Strategic Plan for Analog Device Employee Multi-purpose Cooperative

Planning Team Analog Device Employee Multi-purpose Cooperative December 2011

Table of Contents Introduction Executive Summary Background and History Direction and Results Goals Organization of the Strategic Plan Vision Mission Core Operating Values Underlying Service Assumptions Customers Summary of Most Important Points in the Environment Proposed Organizational Structure Strategic Direction Goals Areas Strategic Action Plan Focus by Year The Next Steps: Implementation and Evaluation 2 2 2 3 3 4 5 6 6 7 8 9 10 11 12 15

Analog Device Employee Multi-purpose Cooperative Strategic Plan

Introduction

Executive Summary
Analog Device Employee Multi-purpose Cooperative proposed vision and mission are as follows:
Vision One of the most recognized multi-purpose cooperative in the Philippines. Mission ADEMC is guided by cooperative values and principles committed to be the one of the most recognized multi-purpose cooperative in the Philippines with quality products and efficient services abreast with the latest trends and technology that generates financial resources from within and outside the organization to improve the quality of life of its members, employees and their families, leading to sustainable growth and profitability of the organization and thus contribute to the socio-economic development of the community.

Background History of ADEMC

Direction and Results

The strategic direction and goals included in this plan are ADEMCs response to its understanding of what its customers value most about the organization, and current opportunities and challenges for offering a high quality system of support in the organization.

Goals
The following goals for ADEMC over the next five years are the organizations response to the important issues identified in the environmental scan that was completed as part of the strategic planning process. These goals provide a roadmap for fulfilling the strategic direction.

The ADEMC team primary focus will be:

a. b. c. d. Growth in revenue in year 2012 until 2016 to attain its target of Php 40M. Increase Patronage of Members Improve Operational Efficiency Market Development Product Development Investments in year 2012 and beyond.

Organization of the Strategic Plan

As noted above, this strategic plan is intended to be a management tool for Analog Device Employee Multi-purpose Cooperative This plan has two purposes. First, it presents the most comprehensive compilation of the plan and its component parts. It is a record of the strategic planning process and the decisions reached by the Executive Director and staff. Second, it is a reference guide for strategic planning. At the beginning of each section a box includes a definition of the component part. There are a few footnotes with additional helpful tips about how ADEMC can use the information in the plan. In the future ADEMC may choose to produce a summary version of the plan for distribution to its primary and supporting partners and other stakeholders.

Vision
One of the most recognized multi-purpose cooperative in the Philippines.

Mission
ADEMC is guided by cooperative values and principles committed to be the one of the most recognized multi-purpose cooperative in the Philippines with quality products and efficient services abreast with the latest trends and technology that generates financial resources from within and outside the organization to improve the quality of life of its members, employees and their families, leading to sustainable growth and profitability of the organization and thus contribute to the socio-economic development of the community.

Core Operating Values

Core Operating Values are the fundamental values or ideals at the heart of the organization. They articulate ideals that the organization aspires to hold itself accountable for and offer guidance about how the organization behaves in carrying out its mission.

The following core operating values influence the culture and public image of ADEMC as an effective community-based organization serving a wide variety of individuals and families. a. Customer Orientedness b. Commitment and Declaration c. Integrity d. Trust e. Hard work f. Innovativeness

g. Volunteerism

Underlying Service Assumptions

Customers

Summary of Most Important Points in the Environment

The following is a brief summary of opportunities, threats, strengths and weaknesses highlighted by the General Manager and staff of ADEMC. What is written here represent a small portion of the complete environmental scan attached to this strategic plan.

Opportunit ies
The opportunities considered most important included: O1. Increasing employement rate. O2. There is a lot of untapped market. O3. Increasing population. O4. Tax exemption of cooperatives favorable tax legislation for cooperatives. O5. Expanded use of technology. O6. Increasing envionmental conciousness. O7. Availability of social networking sites. O8. ADEMC can provide services (business that can be offered i.e., janiotorial,transportation, rediscounting,etc.) to ADPhils. And neighboring establishments. O9. Negotiate with suppliers. O10. Membership not extended to non- members. O11. Increasing awareness in health and wellness. O12. Increasing need for convenient services. O13. Growth

Threats
The threats considered most important included: T1. Capacity to payback loans. T2. Members with commitment to other T3. Low interest rate offerings will drive the members to avail loans from other financial institutions. T4. Volatility of the foreign exchange. T5. Increasing inflation right. T6. Job security at ADI T7. Accessibility to other credit services/ availability of various credit products. T8. Increased spending due to proximity of shopping malls. T9. Stricter compliance on laws issued new legislation for cooperatives. T10. Reduction in disposable income. T11. Rapid growth in population.

Strengths
S1. Strong financial position/ liquidation. S2. Low interest rate. S3. Low service fee. S4. High patronage refund. S5. Electronic banking system.

S5. Competitive employee benefits. S6. Competitive employee/ staff benefits. S7. Time tested strong presence of ADEMC. S8. Consistent health growth in financial. S8. Consistent support of ADPhils. Management. S9. Trustworthy and loyal ADEMC Staff.

Weaknesses
W1. Does not fully tap other market segment. W2. Utilization of data decision-making. W3. Members relation is weak. W4. Organizational structure is not reflective of the need situation. W5. Different interpretation of ADEMC policy. W6. Tapping of other potential members. W7. Distribution of job functions. W8. Ineffective monitoring of compliance of members responsibility. W9. Performance evaluation process is weak. W10. No formal marketing program. W11. Constrained to a certain number of employees only.

Strategic Direction
Based on the General Manager and staff understanding of ADEMC vision, mission, primary customers, core values, and the opportunities and threats in the current environment, the next one to five years (2012-2016) will be a time of assessing and deepening its approaches to its work.

The ADEMC team primary focus will be:

e. f. g. h. Growth in revenue in year 2012 until 2016 to attain its target of Php 40M. Increase Patronage of Members Improve Operational Efficiency Market Development Product Development Investments in year 2012 and beyond.

Strategic Objectives

Proposed Organizational Structure

In order to carry-out the strategic objectives and its implementing plans and programs ADEMC had designed a more strategic organizational structure.
Highlights of which is the hiring of a separate personnel whose position will be Marketing and Donor Relations Officer who will be primarily responsible for sourcing funds from and establishing relationship with donors and other local, national and international health related agencies. To strengthen its IT capability, IT services can be outsourced or its existing personnel can be sent for enhancement training and further development to meet basic IT needs of ADEMC If it is deemed necessary to do both then it can be done whenever it is beneficial.

2012 ADEMC ORGANIZATIONAL CHART

In order to pursue the strategic direction described above, Culion Foundation Inc. will fulfill the following specific / departmental goals and objectives on the separate sheet attached on the succeeding pages.

THE NEXT STEPS:

IMPLEMENTATION AND EVALUATION
The primary purpose of this document is to record progress made in the strategic planning process as well as the goals still to be addressed. This included the finalization of action plans, the completion of pro forma financial statement, the presentation and seeking Board approval. Upon approval, the next step will be the implementation of the plan and the realization of those initiatives, to begin during the calendar year (CY) 2012. In detail, the implementation process includes the development of action plans, which encompasses the preparation of objectives, timelines, criteria employed to evaluate progress, assignment of responsibilities, and budget plans. This process will have the purpose not only of realizing the Strategic Initiatives but also of institutionalizing the critical objectives of strategic planning: strategic thinking and acting. Monitoring and evaluation, the purposes of which are to gauge progress and to determine if changes in the strategic plan or any of its components are needed, will necessarily be a part of the implementation effort.