Documentation Report of the Strategic Planning Workshop of the Payatas Alliance Recycling Exchange Multi-Purpose Cooperative

Social Inclusion and Alternative Livelihoods for the Informal Waste Sector (Social-IWS) Project

is implemented by Solid Waste Management Association of the Philippines (SWAPP) and

funded by Japan Social Development Fund (JSDF) through the World Bank

Documentation Report of the Strategic Planning Workshop of the Payatas Alliance Recycling Exchange Multi-Purpose Cooperative

Workshop Participants and Facilitator


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TRAINING/WORKSHOP/ACTIVITY REPORT

WBS#

Activity Code e.g. ES-NCR-LGC-01 (Employment

Skills Training-NCR-LinisGanda

Cooperative-Number)

I. ACTIVITY TYPE[please check]

Consultation Meeting (CM) Organizational Strengthening Training (OS)

x Planning Workshop (PW) Trade Skills Training (TS)

Life Skills Training (LS) Entrepreneurship Skills Training (ET)

II. ACTIVITY PROFILE

Title of Activity Strategic Planning Workshop for Payatas Alliance Recycling Exchange Multi-Purpose Cooperative

Date March 24-25, 2014

Venue Activity Center, Payatas Sanitary Landfill Complex, Payatas Road

Municipality/City Quezon City Province Metro Manila

Target Participants Actual Participants

Male Male

Female Female

TOTAL TOTAL

Details by Type M F Total Details by Type M F Total

[IWS]/[Cooperative members]

[IP]

[Youth]

[LGU]

TWG

[Other Stakeholders]

See Annex A for the list of participants in the two-day workshop.


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Table of Contents

Table of Contents .................................................................................................................................................... 2

Executive Summary ................................................................................................................................................ 3

I. Rationale of the Activity..................................................................................................................................... 4

II. Program/Agenda ............................................................................................................................................... 5

III. Proceedings ...................................................................................................................................................... 6

A. Introductions and Expectations (Desired Outcomes) & Ground Rules ..................................................... 6

Introductions ................................................................................................................................................... 6

Expectations Setting ....................................................................................................................................... 7

B. Share Pictures of Success .......................................................................................................................... 7

Team Pag-asa Report – Group 1 ..................................................................................................................... 7

Team Survivor Report – Group 2 ................................................................................................................... 8

Team Mapagmahal – Group 3 ........................................................................................................................ 9

Team Makapuso – Group 4 ........................................................................................................................... 10

C. SWOT Analysis ....................................................................................................................................... 10

Opportunities or “Mga Oportunidad” ........................................................................................................... 11

Strengths or “Mga Kalakasan” ..................................................................................................................... 11

Weaknesses or “Mga Kahinaan” .................................................................................................................. 11

Threats or “Mga Banta o Balakid” ............................................................................................................... 12

More Discussions on Cooperativism ............................................................................................................ 12

D. Reflections ............................................................................................................................................... 12

E. Vision and Mission Setting ...................................................................................................................... 13

F. Goal Setting ............................................................................................................................................. 14

Group 1 (4th

presenter) .................................................................................................................................. 14

Group 2 (2nd

Presenter) ................................................................................................................................. 15

Group 3 (3rd

presenter) .................................................................................................................................. 15

Group 4: (1st Presenter) ................................................................................................................................. 15

G. 2014 PARE MPC Annual Development Plan .......................................................................................... 16

H. Discussion on Cooperativism .................................................................................................................. 16

I. Evaluation of Strategic Planning Process ................................................................................................ 17

J. Next Steps ................................................................................................................................................ 18

Annex A. Attendance ........................................................................................................................................... 19

Annex B. Strategic Planning Forms .................................................................................................................... 25

Annex C. Strategic Plan Formulation Presentation ............................................................................................. 27

Annex D. Strategic Planning Workshop Presentation .......................................................................................... 64


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Executive Summary

This report documents the strategic planning workshop of the Payatas Alliance Recycling Exchange Multi-Purpose Cooperative (PARE MPC) conducted on March 24-25, 2013 at the Activity Center in Payatas Sanitary Landfill Complex, Payatas Road,Quezon City. This strategic planning workshop is the one of the components of the social inclusion and alternative livelihood project for the informal waste sector funded by the Japan Social Development Fund (JSDF) and World Bank, and is being implemented by the Solid Waste Management Association of the Philippines (SWAPP). The objective of this project is to improve the livelihood and social inclusion of waste pickers and their communities through the development of alternative livelihood opportunities and incorporate them into the evolving formal solid waste management sector. Other components of the project are social inclusion in the waste management system and alternative livelihood for the informal waste sector. The workshop was facilitated by Mr. Carlos Tulali of the Negros Island Savings & Credit Cooperative (NISCO). The participants were able to identify the strengths, weaknesses, opportunities and threats of PARE MPC. They were able to formulate as well some initials plans and programs for the cooperative.


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I. Rationale of the Activity

The SWAPP-JSDF project on Social Inclusion and Alternative Livelihoods for the Informal Waste Sector will provide a complete training-workshop package to allow a recycling cooperative to develop begin the strategic planning process. Individual components of the package can be presented individually (goal setting, SWOT, etc.). The complete workshop is designed for a two-day session. Individual sessions range from one to two hours each. Strategic planning is a management tool, period! As with any management tool, it is used to help a cooperative do a better job by:

helping to focus its energy,

ensuring that members of the cooperative are working toward the same goals,

assessing and adjusting the cooperative's direction in response to a changing environment. In short, strategic planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what a cooperative is, what it does, and why it does it, with a focus on the future. Elements of Strategic Planning A word by word dissection of this definition provides the key elements that underlie the meaning and success of a strategic planning process:

The process is strategic because it involves preparing the best way to respond to the circumstances of the cooperative's environment, whether or not its circumstances are known in advance; cooperatives often must respond to dynamic and even hostile environments. Being strategic, then, means being clear about the cooperative's objectives, being aware of the cooperative's resources, and incorporating both into being consciously responsive to a dynamic environment.

The process is about planning because it involves intentionally setting goals (i.e., choosing a desired future) and developing an approach to achieving those goals.

The process is disciplined in that it calls for a certain order and pattern to keep it focused and productive. The process raises a sequence of questions that helps planners examine experience, test assumptions, gather and incorporate information about the present, and anticipate the environment in which the cooperative will be working in the future.

Finally, the process is about fundamental decisions and actions because choices must be made in order to answer the sequence of questions mentioned above. The plan is ultimately no more, and no less, than a set of decisions about what to do, why to do it, and how to do it. Because it is impossible to do everything that needs to be done in this world, strategic planning implies that some organizational decisions and actions are more important than others - and that much of the strategy lies in making the tough decisions about what is most important to achieving organizational success

Strategic Planning as a Road Map for Recycling Cooperatives Strategic plans are not an architect’s blueprint that must be followed exactly to achieve the desired result. They are road maps that offer a general destination rather than a specific course, with freedom to adjust the plan along the way. Before a cooperative can outline future directions, strategic planning participants must arrive at consensus about the cooperatives mission, needs and resources. Strategic planning can be characterized as the intersection of these three things. The mission explains why a cooperative exists and what it intends to accomplish. The needs of the customers, not the needs of the cooperatives governing body, should be the primary concern. Identifying internal and external resources helps define the tools available to accomplish goals. Strategic planning can also help identify new resources, especially those that partnerships offer. The strategic planning process can be complex, challenging, and even messy, but it is always defined by the basic ideas

outlined above - and you can always return to these basics for insight into your own strategic planning process.


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II. Program/Agenda

WORKSHOP OUTLINE: STRATEGIC PLANNING SESSION (ORIGINAL) DAY 1 A. 15 min Introductions and Expectations (Desired Outcomes) & Ground Rules. B. 30 min Visioning: Small groups "draw a picture" of success and develop a metaphor for PARE MPC: "PARE MP

Cooperative is like..." C. 15 min Share pictures of success. D. 30 min External Environment: Look at emerging trends which need to be acknowledged and incorporated into

the plan. E. 30 min Identify STAKEHOLDERS in PARE MP Cooperative's external environment. F. 30 min Internal Environment: what do we have/what does our organization look like today? LUNCH G. 30 min Values: What are PARE MPC's organizational values? H. 30 min Underlying Assumptions: Based on the most important values, whatassumptions do we make? I. 30 min Mission Statement. Develop "draft" mission statement based on all workdone so far. J. 30 min Brainstorm and Prioritize SWOT in Small Groups: (S)trengths,(W)eaknesses, (O)pportunities, (T)hreats K. 30 min Strategic Issues. Individuals develop. L. 15 min Categorize and Prioritize a List of Strategic Issues. M. 15 min Develop TOP ISSUES TOTAL: 5.5 hours for first day (does not include breaks or meals) 2nd Day 15 min Introduction of PARE MPC/Review of Previous Planning Work N. 30 min Goals. Individuals develop. O. 60 min Discuss Goals in Small Groups. P. 30 min Develop TOP TWO OR THREE GOALS. Q. 60 min. Action/Evaluation Plan that will assure the achievement of your goals. LUNCH R. 30 min. Small groups share plans with larger group. S. 30 min. NEXT STEPS T. 15 min. Evaluation of Strategic Planning Process TOTAL: 4.5 hours for second day


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III. Proceedings

A. Introductions and Expectations (Desired Outcomes) & Ground Rules

DAY 1 – The workshop started at 9:35 A.M. with an opening prayer led by Rey. Introductions

Introductions were led by Ms. Fatimah Cosare who introduced herself as the Local Area Coordinator for Payatas. The instruction given to the group was to state their name, position in PARE, number of years of stay in Payatas and to give an adjective describing one’s self. The following participants introduced themselves: Lita: A group leader in MRF 3, who has been in the dumpsite for twenty years, described herself as humble and

hardworking. Elizabeth: A former scavenger, who was promoted as group leader to forty people in cluster 4B, said that when she

commits mistakes, she asks for dispensation from her co-workers and does everything to make sure that everything is okay with her group. She is the only member of the cooperative in her cluster.

Jocelyn: A leader of over a year who was a scavenger since 2000 said that the younger ones are more difficult to control. She had to make sure that she can control them to ensure their safety when the trucks arrive.

Palma: He said that he is always thoughtful of his co-workers. Marites: A group leader of MRF for over four years said that she needs to have a wide understanding because not

everyone were able to go to school. Charles: A group leader, who started out as scavenger in 1993, said that their situation is difficult but they have

been able to survive so far. He helped people whenever there are problems in the dumpsite so that these will be easily resolved.

Vincent: A former scavenger, who was relocated to Montalban and eventually came back to Payatas, is a server or helper at the food court.

Shan: Also a food court attendant who has been in Payatas since he was ten years old. He studied biology and is currently studying so that he can teach.

Kakay: A group leader who said that being noisy is her means to protect her people. Nadi: A group leader for two years who always puts his people’s safety before himself from accidents, especially

when bulldozers come. Rosa: The group’s PRO said that it is good to be standing in her own two feet and helps everyone be in good terms

with each other regardless of their status in life. Reynante: A group leader of MRF 2, who was also a former scavenger and cluster leader, thought of himself as the

group’s runner whenever something is needed. Felix: A group leader of 3 said that it is important to take care of the people’s needs, especially that of your family. Victor: A group leader of MRF 1B said that part of his function is to clean the area together with his supervisor and

points out the number when the trucks come in. Ansing, A group leader of 6A of 3 years, who has been in the dumpsite for 13 years, said that he does not use his

position to make people follow him and that he is thankful to the cooperative for the help that it extends to him. Len: A group leader of 3 years said that she accidentally became a group leader when a former group leader

backed out. She goes along well with everyone. Dodong: A group leader who said that whenever there are problems, he calls his people for a meeting so that

issues will be resolved. Joenefer: A group leader of 6B who said that he assists cluster leaders and guide them whenever garbage is being

dumped. Olan: A group leader of MRF 7 who said that his foremost concern is to protect his people in the dumping site, rain

or shine. Rosie: A group leader who is a former scavenger and cluster leader said that she is thankful for being part of the

management. Edwin: A staff of the Payatas Operations Group, who is also a Board of Director at PARE MPC, said that the

members are very lucky that their money is safe in the cooperative. Imelda: The current chairperson of the cooperative who said that she is strict when it comes to doing her job in the

cooperative.


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Ms.Cosare said that the project has been extended until 2016. On Monday, the Eco-Waste Coalition will be on site. There will opportunities for jobs and trainings, so people are advised to prepare the requirements. The seminar will be facilitated by DOLE, but financed by SWAPP. Expectations Setting

Participants were asked about their expectations for this two-day planning. The following were the responses:

Hoped to enhance knowledge as group leader, especially on how to manage people

Wanted to gain success as group leader (represented by an illustration of a medal)

Hoped to clear all doubts and open eyes to new knowledge

With regards to the food court, hoped to learn more about sanitation, about flies and hopefully each canteen will have spray

Better relationship among members

Learn more about safety and how to make the cooperative more stable

Know more about dealing with people so that members will be more united

Have a clear goal for the attainment of success of each member

Be able to discuss what can be done to achieve the success of the plans

B. Share Pictures of Success

Participants were divided into four groups and asked to draw a picture of something that represents the cooperative now and a picture of something that represents what they want the cooperative to be in the future. Team Pag-asa Report – Group 1

Now: The cooperative is represented by a building and cans which generates some income for the organization. The cooperative provides trainings so that the members will be employed by other entities. Future:


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The group foresees the cooperative as having two buildings in the future, and that it sells cans directly to processing center. It expects that around 500 members will be employed in Mundo Verde. Having its own foundation is also one of its goals. Team Survivor Report – Group 2

Now: The cooperative is represented by a by small office now, where the warehouse is also located. “Jumpers” add to their share capital by collecting around 10-15 kilos of cans and selling it to the cooperative. Some members have started saving for the SSS remittances through the AlkanSSSya program. Future: The group foresees having a building for the cooperative. It plans to have its own library and junkshop, which have the capacity to receive recyclables from the different areas of Quezon City. It aims to further strengthen the AlkanSSSya program by having more members join it. It aims to have a clinic of its own, and additional services such as lending and buying more recyclables. It aims to add more members to its current 200 active members.


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Team Mapagmahal – Group 3

Now: The cooperative is represented by a small building. It started with the collection of cans for the share capital. A seed capital of half million pesos was given to the cooperative, but it was not accounted for properly. The cooperative was able to recover and regain its capital again. Future: A bigger building is being foreseen by the group in the future. The cooperative has by then grown because the members worked together for that purpose. Other than the SSS benefits, the cooperative will have more plans and services by then.


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Team Makapuso – Group 4

Now: The cooperative is being represented by one building. It is somewhat stable by now and is slowly growing. It has the SSS AlkanSSSya program, a food court and it deals with Laparge. Future: The group foresees that in the future, the cooperative will have more members joining the SSS Alkansya program and more members who are with Laparge. The group aims for the cooperative to have its own truck by the end of the year. It does not want to rent space in a warehouse because that will cost more money. Instead, if it cannot go straight to the factory, it will go to a consolidator first. The group aims to have its own training center. As a whole group, the participants aim that the cooperative will be able to help not just the members but their children as well. The current number of IWS employed by Mundo Verde is 84. It hopes that if an additional plant will be constructed, around 300 people can be employed. Having a clinic as well that is not IPM’s but PARE MPC’s is one of the services that the members are looking forward to. The cooperative’s lending program will be launched during the GA, wherein it will have its annual report. The initial loan granted to PARE can be re-loaned and it was suggested that this amount be used for microfinance. C. SWOT Analysis

Before the start of the afternoon session, an ice-breaker was led by Rey. The participants were divided into four

groups, with each group to discuss either the strengths, weaknesses, opportunities or threats. Answers were to be

written in color coded paper and posted on the board.It was explained that the strengths and weaknesses are

internal or within the control of the cooperative, while the opportunities and threats are external. The strengths and

opportunities are positive, while the weaknesses and threats are negatives.


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Opportunities or “MgaOportunidad”

Group 3 reported first using the orange colored paper. The following were the opportunities identified by the group:

Members can have good jobs, which will lead to a more stable PARE coop which can help a lot of people like what it did with Mundo Verde

Participants hoped that three or more plants can be established

More opportunities and more skills training

Possible additional jobs with Mundo Verde

Financial support of IPM, SWAPP, QC government

Government/Non-Government connections

Support of Foundation

Buy & sell of recyclables – needs to buy truck to act as consolidator. It was discussed that while the plant was just being built, Atty. Dwight committed to the group that it will the cooperative to gather the recyclables. Since the cooperative has no capacity to do this, it was determined that access to the plant to collect garbage was passed on to a certain James. At this time, the truck was not bought yet.

Strengths or “MgaKalakasan”

Group 1 presented in front of the room using the yellowcolored paper. The following were the opportunities identified by the group:

Spiritual strength – There is one person with moral strength which can influence other people. He/she may not be a religious person; this may refer to the value of knowing right from wrong or just simply refers to spirituality

Manpower and members – refers to job contracting which includes around 150 members who were engaged in subcontracting jobs. Nelson needs 309 workers which have to be trained.

Skills – some cooperative members have been trained as heavy equipment operators, welders, drivers, and carpenters. A training on computer literacy was also given to the members.

Legality and recognition – Registration with CDA, PCUP, BIR, and the Quezon City Government have been completed. Registration with DOLE is still under process. Some government agencies and other agencies only work with organizations with legal identities.

Good publicity – Recognized by the SSS for the implementation of the AlkanSSSya program last 2013. This is a result of a strength like the savings generation scheme.

Having a Savings Generation scheme like the AlkanSSSya system

Population – Payatas has one of the largest number of IWS. Regular membership is currently at 200, but potential members were placed at 2,800. A payment of P200 will make one become a member.

Supported plans

Share capital or Continuous Capital Build-up – One share is P100. Each member can have 20 shares and above. The cooperative is like a bank whose owners are its members

The cooperative gives capital for the recyclables. It can be arranged that members will pay this back through the cooperative.

The more strength that the cooperative has, the better chances of it availing of the opportunities present. Mr.Tulali took over the facilitation of the event at this portion of the activity. Weaknesses or “MgaKahinaan”

Group 2 presented to the group the weaknesses of the cooperative using the redcolored paper. The following were identified as its weaknesses:

Lack of financial resources or capital – If this can be strengthened, the collection of cans from the members should not have gone to the consolidator anymore because the cooperative could have had afford to improve and expand the recyclable buy and sell business of the cooperative.

Lack of communication with each other – It was mentioned that possibly the problem is not communication itself, but that something is wrong in the system or a conflict exists.

Lack of knowledge – Not enough importance has been placed in the continuous education program of the cooperative. The 10% for CETF is not being set aside.

Lack of unity

Weak RDF due to a problem in equipment


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Threats or “Mga Banta oBalakid”

Group 4 presented to the participants using the green colored paper. A threat is not something that you can avoid but has to be identified and addressed. The following were the threats identified by the group:

All businesses have risks and threats. Bankruptcy is not a threat but a manifestation of a weakness, of something else. All businessmen face the same threat – competition.

Manifestation of lack of education – member may be a threat if the member competes against the cooperative.

Selfishness and non-conformity to the rules and regulations of the organization

Lack of trust in self and in others

Being judgemental to the organization

Inability to control temper and not listening to explanations of others

Laziness and being dishonest – behavioural issues

Withdrawal of share capital from cooperative – internally, this may due to an issue. This may be a threat to the cooperative if member will move over to a competitor which may be another cooperative.

Lack of understanding between the members and officers of the cooperative – may be addressed through conflict management

Dissolution of the group if all members will withdraw their membership – it was noted that currently the share capital of PARE is at around P200,000 for the 200 regular members

More Discussions on Cooperativism

Mr. Tulali discussed on the need to plan. He explained to the participants the role and functions of the Board of Directors; that they are responsible for strategic planning, direction setting and policy formulation. See Annex C and D for Mr.Tulali’s presentations. He discussed on the importance of planning towards success. He explained that strategic planning is more than ensuring that the cooperative remain financially sound. The participants needed to project where they want their cooperative to be in five, ten or fifteen years, as cooperatives have a life span of fifty years. Cooperative directors need to maintain long-term perspectives, which the management takes care of the day-to-day operations. He also explained that strategy is an internal response of an organization to the demands of the external environment from a general point of view and gave some examples. D. Reflections

DAY 2 – The workshop started at 8:35A.M. with an opening prayer led by Rey. Mr. Tulali asked the participants to reflect on the best practices of PARE MPC. He then proceeded to share some of the best practices that he knew:

In microfinance, the target repayment rate is 99% every month

No matter how good the Board is, management needs to act. If repayment is an issue, the Board and management needs to plan on how to improve it.

In NISCO, the Negros economy is dependent on sugarcane. For example, ten tons of sugarcane can produce 1 ton of sugar. There is a 65/35 sharing – 35% goes to financier, 65% goes to farmer. The cooperative facilitates the loan, and makes a deal not to give the payment straight to the farmer so that the cooperative can collect the loan.

Weakness of poor collection rate, if resolved, will be turned into a strength of strong collection rate.If weaknesses become strengths, opportunities are turning into realities.

A recap of the pictures of their present situation and future goals was presented by Vic.


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E. Vision and Mission Setting

The facilitator then proceeded to a review of the vision and mission statements of the cooperative. The current vision statement of PARE MPC is “Isangmatatagnaorganisasyongnaghahatid ng maunladnapamumuhaysabawatkasapi.” The vision is a dream that the members would want to achieve. It is important to know when this will be realized. For example, to have an SSS benefit was dreamt of by the alliance ten years ago but was realized only last year. Only sixty persons are currently actively saving for the SSS. The target audience for this program is to get 100% of the members to join the AlkanSSSya. Some questions on the vision are: Is the vision clear? Is it understood by everyone? The vision begins with an ideal vision, a panoramic view, a mega-dream of the kind of society that we want to establish for us and the children of tomorrow. It is not only for the current generation but also for the future members. A vision:

It must point to the future, without tying itself down with negative thinking about the past or present.

It should identify a clear set of desirable conditions that is written in a format in which all components represent observable or measurable ends

It must communicate hope, energy, and destiny for all rather than discouragement, distrust or depression. The organization can only be considered stable if 100% of the IWS in Payatas become members of the cooperative. How much is that target share capital? How would you measure an improved life? Should one have all of these?

A house

A stable job and income

Can afford to send children to school

Good health The mission statement, on the other hand, identifies:

1. What does the cooperative do? 2. Who are its clients? 3. Who are the members of the cooperative? 4. How does the cooperative conduct itself?

For example, for soldiers, the mission is to protect and fight for my country. At NISCO, when land were distributed under agrarian reform, farmers had no financial resources to till the land. Ariendadors went on to loan money to farmers to finance their production. The cooperative’s mission is take the ariendadors out of the picture. One of PARE’s missions may be to protect the rights of the IWS while they work inside the dumpsite area. Other missions are the following:

1. Cooperative to buy recyclables from members and other IWS and sell these directly to a recycler’s plant. 2. Be able to provide jobs to IWS through job contracting agreements of the cooperative with other

establishments. 3. Be able to get the recyclables from the RDF and sell these to the recycler’s plant 4. Be able to recruit 100% of the IWS in Payatas as members of the cooperative.

Due RA 9003, the cooperative’s purpose is to protect the scavengers. The alliance is only a small organization for the scavengers of Payatas. The coop was established to protect the scavengers.The cooperative is at a situation wherein it is in between the politician and their principles. The politician is being used by the cooperative to further its cause, but it needs to protect the people at the same time. Mission statements of other cooperatives were flashed on the screen. See Annex C & D for complete presentations.


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F. Goal Setting

The participants were once again divided into four groups to formulate the objectives and strategies based on the mission statements formulated above. Mr.Tulali explained the goals must be ranked by priority and should be:

1. Future oriented 2. Broad 3. Measurable 4. Action oriented (the goal statement must have a verb in it) and 5. The outcome must be specified. Goals should be well advertised to the membership and the

cooperative’s customers. Goals must be SMART (Specific, Measurable, Attainable, Realistic and Time Bound). For example, one of the goals is to be able to buy a truck in five-year time. It is important to let the people know of the product or service, so it may be necessary to advertise. Advertisement adds cost to the product but it also increase sales. The facilitator presented a mission statement checklist as a guide to the groups for the activity. These are the following:

1. Put the adjectives stated in the vision statement in a multiple quadrant. 2. List down your core competencies (where your organization is good at), core values, the industry that

your organization is in, and the market/publics/clients that you intend to serve. 3. Juxtapose nos. 1 and 2. 4. Formulate your mission statement. What can your organization contribute to the realization of a part of

the vision statement? 5. Use a noun form such as terms like production, provision, etc. of student graduates which critical

descriptions of how they look like 6. It must be broad enough to inspire all but narrow enough to have a focus 7. Brief and concise 8. Must NOT include the means in operationalizing it.

The groups were asked to prepare short-term objectives (those that are achievable within the year), long-term objectives and strategies for each of those goals. For example: Goal: To recruit all IWS to become members of PARE MPC Short-term Objective: Have a monthly membership campaign Long-term Objective: Be able to recruit all 2,800 IWS as cooperative members Strategy: Conduct meetings in puroks Plenary Sessions Group 1 (4th presenter)

Goal: Be able to provide jobs to IWS through job contracting agreements of the cooperative with other establishments (Mabigyan ng trabahoangmga IWS sapamamagitan ng job contracting agreement ng coop samgaestablishemento) Strategies:

1. Coordinate with training centers 2. Encourage members to train according to their interests 3. Promote or share knowledge with others to help the cooperative succeed more 4. Cooperative should coordinate with large agencies which oversees or have programs for the IWS

It was mentioned during the presentation that the Chairman received an email yesterday that there will be a training on construction for 100 persons. People were advised to have their name listed in case they want to be trained.


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Group 2 (2nd Presenter)

Goal: Be able to get the recyclables from the RDF and sell these to the recycler’s plant for additional income to the cooperative (Makuhang PARE MPC ang recyclables ng RDF upangpandagdagpondo ng coop) Short-term Objective: Be able to collect one ton of recyclables every week. This is around 48 tons per year x P7000/ton = P336,000 in additional income. Strategy:

Create a proposal or meet with the management of RDF or with Atty. Dwight

Members will be tasked to gather these recyclables from the RDF. Income from the sales of the recyclables will be added on to the funds of the cooperative to be used as capital for credit or lending.

Long-Term Objective: This will go on for as long as there is garbage in Quezon City and Payatas where recyclables can be gathered for income. Action Plan: Board of Directors of PARE MPC Group 3 (3rd presenter)

Goal: Cooperative to buy recyclables from members and other IWS and sell these directly to a recycler’s plant (Pamimili ng kalakalsamyembro ng IWS at MRF) Objectives:

Maintain the unity of all members and the stability of the organization

Establish the right pricing scheme – even a difference of a few centavos will make the IWS go to the more expensive junker

Encourage members to sell recyclables to cooperative

Have enough capital

Have a truck Strategies

Adjust price

Give incentive to members

Provide uniforms

Provide IDs Notes: A membership fee of P200 is being used to supply uniforms but new members who availed of this new uniform do not add on to their share capital. Competitor has a warehouse. The cooperative buys the tin cans from the IWS for P5, and sells these for P7 to junker. At the end of the month, the IWS get P1 from the cooperative. The cooperative also gets P1 per kilo. Group 4: (1st Presenter)

Goal: Be able to recruit 100% of the IWS in Payatas as members of the cooperative to increase share capital (Mapasalilahat ng IWS sa PARE MPC upangmagkaroon ng dagdagna capital ang coop – CBU para sanegosyo at serbisyosamgamyembro) Short-Term Objectives:

1. Recruit 200 new members within a year 2. Collect a membership fee of P200 per new member – an additional P40,000 in income


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Long-Term Objective 1. Be able to recruit 1,000 new members within five years and increase the capital build-up to P2 million.

Strategies:

Board members will be tasked to recruit new members. For each recruit, there will be an incentive.

Have a meeting between officers and members to explain properly the benefits of being a coop member and how the CBU is being used in operations

Notes: The P40,000 membership fee can be used to recruit members. There is a suggestion to increase the 200 members per year to 1,000. The membership fee should not go to the share capital. Strategies should be designed per objective. G. 2014 PARE MPC Annual Development Plan

Activities/Projects Targets Persons Responsible Resources Needed (Budget/Capital)

Membership Recruitment

2,000 members 10 new recruits per member

Membership Committee, COMAT (Coop Mgt. Team), BOD

Recyclables ng RDF

Sell 1 ton per week COMAT, BOD P700K for truck

Recyclables ng MRF

40-50 tons per month (lata/tin cans)

COMAT, BOD P27,000 wages for helper and weigher P50,000 to 54,000 a month in incentives P1 per kilo

Job contracting Mundo Verde - 84 members (from 2 shifts to 3 shifts) Mundo Verde 2 - 200 members

COMAT, BOD P

Vermi-Composting 200 members/ beneficiaries COMAT, BOD P2,800,000 (grant from DA)

MicroFinance/ Microcredit (Microcredit is easier to implement – will be prioritized)

All regular members will be qualified

P2.5M

Issues in job contracting:

Participants were mostly employees of IPM. Mundo Verde hiring entails some expenses. Wage is minimum.

Those who were accepted have no interest in working. Personal interests are given priority. They prefer to stay in MRF over RDF.

H. Discussion on Cooperativism

Mr.Tulali shared the best practices of San Dionisio Multipurpose Cooperative. The importance of having a PookTulungan as part of the cooperative structure was also discussed. Cooperative values such as fairness, honesty, concern for others, commitment and desire for excellence were explained by the facilitator. The difference between a corporation (as an enterprise) and the cooperative (as a social enterprise) were explained. One of the key differences is the one member, one vote policy of the cooperative as against the one share, one vote policy of the corporations. The facilitator also tackled the cooperative principles, which were derived from the values of:

Democracy

Equality

Equity


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Self-help

Self-responsibility

Solidarity I. Evaluation of Strategic Planning Process

Participants were asked if their expectations were met during the two-day planning workshop. They were asked to share their learnings. Here are the responses:

This is the first time that the cooperative organized a seminar for both group leaders and officers. We were able to understand and know what is happening to our cooperative. The participants themselves have heard the responses. It used to be only a dream, but it is now becoming a reality. This continuous development that we are experiencing includes the IWS who have shown that they are also capable of becoming leaders. With the help of PARE Cooperative, I think we will all learn a lot.

What we need is to unite in order to achieve success.

I also learned a little.

I learned a lot in these two days, especially on how to run a cooperative.

The activities which we were made to do were challenging. It showed me that there are some things which we don’t talk about that needs to discussed and decided upon.

On the technicalities of strategies, I learned that we need to consider everything before deciding on what can be used. In decision making, there is no need to offensive or defensive but agree on something that is acceptable to all.

Whatever is wrong with our cooperative is out of our own doing. It used to be so difficult to get the people to attend meetings or sit in front. With continuous training, self-confidence is being developed.

Our cooperative will continue to improve with the help of everyone.

I learned about strategies, about SWOT. I slowly learned why changes are being made because of discussions like this.

I learned a lot in the two-day workshop, on how to make our cooperative succeed. I gained additional knowledge on how to recruit more members.

This seminar was conducted for us to learn more.

I learned on how to be a leader. Leaders need to listen to its members too.

I’ve been invited to many seminars and trainings that I eventually became this active. I have had the chance to get to know other people and their behaviours.

I learned a lot, and that we need to support our leaders.

I learned some.

We should not get tired of sharing our talents with the cooperative, which I learned is very important to our members. I hope in future seminars we will not discuss personal issues because it causes confusion on the participants.

It is good to hear the differences in opinions.

The activities were difficult because there are only three people in our group. It is nice to work with others and force our minds to think of the answers. I learned a lot about the cooperative. I did not know that we have already achieved so much.

I am thankful to my fellow cooperative members, to Chairman, Boss Raffy, that I was able to serve as secretary and staff despite the difficulties that I have encountered. Because of the cooperative, I can still do this and continue to serve. This is what will make us strong.

I am thankful to those who organized this seminar. It opened my mind to how the cooperative is being run, that if everyone will work for it, we can do it.

It is difficult in the beginning but once issues were resolved and everyone is on the same page, it sounds good

I want to take this opportunity to thank the leaders who attended. Now that we have done this, I hope it doesn’t stop here. This is what I’ve been saying that even if the tree already bears fruit, we still need to water it and take care of it. I hope there will be more people who will lead the cooperative, who are willing to learn to help our cooperative succeed. Not all of you appreciates my strictness, but I am only helping to mold you as future leaders. I hope that one day you will realize that what is being done to you now is for the best of everyone.


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J. Next Steps

There is a need to schedule a Board Meeting in preparation for the General Assembly so that plans that needs to be approved by the General Assembly can be discussed.The General Assembly is scheduled on April 5, 2014. Group leaders will meet on March 27 while the Board of Directors will meet on April 1. The workshop ended with a closing prayer. It was adjourned at 5:00P.M.


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Annex A. Attendance


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Annex B. Strategic Planning Forms

Form 1 – Recycling Cooperative Strategic Plan

STRATEGIC PLAN: Quezon City Environmental Multi-Purpose Cooperative Date: _____________

MISSION STATEMENT: ______________________________________________________________________

SHORT-TERM OBJECTIVES:

(1) _______________________________________________________________________________________

(2) _______________________________________________________________________________________

(3) _______________________________________________________________________________________

LONG-TERM OBJECTIVES:

Objective

(List long-term objectives.)

(1)

(#)

(#)

STRATEGIES: (State each objective and list all strategies developed for each objective.)

(1) ______________________________________________________________________________________

Alternative Strategies:

(1) _______________________________________________________________________________________

(2) _______________________________________________________________________________________

(3) _______________________________________________________________________________________

Strategy Chosen: ___________________________________________________________________________

Objective (2)

Alternative Strategies:

(1) _______________________________________________________________________________________

(2) _______________________________________________________________________________________

(3) _______________________________________________________________________________________

Strategy Chosen: ___________________________________________________________________________

IMPLEMENTATION SCHEMES:

(Write out summaries of action plans for implementing chosen strategies, include dates and resources to

allocate.)

MONITORING AND FEEDBACK PLANS:

(Write out specific plans for following up on implemented strategies

including individuals responsible and dates to review individual objectives and strategies.)


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Form 2 – Recycling Cooperative Strategic Plan: Strategy Action Plan

Strategy Action Plan: Quezon City Enironmental Multi-Purpose Cooperative Date: ____________

OBJECTIVE: (1) ___________________________________________________________________

STRATEGY: ______________________________________________________________________

DATE STRATEGY DEVELOPED: _____________________________________________________

PLAN OF ACTION:

Division or Department ________________________________________________________________

Responsibility ______________________________________________________________________

Dates:

Approval __________________________________________________________________________

Beginning _________________________________________________________________________

Proposed Completion _________________________________________________________________

Resources Needed:

Capital ___________________________________________________________________________

Human ___________________________________________________________________________

Material __________________________________________________________________________

Detailed Steps: _____________________________________________________________________

_________________________________________________________________________________

_________________________________________________________________________________

_________________________________________________________________________________

_________________________________________________________________________________

_________________________________________________________________________________

_________________________________________________________________________________

_________________________________________________________________________________

_________________________________________________________________________________

Feedback (adjustments, etc.):

_________________________________________________________________________________

_________________________________________________________________________________

_________________________________________________________________________________

_________________________________________________________________________________

_________________________________________________________________________________

_________________________________________________________________________________


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Annex C. Strategic Plan Formulation Presentation


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Annex D. Strategic Planning Workshop Presentation


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END OF REPORT

Documents

Documentation Report of the Strategic Planning Workshop of the Payatas Alliance Recycling Exchange Multi-Purpose Cooperative