Airtel is focused on putting customers first and enriching lives through understanding customer needs. It has a strong corporate social responsibility program carried out through Bharti Foundation to improve education.
Larsen & Toubro Limited (L&T) is an Indian engineering conglomerate engaged in engineering, construction, and manufacturing. The document provides an overview of L&T and the engineering industry in India. It summarizes L&T's financial performance and position, highlighting strong revenue and order inflow growth. Calculations include projected financial statements, weighted average cost of capital, discounted cash flow valuation, and target price of Rs. 2,413.60 per share for L&T.
- Maruti Suzuki India Limited is the largest car manufacturer in India, established in 1981 through a joint venture with Suzuki Motor Company of Japan.
- It has the largest market share in India, selling over 1 million vehicles annually. Some of its top selling models include the Alto, WagonR, Swift, Dzire.
- While sales and profits have grown steadily over the years, the company now faces challenges from rising costs, increased competition, and changing market conditions.
- Based on financial analysis, Maruti Suzuki appears to be a profitable and well-established company, but its stock price valuation may depend on how well it can adapt to the evolving automobile industry in India.
Caterpillar Inc. is a manufacturer of construction and mining equipment. According to its financial statements from 2010:
- Revenue in 2010 was $42.6 billion, up from $32.4 billion in 2009.
- Net profit in 2010 was $2.76 billion, up from $827 million in 2009.
- Total assets in 2010 were $64.02 billion, up from $60.04 billion in 2009. Total liabilities were $52.7 billion in 2010.
This document analyzes the financial performance of Novartis India from 2009-2011. Some key highlights:
- Novartis India has been operating in India since 1947 and has a presence in pharmaceuticals, generics, vaccines, OTC products, eye care and animal health.
- Ratios like current ratio, quick ratio, and debt-equity ratio show the company has good liquidity and lower risk.
- Gross profit margin, net profit, return on capital employed, and earnings per share have all increased from 2009-2011, indicating higher profitability.
- Shareholder funds and reserves & surplus have increased each year, showing growth and a strong financial position.
Telkomsel's financial performance from 2010-2014 is summarized as follows:
1) Telkomsel maintained the strongest solvency ratio compared to competitors Indosat and XL. Telkomsel's revenue grew steadily at an average of 9% annually while EBITDA and net income grew at 6% on average during this period.
2) Key financial ratios like EBITDA margin, profit margin, return on assets and return on equity showed a declining trend for Telkomsel over this time period.
3) Looking ahead, Telkomsel aims to increase revenue through new business lines while managing rising operational and capital expenditures, as maintenance and infrastructure upgrade costs continue growing to support expanding mobile networks.
The document summarizes the findings of a public expenditure tracking project in Ghana from 2010-2012. It found that while allocations to the water and sanitation sector increased overall, the Ghanaian government component of funding decreased while donor funding increased. Disbursements from the government were often delayed, creating challenges for sector agencies. Over the three years, the project faced difficulties getting information from some agencies and sustaining funding, but hopes to improve its impact going forward with renewed support.
This document discusses concepts related to urbanization, urbanism, and cities. Some key points:
- Urbanization is defined as the process of populations moving from rural to urban areas, causing cities and towns to grow. It is influenced by economic, political, and social advantages of urban living.
- Urbanism refers to the way of life in cities, and the social and cultural consequences of dense, heterogeneous urban populations. It involves more competition, specialization, and impersonal relationships than rural areas.
- New Urbanism is an urban planning movement that promotes walkable, mixed-use neighborhoods to encourage healthier, more sustainable living. It aims to build a sense of community while adopting ecological practices.
The document discusses different approaches to rural development:
1. Past anti-poverty efforts in the Philippines from the 1960s to 1990s by successive presidents met with little success, as described by one observer.
2. A theory of change approach helps identify effective solutions to address the underlying causes of problems hindering progress, considering the UN's comparative advantages.
3. Key principles for developing a theory of change include developing it consultatively to reflect stakeholders' understanding, grounding it in evidence, and supporting continuous learning.
The document provides guidance on writing an effective project proposal. It begins with definitions of key project terms like project, project life cycle, and goals. It then explains why project proposals are needed, such as to get approval, funding, and buy-in. The document outlines the main components of a strong project proposal, including an executive summary, background information, proposed solution, defined deliverables and goals, timeline, budget, and required resources. It emphasizes that a proposal should clearly communicate the problem being solved, proposed approach, anticipated impact, and convince the reader that the project merits time and funding.
The document discusses stakeholder analysis, which involves identifying and assessing the interests, concerns, and influence of individuals or groups impacted by a project. It outlines the types of stakeholders, including internal/external and primary/secondary. Key steps in conducting stakeholder analysis are identified as: 1) identifying stakeholders, 2) prioritizing stakeholders, 3) understanding stakeholder needs/expectations, 4) developing an engagement plan, and 5) monitoring and adapting. Methods for stakeholder analysis like the power-interest grid are presented, along with examples of common pitfalls to avoid and ways to improve stakeholder analysis.
The document summarizes several key development issues and concerns in the Philippines, including poverty, overpopulation, unemployment, corruption, limited healthcare access, security threats, and issues within the education system. It notes that poverty remains a challenge with over 20% of the population living below the poverty line. Overpopulation strains resources and is driven by lack of education, poverty, and unemployment. Unemployment and underemployment lead to issues like debt and income inequality. Corruption is also a major problem, with the Philippines perceived as one of the most corrupt countries. Access to quality healthcare is limited especially in rural areas. Security threats include criminality, drugs, and terrorism. Within education, there are issues of limited access, inadequate funding
Rural development aims to improve economic and social conditions in rural communities. It involves increasing agricultural production, developing infrastructure like roads and healthcare, and raising incomes. Rural development faces challenges like low incomes, lack of opportunities, and remoteness from urban centers. It requires a multi-pronged approach including agricultural growth, job creation, education, and improving living standards. International organizations increasingly prioritize rural development and poverty reduction through strategies like sustainable livelihood programs.
The document discusses work ethics and how managers can instill strong work ethics in employees. It defines work ethics and explains their importance. The bulk of the document outlines 10 ways for managers to develop work ethics among staff, such as leading by example, recognizing good work, and establishing clear expectations. It also addresses the role of employees in upholding work ethics and key qualities of good work ethics.
Training and development refers to educating employees within a company to increase productivity, improve quality, lessen employee turnover, and decrease costs and errors. There are several types of training including supervisor training, organizational development training, and interpersonal skills development training. The training and development process consists of five overlapping processes: needs assessment, motivation, design, delivery, and evaluation. Effective training design involves defining objectives, outlining content, developing activities, preparing materials, and determining evaluation and follow-up. Models like ADDIE provide a framework for the design and implementation of training programs.
Social development aims to improve well-being for all citizens. The document discusses social development in the Philippines under the Duterte Administration from 2017-2022. Key programs implemented included Pantawid Pamilya, universal healthcare, an anti-terrorism act, and infrastructure development. Literacy rates increased while issues remained in areas like housing, the environment, and financial literacy. The new Philippine Development Plan for 2023-2028 envisions healthy, educated citizens living in livable communities.
This document discusses prospects and challenges for urban and metropolitan administration and governance. It begins by defining urban and metropolitan areas and outlining the importance of effective administration and governance in promoting economic growth, social justice, and improved quality of life. It then discusses significant prospects for urban areas in economic growth and quality of life, as well as challenges like rapid urbanization, inequality, and climate change. The document also covers topics like public-private partnerships, smart cities, digital governance, integrated metropolitan planning, and sustainable urban development strategies.
Planning and Budgeting helps organizations set targets and generate budgets by enabling different departments to collaborate using shared assumptions and tools. Effective planning requires assessing an organization's past approaches and addressing cultural issues to support current processes. Budgeting involves preparing, legislating, executing, and ensuring accountability for budgets through classification of expenditures and an organized structure. The budgeting process allows organizations to review past performance, forecast revenues, assign costs, and communicate budgets clearly.
The document discusses the Strategic Performance Management System (SPMS), which links employee performance to organizational goals. The SPMS has four stages: performance planning, monitoring, review/evaluation, and rewarding/development. It focuses on aligning individual goals with the organization's mission, vision, and strategic goals. The SPMS process aims to concretize this linkage and ensure organizational and individual effectiveness. Key elements include goals aligned with agency priorities, an outputs/outcomes orientation, team-based performance management, and user-friendly forms showing goal alignment. Government issuances like AO 25 and a Joint Circular provide rules on performance-based incentives. Performance is measured based on quality, efficiency, and timeliness.
This document discusses topics related to personal effectiveness, job enrichment, motivation, compensation policy, career development, and management. It defines personal effectiveness as dealing with success, goals, and related concepts. Key personal effectiveness skills include optimism, confidence, determination, reflection, problem-solving, persistence, stress management, emotional intelligence, habit building, organization, and time management. Job enrichment aims to make jobs more motivating by expanding tasks and skills. Career development involves defining goals and acquiring skills through self-assessment, awareness, goal-setting, training, and performance, while career management is a lifelong process of investing in one's future career goals.
The document discusses key aspects of human resource management including job analysis, job design, job evaluation, human resource planning, recruitment and selection, placement and utilization. It defines each concept and explains their importance. For job analysis, it outlines the steps and benefits. It also describes different job evaluation and design methods used by organizations. The recruitment and selection process is summarized in five steps. Placement and utilization focus on properly matching employees to roles and maximizing their productivity.
This document discusses workplace stress, its causes and effects, and strategies for managing it. It notes that some stress can motivate employees but too much stress leads to negative outcomes. It identifies 10 signs of stress during change, including increased absenteeism, difficulty concentrating, and hostility. The WHO recommends preventing stress through risk identification, developing action plans, and evaluation. Effective HR strategies include encouraging collaboration, taking breaks, deep breathing, and maintaining a calm mindset. Prioritizing mental health provides tools for managing challenges.
Coaching and mentoring involve teaching new skills, improving performance in specific work areas, and building soft skills. They establish goals and empower individuals to take responsibility for their actions. Both provide benefits such as increased job satisfaction, engagement, and productivity. Coaching focuses on skills and performance, while mentoring emphasizes career development and guidance from someone with experience. Both build trust, share knowledge, and help people develop self-awareness and confidence.
VUCA stands for volatility, uncertainty, complexity, and ambiguity. It describes constant, unpredictable change that is now the norm in certain industries. The US Army first used VUCA after 9/11 to describe the unfamiliar security environment. In 2009, an author adapted VUCA for business to reflect turbulent forces of change affecting organizations. To manage in a VUCA environment, leaders need new skills like anticipating and adapting to change, strategic thinking, and considering broader contexts. They must also embrace uncertainty, develop resilience, foster innovation, strengthen decision-making, build relationships, and focus on continuous learning.
This document discusses concepts related to social responsibility, ethics, and management. It provides examples of companies like Starbucks, Lego, and San Miguel Corporation that demonstrate social responsibility through practices like sustainable sourcing and environmental initiatives. It also outlines classical and socio-economic views of a business's social responsibilities and discusses the importance of managerial ethics. Globalization is defined and its impacts on different levels are explained, along with both benefits and criticisms of the process of globalization.
This document outlines an MPA course on organization and management. It covers three main topics: skills of self-confidence, operations and career management, and references. For skills of self-confidence, it defines types of self-confidence like optimal, low, and over confidence and lists skills to build self-confidence. For operations and career management, it discusses key aspects of operations management and importance of career management for both employees and companies. It also outlines eight career anchors that influence career choices. The document provides references used at the end.
This document discusses organizational design and change management. It defines organizational design as creating the best fit between an organization's strategic choices and setting. It also outlines several principles of organizational design like specialization, coordination, control and commitment, innovation and adaptation, and knowledge competence. The document also discusses factors that influence organizational design like environment, strategy, technology, size, life cycle, and culture. Additionally, it defines innovation, types of innovation like sustaining and disruptive, and the importance of innovation. Finally, it discusses change management, models of change management like Kotter's 8-step model, McKinsey 7S framework, and ADKAR model, and how each focuses on process or people.
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
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Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Gledco: Top Performing Cooperative in Ilocos Region
1. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
GLEDCO Top Performing
Cooperative in Ilocos
Region
A Lecture Presentation during
The Regional Gender Summit in Cooperatives
MMSU Teatro Ilocandia
City of Batac, Ilocos Norte
October 4-5, 2012
2. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
The Birth of GLEDCO
On Nov. 29, 2001, twenty (20) cooperators with one
hundred forty-five (145) members agreed to form a
cooperative, with the following main objective:
Primary: To create funds in order to grant loans for productive and
providential purposes to all members who are employees of the
City Government of Laoag.
Authorized Capital Stock:
Amount P 1,744,000
Shares 3,488
Financial Highlights Subscribed Capital Stock:
–Nov. 29, 2001 Amount 436,000
Shares 872
Paid-in Capital / Assets 125,000
# of Original Members 165
3. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
4. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
CDA Approval
LOGO / SEAL
The Cooperative
Development Authority
approved the
Certificate of Registration
(DAG-4458)
of
GLEDCO
on
January 22, 2002.
5. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
6. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
Year Amount Increase %
11/2001 125,000.00
A 2002 6,709,747.89 6,584,747.89 5267.80%
S 2003 21,540,721.72 14,830,973.83 221.04%
S 2004 36,434,224.76 14,893,503.04 69.14%
2005 48,825,704.39 12,391,479.63 34.01%
E
2006 69,262,209.93 20,436,505.54 41.86%
T 2007 93,240,818.97 23,978,609.04 34.62%
S 2008 121,802,769.87 28,561,950.90 30.63%
2009 150,375,938.07 28,573,168.20 23.46%
2010 174,231,554.63 23,855,616.56 15.86%
2011 248,502,648.97 74,271,094.34 42.63%
7. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
Increase in
Assets by P
74.271 M
Compared Overshoot
to 2012 2011
level target by
P 48.53 M
8. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
Capitalization
Authorized Capital Share Subscribed Capital Share Membership
Date Amount # of Shares Amount # of Shares Fee
1/22/2002 1,744,000.00 3,488 2,000.00 4 100.00
1/25/2003 20,000,000.00 40,000 5,000.00 10 300.00
1/01/2004 20,000,000.00 40,000 5,000.00 10 500.00
1/22/2006 50,000,000.00 100,000 10,000.00 20 1,000.00
1/27/2007 100,000,000.00 200,000 10,000.00 20 1,000.00
3/28/2009 150,000,000.00 300,000 10,000.00 20 1,000.00
5/02/2011 250,000,000.00 500,000 10,000.00 20 1,000.00
9. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
Year Amount Increase %
11/2001 436,000
2002 1,744,000 1,308,000 300.00%
2003 7,919,000 6,175,000 354.07%
2004 12,009,000 4,090,000 51.65%
Subscribed 2005 17,781,000 5,772,000 48.06%
Capital Shares 2006 36,984,000 19,203,000 108.00%
2007 61,731,000 24,747,000 66.91%
2008 92,038,000 30,307,000 49.10%
2009 110,411,000 18,373,000 19.96%
2010 126,845,500 16,434,500 14.88%
2011 152,464,500 25,619,000 20.20%
10. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
Subscription increased by P25.619M (20.20%)
compared to 2010 level.
Total Authorized Capital Shares is P250M.
Common Preferred
Shares
Shares
P 126,595, 500 P 25,865,000
11. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
P Year Amount Increase %
A 11/2001 125,000.00
I 2002 1,278,334.24 1,153,334.24 922.67%
D 2003 4,978,464.23 3,700,129.99 289.45%
2004 8,784,339.39 3,805,875.16 76.45%
-
2005 14,295,920.87 5,511,581.48 62.74%
U
2006 21,058,302.71 6,762,381.84 47.30%
P 2007 31,686,743.41 10,628,440.70 50.47%
2008 40,595,776.99 8,909,033.58 28.12%
S 2009 49,635,079.60 9,039,302.61 22.27%
C 2010 60,143,076.57 10,507,996.97 21.17%
2011 75,280,000.00 15,136,923.43 25.17%
12. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
Breakdown
Common Shares 59,290,000
Preferred Shares 15,990,000
Total 75,280,000
13. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
Year Amount Increase %
2002 3,776,315.22
2003 12,284,934.35 8,508,619.13 225.32%
2004 19,788,422.21 7,503,487.86 61.08%
2005 25,550,533.44 5,762,111.23 29.12%
Time Deposits
2006 40,555,458.23 15,004,924.79 58.73%
2007 52,134,038.00 11,578,579.77 28.55%
2008 67,960,568.06 15,826,530.06 30.36%
2009 85,602,735.61 17,642,167.55 25.96%
2010 94,364,770.59 8,762,034.98 10.24%
2011 141,996,906.41 47,632,135.82 50.48%
14. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
Breakdown # of Accts Amount
Regular Members 144 72,967,026.20
Time Deposits Associate Members 170 69,029,880.21
increased by Total 314 141,996,906.41
P47.632 million
(50.48%)
compared to
2010 level.
15. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
P PhP / In Millions
R 2011 2010
Year Amount
O
2002 8.815 Quarter Amount # of Accts. Amount # of Accts.
C
E 2003 30.110
1st 42.409 657 40.773 957
S 2004 37.057
S 2005 46.080 2nd 39.906 1,026 24.151 609
E 2006 61.650 Sub-Total 82.315 1,683 64.924 1,566
D 2007 71.590
2008 88.181 3rd 63.422 1,370 36.547 942
L 2009 112.277 4th 39.945 825 30.910 737
O 2010 132.381
A Sub-Total 103.367 2,195 67.457 1,679
2011 185.682
N
S
Total 773.823 Grand Total 185.682 3,878 132.381 3,245
16. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
Total loans for 2011 increased by
P53.30 million (40.26%) compared to
2010 level
Number of loans processed
increased by 633 (19.51%).
17. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
P 2 0 11 2 0 10 C ha nge s
R P a rt ic ula rs A m o unt % A m o unt % %
O C o ns o lida t e d 5 9 .15 0 31.86% 4 5 .5 9 0 34.44% 13 .5 6 0 29.74%
C
R e gula r 3 1.6 4 8 17.04% 3 1.115 23.50% 0 .5 3 3 1 %
.71
A ll P urpo s e 2 1.7 7 4 1 .73%
1 13 .9 6 5 10.55% 7 .8 0 9 55.92%
E P etty C ash 14 .2 4 2 7.67% 8 .5 5 3 6.46% 5 .6 8 9 66.51%
S M o ne t iza t io n ( B o nus ) 8 .7 4 7 4.71% 7 .2 7 5 5.50% 1.4 7 2 20.23%
S C he c k R e dis c o unt ing 14 .6 4 8 7.89% 9 .0 4 9 6.84% 5 .5 9 9 61.87%
E
H o us ing 2 2 .3 4 1 12.03% 3 .4 0 0 2.57% 18 .9 4 1 557.09%
B uy- o ut ( G F Is ) 0 .9 0 3 0.49% 2 .0 8 6 1.58% - 1.18 3 -56.71%
D B us ine s s 0 .5 5 0 0.30% 0 .7 0 0 0.53% - 0 .15 0 -21.43%
C ar 1.9 3 5 1.04% 1.2 0 0 0.91% 0 .7 3 5 61.25%
L A pplia nc e 0 .9 9 5 0.54% 1.3 6 5 1.03% - 0 .3 7 0 -27.1 %
1
O
C a la m it y 4 .2 4 5 2.29% 2 .0 15 1.52% 2 .2 3 0 1 0.67%
1
E xpre s s Lo a n 1.3 5 1 0.73% 0 .6 7 5 0.51% 0 .6 7 6 100.15%
A G - C a rd 3 .0 3 5 1.63% 5 .2 5 3 3.97% - 2 .2 18 -42.22%
N R ic e 0 .118 0.06% 0 .14 0 0.1 %
1 - 0 .0 2 2 -15.71%
S T o tal 18 5 .6 8 2 100.00% 13 2 .3 8 1 100.00% 5 3 .3 0 1 28.71%
19. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
GLEDCO gets the
biggest market share
with an increase of
P53.301M or 40.26%
in 2011 while the
other GFIs’ share
decreases.
21. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
increase
remittance level by
P23.612 million
(20.88%) in 2011
compared to 2010.
Other GFIs occupy
only a minimal
share in the market.
22. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
Gross Income from Loans
Year Amount Increase %
2002 762,507.50
2003 2,825,610.86 2,063,103.36 270.57%
2004 4,664,442.16 1,838,831.30 65.08%
2005 7,022,542.67 2,358,100.51 50.55%
2006 8,935,512.36 1,912,969.69 27.24%
2007 10,699,807.95 1,764,295.59 19.74%
2008 13,883,855.29 3,184,047.34 29.76%
2009 17,182,338.73 3,298,483.44 23.76%
2010 20,843,562.14 3,661,223.41 26.37%
2011 25,905,787.29 5,062,225.15 29.46%
Total 112,725,966.95
24. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
Annualized Income
(Estimates)– P32.376
million.
Gross Income is higher by
P4.859 million against 2011
target
and higher by P7.537
million against 2010
actual performance
25. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
2011
Net Surplus / Dividends
Net Surplus (per FS) 9,160,982.49
Year Net Surplus Dividends
2002 581,787.04 465,429.63 Members' Benefits 11,348,569.96
2003 2,187,121.40 1,749,597.12 Actual Net Surplus 20,509,552.45
2004 4,196,614.65 3,357,291.72 Projections 15,713,238.52
2005 5,103,905.87 4,082,813.50 Increase 4,796,313.93
2006 6,237,615.29 5,381,783.81
2007 7,422,316.78 6,722,130.91
Dividends (per FS) 6,870,736.86
2008 9,035,035.47 8,237,872.25
Members' Benefits 11,348,569.96
2009 11,790,549.22 10,979,918.70
2010 15,815,957.69 14,728,651.26
Actual Dividends 18,219,306.82
2011 20,509,552.45 18,219,306.82 Projections 14,659,928.89
Total 82,880,455.86 73,924,795.72 Increase 3,559,377.93
26. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
We exceeded:
25000
1 2011 Net Surplus Target by P4.796M
20000 2 2010 Net Surplus by P4.694M
3 2010 Dividends by P3.491M
15000
10000
5000
0
2002 2004 2006 2008 2010
Net Surplus Dividends
27. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
28. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
29. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
30. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
31. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
32. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
33. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
34. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
35. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
36. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
Best Practices …
1. Very Supportive Local Chief Executive / Legislative
Department of the City Government of Laoag.
City Resolution # 2002-007, Series of 2002
37. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
City Resolution # 2002-007, Series of 2002
Resolution Conferring Official Recognition to the
Government of Laoag Employees Development Cooperative
(GLEDCO).
Section 2
The City Government shall allow the free use of any
available space/facilities in the regular conduct of its operations
in consonance with Section 2 Article 63 of R.A. 6938 …
Section 3
The City Government shall allow the deduction of such
amounts from the payroll in consonance with Sections (1), (2)
and (3) under Article 59 of R.A. 6938 …
38. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
RA 9520, Art. 27, # 3 - Government Officers & Employees ….
Any government employee may, in the discharge of his
duties as member in the cooperative, be allowed by the head of
office concerned to use official time for attendance of the
general assembly, board and committee meetings of
cooperatives as well as cooperative seminars, conferences,
workshops, technical meetings and training courses locally or
abroad; Provided, That the operations of the office concerned
are not adversely affected.
RA 9520, Art. 62 # 2 - Privileges of Cooperatives
Cooperatives organized among government employees,
notwithstanding any law or regulation to the contrary, shall
enjoy the free use of any available space in their agency, whether
owned or rented by the government.
39. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
City Resolution # 2010-002, Series of 2010
Resolution Declaring January 22 of each year as
GLEDCO Day in the City of Laoag.
40. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
Best Practices …
2. Commitment to Good Governance in its day to day operations
by Dedicated Officers and Management Staff.
a) Regular conduct of general / mid-year general assemblies.
b) Conduct of mid-year and year-end assessment and planning
conferences.
c) Regular conduct of two (2) board meetings a month.
d) Conduct of monthly / weekly meetings with Management Staff.
e) Conduct of monthly PMES (We have our own trainors).
f) Monthly financial statements are posted at bulletin boards /
distributed to different offices.
g) Monthly / Annual Performances are compared against Targets as
set forth in the approved Annual Budget.
h) Maintenance of Website / Facebook Account.
41. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
42. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
43. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
3. Committed / Supportive members of the General Assembly to
all the programs and plans of GLEDCO.
44. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
4. Innovative Savings Mobilization Programs
Share Capital (Members’ Benefits
of 8% based on ASC) 25%
Time Deposits (Regular) 5-8%
One Time Special Savings Account 5-8%
Regular Special Savings Account 7%
Savings Deposits 3%
Savings (Among Program) 3%
Kiddie Saver’s Club 3%
45. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
5. Enhanced Credit Facilities Features / Others
LOAN TYPE
Amount
1. Interest rates at 10%
Car/Housing/Business Loan 1.2 / 4M
Buy-out Loan (GFIs) 1.2M
2. Zero advance interest
Hold-out Loan (80% of TD/SC) 1.2M
Consolidated Loan 1.0M
3. Longer repayment period (ex.
Regular Loan 500T Housing loan to a maximum
Medical Loan 200T of 20 years)
Appliance Loan 150T
All-Purpose Loan 150T 4. Loans are covered by insurance
Calamity Loan 30T up to maturity period
G-Card Loan 15T
Petty Cash Loan 18T 5. Rediscounting of checks
Express Loan 5T @ 1% per month.
Rice Loan 1 cavan
Purchase Order (PO) 5T 6. Filing Fee – ¼ of 1% of gross
Check Rediscounting amount of loan or 100.00
Monet. of PIB/Loyalty/Clothing/Provident/RATA whichever is higher.
Retirement Pay/Salary/Honorarium/Hazard Pay
46. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
6. Continuous Capital Build-up Program
Capital Build-up – 50% of Interest on Capital & Patronage Refund (ICPR)
- at least 1% of each good/service acquired by the
member
Jan. 22, 2004 – reduced from 50% to 30% of ICPR
Jan. 22, 2006 – reduced from 30% to 10% of ICPR if paid-in capital
is P501 shares and above.
- reduced from 30% to 20% of ICPR if paid-in capital
is 201–500 shares
July 22, 2006 – continuous capital build-up through payroll deduction,
at least one percent (1%) of his/her monthly
basic salary or the amount of P100, P150, P200,
P250 or more, at the option of the member
47. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
7. Expansion of Membership
Jan. 22, 2002 - Elected Officials only
Jan. 22, 2004 - inclusion of associate members such as Elected
Officials, Department of Public Safety employees,
Casual employees and Heirs of members.
July 22, 2006 – expansion of membership, GLEDCO shall be open to:
1. any natural person, Filipino citizen, of legal age,
with capacity to contract;
2. any one of the immediate heirs of the deceased member;
3. an elected / casual / contractual employee of the
City Government of Laoag
48. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
Membership Membership
1600
Year Regular Associate Total Increase %
1400
11/2001 164 1 165 1200
2002 316 1 317 152 92.12% 1000
2003 456 2 458 141 44.48% 800
600
2004 515 6 521 63 13.76% 400
2005 582 15 597 76 14.59% 200
2006 619 62 681 84 14.07% 0
2007 624 131 755 74 10.87%
2008 645 203 848 93 12.32%
2009 710 240 950 102 12.03% % to Total City Employees
(1,056) as of December 31,
2010 721 299 1020 70 7.37% 2011 – 91.67%
2011 817 734 1551 531
49. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
8. Economic Benefits of Members thru
Members’ Benefits Distribution
Members' Benefits
Particulars 2011 Actual 2010 Actual Targets Variance
1 8% of Average Share Capital 6,797,505.88 5,359,238.63 5,600,000.00 1,197,505.88
1st Semester 2,568,239.38 2,055,110.84
2nd Semester 2,896,418.00 2,235,356.44
2% Additional 1,332,848.50 1,068,771.35
2 1st Raffle Draw 3,651,989.22 2,704,919.40 3,200,000.00 451,989.22
3 10% Interest Rebates 2,550,099.71 2,315,267.57 2,700,000.00 (149,900.29)
1st Semester 922,656.89 441,906.92
2nd Semester 1,094,266.47 1,268,769.43
5% Additional 533,176.35 604,591.22
Total 12,999,594.81 10,379,425.60 11,500,000.00 1,499,594.81
% to Targets 113.04%
50. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
Actual Members Benefits
distributed is 113.04% of our
2011 Target.
This is higher by P1.5 million
against 2011 target
& higher by P2.62 million
(25.24%) against 2010 actual
performance
51. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
52. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
53. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
9. Concern for the Community (Social Responsibility)
1. Scholarship Program
2. Mutual Benefit Program
3. Support to the Pamulinawen Festival
4. Assistance to the LCTSCC / ABC Programs
5. Support to the Wish Ko Kay Mayor Program
6. Support to the City’s Christmas Program
7. Search for the Kahanga-hangang Kawani Program
8. Support to the Environment / Oplan Dalus Program
9. Support to the Philippine Red Cross
10. Assistance during typhoon
54. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
Com. Dev't. Prog. 2005 2006 2007 2008 2009 2010 2011
SCHOLARSHIP/SUPPORT
- 15,000.00 - 24,000.00 31,500.00 78,500.00 78,500.00
TO ISKOLAR NI MVF
SUPPORT TO
PAMULINAWEN - - 44,000.00 50,000.00 50,000.00 75,000.00 50,000.00
FESTIVAL
SUPPORT TO PHIL.
- - 5,000.00 5,000.00 20,000.00 38,800.00 20,000.00
RED CROSS
SUPPORT TO "A CAUSE
- - 10,000.00 10,000.00 25,000.00 18,500.00 -
FOR AUGUST"
SUPPORT TO CCDC - - - 10,000.00 15,000.00 34,295.00 15,000.00
GAWAD KALINGA - - - - 15,600.00 20,000.00 -
SUPPORT TO MEDICAL
- - - - 13,200.00 11,435.00 -
MISSION
SUPPORT TO OPLAN-
- - - - - 50,490.00 1,000,000.00
DALUS
55. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
Co De' P g
m.v r
t o 2005 2006 2007 2008 2009 2010 2011
SUPPORT TO SEARCH
- - - - - 20,000.00 -
FOR MS. COOPERATIVE
SUPPORT TO
BREAKING THE
- - - - 6,000.00 - -
BARRIERS FOR
CHILDREN
SUPPORT TO "WISH KO
- 5,000.00 - - - - -
KAY MAYOR"
SUPPORT TO KAHANGA-
11,610.00 9,000.00 32,000.00 34,000.00 45,200.00 40,434.00 19,950.00
HANGA AWARD
SUPPORT TO CITY'S
- 24,000.00 - 25,500.00 - 26,500.00 64,000.00
CHRISTMAS PROGRAM
DONATION/
12,000.00 35,000.00 1,500.00 6,400.00 66,800.00 20,700.00 63,703.81
SPONSORSHIP
TOTAL 23,610.00 88,000.00 92,500.00 164,900.00 288,300.00 434,654.00 1,311,153.81
Total support to various Community Development Program
– P2,403,117.81
56. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
SCHOLARSHIP/EDUCATIONAL ASSISTANCE
BENEFICIARY AMOUNT GIVEN COURSE SCHOOL
PRINCESS SARAH DOMINGO 52,500.00 BSBA MMSU
KARL HANZ VALENCIANO 30,000.00 CIVIL ENGINEERING MMSU
AIDA KRIZELLE VALDEZ 19,500.00 B.S. ACCOUNTANCY MMSU
PRINZELLE STARR DELA ROSA 19,500.00 B.S. NURSING MMSU
MA. ELOISA VENTURA 3,000.00 B.S. PHYSICS UP
NATILYN DOMINGO 3,000.00 B.S. ACCOUNTANCY DWCL
TOTAL 127,500.00
57. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
Mutual Aid Program (Death Aid)
Year # of Recipients Amount
2006 1 129,200.00
2007 6 774,200.00
2008 5 727,200.00
2009 5 782,400.00
2010 5 860,600.00
2011 6 1,039,400.00
TOTAL 28 4,313,000.00
58. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
59. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
10.1 Expansion of Business Activities
60. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
10. Expansion of Business Activities
Period Ended Aug. 31, 2012
Gross Income - P567,022
Net Surplus – P63,252
61. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
10.2 Expansion of Business Activities
Tie-Up with Camella Homes for our Housing Project.
62. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
As of 8/31/2012
Availments -
P22,227,081
10 Members
63. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
10.3 Expansion of Business Activities
Acquisition of Mr. & Mrs. Joe Galiza’s
Gasoline Station @ Brgy. # 46 Nalbo
64. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
Period Ended Aug. 31, 2012
Gross Sales - P22,064,466.48
Gross Income – P1,748,487.28
Net Surplus – P595,780.01
65. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
10.4 Expansion of Business Activities
Expansion of operation at the Laoag City Gen. Hospital / Introduction
of the Hospitalization & Emergency Assistance Loan (HEAL)
Provision for health and life insurance / Annual medical check-up of
all members.
Public Private Partnership with the City Government of Laoag for the
operation of the LCGH Dietary and Laundry Services.
66. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
10.4 Expansion of Business Activities at the LCGH
67. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
10.5 Expansion of Business Activities
GLEDCO Cafeteria / Convenience Store @
Laoag City Multi-Purpose Center
68. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
10.6 Expansion of Business Activities
Conduct of Two (2) Raffle Draws
Income Target – P5 million
69. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
10.7 Expansion of Business Activities
Credit Partnership with and Puregold
Laoag City
70. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
CREDIT PARTNER PROGRAM
The Product
Product Features:
1. Payable in 4 installments
Zero (0%) interest on
member purchases.
2. Acceptable in all
outlets and Retail
Affiliates 70
71. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
Signing of MOA (Credit Partnership) with
September 28, 2012
72. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
10.8 Expansion of Business Activities
2nd Petron Gasoline Station / Convenience Store at the
East of Iglesia ni Cristo, Brgy. 2, Laoag City
73. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
10.9 Expansion of Business
Activities
Construction of
GLEDCO
Building
@ the Lot
acquired from
Mrs. Mary Ang
(former Colonial
Restaurant )
74. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
FS as of / 8 Months Ended Aug. 31, 2012
Accounts 8/31/2012 12/31/2011 Changes %
Assets 298,854,326.59 248,502,648.97 50,351,677.62 20.26%
Loan Portfolio 230,568,897.78 210,567,498.29 20,001,399.49 9.50%
Paid-up Capital 87,141,500.00 75,280,000.00 11,861,500.00 15.76%
Deposit Liabilities 177,599,787.95 147,183,116.61 30,416,671.34 20.67%
Loan Releases 120,049,000.00 185,682,000.00 -65,633,000.00 -35.35%
Gross Income
8 Months 29,491,279.82 37,235,205.00 -7,743,925.18 -20.80%
Annualized 44,236,919.73 37,235,205.00 7,001,714.73 18.80%
Members' Benefits 10,738,223.69 12,999,594.81 -2,261,371.12 -17.40%
75. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
GLEDCO continues to
GLEDCO’s main objective: adhere to:
Total Satisfaction of G - Good Governance with
Members through L - Leadership in the Cooperative
Sector
Innovative plans and E - Empowered Members thru
programs to increase Economic Benefits
D - Dedication to the ideals of
Growth in Assets and cooperativism
Excellent C - Competitive and Committed
Officers and
Management Staff of an
Return on Investments
O- Organization par excellence
76. Government of Laoag Employees Development Cooperative
SUCCESS STORY / BEST PRACTICES
Management’s Report
AGBIAG TI
KOOPERATIBA!!!