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.

1. STRATEGIC PLAN
FOR CO-OPS
Jo Balucanag Bitonio

2. Art 53 of RA 9520
◦Every cooperative shall draw up reports of
its programs of activities including those in
pursuance of their socio- economic
undertaking sharing their progress and
achievements at the end of fiscal year.

3. Three
Types of
Plans
Board &
Management
Management
Management

4. ◦ Development Plan (Strategic Plan)
◦ Annual Plan ( Art 33, RA 9520, Rule 7, Sec
4 of the IRR)
◦ Social Development Plan (Social
Responsibility)
◦ Education and Training Plan
◦ HRD: Succession Plan, staff training
◦ Gender and Development Plan
◦ Business Plan (Business Expansion)
◦ Business Continuity Plan
Note: Annual Plan is
lifted from the DP/SP
SDP, ETC and GAD
is part of the DP/SP
Monthly/Daily
Plans

5. 4 3 1
1

6. Internal
Strength
Weaknesses
External
Opportunities
Threats
Environmental
Scanning
Vision
/Mission
Reasons
for
existence
Objectives
What to
accomplish
By
When
Strategies
Plans to
achieve
the
mission
& objectives
Policies
Guidelines
for decision
making
Strategy Implementation
Programs
Activities
needed to
accomplish
a plan
Budget
Cost of the
Programs
Procedure
Sequence
of the
thing to
do the job
Performance
Evaluation &
Control
Strategy Formulation
Strategic Management Model

7. Analysis of Current Circumstance:
Where are we now?
)
S.W.O.T. (Strengths, Weakness, Opportunities, and Threats), was
developed in the 1970’s and popular ever since.
SWOT is an extremely useful tool for strategically planning the future. It
groups information into lumps so that it can be examined more closely
and systematically. The goal is to isolate key issues that will later be re-
examined for closer consideration.
SWOT is a simple, but a powerful business planning tool. It can assist a
co-op to concentrate on what makes it strong, position a co-op to reduce
threats, and hopefully leverage unseen opportunities.
Cooperative businesses operate in a changing and dynamic world,
SWOT is a technique used by managers to quickly make better-informed
decisions in this environment.

8. SWOT Analysis
Strengths/Weaknesses Opportunities and Threats
• CDA Memorandum Circulars
• BIR/LGUs
• Other Partners
• Strategic Alliances/Affiliation
• Access to capital and other
services
Performance Review
• Social Audit Report (SAR)
• Governance and Management
Audit Report
• Financial Performance
Standards for
Primary Co-ops/Federation
• Inspections Findings – CDS-IIs
• Feedbacks
• Risk Analysis

9. The review of the CDA Memorandum Circulars, Social
Audit Report (SAR), Governance and Management Audit
Report, Financial Performance Standards for Primary Co-
ops/Federation, can result in introducing intervention
through a listing of programs, projects, policies, GA/Board
Resolutions, manuals, information facilities, Code of
Governance and Ethical Standards and other strategies
intended to guide Philippine cooperatives in their
operation.

10. Strategy Formulation

11. Vision
SWOT
Analysis
Quantitative
Qualitative
Primary Data
Secondary
Data
Mission
A sustainable
Cooperative of
Empowered
Members
We Provide
Responsive
Financial and
Allied Services
to uplift the
lives of the
members and
the community
is serves
http://labocoop.net/?p=122

12. 1. Chapter II Organization and
Management. ART. 6. Purposes of
Cooperatives, RA 9620
2. Article II Purposes , Articles of Cooperation
3. Organic Goals and Objectives (Issue
based, scenario planning
Goals and Objectives
SMART

13. The most helpful objectives have the
following characteristics:
S- Stretching challenge the
Manager/staff
M –Measurable quantifiable
A – Achievable realistic
R – Related to members improve service
T – Time targeted to have an end date

14. vikramthadeshvar@hotmail.com
Hierarchy of Objectives& Orgl Levels
Objectives set end results – they need
to be supported by a hierarchy of sub-
objectives, duly networked through the
organization to avoid discord and
wasted effort. Everyone needs to work
to ensure that goals are met
Board, CEO/GM,
Committee
Heads/Business
Heads

15. key commitments required to have an
effective strategic plan
1. The commitment by management and board to
develop/update/monitor a strategic plan
2. The commitment to implement strategies, action plans, and
progress reporting and to follow the strategic plan vs. putting it on
the shelf
3. Creating interest with leadership
4. Facilitation of the process, defining what it is and how to do it
5. Assist in building a foundation
6. Staying on track , keeping the plan “alive
Jim Hoyt 2008

16. Individual
• People who have a role in developing the plan are
more committed to the plan’s (organization’s) success.
• It is part of our job, not something we do in addition to
our job.
• There must be a connection between what we plan
and what we do.
Jim Hoyt 2008

17. Aside from VMGO, we encourage
Tag Lines
SACDECO - Reaching out, enriching lives
Coop Enterprises build a better world
Coop Inspiring hope for the community
Coop Business Model Preferred by people

20. AUTONOMY AND
INDEPENDENCE
EDUCATION,
TRAINING &
INFORMATION
COOPERATION AMONG
COOPERATIVES
CONCERN FOR
COMMUNITY
DEMOCRATIC MEMBER CONTROL
MEMBER ECONOMIC
PARTICIPATION
VOLUNTARY AND OPEN
MEMBERSHIP
SELF-HELP
SELF-
RESPONSIBILITY
EQUALITY
HONESTY OPENNESS
SOCIAL
RESPONSIBILITY
DEMOCRACY
CARING FOR
OTHERS
SOLIDARITY
CO-OP PRINCIPLES ARE PRACTICAL APPLICATIONS OF CO-OP VALUES
CO-OP /ETHICAL VALUES ARE THE FOUNDATION OF THE CO-OP PRINCIPLES
EQUITY

21. Strategies
Socio-economic Work
•Village level food and
Commodity products
•Access, control and
management of
resources (labor, land,
capital, machinery,
technology and
support services
•Mobilizing skills
development
•Finance, accounting,
marketing, & support
services
Governance
• Participation or
representation in
policy making bodies
(clustering. Council,
Federation, Union)
•Conflict resolution (El
CAC) public safety and
security
• Disaster
Preparedness &
Management
•Social services
(health, education)
•Think-tank pool of
experts (TWG, TWC
Capability Building
• Mobilization and
Negotiation
• Alliance building &
Networking
• GAD
• Consumers
Education
• Leadership
• Environmental
education
and Conservation

22. Policy
GA Resolution
◦Development Plan
◦Annual Plan
◦Acceptance of AFS
◦Hiring of External Auditor

23. Policy
◦ Policy on the utilization of the CETF and allocation
for its members, officers and employees. In no
case shall the allocation of the fund for officers and
staff be higher than the members (MC 2019-08).
◦ Policy requiring all officers to comply with the
mandatory trainings requirements (MC 2012-07)

24. Policies
• Board and Manager Functions
• Board Meeting Procedure
• Board Meeting Minutes
• Board’s Use of Outside
Consultant
• Conflict of Interest .
• Data Privacy Act
• Confidentiality
• Insurance and Bonds
• Directors Training
• Manager’s Responsibility
• Membership relations
• Annual Policy Review and
Revision

25. Strategy Implementation

26. Program
◦Environmental Protection and Conservation Program
◦Community Involvement and Development Program
◦Cooperative Solidarity and Partnership Program
◦Gender Programs and Projects
◦ Membership Expansion Program With
KRAs

27. ◦ Nation Building Programs (SDGs, Poverty)
◦ Responsiveness to gender, elderly, youth and person
with especial needs
◦ Collaborative Projects
◦ Business Expansion Program
◦ Investment
◦ Affiliation
With
KRAs

28. HRD Programs & Projects
◦ Leadership Development Program (retreats, succession planning,
leadership session)
◦ Employee Support Program (Council, Insurance, Protection,
Grievance mechanism, Awards and Recognition, Scholarship,
Seminar, training,
◦ Social, cultural, sports Programs/Projects
◦ Retirement & Funding of Retirement Program
◦ Human Resource Program Programs and Projects
◦ Health Protocols
◦ Team Building

29. Koop Kapatid Program
◦ Provision of Subsidy/Assistance – This may be in the form of financial
subsidies and assistance, sponsorship in trainings/seminars
/educational and other business exposure activities, or donation of
units/items/in-kind related to the various business activities/projects of
the beneficiary-cooperatives;
◦ Social Service and Community Service Expense –refers to expenses
incurred by the cooperatives in its social community involvement
including solicitation and donations to charitable institutions.
◦ Other Assistance – Other forms of assistance not categorized as above

30. Education and Training Program – officers, employees,
members (Calendar of activities, compliance with mandatory
training for officers)
10 % CETF
50 % CETF 50 % CETF
Officers Staff Members
Secondary Tertiary
Federation/Unions
MC 2019-08

31. Training for Officers
a) Fundamentals of cooperatives
b) Governance and Management of Cooperatives
c) Internal Control System
Rule 7 of Revised IRR of RA 9520 and CDA MC 2015-09.
MC 2017-01 | CAPABILITY BUILDING PROGRAM FOR MICRO
COOPERATIVES

32. Program on Information & Advocacy
◦Suggestion/Grievance box
◦Newsletter
◦Freedom board
◦Email account
◦Website
◦FB account
◦ Group Chat

33. Customer Feedback
Satisfied Not Satisfied Room for Improvement

34. Key Result Areas (KRAs)
Key Performance Indicators (KPIs)

35. Procedures
Board Resolutions
◦ Oversight functions
◦ Performance evaluation/appraisal
◦ Election guidelines
◦ Distribution of net surplus (Rate
of Interest and patronage refund)
◦ Provisions and funding for
statutory reserves
◦Utilization of statutory reserves
◦Provisions of funding for
Retirement Fund

36. ◦Membership subscription of capital
◦Conflict Management – officers, employees, members
◦ Associate members
◦Laboratory cooperatives
◦Subsidiary coop
Board Resolutions
• Compliance limitation
of shares (10%)
• Deposit for share
capital subscription
• Issuance of Share
Certificate
• Compliance with SCA

37. ◦ Recruitment
◦ Monetary benefits (Performance Bonus, 13th
◦ Month Pay, SSS, Phil Health, Pag-ibig)
◦ Non Monetary Benefits (Rice subsidy, uniforms)
◦ Membership subscription of capital
Board Resolutions

38. ◦Code of Governance and Ethical Standard
◦Conflict of Interest (engaged in similar business)
◦ Code of Ethics provisions for officers /staff
/members
◦ Election Rules and Guidelines (MC 2013-02
Board Resolutions

39. Manual
◦ Manual of Operations (membership, business operation,
branch, satellite)
◦ HR (Organizational and Functional Structure; compliance
with labor standard, adoption of performance standard)
◦ Accounting ( maintenance of books of accounts; updated
recording); separate books per line of business;
◦ Interim financial – monthly, quarterly, annual Internal
◦ Internal Control

40. Budget
Programs/Projects
/Activities
Budget
Credit and Collection Operational
SMCBUP Operational
Money Transfer & remittance Operational
Benefits Operational
Community CDF
Education CETF
Lanf & Building OF

41. Evaluation and Control
• Performance review (monthly, quarterly, Semi Annual and
Annual)
• Individual Performance/Functional Performance/Committee
Performance/Oversight Performance
• Feedback monitoring and results of actions
• Establishing standards and timelines

42. Internal
Strength
Weaknesses
External
Opportunities
Threats
Environmental
Scanning
Vision
/Mission
Reasons
for
existence
Objectives
What to
accomplish
By
When
Strategies
Plans to
achieve
the
mission
& objectives
Policies
Guidelines
for decision
making
Strategy Implementation
Programs
Activities
needed to
accomplish
a plan
Budget
Cost of the
Programs
Procedure
Sequence
of the
thing to
do the job
Performance
Evaluation &
Control
Strategy Formulation
Strategic Management Model

57. Examination (Per Coop)
1. Vision, Mission, Goals and Objectives
2. Program, activities, budget, Person Responsible
3. Learnings from Fundamentals of Co-ops Part 1 & II
Prepare an Action Plan for FY 2021
Prepare an action plan detailing:

58. Reference
https://www.slideshare.net/jobitonio/strategic-plan-execution-for-
cooperatives
https://www.slideshare.net/coopjbb1/strategic-planning-for-cooperatives

59. ◦ Strategic Planning for Cooperatives ACE Institute July 30, 2008 Jim Hoyt 2008
◦ http://www.ace.coop/wp-
content/uploads/proceedings/2008/July%2030%20GROWMARK%20Hoyt.pdf