The document summarizes contributions from Region 1 to the Philippine Cooperative Development Plan for 2018-2022. It discusses contributions under each of the six strategic goals of the plan: 1) Enhanced policy and partnerships, 2) Improved governance and management, 3) Human capital development, 4) Competitive products and services, 5) Access to finance, and 6) Access to markets and infrastructure. Under each goal, it provides examples of activities conducted in Region 1 to support that goal, such as organizing farmers' cooperatives, conducting training programs, improving cooperative facilities, and providing financial assistance to cooperatives.
This document provides an overview and introduction to a quality assurance handbook for higher education in East Africa. It discusses the establishment of a regional quality assurance system through IUCEA to harmonize higher education and support regional integration. A consultative process was used to develop guidelines and standards for quality assurance. Volumes 1 and 2 of the handbook have been published and used to conduct self-assessments and external evaluations at 45 universities. Volumes 3 and 4 provide guidance on institutional self-assessment and implementing a quality assurance system. Training was provided to staff from universities and quality assurance bodies on using the handbook to develop expertise in the region. The handbook is intended to help transform East Africa into a common higher education area.
This document summarizes the activities of the Regional Cooperative Development Council - I (RCDC-I) from January 2016 to December 2017. It lists the regular meetings and cooperative development activities conducted or co-funded by RCDC-I during this period. These include conducting meetings, seminars, and forums on cooperative development; coordinating cooperative programs between government and non-government groups; and promoting cooperative principles. It also outlines RCDC-I's officers for 2017-2018 and some of its plans for 2017, such as assisting various cooperative initiatives and conducting trainings.
Major Milestone of CDA Dagupan Extension Officejo bitonio
The CDA Dagupan Extension Office oversees 12 large, 47 medium, 124 small, and 343 micro cooperatives in Region 1. In 2015, the 739 reporting cooperatives had over 548,000 total members and 295,000 employees, with a total business volume of 14 billion pesos and over 53 million pesos in taxes paid. Key events in 2015 included participating in the Philippine Cooperative Centennial celebrations through various conferences and contributing over 124,000 pesos in collections. The CDA Dagupan Extension Office also conducted training programs, participated in environmental projects, and recognized top performing cooperatives.
Jp Bitonio achieved several major milestones from 2015 to 2021 as a former RD CDA R1 including organizing the largest tourism cluster in 2015 and tax forums. He received recognition from several organizations for his work growing cooperatives. Under his leadership, partnerships were forged with government agencies and educational institutions. The biggest cooperatives by membership are Pangasinan III Electric Cooperative, Pangasinan I Electric Cooperative, and Sacred Heart Savings Cooperative. From 2015 to 2020, the percentage of micro cooperatives decreased while the percentages of small, medium, large, and billionaire cooperatives increased, showing overall cooperative growth.
This document summarizes the activities of cooperatives in Region 1 of the Philippines for the month of October 2017, which was designated as Cooperative Month with the theme of "Cooperatives Empowering the Poor and Vulnerable Towards Inclusive Growth and Sustainable Development". It provides statistics on the number and assets of registered and reporting cooperatives by province. It recognizes cooperatives that have increased their assets and membership. It also outlines common activities of cooperatives and lists the top findings from inspections. Finally, it summarizes a new memorandum circular establishing requirements for cooperatives to undergo governance and management audits.
Mainstreaming Gender and Development (GAD) in Cooperativesjo bitonio
This memorandum provides guidelines for mainstreaming gender and development (GAD) in cooperatives registered with the Cooperative Development Authority of the Philippines. It mandates all cooperatives to implement GAD policies, plans, programs, and budgets. Cooperatives must establish a GAD Committee and appoint a GAD Focal Person to oversee GAD implementation. The memorandum also outlines the functions of GAD mechanisms and officers to realize GAD, including conducting training, monitoring, and reporting on GAD efforts.
In order to promote synergy and collaboration among local development partners and minimize the chances of local level overlapping and duplication, a development framework in the form of Village Development Periodic Plan is essential.
This document provides an overview and introduction to a quality assurance handbook for higher education in East Africa. It discusses the establishment of a regional quality assurance system through IUCEA to harmonize higher education and support regional integration. A consultative process was used to develop guidelines and standards for quality assurance. Volumes 1 and 2 of the handbook have been published and used to conduct self-assessments and external evaluations at 45 universities. Volumes 3 and 4 provide guidance on institutional self-assessment and implementing a quality assurance system. Training was provided to staff from universities and quality assurance bodies on using the handbook to develop expertise in the region. The handbook is intended to help transform East Africa into a common higher education area.
This document summarizes the activities of the Regional Cooperative Development Council - I (RCDC-I) from January 2016 to December 2017. It lists the regular meetings and cooperative development activities conducted or co-funded by RCDC-I during this period. These include conducting meetings, seminars, and forums on cooperative development; coordinating cooperative programs between government and non-government groups; and promoting cooperative principles. It also outlines RCDC-I's officers for 2017-2018 and some of its plans for 2017, such as assisting various cooperative initiatives and conducting trainings.
Major Milestone of CDA Dagupan Extension Officejo bitonio
The CDA Dagupan Extension Office oversees 12 large, 47 medium, 124 small, and 343 micro cooperatives in Region 1. In 2015, the 739 reporting cooperatives had over 548,000 total members and 295,000 employees, with a total business volume of 14 billion pesos and over 53 million pesos in taxes paid. Key events in 2015 included participating in the Philippine Cooperative Centennial celebrations through various conferences and contributing over 124,000 pesos in collections. The CDA Dagupan Extension Office also conducted training programs, participated in environmental projects, and recognized top performing cooperatives.
Jp Bitonio achieved several major milestones from 2015 to 2021 as a former RD CDA R1 including organizing the largest tourism cluster in 2015 and tax forums. He received recognition from several organizations for his work growing cooperatives. Under his leadership, partnerships were forged with government agencies and educational institutions. The biggest cooperatives by membership are Pangasinan III Electric Cooperative, Pangasinan I Electric Cooperative, and Sacred Heart Savings Cooperative. From 2015 to 2020, the percentage of micro cooperatives decreased while the percentages of small, medium, large, and billionaire cooperatives increased, showing overall cooperative growth.
This document summarizes the activities of cooperatives in Region 1 of the Philippines for the month of October 2017, which was designated as Cooperative Month with the theme of "Cooperatives Empowering the Poor and Vulnerable Towards Inclusive Growth and Sustainable Development". It provides statistics on the number and assets of registered and reporting cooperatives by province. It recognizes cooperatives that have increased their assets and membership. It also outlines common activities of cooperatives and lists the top findings from inspections. Finally, it summarizes a new memorandum circular establishing requirements for cooperatives to undergo governance and management audits.
Mainstreaming Gender and Development (GAD) in Cooperativesjo bitonio
This memorandum provides guidelines for mainstreaming gender and development (GAD) in cooperatives registered with the Cooperative Development Authority of the Philippines. It mandates all cooperatives to implement GAD policies, plans, programs, and budgets. Cooperatives must establish a GAD Committee and appoint a GAD Focal Person to oversee GAD implementation. The memorandum also outlines the functions of GAD mechanisms and officers to realize GAD, including conducting training, monitoring, and reporting on GAD efforts.
In order to promote synergy and collaboration among local development partners and minimize the chances of local level overlapping and duplication, a development framework in the form of Village Development Periodic Plan is essential.
Delta school district_boardpolicyhandbookiamprosperous
The Board Policy Handbook for Delta School District outlines the Board's governance role and responsibilities. It defines the Board's accountability for student learning, the community, and provincial legislation. The handbook establishes the Board's vision, mission, values and goals to guide the District. It also outlines the Board's policies on role definitions, operations, committees, advocacy, budget, and relations with the Superintendent.
The document discusses the Barangay Council for the Protection of Children (BCPC) and issues with its functionality. It proposes a project called "BCPC N'yo Ito" to address this through a two-phase orientation strategy. Phase 1 involves developing a 30-minute advocacy video performed by children to educate about BCPC. Phase 2 is a 3-day workshop addressing children's rights and BCPC, focusing on child labor and education issues. The total budget required excluding additional costs is 50,000 pesos.
The document provides an overview of a city's Social Inclusion Plan aimed at improving quality of life for all citizens. It outlines the process of developing the framework, including establishing guiding principles and identifying priority areas of housing choice and affordability, urban agriculture and food security, mental health, education and training, and inclusion and diversity. The document also discusses the city's roles and responsibilities in implementing the plan and ensuring accountability.
Mobilising a Community for Change - Abid Jan OttawaAbid Jan
The document outlines the community empowerment methodology of mobilization intervention which involves sensitization and awareness raising sessions with community leaders and members. It describes the mobilization cycle of participatory assessment to identify priority problems, development of a community action plan, submission of community project designs, implementation, monitoring and continuing the cycle. The summary provides the high-level process and steps involved in community empowerment and mobilization according to the document.
This document outlines strategies for scaling up a fishery program in Bundelkhand, India. It discusses establishing producer companies and cooperative clusters to promote women's economic empowerment and market access for small fisherfolk. Key strategies include training local leaders to strengthen governance and planning, ensuring 50% of enterprises are women-led, linking women's groups to support programs, formalizing agreements between cooperatives and companies, and engaging in policy advocacy. The end goal is to replicate successful community-driven fishery models across Bundelkhand and influence supportive state policies.
This document provides a summary of Sardar Lutful Kabir Saju's career experience and qualifications. It includes his contact information, career objective of promoting social justice and human rights, over 12 years of experience managing programs on local justice systems in Bangladesh, and employment history describing his roles and responsibilities in positions with SKS Foundation, Women Job Creation Centre, and Nabolok organizations.
This session was presented at the 2019 NSBA Annual Conference by Dottie Schindlinger, Davelyn Smeltzer, and Julie Bacon. The session explored strategies for school boards to provide better new board member orientation, and how state school board associations can help.
The project aims to improve food security, income, and natural resource management for local communities through participatory development approaches. It targets 320,000 households in rural areas of Karak and Tafila governorates. Community participation is a core principle, with local committees involved in planning, implementing, and monitoring community action plans and annual work plans over three-year cycles. The project finances infrastructure and agricultural activities through these participatory processes to empower disadvantaged community members and strengthen local institutions.
This document provides a review of Carlisle City Council's Community Support Unit (CSU). It finds that the CSU provides valuable support that enables the council and partners to deliver on objectives like Carlisle Renaissance. The review examines the CSU's work areas and budgets, and finds it contributes directly and indirectly to key priorities. It recommends the council and partners on the Local Strategic Partnership consider pooling community development resources to create a shared service. A matrix management approach could better integrate community development across the council and with partners. The review also identifies areas for improved performance management and opportunities to future-proof the council's approach.
The document summarizes the activities and impact of a project to rehabilitate drinking water sources in communities in Khyber Pakhtunkhwa province of Pakistan after flooding in 2010. Over 2,000 dug wells were rehabilitated with community involvement, and hygiene promotion activities were conducted. This resulted in reductions in waterborne diseases and healthcare expenditures. Water quality testing showed improvements, and hygiene practices like handwashing and SODIS increased. Communities were satisfied with the intervention and maintenance of clean drinking water sources.
IMPACT EVALUATION OF KDDAUK PROGRAMME SEPT 2012 to SEPT 2016 bSahr O Fasuluku
The document provides an impact evaluation of the KDDAUK (Kono District Development Association UK) programme from 2012 to 2016 by the outgoing programme coordinator. It evaluates the programme objectives of internal capacity building, developing effective partnerships, beneficiary and stakeholder engagement, resource mobilization, and various project deliveries. For each objective, it assesses the relevance, outputs, and contributions to the objectives. It finds that while some objectives like developing partnerships and advocacy were partially achieved, overall contributions to objectives were limited due to lack of internal capacity building, sustainable funding, and beneficiary engagement in Sierra Leone.
The document summarizes a regional advisory committee meeting in Mindanao with the following objectives:
1. To orient new and outgoing RAC members on the strategic direction, performance, and programs of the Foundation for the Philippine Environment over the next 10 years.
2. To conduct a turnover ceremony where outgoing RAC members transfer responsibilities to newly elected members.
3. To discuss key environmental issues in Mindanao and develop an action plan to address these issues as the regional advisory committee.
The meeting included sessions on the institution's agenda and performance, a turnover ceremony and oath taking, networking activities, and an orientation for new RAC members on their roles and responsibilities. The goal was to better equip the
1. CCARDESA was established in 2011 by SADC to increase agricultural production and productivity in the region. It is governed by Ministers of Agriculture, a General Assembly, Board, and Secretariat.
2. CCARDESA's activities include institutional and human resource development, technology generation and dissemination, knowledge sharing, and capacity building. It has supported over 67 regional projects, trained over 200 people, and reached over 400,000 beneficiaries.
3. Impacts include improved food security, wealth creation, and changes to research management structures in some countries as a result of CCARDESA's work promoting collaboration.
Community Budget Pilot Programme PresentationBHWBB
This document discusses plans for a neighborhood community budget pilot project in Castle Vale, UK. Key points include:
1) Establishing a Castle Vale Health and Wellbeing Board to manage pooled health budgets and commission local services.
2) Developing a community health survey and consultations to inform priorities like smoking, obesity, and mental health.
3) Testing proposals for local health reform by exploring new ways to resource local services through budget devolution and better integration of GP and community services.
4) Key milestones include establishing the Health and Wellbeing Board, conducting a baseline audit, and developing an evaluation framework.
This resume summarizes the career of an Indigenous affairs executive with over 20 years of experience managing programs and delivering services. They have extensive experience managing budgets over $10M, developing and implementing strategies, and building relationships. Their career highlights include establishing new operations that delivered on policy outcomes and KPIs, increasing the profitability and operational success of various branches, and developing an educational program on domestic violence that was published nationally. They demonstrate strong leadership, strategic planning, and financial management skills in delivering services and programs for Indigenous Australians.
Village microplanning -_lessons_from_maharashtrapi yadhagiri
1) Village microplanning is a participatory process used in Maharashtra to generate village development plans and mobilize communities. Over 12,000 villages across 27 districts have undertaken this 5-day planning process.
2) Block response planning then consolidates village plans to identify service gaps and mismatches between community needs and existing resource allocations. Funds are pooled and programs converged to better match allocations.
3) Participatory monitoring tools like community scorecards are used where communities and service providers jointly assess and rank service quality to improve performance and accountability.
Northeast Georgia Regional Commission, Bicycle and Pedestrian Planning Programnado-web
The Northeast Georgia Regional Commission (NEGRC) received an award in 2014 from the National Association of Development Organizations (NADO) for excellence in regional transportation for its bicycle and pedestrian planning program. The NEGRC serves a 12-county area and works with local governments on projects like Project Road Share, which identifies bike routes, and the Firefly Trail, a planned 39-mile multi-use trail. The NEGRC also organizes the annual Georgia Trail Summit conference and provides technical assistance and planning to support active transportation in the region.
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.
The Regional Director of CDA Region 1 provided a report summarizing the office's activities from January to August 2015. Key activities included participating in events for the Philippine Cooperative Centennial, conducting training programs, partnerships with other organizations, meetings with cooperative leaders, and initiatives to promote the sector such as clean-up drives and tree planting. The office also underwent internal quality audits and hired new staff members. Awards were given to outstanding cooperatives at a regional event.
Philippine Cooperative Development Plan Output jo bitonio
This document outlines outputs from 2018-2019 for the Ilocos Sur Philippine Cooperative Development Plan. Key outputs include: 1) Three cooperatives in Ilocos Sur reaching over 1 billion pesos in assets; 2) University of Northern Philippines offering a Bachelor's program in Cooperative Management; 3) Training programs conducted by the Department of Agrarian Reform and Nueva Segovia Consortium of Cooperatives on capability building.
Delta school district_boardpolicyhandbookiamprosperous
The Board Policy Handbook for Delta School District outlines the Board's governance role and responsibilities. It defines the Board's accountability for student learning, the community, and provincial legislation. The handbook establishes the Board's vision, mission, values and goals to guide the District. It also outlines the Board's policies on role definitions, operations, committees, advocacy, budget, and relations with the Superintendent.
The document discusses the Barangay Council for the Protection of Children (BCPC) and issues with its functionality. It proposes a project called "BCPC N'yo Ito" to address this through a two-phase orientation strategy. Phase 1 involves developing a 30-minute advocacy video performed by children to educate about BCPC. Phase 2 is a 3-day workshop addressing children's rights and BCPC, focusing on child labor and education issues. The total budget required excluding additional costs is 50,000 pesos.
The document provides an overview of a city's Social Inclusion Plan aimed at improving quality of life for all citizens. It outlines the process of developing the framework, including establishing guiding principles and identifying priority areas of housing choice and affordability, urban agriculture and food security, mental health, education and training, and inclusion and diversity. The document also discusses the city's roles and responsibilities in implementing the plan and ensuring accountability.
Mobilising a Community for Change - Abid Jan OttawaAbid Jan
The document outlines the community empowerment methodology of mobilization intervention which involves sensitization and awareness raising sessions with community leaders and members. It describes the mobilization cycle of participatory assessment to identify priority problems, development of a community action plan, submission of community project designs, implementation, monitoring and continuing the cycle. The summary provides the high-level process and steps involved in community empowerment and mobilization according to the document.
This document outlines strategies for scaling up a fishery program in Bundelkhand, India. It discusses establishing producer companies and cooperative clusters to promote women's economic empowerment and market access for small fisherfolk. Key strategies include training local leaders to strengthen governance and planning, ensuring 50% of enterprises are women-led, linking women's groups to support programs, formalizing agreements between cooperatives and companies, and engaging in policy advocacy. The end goal is to replicate successful community-driven fishery models across Bundelkhand and influence supportive state policies.
This document provides a summary of Sardar Lutful Kabir Saju's career experience and qualifications. It includes his contact information, career objective of promoting social justice and human rights, over 12 years of experience managing programs on local justice systems in Bangladesh, and employment history describing his roles and responsibilities in positions with SKS Foundation, Women Job Creation Centre, and Nabolok organizations.
This session was presented at the 2019 NSBA Annual Conference by Dottie Schindlinger, Davelyn Smeltzer, and Julie Bacon. The session explored strategies for school boards to provide better new board member orientation, and how state school board associations can help.
The project aims to improve food security, income, and natural resource management for local communities through participatory development approaches. It targets 320,000 households in rural areas of Karak and Tafila governorates. Community participation is a core principle, with local committees involved in planning, implementing, and monitoring community action plans and annual work plans over three-year cycles. The project finances infrastructure and agricultural activities through these participatory processes to empower disadvantaged community members and strengthen local institutions.
This document provides a review of Carlisle City Council's Community Support Unit (CSU). It finds that the CSU provides valuable support that enables the council and partners to deliver on objectives like Carlisle Renaissance. The review examines the CSU's work areas and budgets, and finds it contributes directly and indirectly to key priorities. It recommends the council and partners on the Local Strategic Partnership consider pooling community development resources to create a shared service. A matrix management approach could better integrate community development across the council and with partners. The review also identifies areas for improved performance management and opportunities to future-proof the council's approach.
The document summarizes the activities and impact of a project to rehabilitate drinking water sources in communities in Khyber Pakhtunkhwa province of Pakistan after flooding in 2010. Over 2,000 dug wells were rehabilitated with community involvement, and hygiene promotion activities were conducted. This resulted in reductions in waterborne diseases and healthcare expenditures. Water quality testing showed improvements, and hygiene practices like handwashing and SODIS increased. Communities were satisfied with the intervention and maintenance of clean drinking water sources.
IMPACT EVALUATION OF KDDAUK PROGRAMME SEPT 2012 to SEPT 2016 bSahr O Fasuluku
The document provides an impact evaluation of the KDDAUK (Kono District Development Association UK) programme from 2012 to 2016 by the outgoing programme coordinator. It evaluates the programme objectives of internal capacity building, developing effective partnerships, beneficiary and stakeholder engagement, resource mobilization, and various project deliveries. For each objective, it assesses the relevance, outputs, and contributions to the objectives. It finds that while some objectives like developing partnerships and advocacy were partially achieved, overall contributions to objectives were limited due to lack of internal capacity building, sustainable funding, and beneficiary engagement in Sierra Leone.
The document summarizes a regional advisory committee meeting in Mindanao with the following objectives:
1. To orient new and outgoing RAC members on the strategic direction, performance, and programs of the Foundation for the Philippine Environment over the next 10 years.
2. To conduct a turnover ceremony where outgoing RAC members transfer responsibilities to newly elected members.
3. To discuss key environmental issues in Mindanao and develop an action plan to address these issues as the regional advisory committee.
The meeting included sessions on the institution's agenda and performance, a turnover ceremony and oath taking, networking activities, and an orientation for new RAC members on their roles and responsibilities. The goal was to better equip the
1. CCARDESA was established in 2011 by SADC to increase agricultural production and productivity in the region. It is governed by Ministers of Agriculture, a General Assembly, Board, and Secretariat.
2. CCARDESA's activities include institutional and human resource development, technology generation and dissemination, knowledge sharing, and capacity building. It has supported over 67 regional projects, trained over 200 people, and reached over 400,000 beneficiaries.
3. Impacts include improved food security, wealth creation, and changes to research management structures in some countries as a result of CCARDESA's work promoting collaboration.
Community Budget Pilot Programme PresentationBHWBB
This document discusses plans for a neighborhood community budget pilot project in Castle Vale, UK. Key points include:
1) Establishing a Castle Vale Health and Wellbeing Board to manage pooled health budgets and commission local services.
2) Developing a community health survey and consultations to inform priorities like smoking, obesity, and mental health.
3) Testing proposals for local health reform by exploring new ways to resource local services through budget devolution and better integration of GP and community services.
4) Key milestones include establishing the Health and Wellbeing Board, conducting a baseline audit, and developing an evaluation framework.
This resume summarizes the career of an Indigenous affairs executive with over 20 years of experience managing programs and delivering services. They have extensive experience managing budgets over $10M, developing and implementing strategies, and building relationships. Their career highlights include establishing new operations that delivered on policy outcomes and KPIs, increasing the profitability and operational success of various branches, and developing an educational program on domestic violence that was published nationally. They demonstrate strong leadership, strategic planning, and financial management skills in delivering services and programs for Indigenous Australians.
Village microplanning -_lessons_from_maharashtrapi yadhagiri
1) Village microplanning is a participatory process used in Maharashtra to generate village development plans and mobilize communities. Over 12,000 villages across 27 districts have undertaken this 5-day planning process.
2) Block response planning then consolidates village plans to identify service gaps and mismatches between community needs and existing resource allocations. Funds are pooled and programs converged to better match allocations.
3) Participatory monitoring tools like community scorecards are used where communities and service providers jointly assess and rank service quality to improve performance and accountability.
Northeast Georgia Regional Commission, Bicycle and Pedestrian Planning Programnado-web
The Northeast Georgia Regional Commission (NEGRC) received an award in 2014 from the National Association of Development Organizations (NADO) for excellence in regional transportation for its bicycle and pedestrian planning program. The NEGRC serves a 12-county area and works with local governments on projects like Project Road Share, which identifies bike routes, and the Firefly Trail, a planned 39-mile multi-use trail. The NEGRC also organizes the annual Georgia Trail Summit conference and provides technical assistance and planning to support active transportation in the region.
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.
The Regional Director of CDA Region 1 provided a report summarizing the office's activities from January to August 2015. Key activities included participating in events for the Philippine Cooperative Centennial, conducting training programs, partnerships with other organizations, meetings with cooperative leaders, and initiatives to promote the sector such as clean-up drives and tree planting. The office also underwent internal quality audits and hired new staff members. Awards were given to outstanding cooperatives at a regional event.
Philippine Cooperative Development Plan Output jo bitonio
This document outlines outputs from 2018-2019 for the Ilocos Sur Philippine Cooperative Development Plan. Key outputs include: 1) Three cooperatives in Ilocos Sur reaching over 1 billion pesos in assets; 2) University of Northern Philippines offering a Bachelor's program in Cooperative Management; 3) Training programs conducted by the Department of Agrarian Reform and Nueva Segovia Consortium of Cooperatives on capability building.
This presentation shows how the barangay council for the protection children (BCPC) can be organized and made functional using the community organizing process. The elements of community organizing, namely, education and training, organization-building, resource mobilization and people's participation are key. This can be used by social workers and community development workers, who have a good grasp of the United Nations Convention on the Rights of the Child, laws on children and the local government structures mandated to protect and promote the rights of a child.
This presentation shows how BCPC can be organized utilizing the community organizing process to ensure functionality and sustainability. The elements of organizing, namely, education and training, organization-building, resource mobilization and people's participation are key. This can be used by social workers and community development workers, who have a good grasp of the United Nations Convention on the Rights of the Child and national and local governance structures mandated to protect and promote children's rights.
The document outlines the pre-implementation stage of the Brigada Eskwela program which includes organizing committees to oversee the process. The school head must establish a steering committee and working committees for advocacy/marketing, resource mobilization, program implementation, and administration/finance. These committees are responsible for planning activities like assessing needs, promoting involvement, generating donations, directing work, and managing funds, in preparation for the implementation of Brigada Eskwela.
This document provides guidance for school heads on implementing the Brigada Eskwela program, which prepares schools for the opening of the academic year through volunteer activities. It outlines the pre-implementation, implementation, and post-implementation stages. In the pre-implementation stage, school heads are instructed to organize committees, assess facility needs, conduct advocacy activities, and mobilize resources. The implementation stage refers to the actual Brigada Eskwela week, when volunteer activities are carried out. Finally, the post-implementation stage involves final reporting and sustaining volunteer engagement.
This document provides guidance for school heads on implementing the Brigada Eskwela program, which prepares schools for the opening of the academic year through volunteer activities. It outlines the pre-implementation, implementation, and post-implementation stages. In the pre-implementation stage, school heads are instructed to organize committees, assess facility needs, conduct advocacy activities, and mobilize resources. The implementation stage refers to the actual Brigada Eskwela week, when volunteer activities are carried out. Finally, the post-implementation stage involves reporting and sustaining the program's impact.
The document outlines the pre-implementation stage of the Brigada Eskwela program which includes organizing committees to oversee the process. The school head must establish a steering committee and working committees for advocacy/marketing, resource mobilization, program implementation, and administration/finance. These committees are responsible for planning activities like assessing needs, promoting involvement, generating donations, directing work, and managing funds, in preparation for the implementation of Brigada Eskwela.
This document provides guidance for school heads on implementing the Brigada Eskwela program, which prepares schools for the opening of the academic year through volunteer activities. It outlines the pre-implementation, implementation, and post-implementation stages. In the pre-implementation stage, school heads are instructed to organize committees, assess facility needs, conduct advocacy activities, and mobilize resources. The implementation stage refers to the actual Brigada Eskwela week, when volunteer activities are carried out. Finally, the post-implementation stage involves final reporting and sustaining volunteer engagement.
Project Development and Assistance Unit Accomplishment Report CY 2018jo bitonio
The Cooperative Project Development and Assistance Section is reporting on its accomplishments from January to December 2018. Despite limited resources, they were able to achieve deliverables through collaboration with partners. Key accomplishments include:
- Providing handholding support to 72 micro and small cooperatives.
- Launching the KOOP KAPATID program in March 2018 to pair big and small cooperatives, establishing 5 partnerships.
- Implementing the COOP-SEED program with DTI, providing training to two cooperatives and assisting them in securing required reports and certifications.
- Partnering with other government agencies such as DAR, DSWD, DA, and LGUs to support cooperatives through various programs
PCI implemented a comprehensive school feeding program in Bolivia from 2002-2013 in partnership with local governments. The program provided daily meals to over 110,000 children, improving nutrition and education outcomes. PCI strengthened the capacity of local partners to continue and expand the program. As a result, 49 municipal governments now independently fund school meals for over 1,500 schools, demonstrating the sustainability and local ownership generated by PCI's approach.
Material download: Workshop on Improvement Ruraling Condition Through One Village One Product - Yogyakarta, Indonesia, March 13-15, Brunei Darussalam Representative Officer
George O. Owiti has over 10 years of experience facilitating development projects and providing administrative and training support. He co-founded ACFORD KENYA CONSULT and The Great Shepherd ECDE Centre. His work experience includes facilitating various initiatives at World Vision Kenya, SOS Children's Village, and Mildmay International on maternal and child nutrition, financial management training, and organizational development. He has a diploma in cooperative management and is a certified public accountant.
Rolly Panganiban discusses how Pag-inupdanay, Inc. evolved to become an independent orgnaisation focused on local economic development. (Jan 30, PACAP Community Development Forum - Microfinance Amidst the Global Financial Crisis)
This document provides an overview of the Covid Free Village program implemented in Pune District, India from August to December 2021. The program aimed to empower villages to take collective action against COVID-19 through the creation of Village Task Forces. It details the program's framework, preparation activities including training of master trainers, and implementation in 421 villages. An evaluation found increased COVID-appropriate behaviors and linkages with local administrations. Challenges around large-scale social mobilization and capacity building were addressed through a decentralized management platform and involvement of student volunteers.
This Annual Report covers projects and programs that Development Aid from People to People (DAPP) implemented in Malawi throughout the year 2012.
DAPP envisions a society in which communities are self sustainable and have improved quality of life.
To work with communities in Malawi by promoting social and economic development through programs related to health, education training, food security, fundraising and environment.
The Climate Smart Agriculture Youth Network (CSAYN) consists of volunteers from 19 countries in Sub-Saharan Africa, North America, South Asia, and Southeast Asia. CSAYN's mission is to empower youth with knowledge of climate-smart agriculture practices in order to promote more sustainable and productive farming. The organization raises awareness of climate change threats and opportunities through national forums, conferences, social media, and demonstrations at schools and with local farmers. CSAYN members in over a dozen countries report on activities training hundreds of youth on climate-smart agriculture and environmental protection.
Jay Presaldo Philippines Promoting Sustainable Development Youth InternshipJay Presaldo
This document summarizes the Canadian Urban Institute's (CUI) efforts to promote sustainable development in the Philippines through youth internships. CUI places Canadian and Filipino interns in local governments and organizations to work on projects related to urban planning, governance, and poverty reduction. The internships aim to build skills while contributing to local sustainability initiatives. Examples of past interns' projects include environmental rehabilitation planning and tourism development support. The overall goal is to foster collaboration across sectors and empower communities in addressing development challenges, reflecting the Filipino tradition of bayanihan or communal spirit.
This narrative project report summarizes activities conducted from August 1, 2013 to July 31, 2014 to promote transparency and use of revenue from extractive industries for poverty alleviation in four Indonesian districts. Key activities included developing baseline data, educating policymakers, establishing community centers, and building capacity of local government teams and information centers. Progress was made in many areas, though some goals, like new regulations, were only partially achieved. The report reflects on lessons learned and challenges in organizational management.
The document discusses policy development and review processes. It states that policy development and review is the responsibility of the Board. An effective policy process assists the Board in governing effectively. It also notes that monitoring, evaluation, and feedback assess a policy's impact and achievement of objectives.
Part - II Policy Formulation for CDA R11jo bitonio
This document discusses the policy formulation process for an organization. It begins by listing various organizational policies that may be developed, such as general administration policies, confidentiality policies, flexible work policies, and others. It then discusses that policy makers must engage stakeholders in consultation and conduct necessary research when developing policies. New policies should always be consistent with the organization's vision, mission, and goals, and in accordance with existing laws and regulations. Policies must be thoroughly discussed, reviewed periodically for changes or updates, implemented, and regularly monitored. A third party may provide an objective evaluation of current policies and advice for new policy development.
Part 1 Policy Formulation for CDA R11ptxjo bitonio
The document discusses policy formulation and development in cooperatives. It begins by defining what a policy is - a statement that provides guidelines for actions to attain objectives and reflect a cooperative's philosophy. It then outlines several objectives of developing policies such as problem solving, goal achievement, compliance, and accountability. The document also discusses the importance of policies in providing guidance, direction, standardization and managing risk. It presents the cooperative map as an example of how policies provide guidelines. Key roles of policies include guidance, control of behavior, and implementing strategies. Finally, it notes that those who develop objectives can then develop policies to achieve them, and that policies should align with an organization's mission and vision.
Policy Development 4 La Union Coops.pptxjo bitonio
The document discusses policy development for cooperatives. It explains that policies provide guidance for actions to meet objectives and reflect an organization's philosophy. Developing policies involves defining objectives, then creating statements that guide decision-making, resource allocation, compliance, and more. The board of directors is primarily responsible for writing policies, with input from management, experts, and stakeholders. Regular review and updates ensure policies remain relevant and properly implemented.
Basic Education and Literacy on Livelihood for the youth, women and Farmers jo bitonio
The document discusses various actors that advance development in the Philippines including government agencies, businesses, and civil society groups. It focuses on issues related to lack of access to education and literacy, which leads to high rates of poverty, unemployment, and social problems. Several statistics are provided on poverty rates and numbers of out-of-school youth. It also describes some programs to address these issues like early childhood education initiatives and youth development programs that provide social and financial education. Suggestions are made around partnerships and convergence of efforts between different groups to better support education, livelihoods, and development.
Adult learners benefit most from education and training programs that are relevant, practical, and allow them to draw from their own life experiences. Effective programs incorporate various learning styles, keep learners engaged through discussion and activities, and provide feedback to promote a sense of success. Training should be delivered through a combination of formal and informal methods, including classroom instruction, online asynchronous learning, on-the-job experiences, and opportunities for self-directed exploration. The goal is to help adults develop new skills and knowledge that can be immediately applied.
1. Cooperatives play an important role in social development by empowering communities and improving people's living conditions. They focus on meeting social, economic, and cultural needs in a self-help manner.
2. Social development refers to progressive improvements in quality of life and living standards through pursuits like poverty eradication, employment generation, and social harmony. It involves multi-dimensional processes across economic, social, political, and environmental domains.
3. Cooperatives engage in activities like education, community development, enterprise development, health, and advocacy to promote social development goals like those within the UN's Sustainable Development Agenda.
This document discusses cooperative education and training. It provides details on required trainings for cooperative officers based on asset size and business operations. It also discusses guidelines for cooperative federations regarding collecting and utilizing cooperative education and training funds (CETF) remittances from member cooperatives. Federations provide both mandatory and specialized trainings to officers, staff, and members. They conduct needs assessments and tailor training programs accordingly using in-house and on-site methods based on government guidelines. Overall, the document outlines cooperative education and training policies and practices of federations in the Philippines.
3 Philosophy, concepts, principles and values.pptxjo bitonio
Cooperatives are formed based on the core values of self-help, self-responsibility, democracy, equality, equity and solidarity. They operate according to seven agreed-upon principles: voluntary and open membership; democratic member control; members' economic participation; autonomy and independence; education, training and information; cooperation among cooperatives; and concern for community. Cooperatives work to meet members' mutual social, economic and cultural needs in a participatory manner where members share the risks and benefits equally.
2 Overview History, laws and trends.pptxjo bitonio
This document provides an overview of the history and development of cooperatives in the Philippines from 1896 to 2009. It outlines key cooperative laws passed by the Philippine government to promote cooperatives in various economic sectors, as well as some cooperatives initiated by churches and the private sector. Some of the major cooperative laws and events mentioned include the country's first agricultural marketing cooperative organized by Jose Rizal in 1896, the passage of the Cooperative Code in 1990, and the establishment of the Cooperative Development Authority.
This document outlines an agenda for a Training of Trainers (ToT) program for cooperative training providers. The ToT will help trainees understand cooperatives, learn how to train others on cooperative management concepts and principles, and demonstrate skills in preparing, delivering, and evaluating training courses. Trainees will be assigned to groups to discuss expectations, individual characteristics, and job commitment. The ToT will provide materials, equipment, and support through lecture presentations and a practicum. The first module will provide an overview of cooperatives in the Philippines, the role of education and training, and how cooperatives can promote development.
VUCA Prepraring to face the competition.pptxjo bitonio
The document discusses the concept of VUCA (volatility, uncertainty, complexity, and ambiguity) and how it describes the current business environment of constant unpredictable change. It then focuses on how agricultural cooperatives are facing challenges due to globalization and increased competition. Specifically, cooperatives struggle with limited access to finance, weak governance, and outdated information systems. The document advocates for computerizing cooperatives to improve information processing and decision making. It also discusses the important role of cooperatives in supporting small farmers and the work of FAO to help establish enabling environments for cooperatives.
The document discusses several topics related to human resources including:
1. The size of HR departments can vary significantly depending on the size of the organization, ranging from just a few employees to divisions of hundreds of staff.
2. Future roles of HR practitioners include diagnostic, assessment, and development roles requiring skills like organizational diagnosis, research, and evaluation.
3. Common pitfalls in developing HR strategies include inside-out thinking, solutions without involvement, complexity without simplicity, and lack of focus. Adapting best practices requires considering internal context.
This document discusses various aspects of human resource management systems including training and development, job design, recruitment and selection, performance management, and career development. It emphasizes the importance of integrating employee skills with job requirements through proper job analysis and design. It also stresses the need for induction and orientation of new employees, ongoing employee development, and career planning to retain valuable talent.
The document discusses the future direction of human resource management (HRM) in strategic, operational, and administrative terms. It outlines the role of HRM in aligning with business strategy, addressing daily operational issues, and ensuring compliance. It also discusses eight functional areas of HRM: strategy and planning, compliance, talent management, performance management, safety and health, employee and labor relations, total rewards, and developing talent pools to address skills gaps in key functions. The overall goal is to have an effective HRM system that supports the organization's vision and mission.
This document provides an overview of human resource management (HRM). It begins by outlining the key learning objectives which are to introduce HRM concepts, review management theories and compare HRM to personnel management. It then discusses how HRM deals with selecting, training, developing and reviewing employees. The document contrasts HRM with the historical approach of personnel management and emphasizes that HRM views employees as assets rather than costs. It concludes by noting how HRM aims to balance organizational and individual needs through flexibility, work-life balance policies and participation in decision making.
The document discusses various types of cooperative meetings and their procedures. It describes the general assembly meeting as the highest policy-making body composed of all members. The board of directors and committee meetings are also discussed. Order of business, roles of presiding officers, secretaries and members are outlined. Proper procedures are suggested for conducting effective meetings, including setting agendas, determining quorums, reading and approving minutes, presenting reports, and adjourning meetings.
The document discusses various leadership styles and theories as well as effective management. It provides definitions and examples of different types of leadership including transformational leadership, situational leadership, and phronetic leadership. It also outlines some key characteristics of effective managers such as setting targets, organizing work efficiently, and recognizing employee contributions. Additionally, it lists some golden rules for effective management like being consistent, communicating clearly, and encouraging team member ideas.
The document discusses guidelines for training requirements of cooperative officers in the Philippines. It outlines required training programs for officers of different types of cooperatives, including topics like fundamentals of cooperatives, governance and management, financial management, and risk management. It specifies that officers must complete training within the first half of their term. The training requirements aim to improve governance in cooperatives.
6 Performance Indicators in Ope Mgmt.pptxjo bitonio
The document discusses key concepts related to performance measurement and management, including outputs, outcomes, impacts, and the balanced scorecard approach. It defines outputs, outcomes, and impacts as different levels of change resulting from interventions, with outputs being direct products and outcomes being short-term effects. It then introduces the balanced scorecard as a strategic management tool that evaluates organizational performance from four perspectives: financial, customer, internal business processes, and learning and growth. Metrics are identified for each perspective to measure goals and continuous improvement.
Presentation by Rebecca Sachs and Joshua Varcie, analysts in CBO’s Health Analysis Division, at the 13th Annual Conference of the American Society of Health Economists.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Causes Supporting Charity for Elderly PeopleSERUDS INDIA
Around 52% of the elder populations in India are living in poverty and poor health problems. In this technological world, they became very backward without having any knowledge about technology. So they’re dependent on working hard for their daily earnings, they’re physically very weak. Thus charity organizations are made to help and raise them and also to give them hope to live.
Donate Us:
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Disampaikan pada FGD Kepmen Pertahanan tentang Organisasi Profesi JF Analis Pertahanan Negara
Jakarta, 20 Juni 2024
Dr. Tri Widodo W. Utomo, SH. MA.
Deputi Bidang Kajian Kebijakan dan Inovasi Administrasi Negara LAN RI
FT author
Amanda Chu
US Energy Reporter
PREMIUM
June 20 2024
Good morning and welcome back to Energy Source, coming to you from New York, where the city swelters in its first heatwave of the season.
Nearly 80 million people were under alerts in the US north-east and midwest yesterday as temperatures in some municipalities reached record highs in a test to the country’s rickety power grid.
In other news, the Financial Times has a new Big Read this morning on Russia’s grip on nuclear power. Despite sanctions on its economy, the Kremlin continues to be an unrivalled exporter of nuclear power plants, building more than half of all reactors under construction globally. Read how Moscow is using these projects to wield global influence.
Today’s Energy Source dives into the latest Statistical Review of World Energy, the industry’s annual stocktake of global energy consumption. The report was published for more than 70 years by BP before it was passed over to the Energy Institute last year. The oil major remains a contributor.
Data Drill looks at a new analysis from the World Bank showing gas flaring is at a four-year high.
Thanks for reading,
Amanda
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New report offers sobering view of the energy transition
Every year the Statistical Review of World Energy offers a behemoth of data on the state of the global energy market. This year’s findings highlight the world’s insatiable demand for energy and the need to speed up the pace of decarbonisation.
Here are our four main takeaways from this year’s report:
Fossil fuel consumption — and emissions — are at record highs
Countries burnt record amounts of oil and coal last year, sending global fossil fuel consumption and emissions to all-time highs, the Energy Institute reported. Oil demand grew 2.6 per cent, surpassing 100mn barrels per day for the first time.
Meanwhile, the share of fossil fuels in the energy mix declined slightly by half a percentage point, but still made up more than 81 per cent of consumption.
4. The Cooperative DevelopmentAuthority
(CDA), pursuant to its mandate as the lead
agency for the promotion and development of
cooperatives and in consonance with its
function to formulate, adopt and implement
integrated and comprehensive plans and
programs on cooperative development
consistent with the national policy on
cooperatives and the over-all socio-economic
development plans of the government,
initiated the formulation of the 2018-2022
PhilippineCooperative Development Plan.
5. Overview…continued
The plan is a result of multi-sectoral
efforts. It highlights the importance of
developing mutually-empowering
partnerships focused on sustained
efforts to address needs, problems and
poverty at its roots. It attempts to
address not only the lack of material
resources or income, but also the
absence of capabilities, opportunities
and power that will allow the individual
to fully assume her/his role as a
member of the community.
6. Six Goals
• Enhanced Policy, Regulatory
Environment and Partnerships;
• Improved Institutional
Development, Governance and
Management;
• Sustained Human Capital;
Development among Cooperatives;
• Globally Competitive Cooperative
Products and Services;
• Increased Access to Finance; and
• Increased Access to Markets and
Infrastructure
7. 5
Principles
1. The principle of
subsidiarity and
complementation;
2. Principle of Circumscribed
Governance; Thus, from playing basically a regulatory
role, government becomes a facilitator of private initiative
3. Principle of
Empowerment;
8. Principles
4. Principle of Strategic
Alliance and Critical
Collaboration; and
5. Principle of
Accountability
9. Flywheel
of Values
A. Flywheel ofValue of the
Cooperative Industry
A flywheel is a heavy
wheel that is part of some
engines. It regulates the
engine's rotation, making it
operate at a steady speed
(Collins Dictionary).
12. Strategic Goal 1:
Enhanced Policy, Regulatory Environment and Partnerships;
• Re-Organization of CDCs. Active LGUs with Cooperative Development
Officers (Alaminos City, Mangaldan, San Fernando City, Candon City,
Vigan City, PGLU (OPAG) and other LGUs with co-ops
• Recognized 6 clustered organization as a consultative body for policy
formulation
• LGU/PGLU/OPAG/Sangguniang Panlalawigan Resolutions and
Ordinances concerning cooperative development programs.
13. Cont
• CDA-NCIP Joint Memo Circular for the Organization of IP Cooperatives (Banoen
Indigenous Farmers Credit Cooperative & Binnadang Di Igorot IP Credit
Cooperative (Quirino Ilocos Sur 2021 -registered)
• Member of the Poverty Reduction & Livelihood Employment Cluster (PRLEC -
under EO 70 RTF- ELCAC) promotes the programs and services of the Authority
- Conducted Pre Registration Seminars to Two Food Processors of Brgy
Linggawa Pidpid, Sta. Cruz, Ilocos Sur and Kinpatubbog, Suyo, Ilocos Sur( April
8 & 9, 2021)
• OPAG LU conducted Credit and Risk Management Trainings as part of the
celebration of the La Union Cooperative Month Celebration
• CDO Mangaldan Involved the MDRRMO in educating existing cooperatives on
risk reduction
14. Cont
• CDO Alaminos City conducted Mentoring and Coaching on
Preparation of Coop Policies
• CDA issued 14 Memorandum Circulars issued by CDA
15. Strategic Goal 2:
Improved Institutional Development, Governance and
Management
• Certificate of Recognition were given to partner NGAs, LGUs, NGOs &
other stakeholders during the 2021 Regional Cooperative Month
Celebration. (NGAs = 12; Academe = 3; NGOs = 7). Partner
cooperatives under the Koop Kapatid program were also given
Certificate of Recognition (IN=1; IS=1; P=4).
• SUYO MPC reached the Billionaire Status
• Conducted Search of Most Outstanding Cooperatives based on the
following Categories: 1) Community Based Agricultural Category 2)
Community Based Non-Agicultural Category 3) Institutional Category
16. Cont.
• LGU-Laoag City CMO-Cooperative Services conducted Search
for Outstanding Cooperatives and One (1) emerged as winner in
the City Level Winner – is based on Percent Increase on ROI.
• Conducted Ka-koop Video Making Contest - featuring their best
practices, programs, services and activities.
• CDO Alaminos, presentation of Best Practices of Cooperatives
during the Culminating Program and Awarding Ceremonies of the
La Union Cooperative Month Celebration.
• Conducted Ka-koop Video Making Contest - featuring their best
practices, programs, services and activities.
• Presentation of Best Practices of Cooperatives during the
Culminating Program and Awarding Ceremonies of the La Union
Cooperative Month Celebration
17. Cont.
• 25 Coops (Level-up from one category to a higher category
17 Micro to Small, 7 from Small to Medium, 1 Medium to Large
Ilocos Sur 4, La Union 7, Pangasinan 13, Ilocos Norte 1
• CDA, OPAG Conducted various webinars through the Koopbalitaan -
Tulong Balita Online which is conducted every Friday. A total of 34
webinars were conducted
• CDO Alaminos City Conducted activities for Cooperative Month
Celebration; 2. Participated during National tripartite Conference; 3.
Participated during Regional Coop Month Celebration; 4. Participated
during Koop Balita Program of the CDA; 5. Conducted Community
Service such Mangrove Planting, Tree Planting, Blood Donation, Coastal
Clean Up, etc
18. Cont
• Integrated in Academic Track ABM Strand for Senior High
School Program by Mangaldan FER MPC
• Promotion in Partnership With Luzon Colleges, and LNU ,
NWU, NGAs, PICPA during the conduct of Koop Balitaan
19. Strategic Goal 3: Promote Human Capital Development among
Cooperatives
• Laoag City Coop Office distributed Livelihood Projects ( Free Range
Chicken, Mushroom Production and Grafted Calamansi Seeds
• OPAG-PGLU conduct of face to face and virtual Capability
Enhancement and Livelihood Trainings as part of the celebration of
the La Union Cooperative Month Celebration.
• Conducted various e-forum such as Regulation, Registration,
Development Assistance and Legal Updates.
• Assisted in the conduct RCO clusters e-meeting
20. Cont
• Conducted 34 Koop Balitaan Webinars in partnership with Tulong
Balita Online participated by various co-ops in the Region and nearby
provinces from January to November 27, 2021
• CDO Alaminos City participated in theCDA Education and Training
thru Koop Balitaan Program; 2. Conducted of Pre-Membership
Seminar with CDA; 3. Conducted Cooperative Education and
Transport Education Seminar with OTC.
• PAG/PGLU conducted face to face and virtual CDA Mandatory
Trainings as part of the celebration of the La Union Cooperative
Month Celebration
• CDO Mangaldan tAPPED the assistance of CDA for continuing Co-op
Education & Training programs
21. Cont
• NSCC alloted Budget for Trainor's training for Accreditation as training
provider
• CDO Alaminos City included in the AIP yearly their intention of
applying as an ATP
• CDA-Philmech partnership - Conducted 6 batches of Basic Training
Course on Cooperatives, Bookkeeping and Entrepreneurship for
beneficiaries of RCEF mechanization program as of November 26,
2021.. A total of 54 Farmers Cooperatives Associations (FCAs) and
159 individual farmers attended the training.
• Convergence with other NGAs, LGUS, Other stakeholders such as
PRLEC,Agri Negosyo for OFWs, (Enhance Partnership Against Poverty
and Hunger (EPAHP) & others
22. Cont
• Linked Cooperatives to DA for financial grant under the
KADIWA program. A total of 8 cooperatives received financial
assistance (IN =3; IS = 3; LU =1; P= 1) ampunting to P 16M
• Suyo MPC Accredited by DA National Level
• CDO Alaminos City conducted Capability Trainings with DTI, DOST, DA,
DOLE; 2. Conducted livelihood training with DOLE, TESDA, DA, DOST
and PSU Alaminos City Campus, Cong. Noli Celeste
• LGU Dagu[an City provided Php 3, 600,000.00 livelihood Grant
to all 12 clusters of the SLP Consumers ' Cooperative for their
Technical Trainings, Capital and other coopertive program
requirements
23. • PWD and Elderly cooperatives participated in the various
webinars conducted every Friday through the Koop balitaan -
Tulong Balita Online. Supplier of school furnitures for elem,
junior and SR HS
• Conducted the KPOP forum on August 27, 2021 Through
Koop Balitaan via Zoom with more or less 600 participants from
universities, coop members, SK, etc.
• Northwestern University Conducted Cooperatives for the Youth
Forum last November 24, 2021 via Zoom Participated by the
Students from the University.
Cont
24. Cont
• CDO Alaminos City. conducted Ka-koop Kalinga sa Paaralan Program for
20 Public Schools; 2. Conducted Gift giving of School Supplies to Longos
Elementary School; 3. Conducted Livelihood Training under TESDA
Program; 4. Participated during women's Month Celebration - Conduct
of Plants Exhibit; 5. Participated during Children Month Celebration
• CDO Mangaldan proper information on the proper allocation of CETF
• NSCC/SACDECO/SHSC encouragement of cooperatives to allow a seat in
the Board of Directors for a youth representative to incorporate the
goals and plans of the youth sector to the cooperative leadership
• TWG member pn the establishment of an Eco-system for National
Cooperative Education System
25. Strategic Goal 4: Globally Competitive Cooperative Products and Services
• Establishment of NSCC Bsiness Center (2020); NSCC DA Trading
Post,Narvcan Ilocos Sur(2021);Caoayan Ilocos Sur: Bufafalo House (2020);
NSCC Macro Livelihood Building (2021); Bagnet Marketing Facility;
Chichacorn Processing Faliclity; FArmers Training Center ; NSCC Casa de
Vigan (2021); Hog Breeding Facility;Livestock Building (2021) Caoayan, I.
Sur;
• OPAG PGLU Conduct of Basic Computer Literacy Trainings as part of
the celebration of the La Union Cooperative Month Celebration
26. Strategic Goal 5: Increased Access to Finance
• CDO Alaminos City Conducted Business Financing Forum,
• CDA R1 Conducted Series of Financial Literacy for Cooperatives and
other stakeholders
• City of Dagupan launched webinar series on how to Spot Business
Opportunity and Create a Business Idea through the Economic
Development Office designed for MSMEs and Cooperatives and other
individuals in partnership with PICPA Dagupan City Chapter
• CDO Alaminos City assisted cooperatives in the preparation of Project
Proposals for possible funding - ACAC for the 1M Financial Assisstance
for Palay Marketing and other Coops for Farm Machineries
27. Cont
• CDO Alaminpos City conducted Organizational Development Seminar
• MAFMPC availed the P3 Program of DTI amounting 1.5 M
• Endorsed cooperatives to the Provincial Government of Pangasinan
for financial assistance, 32 Cooperatives with total amount of
7,474000
• TAPTRANCO – availed 22.320M relative to modernization of
PUV
• CDO Alaminos City conducted Digital Marketing Seminar; and conduct
Consumer Awareness Seminar
28. Strategic Goal 6: Increase Access to Markets and Infrastructure
• CDA enrolled 10 cooperatives in the CBMIS to promote and market
products and services
• CDO Alaminos City promotion of cooperative product through the
social media platform
• Bagnos MPC partnered with shopee
• Cooperatives participated in the Luzon Virtual Trade Fair last October
15, 2021 as part of the Cooperative Month Celebration
• Participated in the Trade Fair during the Ilocos Kannawidan Festival
• Participated as Exhibitors during the Pamulinawen Festival in Laoag
City
29. Cont
• Provided Capital Assistance amounting to 1Million for Palay
marketing of ACAC
• Suyo MPC provided Capital Assistance amounting to 1Million for
Palay marketing of ACAC; attended the BAYANI KITA APP Launched
by DA; Construction of Candon Branch Building and Main Annex
Builiding
• MAFMPC and ACAC construction of ACAC and Main Annex
Builiding
30. Course on Strategic Planning
VISION
By 2025, CDA is ASEAN’s benchmark of EXCELLENCE in Cooperative Development
Customer
CORE VALUES
EXcellence
Commitment
Integrity
TEamwork
Process
Excellence
Leadership
Learning
&
Growth
Financial
Stewardship
Ensure efficient, accountable
and transparent management
of financial resources
Ensure efficient collection of
fess and management of
receivables
Strengthen linkages
with other government
agencies, LGUs and other
partner organizations/
institutions
Expedite disposition
of coop cases and
requests for legal
opinions and legal
services
Develop
user-friendly and
inter-operable info-
systems
Appoint
competent
personnel
for positions
to ensure
internal
support and
customer
service
Promote harmony,
peace and order in the
cooperative sector
Institutionalize good
governance, effective
management and
preserve cooperative
identity
Improve delivery
of core processes
Empowering
Cooperatives,
Empowering the
Filipino People!
Improve the quality of
life and economic
condition of
cooperative members
As of Feb. 29, 2020 PM
Capacitate
employees
with
relevant
skills.
Provide an
environment
that will
enable leaders
to become
effective
advocates of
positive
change
To establish
a safe, secured
efficient, state of
the art building
that will be center
of convergence,
innovation,
cooperative
development
and research.
To strive to
maintain, improve
and optimize
value of facilities
and equipment
using fewer cost
than current
budget allows.
(CURRENT
BUILDING)
Use of up to
date
technology,
gadgets, IT
infrastructure
and equipment
to increase
efficiencies
and enhance
services in
every area of
operation
MISSION STATEMENT
To provide
developmental,
regulatory and quasi-
judicial services to
cooperatives thereby
giving access to socio-
economic opportunities
to their members.
CDA
Strategy
Map 2020-
2025
31. • Make government services
accessible, reduce
requirements, processing
time and signatories
• Improve regulatory quality
• Improve government
effectiveness
Chapter 5: Ensuring People-Centered,
Clean and Efficient Governance
32. Chapter 8: Expanding Economic
Opportunities in Agriculture
• Organize farmers and
fisherfolks into cooperatives
and pursue efforts to integrate
them into larger business
enterprises and institutional
buyers
33. • Access to economic opportunities
improved for MSMEs, cooperatives
and Overseas Filipinos by streamlining
and simplifying processes for MSMEs
and cooperatives
• Statistics on Industry and Services as
well as for MSMEs are inadequate
Chapter 9: Expanding Economic
Opportunities in Industry and Services
thru Trabaho and Negosyo
34. Chapter 15: Ensuring Sound Macro-Economic Policy
• Need to address persistent
geographical, human,
institutional and infrastructure
related barriers on access to
financial services
• Indicators: Microfinance
services delivery and access
points for financial services
• Undertake economic and
financial literacy activities
35. Chapter 20: Ensuring Ecological
Integrity, Clean and Healthy
Environment
• Employment from
ecotourism and sustainable
community resource-based
enterprises
Monitoring and Evaluation is one major component of the Plan.
In carrying out the Plan, a “Results-based” approach will be utilized. A shift from focusing on activities to focusing on results.
The Approach is the foundation of CDAs management and evaluation system.