The document discusses strategic planning and management for cooperatives. It provides examples of programs and projects from cooperatives like Narra Multi-Purpose Cooperative and Tubao Credit Cooperative. It also outlines key responsibilities for cooperative boards, including formulating strategic plans, setting policies and procedures, and overseeing management. Strategies for cooperatives are described as the means to deliver services and pursue objectives through building capability, allocating resources, motivating people, and driving continuous improvement.

2. Programs are the aggregate activities undertaken by the cooperative in a regular and continuous manner in pursuance to its mandate, mission, and vision as defined and established MFOs.

3. Projects are activities that represent a component of a program that are usually undertaken for a specific purpose and within a specific period of time, usually a minimum of one year. However, a project may progress in becoming a regular program when assessed to have continuing direct impact on the development of the intended beneficiaries

8. [email_address] Inputs (Goal Oriented) Outputs (External To Orgnzn.) Planning Organizing Staffing Leading Controlling Man, Machine Material, M ethod, Measurement Stake holder Feedback (reenergizing the system) EXTERNAL ENVIRONMENT (Opportunities, Constraints) Stakeholders Shareholders; Society; Customers; Employees; Suppliers Product/Services, Profits, Customer & Societal satisfaction, Other Long-term Goals

9. Transformation process input output Feedback (Reenergizing the system) ENVIRONMENT System Boundary

10. Management’s Work “How” Board and Management’s Work “what” Board Role in Strategic Planning Source: Accord Limited 1990-2007 Environmental assessment Mission & Values timeless Vision 5 years Strategic Goals 1-3 years Objectives 1 years

12. Policies Board Strategic Planning Policy The best way to formalize the decisions made as a result of the assessment of the board’s strategic planning capabilities is to develop a written board strategic planning policy.

13. Key Result Areas Key Result Areas are the areas of performance outlining the tasks that the employee has to perform and define the work that is expected out of him Determination of key result areas.

18. Protect Financial health Ensure clinical; quality service Ensure Competent Management Advocate for community and organization Perpetuate Effective Governance Set Strategic Direction Duty of Care Duty of Obedience Duty of Loyalty Core Governance Responsibilities Fiduciary duties Board Responsibilities and Duties

19. Procedures Board meeting 1. 60% discussion on the issues on the strategic goals 30% listening to manager’s report (short term tactics) 2. Techniques for “staying strategic” in board meetings include: - Distribute reports one week prior to the meeting - Spend 30 minutes of each meeting in education on strategic issues. - Make sure meetings are goal-driven and facilitated - Developing a master calendar indicating topics to be addressed at each board meeting - educational sessions

20. are the means by which the goods or services are delivered, produced, or provided to the external clients Strategies

23. Sources: Jerry C. Namken Strategic Planning Handbook for Cooperatives Galen W. Rapp USDAIRBS, 1994 vikramthadeshvar@hotmail.com at www.slideshare.net Accord Limited 1990-2007 Narra MPC Operations Manual Tubao credit Cooperative MPC Operations Manual Accord Limited 1990-2007