Electric Cooperative; Strategic Implementation; Framework for Strategic Implementation; Structure and Governance; Role and Importance of Financial Management;Cash Budget and Its Importance to the Role of Management

2. STRATEGIC IMPLEMENTATION
Three keys to keep in mind:
Execution is a discipline, and integral
to strategy.
Execution is the major job of the
business leader.
Execution must be a core element of
an organization’s culture.
Source: Strategic Implementation
www.ryerson.ca/~kjensen/strategic.../strategic_implementation2.pp

3. AMONG OTHER THINGS, IMPLEMENTATION HAS
TO DO WITH:
 Rigorously discussing ‘hows’ and ‘whats’, questioning,
tenaciously following through.
 Ensuring accountability
 Making assumptions about the business environment
 Assessing the organization’s capabilities
 Linking strategy to operations and the people who are going
to implement
 Linking rewards to outcomes
 Changing assumptions as the environment changes
 Upgrading the company’s capabilities to meet the challenges
of an ambitious strategy.
Strategic Implementation
www.ryerson.ca/~kjensen/strategic.../strategic_implementation2.pp

4. STRATEGIC IMPLEMENTATION
people strategy operation
“The heart of execution lies in the three core
processes: the people processes, the strategy
processes and the operations processes.”
Larry Bossidy, Execution. The
Discipline of Getting Things Done.

5. A FRAMEWORK FOR EXECUTING STRATEGY.
INPUT PROCESS OUTPUTS
FEEDBACK

6. - Job for the whole management team.
- Affects every part of the firm.
- Each manager must answer, ‘what has
to be done in my area to implement our
part of the strategic plan, and what
must I do to get these things
accomplished?’
- All managers become strategic
implementers in their areas and all
employees are participants.
A FRAMEWORK FOR EXECUTING STRATEGY
Source: Strategic Implementation
www.ryerson.ca/~kjensen/strategic.../strategic_implementation2.pp

7. A FRAMEWORK FOR STRATEGY
IMPLEMENTATION
Implementation
should be
addressed initially
when the pros and
cons of strategic
alternatives are
analyzed.
Source: Strategic Implementation
www.ryerson.ca/~kjensen/strategic.../strat
egic_implementation2.pp

8. OVERVIEW
The Finance and General Services
Department (FGSD_ is responsible for
the overall effective discharge of
accounting, cashiering and assist the
management in the formulation and
implementation of relevant & effective
financial programs, plans, policies,
decisions and actions through the
exercise of good advisory judgment and
submission of timely and
comprehensive reports.

9. STRUCTURE AND GOVERNANCE
For any organization to be able
to operate and attain the purposes
for which it was created. It has to
have its formal structure. Formal
structure is the established patterns
of relationships among the
component units of the organization.

10. STRUCTURE AND GOVERNANCE
The structure of an organization serves three
basic functions. First, structure designates
formal reporting relationships including the
number of levels in the hierarchy and the span
of control of managers and supervisors. Second,
structure identifies the grouping together of
individuals into departments and of the different
department’s into the total organization. Third,
structure includes across departments (R. L.
Daft, 1989)

11. FINANCE & GENERAL SERVICES DEPARTMENT
MANAGER
FGSD SECRETARY
ACOUNTING SERVICES DIVISION
SUPERVISOR
CASH & RECEIPT SERVICES DIVISION
SUPERVISOR
GENERAL SERVICES DIVISION
SUPERVISOR
GENERAL SERVICES OFFICER
MESSENGER
CASH & RECEIPT OFFICER
BUILDING & OFFICE EQUIPMENT
OFFICER
ACCOUNTANT
STOCK & RECORS OFFICER
COST ACCOUNTANT
ACCOUNTING OFFICER (2)
PAYROLL OFFICER
BOOKKEEPER (2)
ACCOUNTING SERVICES ASSISTANT
FINANCE GENERAL SERVICES DEPARTMENT (FGSD)
SECURITY SERVICES
(64 GUARDS)
JANITORIAL SERVICES
(13 JANITORS)
ORGANIZATIONAL
STRUCTURE (OLD)

12. FINANCE SERVICES DEPARTMENT
MANAGER
SECRETARY
ACOUNTING SERVICES DIVISION
SUPERVISOR
METER READING & BILLING DIVISION
SUPERVISOR
METER READING OFFICER
ACCOUNTANT
BOOKKEEPER (3)
BUDGET SPECIALIST METER READING INSPECTOR (4)
BILLING OFFICER
CASHIER
COMPUTER OPERATOR & DATA
CONTROLLER (4)
PURCHASING OFFICER
DISCONNECTION SERVICES
(OUTSOURCING)
METER READING & BILLING SERVICES
(OUTSOURCING)
ORGANIZATIONAL
STRUCTURE (NEW)

13. ROLE AND IMPORTANCE OF FINANCIAL
MANAGEMENT
- Efficient management of finance is
crucial to an
organization’s success.
They have to ensure adequate funds are
available for resources needed to help
achieve organizational objectives
- Ensure costs are controlled
- Ensure adequate cash flow
- Establish and control profitability levels

14. CASH BUDGET & THEIR IMPORTANCE TO
THE ROLE OF MANAGEMENT
Management Function
Plan -Look ahead and set aims and strategies
management base decisions on projected cash flow
fig.
-By identifying where cash is being spent and
where it is being earned, management can plan to
borrow, either to finance short-term cash flow
problems or to finance long –term plan expansion.

15. - make arrangements for all the
resources of the organization to be in the
right place at the right time and in the
right quantities. Quite obviously such
resources have to be financed, and
management must be able to ensure that
it can afford the resources it requires and
take full advantage of bulk purchase
discount. Trade credit and other financial
incentives.
Organize

16. - Tell subordinates their duties
- It is essential for the efficient
running of the organization that
each department is given a budget
for expenditure on routine
requirements. Each department
must also know its limits when
making one off requests for
additional finance for specific jobs,
projects or capital expenditure.
Command

17. Make sure everyone is working
towards the same aims and that activities
of individual works fit in with the work of
other parts of the organization
Financial reports and summaries from
each department will allow management to
keep a clear overview of the operation as
whole. It may be that surpluses in one
department can used to offset short-fall in
another
Co-ordinate

18. Cash Budget
Plan
Organize
Command
Co-ordinate

19. IMPLEMENTING PROCEDURE IN PROCESSING OF BUDGET
Finance & General
Services
Department
(Preparation &
Releasing of
Budget)
Approved RV
Supply/Work
plan Project Payment to
Supplier/Contractor
Request Payment of
the supply/project by
the proponent
Project Completion Certificate/Supply Delivery
w/ sales invoice & Receiving Report
Notice to Proceed
& MOA of the Project
BOD Resolution of
Final Choice of
Supplier/contractor
Bid Award
Committee(BAC)
Evaluation of
Supplier/Contractor

20. 1,483,193,8231,483,193,823
1,483,193,823
Statementof Financial Position
As of December31, 2012
total assets
total member's equity &
liabilities

22. IMPLEMENTATION
This phase of the planning
process answers the following
queries. “How do we execute
the plan?” “Who is responsible
with which activity?” “How do
we determine whether plan are
implemented as planned?”

23. IMPLEMENTATION
Implementation is the act of
carrying out the plans, programs and
projects in accordance with the
strategic plan in order to attain the set
goals and objectives (K. Mathur and
Inayatullah, 1980

24. STRATEGIC QUALITY MANAGEMENT
It is in this context that
strategic quality management
(SQM) is ushered in to cause
these changes to happen and be
implemented.

25. STRATEGIC QUALITY MANAGEMENT
It is be recalled that SQM is the process by
which an organization formulated plans, objectives
and strategies (strategic planning), allocates
resource for plans, programs and projects
(organizational resource), and identifies accountable
entities, managers and front-line workers
(organizational structure), in the implementation,
monitoring, and evaluation of said plan and
programs (strategic control). More particularly
therefore, the competent on strategic control has to
be mobilized to implement the formulated strategic
plan.

26. DEFINITION OF TERMS
Objective, which emanates from the goal,
refers to medium-range expectation which is
pursued to satisfy the goal.
Target, flowing out of the objective, is the
most specific statement of purpose which is
measurable and achievable.
A goal is a broad statement of an image of
the future the organization seeks to achieve.

27. Programs and projects are
identified in order to effectively channel
resources to development programs and
projects considered strategic in the
over-all attainment of goals.
Prioritization of programs and projects is
done through the conduct of
feasibility studies resulting to
a listing of priorities viewed as
responsive to the development needs of
the people.

28. Once the broad goals,
objectives and targets are
framed, more specific policy
statements and strategies are
formulated for each area of
concern.

29. LONG TERM
PLAN OF
PANELCO III
Year 5
Year 1
Year 2
Year 3
Year 4
Panelco III Mini Hydro
Power Plant in operation
Upgraded system facilities
thru modern technology
I
mprove consumers
services & more investor
& business
Power Substation
upgraded &
automation(scada)
No more pilferages &
flying connection
more revenue collection
Low system loss

30. FINANCE & GENERAL SERVICES
DEPARTMENT LONG TERM PLAN
Program/Project Key Result Area Expected Results
1. Legal & Regulatory
Frameworks of PCB
Management
R.A. 6969 of 1990:
Toxic Substance and
Hazardous and
Nuclear Wastes Control
Act.
Control, monitor & online
inventory of Toxic & Non
Toxic PCBs Liquids &
Equipments through the
DENR-EMB
Treatment , Storage &
Disposal by the year 2020
as the schedule total
phase out PCBs all
through out the
Philippines
2. Feasibility Study for
the Construction of
Mini-Hydro Projects
Alternative source of
power to offset the rising
cost of Electricity
Lower rate of electricity
and additional power
supply of Panelco III
which will served &
benefits majority of the
member-consumer

31. SMART ANALYSIS
Program/Project Stretching Measurable Achieva
ble
Related
to
Member
Time
Targe
t
1. Legal &
Regulatory
Frameworks of PCB
Management
R.A. 6969 of
1990: Toxic
Substance and
Hazardous and
Nuclear Wastes
Control Act.
x x x x x
2. Feasibility Study
for the Construction
of Mini-Hydro
Projects
x x x x x

32. FGSD MEDIUM TERM PLAN
Program/Project Key Results
Area
Expected Results
1. Proposed Purchased of
3000 sqm Lot for
proposed relocation of the
Binalonan Substation and
the site for the New
Northern Area Office
which was affected by the
MPWH widening of Manila
North Road
Reliable and
conducive
workplace
New Presentable bldg.
and accessible load
distribution of power
to end users
2. Proposed Construction
of a New Panelco III
Administration Office
building
Reliable and
conducive
workplace
Image Building &
Reflects the Integrity &
Moral of the workforce
and progress of the
Cooperative

33. SMART ANALYSIS
Program/Project Stretching Measurable Achievable
Related to
Member
Time
Target
1. Proposed
Purchased of lot
for proposed
relocation of the
Binalonan
Substation and the
site for the New
Northern Area
Office which was
affected by the
MPWH widening of
Manila North Road
x x x x x
2. Proposed
Construction of a
New Panelco III
Administration
Office building
x x x x x

34. FGSD MEDIUM TERM PLAN
Program/Project Key Results
Area
Expected
Results
3.Proposed Purchased of
150 sqm Lot and
Construction of Collection
Offices at Villasis,
Balungao, Sto. Tomas,
Pozorrubio, Sn. Manuel,
Laoac, Sta. Maria, Sn.
Nicolas, Sn. Quintin.
Eliminate huge
payment of collection
office rentals
Additional fixed
Assets of the
Panelco III
4. Proposed purchased of
three (3) Units 60 KVA
Generator Set for: 1.
Southern Area Office 2.
Southeastern Area Office
3. Eastern Area Office
Ensure uninterrupted
power supply for
continuous respond
and services to
consumers' requests
and complaints.
Continuous
operation even
during power
interruption

35. SMART ANALYSIS
Program/Project
Stretching Measurable
Achievable Related to
Member
Time
Target
3.Proposed
Purchased of Lot and
Construction of
Collection Offices at
Villasis, Balungao,
Sto. Tomas,
Pozorrubio, Sn.
Manuel, Laoac, Sta.
Maria, Sn. Nicolas,
Sn. Quintin.
x x x x x
4. Proposed
purchased of three (3)
Units 60 KVA
Generator Set for: 1.
Southern Area Office
2. Southeastern Area
Office 3. Eastern Area
Office
x x x x X

36. FGSD SHORT TERM PLAN
Program Key Results
Area
Expected Results
1. Monitor to all
areas and main
office to ensure
availability of funds
Maintain the 3%
prompt payment
Discount to Power
Supplier
Good company
standing and good
payer
2. Monitor and
reconcile loan
balances and due
dates
Update payments to
banks and other
coop. creditors
Attract more
business
opportunities to
come
3. Submit reportorial
requirements
Provide timely and
accurate financial
reports and
compliance to all
reportorial
On time submission
of
requirements &
avoid
sanctions & penalties

37. SMART ANALYSIS
S M A R T
1. Monitor
Collection to all
areas and main
office to ensure
availability of
funds
x x x x
2. Monitor and
reconcile loan
balances and
due dates
x x x x
3. Submit
reportorial
requirements
x x x x

38. CONT.
Program/Project Key Results Area Expected Results
4. Full implementation of
Customized Accounting.
System
Help improve its
operations, planning, and
ensure updating of
records any risk
Improve the system
operation of the dept..
5. Reconcile and verify
BIR Tax Remittance
Deficiency Assessments
Monitor and reconcile BIR
Tax Payments
Updated tax payments
and
Avoid penalties
6. Wireless
Communication Add-on
CCTV Telephone Paperless
System & Ethernet
Connection
Provide security and
protection of consumers,
employees as well as
cooperative properties.
Fast & reliable systematic
operation using modern
technology

39. SMART ANALYSIS
ProgramProject S M A R T
4. Full implementation
of Customized
Accounting. System
x x x x
5. Reconcile and verify
BIR Tax Remittance
Deficiency Assessments
x x x x
6. Wireless
Communication Add-on
CCTV Telephone
Paperless System &
Ethernet Connection
x x x x

40. CONT.
Program/Project Key Results Area Expected Results
7. Utilization of the
Share Capital
instead of applying
of loan to banking
institutions
Investment of share
capital of member
consumers
Buffer funds of the
cooperative use for
energy purchase
payment
8. Reconciliation of
PAGIBIG/SSS/PHIL
HEALTH
Remittances of
Employees &
Officers
Update & reconcile
remittance of monthly
contribution
No complaints on the
employees remitted
benefits

41. SMART ANALYSIS
ProgramProject S M A R T
7. Utilization of the
Share Capital instead
of applying of loan to
banking institutions
x x
8. Reconciliation of
PAGIBIG/SSS/PHILHE
ALTH Remittances of
Employees & Officers
x x x

42. “The best game plan is
the world never blocked or
tackled anybody.”
V. Lombardi

43. STRATEGIC IMPLEMENTATION
“People think of execution as the tactical
side of business, something leaders delegate
while they focus on the perceived ‘bigger
issues’. This idea is completely wrong.
Execution has to be built into a company’s
strategy, its goals, and its culture. And the
leader of the organization must be deeply
engaged in it.”
Larry Bossidy,
The Discipline of Getting Things Done.

44. IMPLEMENTATION IS DIFFERENT
- Strategy requires few;
- Execution requires everyone.

45. Execution is the
true measure of
success.

46.  References
- The Poor Cousin
- Strategic Planning Modules
- FGSD Records
- Miclat Jr (1998) Development Planning and
Budgeting