SlideShare a Scribd company logo
Webinar on Policy
Formulation
Josefina B. Bitonio, DPA
Resource Person
Associate Professor
IGPS – LNU
Dagupan City
A story about some blind men who
encounter an elephant. As the blind
make sense of what each feels it's also
a memorable illustration of how our
own views are shaped by our
subjective experience and, as so often,
that we don't see the full picture. In
various versions the men may argue
over what it is, convinced they
themselves must be right, or
collaborate to identify the elephant
together. Most of our experience is
somewhat like this. We rarely see the
whole truth. When we stay humble and
accept others' experience we give
ourselves the chance to learn a little
more
A story about some blind men who encounter
an elephant. As the blind make sense of what
each feels it's also a memorable illustration of
how our own views are shaped by our
subjective experience and, as so often, that we
don't see the full picture. In various versions the
men may argue over what it is, convinced they
themselves must be right, or collaborate to
identify the elephant together. Most of our
experience is somewhat like this. We rarely see
the whole truth. When we stay humble and
accept others' experience we give ourselves
the chance to learn a little more
Policy: The
Cooperative Map
Section 4. Period of
Compliance. Coope
rative officers shall
complete the
trainings within the
half of their term.
Section 5. Optional
trainings for cooperative
officers. Cooperative
officers shall endeavor
to undergo additional
appropriate trainings
such as but not limited
to the following:
MC 2015-09 | Revised Guidelines Implementing the New Training
Requirements of Cooperative Officers
• Financial Management
• Policy Development
• Leadership and Values Re-Orientation
• Conflict Management
• Strategic Planning and Management
• Orientation on Labor and Other Related Laws
• Records Management (Financial/Non-Financial
Transaction)
• Cooperative Standards
• Investment and Banking Procedures
• Basic Accounting for Non- Accountants
• Internal Control including Inventory System
• Cooperative Standards
• Audit Management
• Rules Formulation
• Human Resource Management
• Effective Communication Skills
• Entrepreneurship and Business Mgt. Skills
• Basic Computer Literacy
1. Board of Directors;
2. Secretary;
3. Treasurer;
4. Election Committee,
5. Audit Committee;
6. Ethics Committee;
7. Mediation and Conciliation Committee;
8. Other Committees created by the General
Assembly and BOD; and
9. General Manager or Chief Executive
Officer.
MC 2015-09 | Revised Guidelines Implementing the New
Training Requirements of Cooperative Officers
Section 4. Period of
Compliance. Coope
rative officers shall
complete the
trainings within the
half of their term.
Section 5. Optional
trainings for cooperative
officers. Cooperative
officers shall endeavor
to undergo additional
appropriate trainings
such as but not limited
to the following:
• Financial Management
• Policy Development
• Leadership and Values Re-Orientation
• Conflict Management
• Strategic Planning and Management
• Orientation on Labor and Other Related Laws
• Records Management (Financial/Non-Financial
Transaction)
• Cooperative Standards
• Investment and Banking Procedures
• Basic Accounting for Non- Accountants
• Internal Control including Inventory System
• Cooperative Standards
• Audit Management
• Rules Formulation
• Human Resource Management
• Effective Communication Skills
• Entrepreneurship and Business Mgt. Skills
• Basic Computer Literacy
Introduction using frameworks
Policy defined
Importance of Policies
The Cooperative Map
The Role of Policies
Steps in Writing Policies
Objectives of Policy
Contents
Identify and define the problem or
issue that issue that needs to be
addressed and necessitated the
development of a policy.
1
Writing a policy
Policy Content
1. Subject of Title Optional:
2. Policy Statement 1. Background
3. Purpose 2. Definition of Terms
4. Scope
5. Responsibility
6. Effectivity
2
Policy Analysis
3
Governance
Framework
Strategic Planning
Policy Development
Reputation Assurance
Board Development
Assurance that a business is compliant with local
and national and other regulations.
The foundations of good governance is strategic
planning and the role this process plays in the
governance of an organization.
Board development enhances the
knowledge, skills, and expertise of board
members, which helps them make better
decisions and provide more effective
guidance and oversight, which ultimately
results in improved organizational
performance.
Policies are critical component of governance and
decision-making in various organizations, including
governments, businesses, and non-profit organizations
Policy development involves the process of
creating, drafting, and developing policies to
meet the
Board policies are developed to meet identified
needs and to address existing and emerging
issues.
Policies provide a framework for sound decision
making and accountability. It is through policies
that members hold the Board accountable for
decisions affecting quality service delivery and
the effective use of resources. Through its
policies, the Board holds the management staff
accountable for compliance with its strategic
directions.
Policy
Development
General
Assembly
Election
Committee
Board of
Directors
Audit
Committee
Secretary
Treasurer
Ethics
Committee
MedCon
Committee
Education
Committee
Management
Staff
Other
Committees
AC - policies governing internal control, accounting and
risk management
EC - Recommend necessary amendments to the election
rules and guidelines
MC - Formulate, develop and improve the Conciliation-
Mediation policies, guidelines and program and ensure
its proper implementation
EtC - Formulate, develop, implement and monitor the
Code of Governance and Ethical Standards
CC - Assist the Board of Directors in the formulation of
sound lending and collection policies, systems and
procedure
GAD - Develop and recommend Gender and
Development ( GAD )and Gender Equality (GE )policies
and programs/activities/projects to the Board
GM - Provide systems and procedures in the
implementation of policies
Board - Provide over-all policy direction
B o a r d o f D i r e c t o r s
G e n e r a l
A s s e m b l y
O t h e r O ff i c e r s
Flow of
Accountability in
the Cooperatives
M a n a g e m e n t S t a ff
The Chain of
Command in the
Cooperative
B o a r d o f D i r e c t o r s
G e n e r a l
A s s e m b l y
O t h e r O ff i c e r s
M a n a g e m e n t S t a ff
Strategic Planning to Strategic Management
Policy Development Procedures
Evaluate
and Review
Procedure
Sequence
of the
thing to
do the job
Internal
Strength
Weaknesses
External
Opportunities
Threats
Environmental
Scanning
Vision
/Mission
Reasons
for
existence
Objectives
What to
accomplish
By
When
Policies
Guidelines
for decision
making
Strategy Implementation
Programs
Activities
needed to
accomplish a
plan Performance
Evaluation &
Control
Strategy Formulation
F e e d b a c k s
Strategies
Plans to
achieve the
mission &
objectives
Budget
Cost of
the
Programs
Strategic Management Model
Policy Defined- A policy is
statement that provides
guidelines for actions to attain
the established objectives of
the cooperative and reflect the
cooperative’s basic philosophy.
Well written policy
facilitates delegation of
authority to the lowest
feasible level in the
cooperative.
Policies give direction to
plans. They are a road
map management can
follow to reach goals and
attain objectives.
Why policies?
Objectives of Policy
Before determining policy, objectives must be defined. Objectives
should be clearly stated in writing so that policies can be consistent
Problem Solving and Issue Resolution provide a
structured and systematic approach in solving
problems
Goal Achievement
provide a framework for achieving
strategic and operational goals.
Compliance and Legal Requirements
helps organizations avoid legal issues, penalties,
and reputational damage.
Resource Allocation
help ensure that resources are used efficiently and
effectively
Standardization and Consistency
enhance efficiency and reduce
confusion.
Guidance and Direction
provide a clear and predefined path for
an organization or government to follow.
Risk Management
help identify potential threats to an organization
or society and lay out strategies to deal with the
Accountability and Transparency
include mechanisms for accountability, defining who is
responsible for implementing and enforcing the policy
Adaptation to Change
ensure policies remain relevant
Stakeholder Engagement
involve consultation with relevant stakeholders, such as
customers, employees, or the public
Importance of Policies
In some cases policies
must be observed
(mandatory)
while in other cases
policies serve as
only as guidelines
(advisory) for the
ethical, strategic,
operational
Policy: The Cooperative Map
Cooperative policies provide just this kind of map.
Policies are a set of guidelines defined by the cooperative
in its first stages of development that cover topics as
Internal Control
Board Meeting Procedure
Conflict Of Interest
Insurance and Bonds
Confidentiality
Vehicle
Public Relations
Audit
Community Development Fund
Borrowing Policy
The Role of Policies
Provide general
guidance about the
cooperative’s
mission
Provide a
mechanism to
control the behavior
of the cooperative
Provide specific
guidance toward
implementing
strategies to
achieve the
cooperative’s
vision
Enable the
management
to relate
properly to the
organization’s
work and its
objectives
A mission or vision for your
organization is a prerequisite to
policy development, so too are
strategic objectives.
From a well written mission
statement objectives can be set and
from objectives, policies can be
created.
Objectives are like goals. They
direct the staff’s attention to
important factors in running the
organization and help define unique
ways to enhance performance of
individuals and the organization as a
whole.
Who Writes and Enforces Policies?
It is primarily the responsibility of the board of directors to
write policies as well as maintain and update them.
Management also has a role in developing specific policies
that pertain to the management of the cooperative.
A chairperson should be appointed to a committee to make an
initial review of the policies and draft needed policies.
These policy changes should be presented before the board as
a whole at the next board meeting to be adopted and
recorded in the minutes.
Policies should be reviewed every year or immediately after a
major structure change such as a merger, expansion, or
buyout..
Seeking information from experts from outside
the organization (this may include government
personnel, other cooperative managers and
Practitioners)
A third party who can objectively evaluate the strengths and
weaknesses of the cooperative and provide advice as to the
legality and appropriateness of the current policies should
be involved in the writing process of new ones.
The role of the policy
maker is act as a funnel to
gather information through
consultation and research and
to reduce and extract from the
information, a policy or a set of
policies which serve to promote what
is the preferred course of action.
It is also the board’s responsibility to
evaluate how well the policies are being
used within the cooperative.
Even the best policies are absolutely
useless unless they are implemented and
used effectively.
Employees of the cooperative should be
thoroughly aware of the policies in place and
a hard copy of cooperative policy should be
available for use at all times. However, while
the manager is responsible for implementing
policies.
01
02
03
The writing of policies often depends mostly on
the structure of the cooperative.
Broader policies offer more flexibility but are also
open to interpretation.
Stricter policies are more easily interpreted; yet,
offer little flexibility for the management and
employees to work in.
Generally when the cooperative can accept the
interpretation of the policies developed, no more
specifics need to be added. Remember, the only
thing worse than not having a policy at all, is for
the policies in place to be broken.
04
05 06
So properly implementing and monitoring current
policies is imperative for the legal and financial
health of the cooperative. Policies are most
effective when they are written down and bound in
a hard copy. Orally conveyed policies are subject to
interpretation and memory; written policies are
harder to dispute.
The steps in writing policies are:
Identify: The board of
directors must first
identify the general
areas to be covered
by the policies.
Formulate: Then the
board must formulate
the new policies or
change old ones to
better fit the company.
Adopt: No matter who
helps to formulate
policies, it is the job of
the board of directors to
adopt them
Distribute: A policy that no one
knows about is useless and a
waste of paper; therefore,
should be written down, bound
in a manual, classified by
content, and distributed to
persons concerned with
administering them.
Implement: it is the
duty of the manager
to implement new
policies.
Control: Policies provide a
source of internal control for
the board of directors and
the control of policies is the
only management function
that the board possesses.
07 Evaluate and Review: All
policies should be
periodically evaluated
and reviewed for content
and effectiveness.
Be specific – mean what you say and
say what you mean.
- if action is mandatory, use “must”
or “will”
- if recommendatory, use “should” –
- if permissive, use “may”
- avoid “shall” – confuses between
mandatory or recommended
Source: Sumajit (2013)
Writing Good Policies
1
2
3
4
5
6
7
1
Problems Encountered by
Cooperatives/Associations
Limited
Resources
Leaders
are
hesistant
to lead
Lack of know
how to run
the
organzation
No
Development
Plan
No
Operational
Policies
Poor
Governance
and
Management
No trainings
Members
not engaged
Lack of
internal
control
High past
dues
Government
Regulations
Identify and define the
problem or issue that issue
that needs to be addressed
and necessitated the
development of a policy
Workshop 1
Per Coop
10 minutes – identification of issues/problems
10 minutes - reporting

More Related Content

Similar to Part 1 Policy Formulation for CDA R11ptx

Developing an Effective Ethics Program
Developing an Effective Ethics Program Developing an Effective Ethics Program
Developing an Effective Ethics Program
Zubair Bhatti
 
Ed Linking Strategy And Governance C4 D4
Ed Linking Strategy And Governance C4 D4Ed Linking Strategy And Governance C4 D4
Ed Linking Strategy And Governance C4 D4
ocasiconference
 
Linking Strategy And Governance
Linking Strategy And GovernanceLinking Strategy And Governance
Linking Strategy And Governance
settlementatwork
 

Similar to Part 1 Policy Formulation for CDA R11ptx (20)

Governance for Boards
Governance for BoardsGovernance for Boards
Governance for Boards
 
Advanced Board Development
Advanced Board DevelopmentAdvanced Board Development
Advanced Board Development
 
Steps for Rolling out a Policy Management Process
Steps for Rolling out a Policy Management ProcessSteps for Rolling out a Policy Management Process
Steps for Rolling out a Policy Management Process
 
Policy Devt Feb 26th
Policy Devt Feb 26thPolicy Devt Feb 26th
Policy Devt Feb 26th
 
Strategic management and business policy
Strategic management and business policyStrategic management and business policy
Strategic management and business policy
 
Handout linking-the-ceos--strategic-plan-to-the-ends
Handout linking-the-ceos--strategic-plan-to-the-endsHandout linking-the-ceos--strategic-plan-to-the-ends
Handout linking-the-ceos--strategic-plan-to-the-ends
 
Strategy & Policy.pptx
Strategy & Policy.pptxStrategy & Policy.pptx
Strategy & Policy.pptx
 
Strategic Management chap01
Strategic Management chap01Strategic Management chap01
Strategic Management chap01
 
Who is Really in Charge - Decision making from board level to volunteers
Who is Really in Charge - Decision making from board level to volunteersWho is Really in Charge - Decision making from board level to volunteers
Who is Really in Charge - Decision making from board level to volunteers
 
Holding to account some thoughts dec 2020
Holding to account   some thoughts dec 2020Holding to account   some thoughts dec 2020
Holding to account some thoughts dec 2020
 
L6 m2 lo1_transcript
L6 m2 lo1_transcriptL6 m2 lo1_transcript
L6 m2 lo1_transcript
 
Developing an Effective Ethics Program
Developing an Effective Ethics Program Developing an Effective Ethics Program
Developing an Effective Ethics Program
 
Ed Linking Strategy And Governance C4 D4
Ed Linking Strategy And Governance C4 D4Ed Linking Strategy And Governance C4 D4
Ed Linking Strategy And Governance C4 D4
 
Linking Strategy And Governance
Linking Strategy And GovernanceLinking Strategy And Governance
Linking Strategy And Governance
 
Regional Council Board of Directors Boot Camp
Regional Council Board of Directors Boot Camp Regional Council Board of Directors Boot Camp
Regional Council Board of Directors Boot Camp
 
Director of Disability Inclusion
Director of Disability InclusionDirector of Disability Inclusion
Director of Disability Inclusion
 
Principles of Management (MG 6851) –Unit 2
Principles of Management (MG 6851) –Unit 2Principles of Management (MG 6851) –Unit 2
Principles of Management (MG 6851) –Unit 2
 
Assignment strategy implementation
Assignment strategy implementationAssignment strategy implementation
Assignment strategy implementation
 
HRM - Unit 2.pdf
HRM - Unit 2.pdfHRM - Unit 2.pdf
HRM - Unit 2.pdf
 
Federal Sentencing Guidelines for The Organizations
Federal Sentencing Guidelines for The OrganizationsFederal Sentencing Guidelines for The Organizations
Federal Sentencing Guidelines for The Organizations
 

More from jo bitonio

More from jo bitonio (20)

Part III Policy Formulation for CDA R11
Part III  Policy Formulation for CDA R11Part III  Policy Formulation for CDA R11
Part III Policy Formulation for CDA R11
 
Part - II Policy Formulation for CDA R11
Part - II Policy Formulation for CDA R11Part - II Policy Formulation for CDA R11
Part - II Policy Formulation for CDA R11
 
Basic Education and Literacy on Livelihood for the youth, women and Farmers
Basic Education and Literacy on Livelihood for the youth, women and Farmers Basic Education and Literacy on Livelihood for the youth, women and Farmers
Basic Education and Literacy on Livelihood for the youth, women and Farmers
 
6 Adult learning & teaching.pptx
6  Adult learning & teaching.pptx6  Adult learning & teaching.pptx
6 Adult learning & teaching.pptx
 
5 Coop as a tool for development.pptx
5 Coop as a tool for development.pptx5 Coop as a tool for development.pptx
5 Coop as a tool for development.pptx
 
4 Best Practices.pptx
4 Best Practices.pptx4 Best Practices.pptx
4 Best Practices.pptx
 
3 Philosophy, concepts, principles and values.pptx
3 Philosophy, concepts, principles and values.pptx3 Philosophy, concepts, principles and values.pptx
3 Philosophy, concepts, principles and values.pptx
 
2 Overview History, laws and trends.pptx
2 Overview History, laws and trends.pptx2 Overview History, laws and trends.pptx
2 Overview History, laws and trends.pptx
 
1 Expectation Setting & Objectives.pptx
1 Expectation Setting & Objectives.pptx1 Expectation Setting & Objectives.pptx
1 Expectation Setting & Objectives.pptx
 
VUCA Prepraring to face the competition.pptx
VUCA Prepraring to face the competition.pptxVUCA Prepraring to face the competition.pptx
VUCA Prepraring to face the competition.pptx
 
4-Rev-HRM-and-Development.pptx
4-Rev-HRM-and-Development.pptx4-Rev-HRM-and-Development.pptx
4-Rev-HRM-and-Development.pptx
 
3-HRM-and-Development.pptx
3-HRM-and-Development.pptx3-HRM-and-Development.pptx
3-HRM-and-Development.pptx
 
2-HRM-and-Development.pptx
2-HRM-and-Development.pptx2-HRM-and-Development.pptx
2-HRM-and-Development.pptx
 
1-HRM-and-Development.pptx
1-HRM-and-Development.pptx1-HRM-and-Development.pptx
1-HRM-and-Development.pptx
 
4-How-to-conduct-Meeting pptx
4-How-to-conduct-Meeting  pptx4-How-to-conduct-Meeting  pptx
4-How-to-conduct-Meeting pptx
 
2-Leadership-vs-Management Feb 23.pptx
2-Leadership-vs-Management Feb 23.pptx2-Leadership-vs-Management Feb 23.pptx
2-Leadership-vs-Management Feb 23.pptx
 
1 Governance & Management pptx
1  Governance & Management pptx1  Governance & Management pptx
1 Governance & Management pptx
 
6 Performance Indicators in Ope Mgmt.pptx
6 Performance Indicators in Ope Mgmt.pptx6 Performance Indicators in Ope Mgmt.pptx
6 Performance Indicators in Ope Mgmt.pptx
 
5 Ethical Standard in Ope Mgmt.pptx
5 Ethical Standard in Ope Mgmt.pptx5 Ethical Standard in Ope Mgmt.pptx
5 Ethical Standard in Ope Mgmt.pptx
 
4 Net Surplus.pptx
4 Net Surplus.pptx4 Net Surplus.pptx
4 Net Surplus.pptx
 

Recently uploaded

一比一原版(IC毕业证)帝国理工大学毕业证成绩单
一比一原版(IC毕业证)帝国理工大学毕业证成绩单一比一原版(IC毕业证)帝国理工大学毕业证成绩单
一比一原版(IC毕业证)帝国理工大学毕业证成绩单
exuyk
 
一比一原版(UoB毕业证)伯明翰大学毕业证成绩单
一比一原版(UoB毕业证)伯明翰大学毕业证成绩单一比一原版(UoB毕业证)伯明翰大学毕业证成绩单
一比一原版(UoB毕业证)伯明翰大学毕业证成绩单
ygymyy
 
一比一原版(UOW毕业证)伍伦贡大学毕业证成绩单
一比一原版(UOW毕业证)伍伦贡大学毕业证成绩单一比一原版(UOW毕业证)伍伦贡大学毕业证成绩单
一比一原版(UOW毕业证)伍伦贡大学毕业证成绩单
enbam
 
一比一原版(Adelaide毕业证)阿德莱德大学毕业证成绩单
一比一原版(Adelaide毕业证)阿德莱德大学毕业证成绩单一比一原版(Adelaide毕业证)阿德莱德大学毕业证成绩单
一比一原版(Adelaide毕业证)阿德莱德大学毕业证成绩单
enbam
 
一比一原版(ANU毕业证)澳大利亚国立大学毕业证成绩单
一比一原版(ANU毕业证)澳大利亚国立大学毕业证成绩单一比一原版(ANU毕业证)澳大利亚国立大学毕业证成绩单
一比一原版(ANU毕业证)澳大利亚国立大学毕业证成绩单
enbam
 
researching client.pptxffffffffffffffffffffffffff
researching client.pptxffffffffffffffffffffffffffresearching client.pptxffffffffffffffffffffffffff
researching client.pptxffffffffffffffffffffffffff
lolsDocherty
 
一比一原版(UQ毕业证)昆士兰大学毕业证成绩单
一比一原版(UQ毕业证)昆士兰大学毕业证成绩单一比一原版(UQ毕业证)昆士兰大学毕业证成绩单
一比一原版(UQ毕业证)昆士兰大学毕业证成绩单
enbam
 
一比一原版(QUT毕业证)昆士兰科技大学毕业证成绩单
一比一原版(QUT毕业证)昆士兰科技大学毕业证成绩单一比一原版(QUT毕业证)昆士兰科技大学毕业证成绩单
一比一原版(QUT毕业证)昆士兰科技大学毕业证成绩单
aveka1
 

Recently uploaded (20)

Canadian Immigration Tracker March 2024 - Key Slides
Canadian Immigration Tracker March 2024 - Key SlidesCanadian Immigration Tracker March 2024 - Key Slides
Canadian Immigration Tracker March 2024 - Key Slides
 
Sponsoring a Girl Child's Education in kurnool
Sponsoring a Girl Child's Education in kurnoolSponsoring a Girl Child's Education in kurnool
Sponsoring a Girl Child's Education in kurnool
 
2024: The FAR - Federal Acquisition Regulations, Part 35
2024: The FAR - Federal Acquisition Regulations, Part 352024: The FAR - Federal Acquisition Regulations, Part 35
2024: The FAR - Federal Acquisition Regulations, Part 35
 
Ghana High Commission on list of diplomats including US & China who owe £143m...
Ghana High Commission on list of diplomats including US & China who owe £143m...Ghana High Commission on list of diplomats including US & China who owe £143m...
Ghana High Commission on list of diplomats including US & China who owe £143m...
 
一比一原版(IC毕业证)帝国理工大学毕业证成绩单
一比一原版(IC毕业证)帝国理工大学毕业证成绩单一比一原版(IC毕业证)帝国理工大学毕业证成绩单
一比一原版(IC毕业证)帝国理工大学毕业证成绩单
 
一比一原版(UoB毕业证)伯明翰大学毕业证成绩单
一比一原版(UoB毕业证)伯明翰大学毕业证成绩单一比一原版(UoB毕业证)伯明翰大学毕业证成绩单
一比一原版(UoB毕业证)伯明翰大学毕业证成绩单
 
Setting a new path to greater, shared prosperity
Setting a new path to greater, shared prosperitySetting a new path to greater, shared prosperity
Setting a new path to greater, shared prosperity
 
30052024_FI_Ministry of Agriculture final.pptx
30052024_FI_Ministry of Agriculture final.pptx30052024_FI_Ministry of Agriculture final.pptx
30052024_FI_Ministry of Agriculture final.pptx
 
一比一原版(UOW毕业证)伍伦贡大学毕业证成绩单
一比一原版(UOW毕业证)伍伦贡大学毕业证成绩单一比一原版(UOW毕业证)伍伦贡大学毕业证成绩单
一比一原版(UOW毕业证)伍伦贡大学毕业证成绩单
 
Inflation scarring: How has the cost-of-living crisis changed Britain?
Inflation scarring: How has the cost-of-living crisis changed Britain?Inflation scarring: How has the cost-of-living crisis changed Britain?
Inflation scarring: How has the cost-of-living crisis changed Britain?
 
一比一原版(Adelaide毕业证)阿德莱德大学毕业证成绩单
一比一原版(Adelaide毕业证)阿德莱德大学毕业证成绩单一比一原版(Adelaide毕业证)阿德莱德大学毕业证成绩单
一比一原版(Adelaide毕业证)阿德莱德大学毕业证成绩单
 
07/03/2024 Publiekdomeindag - voormiddag
07/03/2024 Publiekdomeindag - voormiddag07/03/2024 Publiekdomeindag - voormiddag
07/03/2024 Publiekdomeindag - voormiddag
 
“Be part of the Plan” International Day For Biological Diversity 2024.
“Be part of the Plan” International Day For Biological Diversity 2024.“Be part of the Plan” International Day For Biological Diversity 2024.
“Be part of the Plan” International Day For Biological Diversity 2024.
 
OilChange: Big Oil Reality Check May 2024
OilChange: Big Oil Reality Check May 2024OilChange: Big Oil Reality Check May 2024
OilChange: Big Oil Reality Check May 2024
 
一比一原版(ANU毕业证)澳大利亚国立大学毕业证成绩单
一比一原版(ANU毕业证)澳大利亚国立大学毕业证成绩单一比一原版(ANU毕业证)澳大利亚国立大学毕业证成绩单
一比一原版(ANU毕业证)澳大利亚国立大学毕业证成绩单
 
researching client.pptxffffffffffffffffffffffffff
researching client.pptxffffffffffffffffffffffffffresearching client.pptxffffffffffffffffffffffffff
researching client.pptxffffffffffffffffffffffffff
 
一比一原版(UQ毕业证)昆士兰大学毕业证成绩单
一比一原版(UQ毕业证)昆士兰大学毕业证成绩单一比一原版(UQ毕业证)昆士兰大学毕业证成绩单
一比一原版(UQ毕业证)昆士兰大学毕业证成绩单
 
Near and Not Lost Yale Historical Review
Near and Not Lost Yale Historical ReviewNear and Not Lost Yale Historical Review
Near and Not Lost Yale Historical Review
 
Proposed Facility Types: Chesapeake Trails and Connectivity Plan
Proposed Facility Types: Chesapeake Trails and Connectivity PlanProposed Facility Types: Chesapeake Trails and Connectivity Plan
Proposed Facility Types: Chesapeake Trails and Connectivity Plan
 
一比一原版(QUT毕业证)昆士兰科技大学毕业证成绩单
一比一原版(QUT毕业证)昆士兰科技大学毕业证成绩单一比一原版(QUT毕业证)昆士兰科技大学毕业证成绩单
一比一原版(QUT毕业证)昆士兰科技大学毕业证成绩单
 

Part 1 Policy Formulation for CDA R11ptx

  • 1. Webinar on Policy Formulation Josefina B. Bitonio, DPA Resource Person Associate Professor IGPS – LNU Dagupan City
  • 2. A story about some blind men who encounter an elephant. As the blind make sense of what each feels it's also a memorable illustration of how our own views are shaped by our subjective experience and, as so often, that we don't see the full picture. In various versions the men may argue over what it is, convinced they themselves must be right, or collaborate to identify the elephant together. Most of our experience is somewhat like this. We rarely see the whole truth. When we stay humble and accept others' experience we give ourselves the chance to learn a little more A story about some blind men who encounter an elephant. As the blind make sense of what each feels it's also a memorable illustration of how our own views are shaped by our subjective experience and, as so often, that we don't see the full picture. In various versions the men may argue over what it is, convinced they themselves must be right, or collaborate to identify the elephant together. Most of our experience is somewhat like this. We rarely see the whole truth. When we stay humble and accept others' experience we give ourselves the chance to learn a little more Policy: The Cooperative Map
  • 3.
  • 4. Section 4. Period of Compliance. Coope rative officers shall complete the trainings within the half of their term. Section 5. Optional trainings for cooperative officers. Cooperative officers shall endeavor to undergo additional appropriate trainings such as but not limited to the following: MC 2015-09 | Revised Guidelines Implementing the New Training Requirements of Cooperative Officers • Financial Management • Policy Development • Leadership and Values Re-Orientation • Conflict Management • Strategic Planning and Management • Orientation on Labor and Other Related Laws • Records Management (Financial/Non-Financial Transaction) • Cooperative Standards • Investment and Banking Procedures • Basic Accounting for Non- Accountants • Internal Control including Inventory System • Cooperative Standards • Audit Management • Rules Formulation • Human Resource Management • Effective Communication Skills • Entrepreneurship and Business Mgt. Skills • Basic Computer Literacy
  • 5. 1. Board of Directors; 2. Secretary; 3. Treasurer; 4. Election Committee, 5. Audit Committee; 6. Ethics Committee; 7. Mediation and Conciliation Committee; 8. Other Committees created by the General Assembly and BOD; and 9. General Manager or Chief Executive Officer. MC 2015-09 | Revised Guidelines Implementing the New Training Requirements of Cooperative Officers
  • 6. Section 4. Period of Compliance. Coope rative officers shall complete the trainings within the half of their term. Section 5. Optional trainings for cooperative officers. Cooperative officers shall endeavor to undergo additional appropriate trainings such as but not limited to the following: • Financial Management • Policy Development • Leadership and Values Re-Orientation • Conflict Management • Strategic Planning and Management • Orientation on Labor and Other Related Laws • Records Management (Financial/Non-Financial Transaction) • Cooperative Standards • Investment and Banking Procedures • Basic Accounting for Non- Accountants • Internal Control including Inventory System • Cooperative Standards • Audit Management • Rules Formulation • Human Resource Management • Effective Communication Skills • Entrepreneurship and Business Mgt. Skills • Basic Computer Literacy
  • 7. Introduction using frameworks Policy defined Importance of Policies The Cooperative Map The Role of Policies Steps in Writing Policies Objectives of Policy Contents
  • 8. Identify and define the problem or issue that issue that needs to be addressed and necessitated the development of a policy. 1 Writing a policy Policy Content 1. Subject of Title Optional: 2. Policy Statement 1. Background 3. Purpose 2. Definition of Terms 4. Scope 5. Responsibility 6. Effectivity 2 Policy Analysis 3
  • 9. Governance Framework Strategic Planning Policy Development Reputation Assurance Board Development Assurance that a business is compliant with local and national and other regulations. The foundations of good governance is strategic planning and the role this process plays in the governance of an organization. Board development enhances the knowledge, skills, and expertise of board members, which helps them make better decisions and provide more effective guidance and oversight, which ultimately results in improved organizational performance. Policies are critical component of governance and decision-making in various organizations, including governments, businesses, and non-profit organizations
  • 10. Policy development involves the process of creating, drafting, and developing policies to meet the Board policies are developed to meet identified needs and to address existing and emerging issues. Policies provide a framework for sound decision making and accountability. It is through policies that members hold the Board accountable for decisions affecting quality service delivery and the effective use of resources. Through its policies, the Board holds the management staff accountable for compliance with its strategic directions. Policy Development
  • 11. General Assembly Election Committee Board of Directors Audit Committee Secretary Treasurer Ethics Committee MedCon Committee Education Committee Management Staff Other Committees AC - policies governing internal control, accounting and risk management EC - Recommend necessary amendments to the election rules and guidelines MC - Formulate, develop and improve the Conciliation- Mediation policies, guidelines and program and ensure its proper implementation EtC - Formulate, develop, implement and monitor the Code of Governance and Ethical Standards CC - Assist the Board of Directors in the formulation of sound lending and collection policies, systems and procedure GAD - Develop and recommend Gender and Development ( GAD )and Gender Equality (GE )policies and programs/activities/projects to the Board GM - Provide systems and procedures in the implementation of policies Board - Provide over-all policy direction
  • 12. B o a r d o f D i r e c t o r s G e n e r a l A s s e m b l y O t h e r O ff i c e r s Flow of Accountability in the Cooperatives M a n a g e m e n t S t a ff
  • 13. The Chain of Command in the Cooperative B o a r d o f D i r e c t o r s G e n e r a l A s s e m b l y O t h e r O ff i c e r s M a n a g e m e n t S t a ff
  • 14. Strategic Planning to Strategic Management Policy Development Procedures Evaluate and Review
  • 15. Procedure Sequence of the thing to do the job Internal Strength Weaknesses External Opportunities Threats Environmental Scanning Vision /Mission Reasons for existence Objectives What to accomplish By When Policies Guidelines for decision making Strategy Implementation Programs Activities needed to accomplish a plan Performance Evaluation & Control Strategy Formulation F e e d b a c k s Strategies Plans to achieve the mission & objectives Budget Cost of the Programs Strategic Management Model
  • 16. Policy Defined- A policy is statement that provides guidelines for actions to attain the established objectives of the cooperative and reflect the cooperative’s basic philosophy. Well written policy facilitates delegation of authority to the lowest feasible level in the cooperative. Policies give direction to plans. They are a road map management can follow to reach goals and attain objectives. Why policies?
  • 17. Objectives of Policy Before determining policy, objectives must be defined. Objectives should be clearly stated in writing so that policies can be consistent Problem Solving and Issue Resolution provide a structured and systematic approach in solving problems Goal Achievement provide a framework for achieving strategic and operational goals. Compliance and Legal Requirements helps organizations avoid legal issues, penalties, and reputational damage. Resource Allocation help ensure that resources are used efficiently and effectively
  • 18. Standardization and Consistency enhance efficiency and reduce confusion. Guidance and Direction provide a clear and predefined path for an organization or government to follow. Risk Management help identify potential threats to an organization or society and lay out strategies to deal with the Accountability and Transparency include mechanisms for accountability, defining who is responsible for implementing and enforcing the policy Adaptation to Change ensure policies remain relevant Stakeholder Engagement involve consultation with relevant stakeholders, such as customers, employees, or the public
  • 19. Importance of Policies In some cases policies must be observed (mandatory) while in other cases policies serve as only as guidelines (advisory) for the ethical, strategic, operational
  • 20. Policy: The Cooperative Map Cooperative policies provide just this kind of map. Policies are a set of guidelines defined by the cooperative in its first stages of development that cover topics as Internal Control Board Meeting Procedure Conflict Of Interest Insurance and Bonds Confidentiality Vehicle Public Relations Audit Community Development Fund Borrowing Policy
  • 21. The Role of Policies Provide general guidance about the cooperative’s mission Provide a mechanism to control the behavior of the cooperative Provide specific guidance toward implementing strategies to achieve the cooperative’s vision Enable the management to relate properly to the organization’s work and its objectives A mission or vision for your organization is a prerequisite to policy development, so too are strategic objectives. From a well written mission statement objectives can be set and from objectives, policies can be created. Objectives are like goals. They direct the staff’s attention to important factors in running the organization and help define unique ways to enhance performance of individuals and the organization as a whole.
  • 22. Who Writes and Enforces Policies? It is primarily the responsibility of the board of directors to write policies as well as maintain and update them. Management also has a role in developing specific policies that pertain to the management of the cooperative. A chairperson should be appointed to a committee to make an initial review of the policies and draft needed policies. These policy changes should be presented before the board as a whole at the next board meeting to be adopted and recorded in the minutes. Policies should be reviewed every year or immediately after a major structure change such as a merger, expansion, or buyout..
  • 23. Seeking information from experts from outside the organization (this may include government personnel, other cooperative managers and Practitioners) A third party who can objectively evaluate the strengths and weaknesses of the cooperative and provide advice as to the legality and appropriateness of the current policies should be involved in the writing process of new ones. The role of the policy maker is act as a funnel to gather information through consultation and research and to reduce and extract from the information, a policy or a set of policies which serve to promote what is the preferred course of action.
  • 24. It is also the board’s responsibility to evaluate how well the policies are being used within the cooperative. Even the best policies are absolutely useless unless they are implemented and used effectively. Employees of the cooperative should be thoroughly aware of the policies in place and a hard copy of cooperative policy should be available for use at all times. However, while the manager is responsible for implementing policies.
  • 25. 01 02 03 The writing of policies often depends mostly on the structure of the cooperative. Broader policies offer more flexibility but are also open to interpretation. Stricter policies are more easily interpreted; yet, offer little flexibility for the management and employees to work in. Generally when the cooperative can accept the interpretation of the policies developed, no more specifics need to be added. Remember, the only thing worse than not having a policy at all, is for the policies in place to be broken. 04 05 06 So properly implementing and monitoring current policies is imperative for the legal and financial health of the cooperative. Policies are most effective when they are written down and bound in a hard copy. Orally conveyed policies are subject to interpretation and memory; written policies are harder to dispute. The steps in writing policies are: Identify: The board of directors must first identify the general areas to be covered by the policies. Formulate: Then the board must formulate the new policies or change old ones to better fit the company. Adopt: No matter who helps to formulate policies, it is the job of the board of directors to adopt them Distribute: A policy that no one knows about is useless and a waste of paper; therefore, should be written down, bound in a manual, classified by content, and distributed to persons concerned with administering them. Implement: it is the duty of the manager to implement new policies. Control: Policies provide a source of internal control for the board of directors and the control of policies is the only management function that the board possesses. 07 Evaluate and Review: All policies should be periodically evaluated and reviewed for content and effectiveness.
  • 26. Be specific – mean what you say and say what you mean. - if action is mandatory, use “must” or “will” - if recommendatory, use “should” – - if permissive, use “may” - avoid “shall” – confuses between mandatory or recommended Source: Sumajit (2013) Writing Good Policies
  • 27.
  • 29. 1
  • 30. Problems Encountered by Cooperatives/Associations Limited Resources Leaders are hesistant to lead Lack of know how to run the organzation No Development Plan No Operational Policies Poor Governance and Management No trainings Members not engaged Lack of internal control High past dues Government Regulations
  • 31. Identify and define the problem or issue that issue that needs to be addressed and necessitated the development of a policy Workshop 1 Per Coop 10 minutes – identification of issues/problems 10 minutes - reporting