NSCC: The Successful Story of a Cooperative Entrtepreneurjo bitonio
The Nueva Segovia Consortium of Cooperatives (NSCC) is a secondary cooperative founded in the Archdiocese of Nueva Segovia. It has grown from 18 founding cooperatives with initial capital of 13,500 pesos to over 143 member cooperatives nationwide and total assets of 1.6 billion pesos. NSCC provides various financial, training, and livelihood services to support cooperatives and their members. These include microfinance programs, agro-enterprise support, tourism programs, and capacity building training. NSCC has received numerous awards recognizing its success and contributions to cooperative development. Under the leadership of CEO Divina Quemi, NSCC aims to continue enriching lives through cooperative services in
The document discusses strategic planning for cooperatives. It provides information on developing a cooperative's vision, mission, goals, objectives and operating values as part of the strategic planning process. The board is responsible for strategic planning and setting policies while the manager implements tactics to achieve the goals and objectives set by the board. Goals and objectives should be SMART (specific, measurable, attainable, relevant and time-bound). Strategic planning helps guide a cooperative from its current state to its desired future.
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.
NSCC: The Successful Story of a Cooperative Entrtepreneurjo bitonio
The Nueva Segovia Consortium of Cooperatives (NSCC) is a secondary cooperative founded in the Archdiocese of Nueva Segovia. It has grown from 18 founding cooperatives with initial capital of 13,500 pesos to over 143 member cooperatives nationwide and total assets of 1.6 billion pesos. NSCC provides various financial, training, and livelihood services to support cooperatives and their members. These include microfinance programs, agro-enterprise support, tourism programs, and capacity building training. NSCC has received numerous awards recognizing its success and contributions to cooperative development. Under the leadership of CEO Divina Quemi, NSCC aims to continue enriching lives through cooperative services in
The document discusses strategic planning for cooperatives. It provides information on developing a cooperative's vision, mission, goals, objectives and operating values as part of the strategic planning process. The board is responsible for strategic planning and setting policies while the manager implements tactics to achieve the goals and objectives set by the board. Goals and objectives should be SMART (specific, measurable, attainable, relevant and time-bound). Strategic planning helps guide a cooperative from its current state to its desired future.
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.
The document discusses ethics committees and codes of conduct for cooperatives. It states that ethics committees, composed of 3 members appointed by the board of directors, are responsible for formulating, developing, implementing, and monitoring codes of governance and ethical standards for members, officers, and employees. It provides examples of ethical values that cooperatives believe in, such as honesty, openness, service, social justice, and competence. It also gives examples of common areas of ethical concern and a simple code of ethics for cooperative members focusing on paying loans on time, saving, and keeping private matters private.
(1) The cooperative must allocate at least 10% of its net surplus to the reserve fund. For the first 5 years, this allocation must be at least 50% of the net surplus.
(2) The cooperative may allocate up to 10% of the net surplus to the education and training fund, with half being used for education and half remitted to affiliated unions/federations.
(3) The cooperative must allocate at least 3% of the net surplus to the community development fund to support community projects where it operates.
3 Production, marketring and technical in Ope Mgmt.pptxjo bitonio
The document discusses the technical aspects and activities of agricultural cooperatives in the Philippines. It describes how cooperatives provide training to their members on topics like financial literacy, leadership, business planning, and specialized training for staff. It also discusses how cooperatives engage in a broad range of activities like education, community development, enterprise development, health, advocacy, and sustainable development to support their members and communities. Cooperatives utilize funds from membership fees to provide these free or subsidized training and support services.
HRM involves selecting, training, developing, and utilizing employees throughout an organization. It is a dynamic field that aims to maximize human resources. When employees join an organization, they bring values, attitudes, needs and expectations from prior experiences that influence their work relationships and ethic. Management aims to develop common values among employees but this can be difficult due to individual differences. The human relations approach focuses on fully developing employee talents and skills through opportunities to participate in decision making. This benefits both employees and the organization.
1 Financial in Operations Management.pptxjo bitonio
The document discusses key aspects of financial management for cooperatives including:
1. Estimating capital requirements and determining an optimal capital structure with the proper balance of debt and equity.
2. Managing cash flows and utilizing funds efficiently for expenditures while maintaining sufficient liquidity.
3. Setting financial goals and objectives around profitability, returns, and sustaining cooperative activities for members.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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.
The document discusses ethics committees and codes of conduct for cooperatives. It states that ethics committees, composed of 3 members appointed by the board of directors, are responsible for formulating, developing, implementing, and monitoring codes of governance and ethical standards for members, officers, and employees. It provides examples of ethical values that cooperatives believe in, such as honesty, openness, service, social justice, and competence. It also gives examples of common areas of ethical concern and a simple code of ethics for cooperative members focusing on paying loans on time, saving, and keeping private matters private.
(1) The cooperative must allocate at least 10% of its net surplus to the reserve fund. For the first 5 years, this allocation must be at least 50% of the net surplus.
(2) The cooperative may allocate up to 10% of the net surplus to the education and training fund, with half being used for education and half remitted to affiliated unions/federations.
(3) The cooperative must allocate at least 3% of the net surplus to the community development fund to support community projects where it operates.
3 Production, marketring and technical in Ope Mgmt.pptxjo bitonio
The document discusses the technical aspects and activities of agricultural cooperatives in the Philippines. It describes how cooperatives provide training to their members on topics like financial literacy, leadership, business planning, and specialized training for staff. It also discusses how cooperatives engage in a broad range of activities like education, community development, enterprise development, health, advocacy, and sustainable development to support their members and communities. Cooperatives utilize funds from membership fees to provide these free or subsidized training and support services.
HRM involves selecting, training, developing, and utilizing employees throughout an organization. It is a dynamic field that aims to maximize human resources. When employees join an organization, they bring values, attitudes, needs and expectations from prior experiences that influence their work relationships and ethic. Management aims to develop common values among employees but this can be difficult due to individual differences. The human relations approach focuses on fully developing employee talents and skills through opportunities to participate in decision making. This benefits both employees and the organization.
1 Financial in Operations Management.pptxjo bitonio
The document discusses key aspects of financial management for cooperatives including:
1. Estimating capital requirements and determining an optimal capital structure with the proper balance of debt and equity.
2. Managing cash flows and utilizing funds efficiently for expenditures while maintaining sufficient liquidity.
3. Setting financial goals and objectives around profitability, returns, and sustaining cooperative activities for members.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
The Impact of Generative AI and 4th Industrial RevolutionPaolo Maresca
This infographic explores the transformative power of Generative AI, a key driver of the 4th Industrial Revolution. Discover how Generative AI is revolutionizing industries, accelerating innovation, and shaping the future of work.
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
University of North Carolina at Charlotte degree offer diploma Transcripttscdzuip
办理美国UNCC毕业证书制作北卡大学夏洛特分校假文凭定制Q微168899991做UNCC留信网教留服认证海牙认证改UNCC成绩单GPA做UNCC假学位证假文凭高仿毕业证GRE代考如何申请北卡罗莱纳大学夏洛特分校University of North Carolina at Charlotte degree offer diploma Transcript
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
Dr. Alyce Su Cover Story - China's Investment Leadermsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
[4:55 p.m.] Bryan Oates
OJPs are becoming a critical resource for policy-makers and researchers who study the labour market. LMIC continues to work with Vicinity Jobs’ data on OJPs, which can be explored in our Canadian Job Trends Dashboard. Valuable insights have been gained through our analysis of OJP data, including LMIC research lead
Suzanne Spiteri’s recent report on improving the quality and accessibility of job postings to reduce employment barriers for neurodivergent people.
Decoding job postings: Improving accessibility for neurodivergent job seekers
Improving the quality and accessibility of job postings is one way to reduce employment barriers for neurodivergent people.
New Visa Rules for Tourists and Students in Thailand | Amit Kakkar Easy VisaAmit Kakkar
Discover essential details about Thailand's recent visa policy changes, tailored for tourists and students. Amit Kakkar Easy Visa provides a comprehensive overview of new requirements, application processes, and tips to ensure a smooth transition for all travelers.
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
2. • Member Primary Cooperatives are
given loan assistance to be used for
their capital build – up. NSCC gives low
interest rate on this program to help
the member cooperatives enhance
their programs and services and to
serve best the needs of their members.
• NSCC established tie-ups with different
funding institutions and networks to
look for funds that can be utilized as
financial assistance to primary
cooperatives. The fund being
accumulated is extended to these
cooperatives anytime they need it.
COOPERATIVE WHOLESALE
LENDING PROGRAM
3. SOCIAL CREDIT PROGRAM
• NSCC provides financial loan assistance to micro,
small, medium and large entrepreneurs. The aim
of the program is to increase employment
opportunities thru encouraging the people to
venture into entrepreneurship. This program
makes NSCC a catalyst of the government in
decreasing poverty and unemployment within
communities. NSCC provides loan assistance that
is accessible, rates affordable and services always
available anytime members need it. With the NSCC
Social Credit program every entrepreneur even
those living in the grassroots are always given a
chance to improve their livelihood thru entrusting
them with an amount which they can use for their
business.
• Other components of the program includes
savings mobilization, livelihood trainings,
promotion and marketing of their products and
services, social gathering during Christmas, and
opportunity to network with other members.
4. • Local Government Units do provide direct
financial assistance to individuals,
associations and cooperatives with the aim to
help alleviate economic condition within their
jurisdiction. Some people mistaken this
assistance as dole out, because LGUs cannot
regularly monitor the return of the money to
the government.
• Now, the Provincial Government of Ilocos Sur,
the City Government of Vigan and the
Municipal Government of Caoayan, no longer
serve their members with dole-out assistance
because they already made a scheme that is
more effective for their livelihood programs
that will certainly reach and benefit greater
number of their constituents.
TIE-UP LIVELIHOOD PROGRAMS WITH
LOCAL GOVERNMENT UNITS
5. TIE-UP LIVELIHOOD PROGRAMS WITH
LOCAL GOVERNMENT UNITS
A. Local Government Units do provide direct
financial assistance to
These LGUs have NSCC to handle their
livelihood funds, knowing the fact that
NSCC is a dependable and capable
organization to manage said projects.
• With the tie-up programs, the poor are
the priority beneficiaries. They are given
financial assistance with minimal rate of
interest and utilize this to start a business
or improve their existing livelihood.
NSCC have witnessed that even the poor
people can pay their obligations and can
earn savings while having their credit line.
The program also is teaching them the
value of credit discipline.
6. B. PROVINCIAL GOVERNMENT OF ILOCOS SUR
•The Provincial Government of Ilocos Sur entrusted
Livelihood Funds to NSCC in year 1999 under the
leadership of Hon. Deogracias Victor “DV” B. Savellano,
the Governor at that time. The financial assistance
extended are intended for the following programs:
To boost the production of Agricultural products in
Ilocos Sur. It caters financial loan assistance to
farmers.
•LIVELIHOOD PROGRAM FOR
MICROENTREPRENEURS
•LIVELIHOOD PROGRAM FOR COOPERATIVES
•COW DISPERSAL FOR COOPERATIVES
This program has been chosen as finalist for Best
LGU-NGO Partnership for 2003 and 2006.
7. • The City Government of Vigan under the
leadership of Hon. Mayor Eva Marie S. Medina
also aims to eradicate unemployment and
empower the Bigueños thru the creation of the
Vigan City Livelihood Program. It started a tie-
up with the Zero-Interest Pottery Project. It
later on increased the program into the
following:
– Livelihood Program for micro entrepreneurs
– Pottery Project
– One – Town One Product Program
– Livelihood Program for Farmers
– Vigan Based Coop Lending Program
The tie-up program have been awarded as
Best LGU-NGO partnership award this
February 22, 2012 by the Regional
Development Council of Region 1. Said
program also made Vigan City won the National
Gawad Pamana ng Lahi for City Category
C. TIE-UP LIVELIHOOD PROGRAMS WITH
CITY GOVERNMENT OF VIGAN
8. D. TIE-UP PROGRAM WITH THE MUNICIPAL
GOVERNMENT OF CAOAYAN
• The Municipal Government of Caoayan thru the leadership of
Hon. Mayor Germelina S. Goulart entrusted NSCC with a livelihood
program to handle for the benefit of Caoayanos engaged in farming,
fishing and One Barangay One Product (OBOP). The partnership is
supporting the following projects:
- LIVELIHOOD ASSISTANCE FOR OTOP PROJECTS
– LIVELIHOOD ASSISTANCE FOR FARMERS
– LIVELIHOOD ASSISTANCE FOR FISHERFOLKS
9. AGRICULTURE LOANS
• NSCC also offers various forms of agricultural
loans to help farmers finance their farm inputs
and improve their production.
10. AFLATOUN CHILD SAVINGS PROGRAM
• The Aflatoun Child Savings Program
was introduced to NSCC by the
National Confederation of
Cooperatives (NATCCO). This
program encourages the value of
thrift as well as giving trainings to
school children on financial
education.
• Aflatoun program is being
implemented in 3 Municipalities of
Ilocos Sur, in Caaoayan, Cervantes
and Cabugao.
11. • NSCC being an accredited training provider by the
Cooperative Development Authority is actively conducting
different training services to primary cooperatives,
associate members and NSCC employees.
• The priority training courses being extended are those that
are included in the 14 mandatory trainings of the
Cooperative Development Authority. NSCC offers said
training to the cooperatives with an affordable and
reasonable registration fees.
• It has established a tie-up with the Social Enterprise
Development Partnership Inc or SEDPI and Ateneo De
Manila University, making NSCC as one of its training hubs
in the country. SEDPI is one of the most sought of training
provider for microfinance in the country.
CAPABILITY BUILDING PROGRAMS/
TRAININGS
12. FARMERS ENTREPRENEURSHIP PROGRAM
• The Nueva Segovia Consortium of Cooperatives has
opened opportunities of networking and marketing
with the farmers of Vigan City, Sinait and Caoayan,
Ilocos Sur thru the Farmers Entrepreneurship
Program. There are 75 farmers who are being
benefited from this program.
• NSCC has been tapped by the National Livelihood
Development Corporation as the lead institution to
handle such program. It is closely coordinating
with the Local Government Units of Vigan City,
Caoayan, and Sinait and the University of Northern
Philippines as the academe partner. Other
institutions actively supporting this program are
the Catholic Relief Services and the Jollibee Foods
Corporation.
• The program components include market analysis,
negotiation training, Farmer Field School, micro
lending, post-harvest processing, and new storage
and delivery practices. A successful
implementation of the program shall bring greater
chances for the farmers to supply their products to
the Jollibee Foods Corporation and other higher
level domestic markets.
13. • The Department of Agrarian Reform in partnership
with Japan International has recently selected Nueva
Segovia Consortium of Cooperatives to become its
partner in the implementation of the Agrarian Reform
Infrastructure Support Project III (ARISP III) under the
Federation Development Component.
• Under the ARISP Project III, the following are the
agreed projects to be undertaken:
• Gojo Mutual Assistance Program for ARC Cooperatives
• Collective Buying and Selling
• NSCC Publication
• Agrarian Information Marketing Center (AIM-C) Facility
AGRARIAN REFORM
INFRASTRUCTURE
SUPPORT PROJECT III (ARISP III)
14. NSCC PLAZA
• The Nueva Segovia Consortium of Cooperatives
(NSCC) Plaza, was built as a training center and
business center for cooperatives and all NSCC
members. The aim of this is to offer a bigger and
more comfortable venue for cooperative trainings,
forums, gatherings and all other activities, likewise
give also all members a chance to gather in a place
that they will feel relaxed and comfortable. NSCC
sees to it that every member will feel that they own
the property and it is then something that they can
be proud of.
• Aside from serving the needs of the members, NSCC
Plaza is also an income generating project because it
offers a variety of hotel services like cozy
accommodation, convenient venue for seminars,
trainings, meetings, weddings and other occasions
and it also accepts catering services.
• The first floor is being rented as a commercial center
by various business establishments, infusing monthly
revenues to the cooperative.
• The NSCC Plaza is now an accredited Hotel by the
Department of Tourism.
15. OTHER SERVICES
1. ADVOCATES AND PROMOTES GENDER EQUALITY
• KAPATIRAN FOUNDATION TIE-UP
• NSCC was chosen by the Stichting Kapatiran Foundation of
Netherlands to monitor the projects of their beneficiaries at
Bacarra, Ilocos Norte as well as to provide them with trainings and
seminars
2. AUTHORIZED COLLECTING AGENT OF PHILHEALTH KASAPI
PROGRAM
3. Services of Philhealth reaches all members of NSCC thru the
PHILHEALTH KaSAPI Program
4. DEALER OF GLOBE AUTOLOAD
5. AUTHORIZED MONEY TRANSFER SERVICE