The document discusses strategic planning for a cooperative (SACDECO). It outlines the expected outputs of strategic planning, including crafting vision, mission, and core value statements. It also discusses identifying key result areas, strategies, and objectives. The document emphasizes that strategic planning answers key questions: where the cooperative is currently, where it wants to be in the future, and how it will get there. It provides examples of strengths, weaknesses, opportunities, and threats analysis, as well as guidelines for creating a concise and inspirational vision statement.
The document provides guidance on strategic planning for cooperatives. It discusses the key components of a strategic plan including environmental scanning, vision/mission, objectives, strategies, policies, implementation programs and projects, budgets, and performance evaluation. It emphasizes developing objectives that are specific, measurable, achievable, relevant and time-bound. The strategic management model outlines the process of formulation, implementation, and evaluation of strategies. References for further information on strategic planning for cooperatives are also provided.
BIR RMC No. 124 s 2020 Tax Exemption of Cooperativesjo bitonio
The document discusses the requirements and obligations for cooperatives to obtain and maintain a Certificate of Tax Exemption from the Bureau of Internal Revenue in the Philippines. It outlines the application process for new and renewal certificates, as well as ongoing obligations such as submitting annual filings and informing the BIR of any changes. It also addresses other tax-related questions that cooperatives may have regarding topics like securing tax identification numbers for members, statutory contributions as deductions, withholding tax exemptions, and audit procedures.
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.
Guide on Cooperative Operation and Management jo bitonio
This document provides guidelines and checklists for cooperative operations and management in various areas. It outlines policies, programs, plans and manuals that Philippine cooperatives should have in place to properly guide their operations. These include development plans, annual plans and budgets, social development plans, education and training plans, board resolutions on human resources, finances and more. The document also provides templates to track performance indicators over multiple years.
The document provides information about organizing a primary cooperative, including requirements for membership, articles of cooperation, bylaws, registration, and types of membership. Fifteen or more individuals who are Filipino citizens of legal age and have a common bond can organize a cooperative by submitting economic data, articles of cooperation, and bylaws to the cooperative authority for registration. A cooperative has legal status once registered and issues certificates of registration. Membership types include regular and associate members. Government officers and employees have restrictions on cooperative involvement.
The document discusses strategic planning for cooperatives. It emphasizes that strategic planning helps cooperatives chart a course for the future to survive changes. The board of directors is responsible for strategic planning. Effective strategic planning involves analyzing the cooperative's environment, formulating strategies aligned with its vision and mission, and implementing and evaluating plans. The document provides examples of developing a vision and mission statement, setting goals and objectives, identifying strategies, and monitoring and revising the strategic plan as needed. Overall, the document presents strategic planning as an important process for cooperatives to effectively achieve their objectives and serve member needs over the long run.
The document discusses the organizational structure and governance of cooperatives. It outlines the roles and responsibilities of the general assembly, board of directors, management, and various committees. It also covers the election and removal of officers, required reports, and functions of management. As a business entity, cooperatives must comply with relevant business laws and registration requirements.
The document provides guidance on strategic planning for cooperatives. It discusses the key components of a strategic plan including environmental scanning, vision/mission, objectives, strategies, policies, implementation programs and projects, budgets, and performance evaluation. It emphasizes developing objectives that are specific, measurable, achievable, relevant and time-bound. The strategic management model outlines the process of formulation, implementation, and evaluation of strategies. References for further information on strategic planning for cooperatives are also provided.
BIR RMC No. 124 s 2020 Tax Exemption of Cooperativesjo bitonio
The document discusses the requirements and obligations for cooperatives to obtain and maintain a Certificate of Tax Exemption from the Bureau of Internal Revenue in the Philippines. It outlines the application process for new and renewal certificates, as well as ongoing obligations such as submitting annual filings and informing the BIR of any changes. It also addresses other tax-related questions that cooperatives may have regarding topics like securing tax identification numbers for members, statutory contributions as deductions, withholding tax exemptions, and audit procedures.
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.
Guide on Cooperative Operation and Management jo bitonio
This document provides guidelines and checklists for cooperative operations and management in various areas. It outlines policies, programs, plans and manuals that Philippine cooperatives should have in place to properly guide their operations. These include development plans, annual plans and budgets, social development plans, education and training plans, board resolutions on human resources, finances and more. The document also provides templates to track performance indicators over multiple years.
The document provides information about organizing a primary cooperative, including requirements for membership, articles of cooperation, bylaws, registration, and types of membership. Fifteen or more individuals who are Filipino citizens of legal age and have a common bond can organize a cooperative by submitting economic data, articles of cooperation, and bylaws to the cooperative authority for registration. A cooperative has legal status once registered and issues certificates of registration. Membership types include regular and associate members. Government officers and employees have restrictions on cooperative involvement.
The document discusses strategic planning for cooperatives. It emphasizes that strategic planning helps cooperatives chart a course for the future to survive changes. The board of directors is responsible for strategic planning. Effective strategic planning involves analyzing the cooperative's environment, formulating strategies aligned with its vision and mission, and implementing and evaluating plans. The document provides examples of developing a vision and mission statement, setting goals and objectives, identifying strategies, and monitoring and revising the strategic plan as needed. Overall, the document presents strategic planning as an important process for cooperatives to effectively achieve their objectives and serve member needs over the long run.
The document discusses the organizational structure and governance of cooperatives. It outlines the roles and responsibilities of the general assembly, board of directors, management, and various committees. It also covers the election and removal of officers, required reports, and functions of management. As a business entity, cooperatives must comply with relevant business laws and registration requirements.
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 provides guidelines for the credit policies of the LIPAD Multi-Purpose Cooperative. To be eligible for loans, members must be in good standing by meeting requirements such as being a bona-fide member with minimum paid-up share capital. The cooperative offers different types of loans including productive, provident, and special loans. Current loan offerings include petty cash loans and short-term loans. The guidelines outline loan terms, interest rates, application procedures and other policies to effectively provide competitive loan services to members.
Coop Identity, Values, Principles, Governance and Best Practicesjo bitonio
This document provides an overview of cooperatives including their history, principles, governance, and impact. It discusses how cooperatives originated from groups working together throughout history for mutual benefit. The modern cooperative movement began in the 19th century in Europe and North America. Cooperatives were formed during economic hard times to help people. They contribute to job creation, social integration, and poverty reduction. The document also outlines the different types of cooperatives according to Philippine law and provides statistical data on cooperatives in certain provinces and their total assets.
The document is a board resolution from the L.I.P.A.D Multi-Purpose Cooperative dated January 19, 2014 that outlines several policies. It states that registration will be postponed to allow for finalizing capital requirements, training, and implementing rules and regulations. The cooperative will conduct member-only loans and rice loans as a test. An additional 100 peso membership fee was approved to cover registration fees. A moratorium on continuous capital build-up payments was approved after minimum subscriptions are paid, and loan guidelines were sanctioned by the board.
This document discusses key aspects of financial management for cooperatives. It begins by defining financial management and its objectives, which include ensuring adequate and regular funding, optimal fund utilization, and safety of investments. It then outlines functions such as estimating capital needs, determining capital composition, choosing funding sources, and managing cash. The document also discusses internal controls for cash, accounts receivable, and inventories. Overall, the document provides a comprehensive overview of financial management processes for cooperatives.
Lectures for Basic Seminar on Cooperative DevelopmentGaphor Panimbang
This document provides an overview of cooperatives in the Philippines, including definitions, principles, laws and regulations, types of cooperatives, steps to form a cooperative, organizational structure, rights and responsibilities of members, and factors for success. Specifically, it defines a cooperative as a registered association of people with a common interest working together for economic or social goals. It also outlines the seven cooperative principles of voluntary membership, democratic control, limited return on capital, member economic participation, education and training, cooperation among cooperatives, and concern for community.
Delinquency control & capital build up for cooperativesefferson ramirez
The document discusses strategies for controlling delinquency and building capital in cooperatives. It outlines common reasons for borrowing and delinquency, such as sickness, job loss, or natural disasters. To minimize delinquency, cooperatives should provide continuous education to members on cooperative principles and financial responsibilities. They should also properly evaluate loan applications. Some strategies for capital build up include cooperative education, raffle draws tied to share purchases, annual dues, and voluntary savings programs like door-to-door collections or salary deductions. Maintaining sufficient capital is important for cooperatives to provide services to members and remain self-financed enterprises.
Planning Checklist and Selected Guidelines for Cooperative Operation and Mana...jo bitonio
The document provides guidelines and requirements for cooperative planning, governance, operations, programs, and reporting, including developing strategic and annual plans, conducting trainings, submitting reports, and allocating funds for member education, community development, and other purposes. It outlines policies and resolutions that cooperatives must implement regarding operations, leadership, human resources, and community involvement. Compliance with the procedures in the document will help cooperatives properly manage their activities and fulfill their obligations.
Policies can emerge in four ways - through management, appeals, implied actions, or external imposition. They provide guidance for decisions and simplify recurring choices. Within organizations, policies form a hierarchy with broad strategic policies at the top refined into more specific guidelines lower down. Periodic reviews help ensure policies stay relevant as conditions change. In empowering organizations, fewer policies instead set ethical and strategic boundaries for employee discretion.
This document outlines the articles of cooperation for the Oikos Christian Network Multipurpose Cooperative. The cooperative's purpose is to procure and distribute commodities and market merchandise to members and non-members. It aims to improve members' quality of life through increased income, savings, and economic and social benefits. The cooperative will operate in Karuhatan, Valenzuela City, Philippines for 50 years and recruit members locally or globally.
Implementing Rules and regulations of RA 9520jo bitonio
The revised implementing rules and regulations of the Philippine Cooperative Code of 2008 (RA 9520) highlight several key changes, including redefining certain terms, restricting the registration of multipurpose cooperatives, restructuring training requirements for cooperative officers, simplifying reporting requirements, and clarifying the roles of partner agencies in cooperative registration and regulation. The revisions also address subsidiary cooperatives, representative assemblies, mergers and consolidations, and capitalization and accounting procedures.
The document provides guidance on organizing a primary cooperative in the Philippines. It outlines 6 key steps: 1) get organized with at least 15 members, 2) prepare an economic survey, 3) draft by-laws, 4) draft articles of cooperation, 5) secure a bond from accountable officers, and 6) register with the Cooperative Development Authority (CDA). It also describes requirements for membership, types of membership, and guidelines for preparing an economic survey, which is a feasibility study describing the cooperative's structure, purpose, and financial projections.
The document outlines the organizational structure of a cooperative, including its various governing bodies and committees. The highest policy-making body is the General Assembly, composed of all voting members. It determines amendments, elects the Board of Directors, and approves development plans. The Board of Directors manages the day-to-day operations. Additional bodies include the Treasurer, Secretary, Mediation Committee, Audit Committee, Election Committee, and Ethics Committee, each with defined roles and responsibilities.
This document discusses policy formulation for cooperatives. It defines policy and outlines the characteristics and functions of effective policy. It provides guidelines for writing, implementing, distributing, controlling, and evaluating policies. The document also contains examples of sample policies and discusses the components of policy formulation. It distinguishes between ethical, strategic, and operational types of policies.
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 document discusses key aspects of cooperative management including planning, organizing, staffing, leading, and controlling. It defines cooperatives and their principles. It outlines the organizational structure of cooperatives including roles of the general assembly, board of directors, and general manager. It also discusses characteristics of effective cooperative leadership and management practices.
The document outlines the 9 step process for organizing a cooperative in the Philippines according to the Cooperative Code of the Philippines. The steps include getting organized, reserving a cooperative name, preparing an economic survey and bylaws, securing bonds for accountable officers, completing a treasurer's affidavit, attending a pre-membership education seminar, and registering the cooperative with the Cooperative Development Authority. It also provides details on the types of cooperatives, membership categories, and privileges cooperatives can enjoy once registered.
This document outlines the by-laws of the League of Independent People Aiming for Development Credit Cooperative (LIPADCC). It discusses the cooperative's purpose, membership requirements and types, administration including the roles of the General Assembly and Board of Directors, and elections. Key points include:
- The cooperative aims to serve residents of Birmingham Village and their relatives through credit and financial services.
- Membership has requirements including residency, education, and minimum share purchases. There are regular and associate membership types.
- The General Assembly is the highest policy-making body and meets annually or specially. It elects the Board of Directors.
- The Board of Directors provides policy direction, plans strategy, and oversees
Top 25 Performing Cooperatives Honored in Region 1 jo bitonio
The CDA Dagupan Extension Office honored the top 25 performing cooperatives in Region 1 during a 25th anniversary event. The top 5 cooperatives were: Calasiao Plant and Related Companies Employees’ Multi Purpose Cooperative ranked 1st; Tubao Credit Cooperative ranked 2nd; Sta. Cruz Savings & Development Cooperative ranked 3rd; Sacred Heart Savings Cooperative ranked 4th; and Nueva Segovia Consortium of Cooperatives ranked 5th. The cooperatives were ranked based on their net worth calculated as assets minus liabilities.
The document provides an overview of cooperatives and the process for organizing a primary cooperative under Philippine law. Some key points:
- Cooperatives are voluntary organizations controlled democratically by members who have equal voting rights and contribute equitably to capital. They provide education and work together through cooperation.
- Organizing a primary cooperative requires at least 15 Filipino citizens over 18 who have common interests, reside in the intended area, and complete cooperative education. Articles of cooperation and by-laws are filed along with an economic survey.
- Cooperatives have juridical personality once registered by the Authority and last up to 50 years unless dissolved. Membership includes regular and associate types, with regular members having full rights and
Strategy formulation: Vision, Mission and PurposeNishant Pahad
The document discusses strategy formulation, specifically vision, mission, and purpose. It defines vision as a future-oriented description of an organization's aspirations. A mission statement describes the organization's overall purpose and role. Characteristics of an effective vision include being inspiring, fostering risk-taking and long-term thinking. Developing a vision or mission involves determining the organization's goals and values. Sample vision and mission statements from various companies are provided.
Tell me again_ difference between Vision Mission and StrategyAndrew Scantland
- The document discusses the differences between an organization's vision, mission, and strategy.
- A vision is the organization's aspiration or ideal future state. A mission defines the organization's purpose and answers questions like what it does and for whom. Strategy outlines how resources will be allocated to accomplish the mission.
- While not strictly necessary, developing a clear vision and mission can help provide employees with clarity around their roles, improve decision making, and motivate teams by allowing them to understand how their work contributes to larger goals.
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 provides guidelines for the credit policies of the LIPAD Multi-Purpose Cooperative. To be eligible for loans, members must be in good standing by meeting requirements such as being a bona-fide member with minimum paid-up share capital. The cooperative offers different types of loans including productive, provident, and special loans. Current loan offerings include petty cash loans and short-term loans. The guidelines outline loan terms, interest rates, application procedures and other policies to effectively provide competitive loan services to members.
Coop Identity, Values, Principles, Governance and Best Practicesjo bitonio
This document provides an overview of cooperatives including their history, principles, governance, and impact. It discusses how cooperatives originated from groups working together throughout history for mutual benefit. The modern cooperative movement began in the 19th century in Europe and North America. Cooperatives were formed during economic hard times to help people. They contribute to job creation, social integration, and poverty reduction. The document also outlines the different types of cooperatives according to Philippine law and provides statistical data on cooperatives in certain provinces and their total assets.
The document is a board resolution from the L.I.P.A.D Multi-Purpose Cooperative dated January 19, 2014 that outlines several policies. It states that registration will be postponed to allow for finalizing capital requirements, training, and implementing rules and regulations. The cooperative will conduct member-only loans and rice loans as a test. An additional 100 peso membership fee was approved to cover registration fees. A moratorium on continuous capital build-up payments was approved after minimum subscriptions are paid, and loan guidelines were sanctioned by the board.
This document discusses key aspects of financial management for cooperatives. It begins by defining financial management and its objectives, which include ensuring adequate and regular funding, optimal fund utilization, and safety of investments. It then outlines functions such as estimating capital needs, determining capital composition, choosing funding sources, and managing cash. The document also discusses internal controls for cash, accounts receivable, and inventories. Overall, the document provides a comprehensive overview of financial management processes for cooperatives.
Lectures for Basic Seminar on Cooperative DevelopmentGaphor Panimbang
This document provides an overview of cooperatives in the Philippines, including definitions, principles, laws and regulations, types of cooperatives, steps to form a cooperative, organizational structure, rights and responsibilities of members, and factors for success. Specifically, it defines a cooperative as a registered association of people with a common interest working together for economic or social goals. It also outlines the seven cooperative principles of voluntary membership, democratic control, limited return on capital, member economic participation, education and training, cooperation among cooperatives, and concern for community.
Delinquency control & capital build up for cooperativesefferson ramirez
The document discusses strategies for controlling delinquency and building capital in cooperatives. It outlines common reasons for borrowing and delinquency, such as sickness, job loss, or natural disasters. To minimize delinquency, cooperatives should provide continuous education to members on cooperative principles and financial responsibilities. They should also properly evaluate loan applications. Some strategies for capital build up include cooperative education, raffle draws tied to share purchases, annual dues, and voluntary savings programs like door-to-door collections or salary deductions. Maintaining sufficient capital is important for cooperatives to provide services to members and remain self-financed enterprises.
Planning Checklist and Selected Guidelines for Cooperative Operation and Mana...jo bitonio
The document provides guidelines and requirements for cooperative planning, governance, operations, programs, and reporting, including developing strategic and annual plans, conducting trainings, submitting reports, and allocating funds for member education, community development, and other purposes. It outlines policies and resolutions that cooperatives must implement regarding operations, leadership, human resources, and community involvement. Compliance with the procedures in the document will help cooperatives properly manage their activities and fulfill their obligations.
Policies can emerge in four ways - through management, appeals, implied actions, or external imposition. They provide guidance for decisions and simplify recurring choices. Within organizations, policies form a hierarchy with broad strategic policies at the top refined into more specific guidelines lower down. Periodic reviews help ensure policies stay relevant as conditions change. In empowering organizations, fewer policies instead set ethical and strategic boundaries for employee discretion.
This document outlines the articles of cooperation for the Oikos Christian Network Multipurpose Cooperative. The cooperative's purpose is to procure and distribute commodities and market merchandise to members and non-members. It aims to improve members' quality of life through increased income, savings, and economic and social benefits. The cooperative will operate in Karuhatan, Valenzuela City, Philippines for 50 years and recruit members locally or globally.
Implementing Rules and regulations of RA 9520jo bitonio
The revised implementing rules and regulations of the Philippine Cooperative Code of 2008 (RA 9520) highlight several key changes, including redefining certain terms, restricting the registration of multipurpose cooperatives, restructuring training requirements for cooperative officers, simplifying reporting requirements, and clarifying the roles of partner agencies in cooperative registration and regulation. The revisions also address subsidiary cooperatives, representative assemblies, mergers and consolidations, and capitalization and accounting procedures.
The document provides guidance on organizing a primary cooperative in the Philippines. It outlines 6 key steps: 1) get organized with at least 15 members, 2) prepare an economic survey, 3) draft by-laws, 4) draft articles of cooperation, 5) secure a bond from accountable officers, and 6) register with the Cooperative Development Authority (CDA). It also describes requirements for membership, types of membership, and guidelines for preparing an economic survey, which is a feasibility study describing the cooperative's structure, purpose, and financial projections.
The document outlines the organizational structure of a cooperative, including its various governing bodies and committees. The highest policy-making body is the General Assembly, composed of all voting members. It determines amendments, elects the Board of Directors, and approves development plans. The Board of Directors manages the day-to-day operations. Additional bodies include the Treasurer, Secretary, Mediation Committee, Audit Committee, Election Committee, and Ethics Committee, each with defined roles and responsibilities.
This document discusses policy formulation for cooperatives. It defines policy and outlines the characteristics and functions of effective policy. It provides guidelines for writing, implementing, distributing, controlling, and evaluating policies. The document also contains examples of sample policies and discusses the components of policy formulation. It distinguishes between ethical, strategic, and operational types of policies.
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 document discusses key aspects of cooperative management including planning, organizing, staffing, leading, and controlling. It defines cooperatives and their principles. It outlines the organizational structure of cooperatives including roles of the general assembly, board of directors, and general manager. It also discusses characteristics of effective cooperative leadership and management practices.
The document outlines the 9 step process for organizing a cooperative in the Philippines according to the Cooperative Code of the Philippines. The steps include getting organized, reserving a cooperative name, preparing an economic survey and bylaws, securing bonds for accountable officers, completing a treasurer's affidavit, attending a pre-membership education seminar, and registering the cooperative with the Cooperative Development Authority. It also provides details on the types of cooperatives, membership categories, and privileges cooperatives can enjoy once registered.
This document outlines the by-laws of the League of Independent People Aiming for Development Credit Cooperative (LIPADCC). It discusses the cooperative's purpose, membership requirements and types, administration including the roles of the General Assembly and Board of Directors, and elections. Key points include:
- The cooperative aims to serve residents of Birmingham Village and their relatives through credit and financial services.
- Membership has requirements including residency, education, and minimum share purchases. There are regular and associate membership types.
- The General Assembly is the highest policy-making body and meets annually or specially. It elects the Board of Directors.
- The Board of Directors provides policy direction, plans strategy, and oversees
Top 25 Performing Cooperatives Honored in Region 1 jo bitonio
The CDA Dagupan Extension Office honored the top 25 performing cooperatives in Region 1 during a 25th anniversary event. The top 5 cooperatives were: Calasiao Plant and Related Companies Employees’ Multi Purpose Cooperative ranked 1st; Tubao Credit Cooperative ranked 2nd; Sta. Cruz Savings & Development Cooperative ranked 3rd; Sacred Heart Savings Cooperative ranked 4th; and Nueva Segovia Consortium of Cooperatives ranked 5th. The cooperatives were ranked based on their net worth calculated as assets minus liabilities.
The document provides an overview of cooperatives and the process for organizing a primary cooperative under Philippine law. Some key points:
- Cooperatives are voluntary organizations controlled democratically by members who have equal voting rights and contribute equitably to capital. They provide education and work together through cooperation.
- Organizing a primary cooperative requires at least 15 Filipino citizens over 18 who have common interests, reside in the intended area, and complete cooperative education. Articles of cooperation and by-laws are filed along with an economic survey.
- Cooperatives have juridical personality once registered by the Authority and last up to 50 years unless dissolved. Membership includes regular and associate types, with regular members having full rights and
Strategy formulation: Vision, Mission and PurposeNishant Pahad
The document discusses strategy formulation, specifically vision, mission, and purpose. It defines vision as a future-oriented description of an organization's aspirations. A mission statement describes the organization's overall purpose and role. Characteristics of an effective vision include being inspiring, fostering risk-taking and long-term thinking. Developing a vision or mission involves determining the organization's goals and values. Sample vision and mission statements from various companies are provided.
Tell me again_ difference between Vision Mission and StrategyAndrew Scantland
- The document discusses the differences between an organization's vision, mission, and strategy.
- A vision is the organization's aspiration or ideal future state. A mission defines the organization's purpose and answers questions like what it does and for whom. Strategy outlines how resources will be allocated to accomplish the mission.
- While not strictly necessary, developing a clear vision and mission can help provide employees with clarity around their roles, improve decision making, and motivate teams by allowing them to understand how their work contributes to larger goals.
This document provides an overview of building a company vision. It discusses core components such as core ideology (values and purpose), envisioned future (big hairy audacious goal and vivid description), and provides examples from Sony. It explains that core values are guiding principles that require no external justification and would be held even if disadvantageous. Purpose captures the soul of the organization. The big hairy audacious goal is an ambitious long-term plan that inspires the organization, while the vivid description brings the goal to life. The document emphasizes defining these components to drive team motivation and decision making.
Microsoft's vision is to help individuals and businesses realize their full potential. Its mission is to empower every person and organization on the planet to achieve more. The author provides an analysis of these statements and suggests improvements. For the vision, the author recommends including details on the company's target market and direction. For the mission, the author suggests specifying how Microsoft will achieve its vision through rapid innovation. The author also outlines key components of effective vision and mission statements.
Strategic Management Mission and Vision Statement ppt_02Masroor Soomro
The document discusses vision and mission statements for organizations. It provides guidance on developing vision statements that answer what the organization wants to become, and mission statements that answer what the organization's business is. It also lists benefits of mission statements such as better financial results and unanimity of purpose. The document recommends regularly revisiting and treating vision and mission statements as living documents that are integral to organizational culture.
This document contains information related to developing mission and vision statements, corporate strategy, competitive strategy, and strategic planning. It includes sample mission and vision statements, discusses the key characteristics and components of effective statements, and outlines some of the main questions that should be considered when developing strategies. The document provides guidance on defining an organization's purpose, goals, values, and direction to help guide decision-making.
The document outlines the 7 steps in the strategic management process:
1. Define the current business and develop a mission statement.
2. Perform external and internal audits to analyze opportunities, threats, strengths and weaknesses.
3. Formulate new business and mission statements based on the situation analysis.
4. Translate the mission into specific strategic goals for departments and managers.
5. Formulate strategies or courses of action to achieve the strategic goals and take the company from its current position to its desired future position.
The document discusses the definitions and purposes of vision and mission statements for organizations. A vision statement describes the desired future state and goals of an organization, while a mission statement defines its current functions, customers, and purpose for existing. Having clear vision and mission statements helps focus a team, ensure everyone understands the organization's direction, and provides a framework for strategic planning. The key is crafting inspiring statements that motivate employees while accurately capturing the organization's identity and goals.
This document discusses company vision, mission, and strategy formulation and implementation. It defines vision as a long-term view of how an organization wants the world it operates in to be. Mission identifies an organization's unique purpose and scope. An effective vision inspires employees while a well-written mission defines customers, products, and location. Developing strategies focuses companies on core competencies, synergies, and value creation. Formulating strategies at the corporate, business, and functional levels allows organizations to remain competitive and support business goals. Implementing strategies requires tools like leadership, structure, resources and controls to achieve performance. The board of directors oversees creating and accomplishing an organization's mission through officers and top management.
Vision statements describe an organization's aspirations or ideal future state. A vision statement answers "Where do we want to be?" while a mission statement defines the organization's purpose and primary goals. Key benefits of having a clear vision include inspiring employees and reducing risk-taking. To write an effective vision statement, consider including values, employees, growth goals, and societal contributions.
A vision statement describes how an organization would like the future to be and answers the question of where the organization aims to be. A mission statement defines what an organization is, why it exists, and its reason for being. It answers what the organization does and who it does it for. Key benefits of having a vision include inspiring employees and reducing risk-taking. Vision statements should be competitive, original, and unique to motivate employees.
Corporate Social Responsibility Techniques and Framework PowerPoint Presentat...SlideTeam
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The document discusses setting organizational aspirations, which include mission, vision, and values. Aspirations should be both motivational and strategic, guiding the organization's choices and decisions. They provide purpose and help align employees while complementing a carefully developed strategy. However, aspirations can be misused if they are not crafted to be coherent and consistent with the organizational culture and strategy.
The document discusses the key differences between vision statements, mission statements, and value statements for businesses. It provides examples of vision statements from Disney ("To make people happy"), IKEA, BBC, and Sony. A vision statement describes an organization's aspirations or goals for the future, while a mission statement explains why the organization exists and what it aims to achieve in the short-term. The value statement outlines what an organization prioritizes and believes in to guide its actions.
The document discusses the importance of visionary leadership and crafting a compelling organizational vision. It provides guidance on determining the current state and desired future state, drafting a vision statement, communicating the vision through different forums, integrating the vision into goals and daily tasks, and continually sharing stories about progress toward the vision. An effective vision is essential for guiding a group toward shared objectives and inspiring them to work toward realizing the future potential of the organization.
Vision & mission statements of selected fmcg organizationsRajesh Roy
The document summarizes a study group's analysis of the vision and mission statements of four major fast moving consumer goods (FMCG) companies in India: Coca Cola India, PepsiCo India, ITC Limited, and Hindustan Unilever Limited. The group evaluated the statements based on parameters like power, purpose, concreteness, and reflection of corporate values. For each company, the document provides the vision statement, mission statement, and the group's scoring of how well the statements adhere to the evaluation parameters. The overall analysis aimed to qualitatively assess the vision and mission statements of key corporate entities in India's FMCG sector.
This document outlines a plan for bringing concepts to commercialization. It discusses embracing dynamic environments, realizing constraints quickly, planning goals and testing minimum viable products. It also addresses capitalization needs, motivating factors, positioning through unique angles and strengths, and generating leads through networks, ideas, and websites. The overall conference focused on standing out in a competitive crowd.
The document provides an overview of a do-it-yourself strategic planning process for nonprofits. It outlines key components of the process including defining an organization's vision, values, and goals through a SWOT analysis, environmental scans, and developing strategic action plans and metrics to monitor progress. The overall process is intended to help nonprofits clearly define their purpose and priorities to effectively allocate resources and measure impact over time.
Demystifying Brilliant Execution: A System to Operationalize StrategyAchieveIt
During a recent study, a large group of executives and leaders were surveyed to identify the most common roadblocks they face while implementing strategy throughout their organizations. The vast majority of strategists rated their organization as suffering under lackluster performance and producing unsatisfactory results.
Many of these challenges fall under the broad category of “operationalizing” strategy – the process of embedding strategy and execution into the day-to-day life and operating rhythm of your organization. The organizations that can successfully operationalize their strategy effectively and execute against it will end up producing the best results.
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.
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
Combined Illegal, Unregulated and Unreported (IUU) Vessel List.Christina Parmionova
The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
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
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
AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
1. Strategic Planning
By: ALEXANDER B. RAQUEPO
Chairperson
Sta. Cruz Savings and Development Cooperative
(SACDECO)
Sta. Cruz, Ilocos Sur
“Planning is a means to an end and not an end in itself.”
2. EXPECTED OUTPUTS in STRATEGIC
PLANNING
1. Crafting of Vision (SWOT will be
used), Mission, Goal and Core
Value Statements composed and
agreed upon unanimously.
2. Formulation of Coop’s
tagline.
3. Key Result Areas (KRAs) commonly
identified and agreed. Key Result Area
(KRAs) refers to general areas of outputs
or outcomes necessary to achieve
organization’s vision/mission.
Company Name
Strategic Planning
3. WORKSHOP…
4. Identification Major STRATEGIES and
achievements per KRA.
5. Objective setting and formulation of major
activities, (programs and projects, methods,
resources) per major strategy.
6. Commitment rites to your coop Strategic
Plan.
Company Name
Strategic Planning
6. Company Name
Strategic Planning
WHAT IS STRATEGIC
PLANNING ?
Strategic planning is an organizational
management activity that is used to set
priorities, focus energy and resources,
strengthen operations, ensure that
employees and other stakeholders are
working toward common goals.
7. Company Name
STRATEGIC PLANNING
Where would
we want to be?
Mission: Why do we exist? (Bakit kayo nag-organize
Vision
Strategic Planning
Analysis of Current
Circumstance:
Where are we now?
(Nasaan kayo ngayon?)
“Guiding Values”
What character should
we possess and carry all
the time?
Tagline – coop’s
battlecry.
9. What are your desired positions 5 years from
now?
In terms of…..
1. Total Assets;
2. Total Liabilities;
3. Total Share Capital;
a) Common
b) Preferred
4. Total Loan Portfolio;
5. Total Membership;
6. Total Branches or
Satellite Offices;
7. Delinquency Rate;
8. Total Net Surplus
(Increases and Trends);
9. Rates for Interest on
Capital (Dividends) and
Patronage Refund;
10. Total Deposits;
a) Savings
b) Time Deposit
11. Total Borrowings
(bills payable); and
12. CAMELS Rating
Company Name
10. Strategic Planning
1. Nasaan kayo ngayon?
Ano ang sitwasyon nyo ngayon?
(Situational Analysis)
2. Ano gusto nyong maging?
Ano ang panaginip nyo para sa koop nyo?
(Vision)
3. Ano-ano mga rason bakit kayo nag-
organize ng coop? (Mission)
Company Name
STRATEGIC PLANNING
11. Strategic Planning
4. Ano- anong paraan ang gagamitin nyo
para makamit ang inyong vision at
mission? (KRAs and Major Strategies)?
5. Ano naman ang inyong “tagline” o
ipinagmamalaking kasabihan ng inyong
koop?
6. Paano nyo i-measure ang inyong mga
nagawa na, nakaligtaan at gagawin pa?
(Monitoring and Evaluation)
Company Name
Strategic Planning
12. Strategic Planning
8. Ano ang dapat maging disiplina o
behavior o mga gabay para makamit ang
mga inaasam?
(Core Values/Value Statements)
Company Name
Strategic Planning
13. Company Name
Strategic Planning seeks the answer for four basic
questions:
WHERE ARE WE? SITUATION ANALYSIS
WHERE WOULD WE WANT TO VISION,MISSION,
BE? STRATEGIC GOALS
HOW WOULD WE REACH STRATEGY&
WHERE WE WANT TO BE? ACTIVITIES
HOW WOULD WE FOLLOW PERFORMANCE
AND EVALUATE OUR SUCCESS EVALUATION
? QUESTIONS ?
14. In other words….
Strategic planning
is “INTENTIONAL
GROWTH.” Because
growth doesn’t just happen,
it is intentional (planned and
executed).
Company Name
15. Formulating the Coop’s Vision Statement
The 1st step is to undertake a SWOT
Analysis before crafting your Vision
Statement.
S – Strength
W – Weaknesses
O – Opportunities
T - Threats
17. What is SWOT
SWOT analysis is a structured planning
method used to evaluate the Strengths,
Weaknesses, Opportunities, and Threats of an
organization, a project or a business venture. A
SWOT analysis can be carried out for a product,
place, industry or person. It involves specifying
the objective of the business venture or project
and identifying the internal and external
factors that are favorable and unfavorable to
achieving that objective.
Company Name
18. SWOT
STRENGHTS (internal)
- Saan tayo malakas
- Kabisado nating gawin
- Saan tayo magaling at ang
mga ipinagmamalaki natin
- Things/Characteristics
we are proud of
- Our competitive
advantage
Company Name
19. SWOT
WEAKNESSES
- Saan tayo mahina;
- Di natin sanay na
gawin;
- Mga bagay na takot
natin gawin dahil di tayo
sanay; at
- Ang ating mga
kakulangan.
Company Name
21. SWOT
THREATS
- Ano-ano ang mga
BALAKID sa plano
natin;
- Nasa labas ng
coop;
- Man-made o
natural calamity;
- Malaki effect sa
operation ng coop.
Company Name
SACDECO
23. SWOT Analysis
Strengths – Maintain, Sustain and
Capitalize;
Weaknesses – Overcome and/or minimize
using your strengths and opportunities;
Opportunities – Explore and capitalize;
grab and pursue; and
Threats – Eliminate, minimize and/or
control.
Company Name
Strategic Planning
24. Summary of SWOT
Strengths:
- Committed/dedicated/loyal staff
and officers;
- Partnership with LGUs, NGAs, etc.;
- Established offices;
- Low interest, reasonable rates;
- Office;
- Reliable CBU scheme;
- Very liquid.
Weaknesses:
- High delinquency rate;
- Not enough staff;
- No office;
- Management competency – needs
to be upgraded
- Not fully computerize
- Incomplete policies
- Not active BODs
Opportunities:
- Big population – not all are coop
members;
- Available sources of funds for coop
capital;
- Big coops ready to assist or extend
technical assistance
Threats:
- Presence of competitors, big
coops, etc.;
- Calamities;
- Presence of informal money
lenders;
- Banks going into microlending
Company Name
Strategic Planning
25. Company Name
COOP
VISION
- outlines what the organization wants to
be, or how it wants to be (an "ideal" view
of itself). It is a long-term view and
concentrates on the future. It can be
emotive and is a source of inspiration.
26. VISION
- is defined as 'An Image of the future we
seek to create'. It is a short paragraph
providing a broad, aspirational image of the
future. Vision Statements consist of a short
paragraph providing a broad, inspirational
image of the future. They are usually
reviewed every three to five years, or
when a specific goal has been achieved.
Company Name
COOP
27. VISION
- A photograph in words of your
company's future, it provides the inspiration
for both your daily operations and your
strategic decisions.
- it's the vision statement that provides
the destination for the journey, and
without a destination, how can you plan
the route?
Company Name
VISION
28. Vision Statement- Findings
The best visions are inspirational, clear,
memorable, and concise.
Average length for the full 30 organizations listed
here is only 14.56 words.
Average length for the first 15 organizations is
only 10.5 words (excluding brand references).
The shortest contains only three words (Human
Rights Campaign)
The longest contains 31 words (Amnesty
International)
Company Name
COOP
29. Sample Vision Statements
Oxfam: A just world without poverty (5 words)
Feeding America: A hunger-free America (4
words)
Human Rights Campaign: Equality for
everyone (3)
National Multiple Sclerosis Society: A World
Free of MS (5)
Alzheimer’s Association: Our vision is a world
without Alzheimer’s (7)
Habitat for Humanity: A world where everyone
has a decent place to live. (10)
Company Name
COOP
30. Sample Vision Statements
Oceana seeks to make our oceans as rich, healthy
and abundant as they once were. (14)
Make-A-Wish: Our vision is that people
everywhere. will share the power of a wish (13)
San Diego Zoo: To become a world leader at
connecting people to wildlife and conservation.
(12)
The Nature Conservancy: Our vision is to leave a
sustainable world for future generations. (11)
Company Name
COOP
31. Sample Vision Statements
Ducks Unlimited is wetlands sufficient
to fill the skies with waterfowl today,
tomorrow and forever. (13)
In Touch Ministries: proclaiming the
Gospel of Jesus Christ to people in
every country of the world. (14)
World Vision: For every child, life in all
its fullness; Our prayer for every heart,
the will to make it so (19)
Company Name
COOP
32. Sample Vision Statements
"McDonald's vision is to be the world's best
quick service restaurant experience. Being
the best means providing outstanding
quality, service, cleanliness, and value, so
that we make every customer in every
restaurant smile."
(Nike)"To bring inspiration and innovation to
every athlete* in the world"
* If you have a body, you are an athlete.
Company Name
COOP
33. WORKSHOP NO.2
DRAW, ILLUSTRATE,
DESCRIBE AND EXPLAIN
YOUR DREAM COOP 5
YEARS FROM NOW…..
Reminder:
Vision answers the questions: Where
do you want to go? What do you want
to be?
Company Name
34. YYY MPC
Sample Vision Statement
A HIGHLY
COMPETITIVE AND
CAPABLE PRIMARY
COOP DELIVERING
MULTI SERVICES IN
THE REGION.
Proposed
Some Key Words:
- trusted;
- capable and reliable;
- most preferred;
- dependable;
- sustainable;
- competitive;
- excellent;
- top and the best, etc.
35. TIPS IN MAKING A VISION
STATEMENT
1. Dream big and focus on success;
2. Use the present tense;
3. Use the best adjective you can think of;
4. Infuse your vision statement with
passion and emotion;
5. Paint a graphic mental picture of the
future/business you want; and
6. Area specific.
Company Name
36. Sample Vision Statement
For instance, here's a sample vision
statement:
Five years from now, ABC Multi-
purpose Cooperative will be the top
service provider of credit in the Metro
Manila area by consistently providing a
reliable, affordable and quality loans
services for its members.
Company Name
37. Sample Vision Statement-COOP A
Vision Statement:
THE BIGGEST BARANGAY-
BASED AND MOST
RESPONSIBLE COOPERATIVE
RENDERING COMPLETE
FINANCIAL SERVICES WITHIN
NORTHERN LUZON.
Company Name
STRAT PLANNING
38. Sample Vision Statement
Vision Statement:
THE MOST VIABLE COOPERATIVE
WITH RESPONSIVE AND
OUTSTANDING SOCIO-ECONOMIC
PROJECTS AND PROGRAMS IN
THE REGION.
Company Name
39. Coop C
Vision Statement:
THE MOST DEPENDABLE
COOPERATIVE RENDERING
CREDIT ASSISTANCE FOR
SOCIO-ECONOMIC
PROJECTS/PROGRAMS IN THE
PROVINCE.
Company Name
VISION
43. Nueva Segovia Consortium of
Cooperatives (NSCC)
Vision Statement:
A sustainable Consortium of
Cooperatives towards socio-
economic and spiritual
upliftment.
Company Name
Strategic Planning
44. St. Martin of Tours Credit and Development
Cooperative
Vision Statement:
A leader of financial strength,
integrity and social
responsibility among
cooperatives in the country.
Company Name
Strategic Planning
45. San Dionisio Cooperative
Vision Statement:
The innovative global co-
operative leader, united in and
committed to uplifting the quality
of life of its members and their
community.
Company Name
Strategic Planning
46. Tubao Credit Cooperative
Vision Statement:
A Globally Competitive and
Gender Fair Credit
Cooperative.
Company Name
Strategic Planning
47. Company Name
MISSION
- Defines the fundamental purpose
of an organization or an enterprise,
succinctly describing why it exists
and what it does to achieve its
vision. For example, a charity
organization might have a mission
statement as "providing jobs for the
homeless and unemployed".
MISSION
48. Example … Mission Statements
ABS-CBN:
a) We exist in the service of Filipinos worldwide,
as well as of all humankind.
b) We exist to inform and to entertain through
creative content for any distribution platform.
c) We innovate, diversify and expand into
enterprises where our expertise in content
opens new business and service opportunities.
d) We promote the best in Filipino talent, and
reflect the true sentiment of the Filipino.
Company Name
MISSION
49. SACDECO’s MISSION STATEMENTS
1. To pursue sustainability by providing
quality and affordable financial
products and services responsive to
members needs in a gender fair
environment.
2. To deliver complementary solutions in
enriching the lives of members and
communities.
3. To ensure employees satisfaction for
professional growth and
advancement.
4. To promote good environmental
stewardship through innovative
programs and projects and socially
responsive services.
Company Name
MISSION
50. Mission Statement… Examples
Toyota:
a) To provide customer satisfaction through
dynamic selling, timely delivery of products and
service and excellent after-sales service;
b) To provide outstanding service and solutions to
our local customer base through our dedication,
excellence and proven expertise of our Team
Members;
c) To maintain a working environment that is truly
protective of the health and safety of our Team
Members, customers and the general public;
Company Name
MISSION
51. Mission Statement… Example
Toyota:
To support good environment practices and
information and constantly contribute to
sustainable development by reducing
environmental impacts;
To provide equal opportunities for career
advancement and personal development to
our employees; and
To foster competitiveness, sustainability and
cohesion by optimizing procedures and
improving the quality of service and
products through Kaizen Practices.
Company Name
MISSION
52. Mission Statement… Examples
Jollibee Food Corporation:
Mission: To serve great tasting food, bringing the joy of
eating to everyone.
SM:
To constantly provide customers with a fresh and
world-class mall experience through innovative and
state-of-the-art facilities and services;
To undertake wide-ranging corporate social
responsibility initiatives that provide greater service for
customers with special needs, and ensure
environmental sustainability through various programs
on energy, water and air conservation;
Company Name
MISSION
53. Mission Statements: Recommendations
-reasons or the “why’s” of your coop
existence….
1.Mission statements should be formulated
per aspect of coop’s existence:
- economic - officers and employees
- social - others
- environment - start with the word “to”
- members + action verb…
Company Name
MISSION
54. Common Action Words – for Mission
Statements: Start with “TO”
- provide - help - link - develop
- promote - distribute- negotiate - inform
- extend - uplift - market - formulate
- assist - allocate - care - educate
- contribute - protect - undertake - apply
- train - introduce- implement - impose
- donate - spearhead- partner - collect
- participate - invest - investigate - initiate
- conduct - affiliate - support - preserve
Company Name
56. Key Result Areas (KRAs) Identification
1. Key Result Areas (KRAs)- refers to
general areas of outputs or outcomes
necessary to achieve organization’s
vision/mission.
58. Then: Formulation of Stategic Goals per
KRA
Strategic goals
determine the long
range direction of the
organization. Goals
are broadly defined
and should reflect
the long-range vision
for the future. It can
have end results
over several years.
59. Company Name
GOAL
Sample Goal Statements
1. To formulate the coop PSPs.
2. To generate and achieve PhP5M capital build up.
3. To apply for membership at a reputable Federation.
4. To provide loans to members of various loan windows.
5. To expand membership area and increase membership.
6. To develop partnership and network building with
government agencies and other coops in the Ilocos
Region.
7. To generate revenues and provide reasonable amount of
interest on capital and patronage refund.
8. To reach a total asset of PhP100M.
60. Company Name
OBJECTIVES
OBJECTIVES
-Objectives are much more focused and
are time specific. An objective will be
measurable within a concrete timeframe.
Each objective relates to a goal, and
there may be more than one objective to
help achieve a goal.
- S Specific; M Measurable; A Attainable; (A-Actionable) R
Relevant; T Time bound
61. Company Name
OBJECTIVES
Sample Objectives
To grow the Share Capital Fund at [NAME OF
ORGANIZATION] by (25%) (40%) (75%) by the end of
December (2020) (2021) (2022).
To increase the annual operations budget by (20%)
(30%) (100%) by the end of December (2020) (2021)
(2022).
To increase the revenues of the coop by 20% by the end
of December (2020) (2021) (2022).
To expand the staff salary level for a full-time (program
coordinator) by the end of December (2021).
62. Coop’s tagline:
Taglines- creating a memorable dramatic phrase, informative and easy to
remember;
Some Examples:
1. BDO – “We find ways”
2. PAL – “The Heart of the Filipino”
3. New Ford Explorer: “Always Unstoppable”
4. Metro Bank: “Your in Safe Hands”
5. Lenovo: “Keeping up with Tech Trends That Matter”
6. LBP: “We help you Grow”
7. SACDECO: “Reaching out, Enriching Lives”
8. ICCB: Kontento Ka na, Aasenso ka pa”
9. M. Lhulier: “Madali, Mabilis, Maasahan”
10. Robust: “Ilabas ang Lakas”
64. Coop’s TAGLINE:
Some Suggestions:
1. Sigurado ka na, Kamay-ari ka pa
2. We care, we dare, we progress together
3. Your partner, your choice.
4. Your coop, your partner.
5. We help improve your way of life.
6. Katuwang mo sa Progreso.
65. Some suggestions:
7. Your partner in making lives better.
8. We help attain better lives for our members.
9. Kailiam, kaduam, pagsanggiram ti panagdur-as ti biag.
10. Your growth, our concern.
67. Organizational Core Value
Statements
- The core of what the organization IS and
what it CHERISHES.
- Values are BELIEFS that manifest in how
an employee interacts in a workplace.
- Values represent an employee’s most
significant commitments to what he or
she finds most important in life.
Company Name
VALUES
68. Value Statements
Value statements are developed from our
list of values and will define how people
want to behave with each other in the
organization.
It provides a measuring device against
your actions and behaviors.
Give words and meaning to what we
decide and do everyday. It is a declaration
of how we value all our stakeholders.
Company Name
VALUES
69. Example…
Coca-Cola:
Our Winning Culture: Our winning culture
defines the attitudes and behavior that
will be required of us to make our 2020
Vision a reality.
Company Name
VALUES
70. Example…
Coca-Cola: Our values serve as a compass for
our actions and describe how we behave in
this world.
o Leadership. The courage to shape a better
future.
o Collaboration. Leverage collective genius.
o Integrity. Be real.
o Accountability. If it is to be, its up to me.
Company Name
VALUES
72. Example…
Pepsi-Cola: Value Statements
o Sustained growth: Our quest for sustained
growth stimulates innovation, places a value
on results and helps us understand whether
today’s actions will contribute to our future.
o Empowered People: Freedom to act and
think in ways that we feel will get the job done,
thru proper governance and being mindful of
company needs beyond our own.
Company Name
VALUES
73. Example…
Pepsi-Cola:
o Responsibility and Trust: The
foundation of a healthy growth. We hold
ourselves both personally and corporately
responsible for everything we do.
Company Name
VALUES
74. Example… Value Statement
Toyota:
Let’s think BIG.
Let’s see what’s possible.
Let’s share good ideas.
Let’s help make great things happen.
Let’s imagine a better world.
Then let’s make one.
Let’s go places.
Company Name
VALUES
75. Example … Value Statements
San Miguel Corporation:
o Passion for Excellence: We will be the
best we can be and create value in
everything we do.
o Teamwork: With trust and respect to
each other, and with unity in purpose, we
will work toward our shared aspirations.
Company Name
VALUES
76. Example… Value Statements
o Respect for Our People: We recognize
our employees as individuals and are
committed to nurturing their individual
capabilities. We believe their growth and
the growth of the organization go hand in
hand.
o Customer Focus: We will be our
customer’s preferred choice.
Company Name
VALUES
77. Examples… Value Statements
San Miguel Corporation:
o Innovativeness: We will encourage
creativity and ingenuity in our processes
and systems, products and services.
o Integrity: We will be guided by what is
ethical, fair and right. We believe in profit
with honor and are committed to good
governance and the highest moral
standards.
Company Name
VALUES
78. Examples… Value Statements
San Miguel Corporation:
o Social Responsibility: We believe
social responsibility and corporate
citizenship are integral part of our
business. We are committed to improving
lives of people in the communities in which
we live and work.
Company Name
VALUES
79. Example… Value Statements
SM Development Corporation:
Core Values: Vision, Leadership,
Focus, Hard work, Integrity, Innovation,
Prudence, Nurturing, Aggressiveness,
Financially Conservative.
Company Name
VALUES
80. Examples… Value Statements
GMA 7 Corporate Values:
We place God above all.
We believe that the Viewer is Boss.
We value our People as our Best Assets.
We uphold integrity and transparency.
We are driven by our passion for excellence.
We strive efficiency in everything we do.
We pursue Creativity and Innovation.
Company Name
VALUES
81. Sample… Value Statements
ABS-CBN:
Meritocracy: We believe in caring for our
people. We believe in granting commensurate
rewards at the right time for good performance.
Excellence: We use best judgment to balance
speed, quality and cost to attain best returns.
Judgement and Drive for Results: We use
best judgment to balance speed, quality and
cost to attain best returns.
Company Name
VALUES
82. Sample… Value Statements
ABS-CBN:
Teaching and Learning
Our work relies on constant teaching and
learning. We train our people to become better
than ourselves. We define areas for development
and take deliberate action to fill our skill gaps.
Honesty and Integrity
We deliver on our commitments. We speak out
and we speak true. Our values are non-
negotiable.
Company Name
VALUES
83. Company Name
VALUES
SUGGESTED COOP PRINCIPLES AND VALUES
Reliability
Fairness
Impartiality
Effectiveness
Transparency
OUR PRINCIPLES
Responsibility
Honesty
Competency
Continuous Development
Participation
85. Workshop No. 5
Prepare and/or compose
the Core Value
Statements of your
Cooperative.
Company Name
CORE VALUES
86. KEY RESULT AREAS
1. Membership
2. Internal fund generation (savings, share
capital and time deposit)
3. Business (investments to Federations
and Coop Banks)
4. Trainings
87. 5. Coop Policies
6. Manpower and Staff Development
7. Office
8. Affiliations
9. Cooperative Social Responsibility
88. KRA-Financial
Goal: To increase the Total assets in the
next 5 years.
Objective/s:
1. To generate an amount of PhP400M
share capital after 5 years.
2. To implement capital build up schemes
like regular monthly contributions, raffle
and draw, etc. for GA approval.
Company Name
Strategic Planning
89. KRA-Financial
Goal: To increase the total savings
deposits of the coop in the next 5 years.
Objectives:
1. To increase the savings deposit of
members by at least PhP30,000 per year.
2. To implement various CBU programs
and activities per month.
Company Name
Strategic Planning
90. Credit Operations
Goal: To increase consistently the loan
portfolio of the coop in the next 5 years.
Objectives:
1. To release a loan, of various types,
amounting to at least PhP1M per year.
2. To review and improve the loan policy
manual of the coop yearly.
Company Name
Strategic Planning
91. KRA: Membership
Goal: To increase the members and
membership reach of the coop.
Objectives:
1. To increase the number of members by at least 40 per
year.
2. To implement membership recruitment strategies like
one-member, one-recruit, attendance to barangay and
PTA meetings, etc.
3. To conduct monthly Pre-Membership Education
Seminar (PMES)
Company Name
Strategic Planning
92. KRA: Policies, Systems and
Procedures
Goal: To formulate operational policies for
the coop.
Objectives:
1. To formulate the following policies:
Credit, Membership, Capital Build Up and
Internal control Policies.
Company Name
Strategic Planning
93. KRA: Staff Hiring and Development
Goal: To complete the manpower/staff
requirement of the coop.
1. To hire competent staff and offer
competitive salaries (Manager,
Bookkeeper, Teller, Loan Officer, etc.).
2. To train officers and staff on coop
operations and management.
94. TARGETS PER KRA
KRAs Present Target
(5
years)
Year
1 -
2021
Year
2-
2022
Year
3-
2023
Year
4-
2024
Year
5-
2025
EO2025
Membership 1600 5000 1000 1000 1000 1000 1000 6,600
Share Capital
Savings
Deposit
Loans
Released
PSPs
Membership to
Federations
Borrowings
Company Name
95. In Summary….
Company Name
a vision is who you are in the future,
a mission that defines what you are
doing,
values that shape your actions,
strategies that zero in on your key
success approaches, and
goals and action plans to guide your
daily, weekly and monthly actions.
96. 8 WORDS THAT SHAPES OUR LIFE
1. Did is a word of
encouragement.
2. Won’t is a word of
retreat.
3. Might is a word of
deceiving.
4. Can’t is a word of
defeat.
5. Ought is a word of
duty.
6. Try is the word
each hour.
7. Will is a word of
beauty.
8. Can is a word of
power.
Company Name
SACDECO