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    5 Years Strat

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    KJovejera Ovejera
    This document outlines the 5-year strategic development plan for Camiling Grains PMPC from 2015-2019. The plan focuses on 5 major key result areas: 1) Membership expansion with a goal to increase membership by 5% annually. 2) Increasing internal resources through capital build up and maintaining external borrowing lines. 3) Developing profitable business operations like palay and rice dealing. 4) Improving financial performance through profitability increases, leadership development, maintaining books of account, and social responsibility. 5) Ensuring compliance with provincial standards through seminar attendance and self-assessment. Specific objectives, activities, timelines, and responsibilities are delineated for

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    5 Years Strat

    Uploaded by

    KJovejera Ovejera
    415 views2 pages
    This document outlines the 5-year strategic development plan for Camiling Grains PMPC from 2015-2019. The plan focuses on 5 major key result areas: 1) Membership expansion with a goal to increase membership by 5% annually. 2) Increasing internal resources through capital build up and maintaining external borrowing lines. 3) Developing profitable business operations like palay and rice dealing. 4) Improving financial performance through profitability increases, leadership development, maintaining books of account, and social responsibility. 5) Ensuring compliance with provincial standards through seminar attendance and self-assessment. Specific objectives, activities, timelines, and responsibilities are delineated for

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    This document outlines the 5-year strategic development plan for Camiling Grains PMPC from 2015-2019. The plan focuses on 5 major key result areas: 1) Membership expansion with a goal to increase membership by 5% annually. 2) Increasing internal resources through capital build up and maintaining external borrowing lines. 3) Developing profitable business operations like palay and rice dealing. 4) Improving financial performance through profitability increases, leadership development, maintaining books of account, and social responsibility. 5) Ensuring compliance with provincial standards through seminar attendance and self-assessment. Specific objectives, activities, timelines, and responsibilities are delineated for

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    415 views2 pages

    5 Years Strat

    Uploaded by

    KJovejera Ovejera
    This document outlines the 5-year strategic development plan for Camiling Grains PMPC from 2015-2019. The plan focuses on 5 major key result areas: 1) Membership expansion with a goal to increase membership by 5% annually. 2) Increasing internal resources through capital build up and maintaining external borrowing lines. 3) Developing profitable business operations like palay and rice dealing. 4) Improving financial performance through profitability increases, leadership development, maintaining books of account, and social responsibility. 5) Ensuring compliance with provincial standards through seminar attendance and self-assessment. Specific objectives, activities, timelines, and responsibilities are delineated for

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    CAMILING GRAINS PMPC

    PAO 1ST, CAMILING TARLAC


    REG. NO. 9520-03006424
    CN. NO. 0101030368

    5 Years Strategic Development Plan


    2015-2019
    Major Key Result Areas Objective Activities to be undertaken Person Responsible Time Frame
    1. Membership To increase at least Information Drive to promote acceptance of new coop General Membership Continuous
    Expansion 5% of present members.
    membership Conduct PMES to prospective new members Education Committee Continuous
    Accept only those applicants with favorable background Board of Directors and Continuous
    to maintain good quality membership. credit committee
    2. Internal Resource
    a. Capital Build up To increase Encourage members with capacity to infuse more share BOD’s and Continuous
    membership Paid up capitals Management
    Capital by at least Collection of one cavan per hectare per cropping season BOD’s and Every Harvest season
    1,000/member for Management
    the year An Automatic P500 deduction for every loan granted to Treasure Manager Every Palay Production
    each member and to be credited to their share capital. Loan release
    b. External To Maintain our Early preparation of loan release documents so as not to BOD’s and As need arises
    Borrowing present credit line have delay in the usage of loan proceeds. Management
    with our creditor.
    3. .Business Operations
    a. Palay and rice To have profit Think, Plan and study carefully what business activities BOD’s and Management Continuous
    dealers and other oriented business will be acceptable and profitable for the coop start.
    business opportunities of the
    endeavors. coop.
    4. Financial Performance
    a. Profitability To increase our net Keep our expenses at a very minimum level Management staff and Continuous
    surplus by at least directors
    level with the Conduct intensive collection campaign Treasurer, manager Continuous
    existing inflation and credit committee
    rate Monitoring Account maturity date strictly BOD’s and Continuous
    Management
    Think of profit oriented business activites of the coop. BOD’s and Continuous
    Management
    b. Leadership To be able to have a Maintain Board of directors regular monthly meeting BOD Monthly
    and well-motivated and
    Review of our policies so as to align with the changing BOD Monthly
    management. competent leaders
    times
    Require all of our officers to participate/attend at every BOD Monthly
    seminar/trainings forum and the likes which will be of
    great help to the development and progress of our
    progress.
    See to it that all coop policies are being implemented and BOD Continuous
    updated according to coop needs.
    Conduct of performance review of coop operations every BOD’s and Monthly
    board meeting Management

    See to it that all committees will do their functions All committee Continuous
    actively. members
    c. Books of Maintain an ever Hire for a qualified bookkeeper that is willing to devote Manager and BOD Continuous
    account updated books of some time to perform promptly and reliably the positions
    accounts. duties and responsibilities
    Preparation/submission of monthly financial statements Bookkeeper and Continuous
    every 15th working day of the month manager
    d. Social To be able to be To participate in the clean and green campaign of our General membership Continuous
    responsibilities known in the barangay.
    community community as a coop
    involvement with social mission.
    e. Compliance to To be able to know To attend the seminar on COOP-PESOS and try to make BOD’s and Continuous
    providential and practice the set self-assessment using this method. Management Staff
    standards criteria of COOP-
    PESOS

    Prepared by: Approved by:


    BOARD OF DIRECTORS

    ARLENE DELA CRUZ ZORAIDA P. OVEJERA FERDINAND F. SALVADOR


    SECRETARY CHAIRMAN VICE CHAIRMAN

    WILLY DELA CRUZ EMILDA BAUTISTA CARMELITA PATRICIO


    DIRECTOR DIRECTOR DIRECTOR

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