Strategic Plan for Payatas Recycling 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 MultiPurpose Cooperative
Workshop Participants and Facilitator
Documentation Report of the Strategic Planning Workshop of the Payatas Alliance Recycling Exchange
Multi-Purpose Cooperative
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]

x
II.
Consultation Meeting (CM)

Planning Workshop (PW)
Life Skills Training (LS)
Organizational Strengthening Training (OS)

Trade Skills Training (TS)
Entrepreneurship Skills Training (ET)
ACTIVITY PROFILE
Title of Activity
Strategic Planning Workshop for

Payatas Alliance Recycling Exchange Multi-Purpose Cooperative
March 24-25, 2014
Activity Center, Payatas Sanitary Landfill Complex, Payatas Road
Quezon City
Province
Metro Manila
Date
Venue
Municipality/City
Target Participants
Details by Type
[IWS]/[Cooperative members]
[IP]
[Youth]
[LGU]
TWG
[Other Stakeholders]
Male
Female
TOTAL
M
F
Actual Participants
Total
Details by Type
Male
Female
TOTAL
M
F
Total
See Annex A for the list of participants in the two-day workshop.
Page 1
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
Page 2
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 architects 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.
Page 4
II. Program/Agenda
WORKSHOP OUTLINE: STRATEGIC PLANNING SESSION (ORIGINAL)
DAY 1
A. 15 min
B. 30 min
C. 15 min
D. 30 min
E. 30 min
F. 30 min
Introductions and Expectations (Desired Outcomes) & Ground Rules.

Visioning: Small groups "draw a picture" of success and develop a metaphor for PARE MPC: "PARE MP
Cooperative is like..."
Share pictures of success.
External Environment: Look at emerging trends which need to be acknowledged and incorporated into
the plan.
Identify STAKEHOLDERS in PARE MP Cooperative's external environment.
Internal Environment: what do we have/what does our organization look like today?
LUNCH
G. 30 min
H. 30 min
I. 30 min
J. 30 min
K. 30 min
L. 15 min
M. 15 min
Values: What are PARE MPC's organizational values?

Underlying Assumptions: Based on the most important values, whatassumptions do we make?
Mission Statement. Develop "draft" mission statement based on all workdone so far.
Brainstorm and Prioritize SWOT in Small Groups: (S)trengths,(W)eaknesses, (O)pportunities, (T)hreats
Strategic Issues. Individuals develop.
Categorize and Prioritize a List of Strategic Issues.
Develop TOP ISSUES
TOTAL: 5.5 hours for first day (does not include breaks or meals)
2nd Day
15 min
N. 30 min
O. 60 min
P. 30 min
Q. 60 min.
Introduction of PARE MPC/Review of Previous Planning Work

Goals. Individuals develop.
Discuss Goals in Small Groups.
Develop TOP TWO OR THREE GOALS.
Action/Evaluation Plan that will assure the achievement of your goals.
LUNCH
R. 30 min.
S. 30 min.
T. 15 min.
Small groups share plans with larger group.

NEXT STEPS
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 ones 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 peoples safety before himself from accidents, especially
when bulldozers come.
Rosa: The groups 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
groups runner whenever something is needed.
Felix: A group leader of 3 said that it is important to take care of the peoples 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.
Page 6
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:
Page 7
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.
Page 8
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.
Page 9
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 IPMs but PARE MPCs
is one of the services that the members are looking forward to. The cooperatives 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
Page 11
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.Tulalis 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 cooperatives mission is take the
ariendadors out of the picture.
One of PAREs 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 recyclers 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 recyclers plant
4. Be able to recruit 100% of the IWS in Payatas as members of the cooperative.
Due RA 9003, the cooperatives 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.
Page 13
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
cooperatives 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.
Page 14
Group 2 (2nd Presenter)

Goal: Be able to get the recyclables from the RDF and sell these to the recyclers 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 recyclers 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
Page 15
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
Membership
Recruitment
2,000 members
10 new recruits per member
Recyclables ng
RDF
Recyclables ng
MRF
Sell 1 ton per week
Membership Committee,
COMAT (Coop Mgt. Team),
BOD
COMAT, BOD
40-50 tons per month

(lata/tin cans)
COMAT, BOD
Job contracting
Mundo Verde
- 84 members
(from 2 shifts to 3 shifts)
Mundo Verde 2
- 200 members
200 members/ beneficiaries
All regular members will be
qualified
COMAT, BOD
Vermi-Composting
MicroFinance/
Microcredit
(Microcredit is
easier to
implement will be
prioritized)
COMAT, BOD
Resources Needed
(Budget/Capital)
P700K for truck

P27,000 wages for helper
and weigher
P50,000 to 54,000 a month
in incentives P1 per kilo
P
P2,800,000 (grant from DA)

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
Page 16
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 dont 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.
Ive 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
doesnt stop here. This is what Ive 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.
Page 17
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.
Page 18
Documentation Report of the Strategic Planning Workshop of the Payatas Alliance Recycling Exchange Multi-Purpose Cooperative
Annex A. Attendance
Page 19
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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.)
Page 25
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.):
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
Page 26
Annex C. Strategic Plan Formulation Presentation
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Annex D. Strategic Planning Workshop Presentation
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END OF REPORT
Page 123

Strategic Plan for Payatas Recycling Cooperative

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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

Documentation Report of the

Workshop Participants and Facilitator

ACTIVITY TYPE[please check]

Consultation Meeting (CM)

Organizational Strengthening Training (OS)

Strategic Planning Workshop for

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

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

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

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

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

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

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

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

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

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

I. Rationale of the Activity

Strategic Planning as a Road Map for Recycling Cooperatives

Introductions and Expectations (Desired Outcomes) & Ground Rules.

Values: What are PARE MPC's organizational values?

Introduction of PARE MPC/Review of Previous Planning Work

Small groups share plans with larger group.

TOTAL: 4.5 hours for second day

Team Mapagmahal Group 3

Team Makapuso Group 4

Threats or Mga Banta oBalakid

E. Vision and Mission Setting

Group 2 (2nd Presenter)

Sell 1 ton per week

40-50 tons per month

P700K for truck

P2,800,000 (grant from DA)

Issues in job contracting:

I. Evaluation of Strategic Planning Process

Annex B. Strategic Planning Forms

MISSION STATEMENT: ______________________________________________________________________

MONITORING AND FEEDBACK PLANS:

Form 2 Recycling Cooperative Strategic Plan: Strategy Action Plan

OBJECTIVE: (1) ___________________________________________________________________

DATE STRATEGY DEVELOPED: _____________________________________________________

Detailed Steps: _____________________________________________________________________

Annex C. Strategic Plan Formulation Presentation

Annex D. Strategic Planning Workshop Presentation

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