ToT for Cooperative Trainer DMMMSU OUS May 24-26, 2023

1. Module 1. Perspective Setting
• Education and Training as a Principle of
Cooperatives
➢ Best practices
➢ Adult Learning and Teaching

2. Federation Union Primaries

3. Cooperatives provide education and training for their members,
elected representatives, managers, and employees so they can
contribute effectively to the development of their co-operatives. They
inform the general public - particularly young people and opinion
leaders - about the nature and benefits of co-operation.

5. • Cooperative education was the ingredient that transformed the vision and
aspirations of the pioneers of today’s global co-operative movement into success.
• Effective co-operative education programs can support the renaissance and
renewal of an established co-operative movement and help unlock the vision and
energies of a new generation, revealing how the co-operative model can be applied
to today’s and tomorrow’s challenge of building a better world.

6. 1. Board of Directors;
2. Secretary;
3. Treasurer;
4. Election Committee,
5. Audit Committee;
6. Ethics Committee;
7. Mediation and Conciliation Committee;
8. Other Committees created by the General
Assembly and BOD; and
9. General Manager or Chief Executive
Officer.
MC 2015-09 | Revised Guidelines Implementing the New
Training Requirements of Cooperative Officers

7. Section 3. Required
Trainings for cooperative
officers
CATEGORY OF COOP TRAINING COURSE # Hours
Micro-cooperatives – cooperatives
with total assets of 3 Million and
below
Fundamentals of
Cooperatives
8
Governance and
Management of Cooperatives
8
All other cooperatives with total
assets of more than 3 million
Fundamentals of
Cooperatives
16
Governance and
Management of Cooperatives
16
Additional trainings for officers of
cooperatives engaged in savings
and credit with at least Five Million
Pesos (Php5,000,000.00) worth of
deposit liabilities based on their
latest Audited Financial Statement
Financial Management 8
Risk Management 4
Credit Management 4

8. Section 4. Period of
Compliance. Coope
rative officers shall
complete the
trainings within the
half of their term.
Section 5. Optional
trainings for cooperative
officers. Cooperative
officers shall endeavor
to undergo additional
appropriate trainings
such as but not limited
to the following:
• Financial Management
• Policy Development
• Leadership and Values Re-Orientation
• Conflict Management
• Strategic Planning and Management
• Orientation on Labor and Other Related Laws
• Records Management (Financial/Non-Financial
Transaction)
• Cooperative Standards
• Investment and Banking Procedures
• Basic Accounting for Non- Accountants
• Internal Control including Inventory System
• Cooperative Standards
• Audit Management
• Rules Formulation
• Human Resource Management
• Effective Communication Skills
• Entrepreneurship and Business Mgt. Skills
• Basic Computer Literacy

9. Federation

10. • NATCCO, PFCC-NLCCL, SLRL – PFCN. Conducted BCP, BCM, Coop
Resiliency, Business Solutions trainings, values education seminar, financial
literacy, Training for Trainers, business development service trainings and
Strategic Planning and Business Planning.
• Camarines Norte Federation of Cooperatives (CNFC).
Conducted Farmer Field School on Organic Rice Farming, Livelihood
Training, Competency-Based Economies Through Formation of
entrepreneurs, and Leadership Trajectory Training.
• Central Luzon Region League of the Philippine Federation of Credit
Cooperative (CLRL - PFCCO). Conducted Transformative leadership
which is more focused on the officers. It covers transformation, change
management, and leadership as officers in the cooperatives. Leadership
training covers the values of officers.
.

11. • The Southern Luzon Region League of the Philippine Federation of Cooperatives –
National (SLRL -PFCCO) conducted non-mandatory/professional trainings related to
analytical, data analysis, and transformative leadership.
• The Southern Luzon Region League of the Philippine Federation of Cooperatives –
National pursued the strengthening of cooperatives, both for the member-affiliates and
non-members, especially the micro and small. We don’t confine our support service to our
members alone. The Federation extends its support service to even non-member
cooperatives.
• Model Cooperative Network (MCN)We provide supervision and examination for our
member coops regarding adherence to international prudential standards. We adapted it
and have our FOCUS credential standard version.

12. • Providing coaching to the members in the four areas of management (marketing, finance,
HR, and credit). They have a pool of advisors/16 member advisors that engage and assist
coops in their management. About 50 coops were being assisted and vary annually
(NATCCO).
• Mi – Coop Group of NATCCO. Provides co-management and consultancy services to
about 70 DAR-assisted coops
• PACIFEMCO Regional Federation of Multi-Purpose Cooperatives. Crafting of internal
rules, auditing, regulations of cooperatives, the institutionalization of the lending program,
restructuring of accounts, and appraisal of the property. This is all part of our action plan
and service manual.
• Philippine Federation of Credit Cooperatives - Northeast Luzon Credit Cooperative
League (PFCC-NLCCL). Free consultancy and trainings to micro and small coops on
policy development and basic bookkeeping.
• Model Cooperative Network (MCN). Conducted mentoring and consultancy services to
help affiliates achieve and maintain their prudential standard. We discussed the problems
with them and helped them find ways to address their concerns.

13. • National Confederation of Cooperatives (NATCCO). NATCCO has e-
koop banker plus transactional software for co-ops.
• Tagalog Cooperative Development Center (TCDC). We helped
member-affiliates in the installation of accounting software in
tune/harmonize with the CDA standard chart of accounts, CISA.
• The Southern Luzon Region League of the Philippine Federation of
Cooperatives – National. We capitalized and maximized our efforts to
use technology in rendering service, and with the support of the BOD, we
were able to propose the creation and institutionalization of a business
development service program for the federation.

14. • National Confederation of Cooperatives (NATCCO). CETF is not mandatory; We
highly encourage the primary of their remittance. We have very good members who pay
their CETF almost full yearly. Our CETF collection has an automatic return service. This
means they can avail the training service and consultancy services with the remittance
they provide. We do gentle persuasion for remittance. We don’t penalize them for non-
remittance.
• National Confederation of Cooperatives (NATCCO). We also have GA resolution of
the percentage of remittance due to federation to be considered as a member of good
standing (MIGS), and only MIGS can run as an officer.
• Western Mindanao Federation of Cooperatives. We also provide technical support,
especially in preparing annual reports. Registration fees are also discounted for members
of WMFEDCO and free one pax for those remitting their CETF.

15. • Nueva Segovia Consortium of Cooperatives (NSCC). We do not force our members to remit. If
we ask for the registration fee, it is at the cost of the meal and the professional fee of the speaker
(outsource). We return the contribution /remittance of our member-affiliates by providing them
quality service and standard trainings.
• Model Cooperative Network (MCN). One of the practices that we have and think is helpful in our
relationship with our members is that we don’t require a certain amount/percentage for CETF
remittance. The remittance would be voluntary and service-based. The amount of their remittance
given would depend on the services they need from the federation. The cost of our supervision and
examination service varies based on the coop size.
• Antique Federation of Cooperatives (AFFCUI). We have the policy approved last 2018 that for
coops with many APEX or more than eight coops, the CETF remittances is 12.5% of their CETF
Due to the Federation, but for no APEX, it will be 100% remittance.
• Philippine Federation of Credit Cooperatives - Northeast Luzon Credit Cooperative League
(PFCCO -NLCCL). We utilized the remittance to conduct free trainings. Also, the CETF remittance
is used to subsidize the trainings of other members who don’t remit. The goal is to cater service to
all the members.

16. • Tagalog Cooperative Development Center (TCDC). As for the unutilize remittance, we
ask permission from the remitting members that it will be used to serve member who can’t
remit or doesn’t have the financial capacity to remit and as a practice of the big brother-
small brother program.
• PFCCO - Visayas, Some of the collected CETF is used for the business development,
like the kaya payment platform
• General Santos City Cooperative Federation. We only spent 50% of the total collection
from the primary coops. We maintain balance for our primary members. Even though we
cater trainings to all primary coops in GENSAN, we only collect minimal
training/registration fees from them.
• Some specialized trainings for staff were conducted along with customer care, personality
development, stress management training, personality development and Livelihood
Training, as enhancing coop resiliency amidst the pandemic and credit enhancement.
human resource management, basic accounting for non-accountants, management
competency-based economies through the formation of entrepreneurs (NATCCO, PFCC-
NLCCL, CLRL-PFCCO, SLRL –PFCCO).

17. Patron, Bitonio, and Acosido (2020) concluded that around
100 % of federations were providing mandatory and specialized
trainings; Some federations initially started with TNA to get
information on the needs of their affiliates; The conduct of
mandatory Training is for their members and specialized trainings
are for officers and staff to professionalize them in their line of work;
They conducted in-house and on-site trainings based on MC
2015:09; Most trainings were free, other trainings were subsidized,
other trainings with minimal registration fees, others in partnership
usually with LGUs, NGOs. And NGOs. In the pursuit of developing
the micro and small cooperatives, the Federations provided training
for their affiliates or non-affiliated or thru the BBSB Program; Other
Federations assisted in the conduct of PMES, but the majority of the
federation focused on optional and specialized trainings as they
believed that local trainings is the responsibility of the primaries.
Three Federations conducted TOT. One Federation goes beyond
the basic or mandatory and is in the process of developing modules
for certified managers, certified for finance, and certified HR.
Conclusion

18. The federations utilized CETF to conduct
compliance training based on CDA MC: MC
2015-09 on the Revised Guidelines
Implementing the New Training Requirements of
Cooperative Officers such as Fundamentals of
Cooperative, Cooperative Management and
Governance, Financial Management, Credit
Management, Risk Management, Livelihood
Training (NATCCO, PFCC-NLCCL, NSCC, CNFC,
CLRL-PFCCO, SLRL -PFCCO, TCDC, PFCCO -NLCCL)
Cont.

19. Union

20. • Cordillera Administrative Region Cooperative Union (CARCU). We cater to all
officers, staff, members, and other non-members of the cooperative. We conducted
cooperative fundamentals to entice them to register their organization as cooperative. We
conduct in-house and on-site trainings. In-house training was undertaken by the union
through invitations to primary members to a specific venue. In contrast, on-site training is
the training conducted by CARCU in a venue requested by the primary coop.
• Negros Oriental Union of Cooperatives (NEURONCO) We ensure that all our coops
are rendered trainings every year, even those in far areas. Our service to them is equal,
and for all, either you remit 500 pesos or 300,000. We do it collectively.
• Palawan Cooperative Union We also do a training needs assessment to respond to their
needed trainings. Whenever the member is in need, the union goes to them. We conduct
trainings required to them even in the late afternoon until evening.

21. • La Union Provincial Cooperative Union. conduct training needs
assessment. We have been conducting monthly training to our members,
officers and staff. Aside from the mandatory trainings, We also provided
specialized. We have an on-site training and in-house training even to those
far areas. We still encourage and invite the participation of the members to
the trainings even non-remitting CETF regularly.
• Cooperative Union of Laguna (CUL) It is much easier for the union to
conduct in-house trainings requested by the primary coops. For the in-house
trainings, primary coops financed it

22. • Cooperative Union of Taguig and Pateros (COUNTPA). Develop GAD Modules for
Online trainings; COUNTPA Online Learning Academy (COLA); with existing MOA with
Polytechnic University of the Philippines (PUP) on providing OJT to primary coops.
• Tacloban City Cooperative Union (TCCU). We focused on empowering our members
first. We conducted trainers training on the fundamentals of the cooperative.
• Cordillera Administrative Region Cooperative Union (CARCU) We allow the use the
facility in the union’s office; we conduct training of trainers for free once a year and the
invited speakers are from the academe. Moreover, we also conducted livelihood
trainings, strategic planning, training on GAD. We also cater to the organization that
would organize cooperative like the women’s club. We conducted fundamentals of
cooperative to them to entice them to register their organization as cooperative. We also
have specialized trainings for our primary member who is disabled/visually impaired.

23. • Palawan Cooperative Union assistance on legal matters (complaint of members, cases
in DOLE); help them in CAPR report preparation and online reporting and securing BIR
Tax Exemption; we also promote their products and services; help them in formulation
and development of their annual plan, policy.
• La Union Provincial Cooperative Union. We provided hands-on trainings for BOD and
secretary: formulation of board resolution, taking and recording minutes. We organize
lakbay-aral to our members to visit successful and model cooperatives. We conduct
researches, and as of now, we are conducting “Coping mechanism of cooperatives to the
new normal”.
• Siquijor Provincial Union of Cooperatives. We help cooperatives in complying with the
requirements for COC, Providing assistance on simple bookkeeping, Formulation/crafting
of resolutions, and minutes of the meeting.

24. • Siquijor Provincial Union of Cooperatives. conduct of trainings is in partnership with the
Provincial Cooperative Development Office (PCDO). An average of 8-10 trainings per year. conduct
the mandatory trainings and other trainings that are requested by the primary coops. We help
cooperatives in complying the requirements for COC; Proving assistance on simple bookkeeping;
Formulation/crafting of resolutions, minutes of meeting
• Cordillera Administrative Region Cooperative Union (CARCU) As to collaboration with
Government Agency, we are tapped by DAR, DTI, DA for the conduct of cooperative training to
small entrepreneurs (DTI), association under the DA and training (Fundamentals of Coop) to DAR
assisted coop.
• Negros Oriental Union of Cooperatives (NEURONCO)we are utilizing the CETF collected and in
case the fund is limited that it can’t cover all the trainings for the year, NEURONCO as accredited
by the LGU, is given a little budget/fund for the conduct of training to all our primary coops.
• Tacloban City Cooperative Union (TCCU). For our conduct of trainings, we are supported by the
LGU-TCCDLAO.

25. Advocacy. We write a letter to division schools informing them of the advocacy program for the youth
Product Promotion. Promote our product/services through cooperative gatherings/activities, general assembly of
primary affiliates and non-affiliates and distribution of fliers, including the officers, products and services, We also
have our Facebook account and newsletter of the union featuring the product and services, updates, and
conducted activities of the union.
Consultation
Cordillera Administrative Region Cooperative Union (CARCU). We also have the on-call consultation; Help
them in the creation of their policy; Our pool of trainers also helps them in setting up/making their accounting
system and monitor them; assist our cooperatives in implementing the tree growing project (communal garden of
coffee) in partnership with the LGU-La Trinidad.
Cooperative Union of Taguig and Pateros (COUNTPA). We provide consultation and mentoring to our members,
assist them in securing COC, filling up the online CAPR even assist coops who are in the process of dissolution.
La Union Provincial Cooperative Union We promote through constant communication to our members (text,
letter) and distribute fliers.
Cooperative Union of Taguig and Pateros (COUNTPA). We provide consultation and mentoring to our members,
assist them in securing COC, filling up the online CAPR even assist coops who are in the process of dissolution
• .

26. Relationship with members. We have a very good relationship with all our primary
member-affiliates. We always include our members in our trainings. We don’t set
aside our members who haven’t given/remit their CETF. We always include/invite all
our member-affiliates to our trainings, either religiously remitting or not.
CETF Remittance, and Utilization. We encourage them by giving the award to those
consistently remitting; If our primaries forgot to remit their CETF, we remind them thru
text, letter, or visit them, and immediately they will respond/answer; Cooperative
Union of Laguna (CUL). Our primary coops would ask for the union's financial status
before they remit their CETF. This is to see where their remittance is spent/utilized and
an update; We published the primary coops remitting their CETF and the amount
every year. We give a certificate of recognition to the member-affiliates who remit their
CETF. PCU, we have been doing/requiring agreement between our member-affiliates
and the union regarding the obligation of both parties
Patron, Bitonio, & Acosido (2020)

27. Primaries

28. • San Joaquin MPC. Never ending learnings. Continuous education and benachmarkings. Empower
others & being sensitive to the feelings of others; hands are open wide to benefit member and
communities.
• Tubao MPC. Enhance your capabilities. Enhance your knowledge and capabilities time and again to
adapt to present times. Attend trainings and seminars. federation or union. Take the extra mile. Take
the extra mile of advancing your capabilities through research and other methods of learning
available in the internet. Provide opportunities for learning by sending staff to educational trainings
and seminars. Cooperate with other cooperatives and conduct benchmarking activities to learn and
share best practices.
• Calasiao Plant and Related Co. Employees MPC. Based on the belief that EXPERIENCE is the
best guide to knowledge, it Involves studying histories of successful managers.
• NSCC. Never stop learning. Attend various coop activities and learn something. Continuously
enrich your knowledge and skills.
• SACDECO. Through continuous learning and development programs we have dependable and
competent staff working hand in hand with able BODs. Our best practice is the continuous
education of members.
CDA R1 KoopBalitaan, 2021

29. Suyo MPC. Our staff goes from one barangay to other barangays to orient residents about our coop
services. Conduct trainings on PMES to all branches and main office. Conduct wise borrower
seminar(WBS)
Tubao MPC. A laboratory cooperative was also formed to cater to minors and serve as training
ground for its members to prepare them for regular membership. Our methodologies are F2F and
online learnings.
SHSC. Regular conduct of PMES main Office and for all branches
GLEDCO MPC. We have our own pool of trainers to conduct continuous education so they know the
purpose of the coop
SACDECO. “The officers, CEO, managers, staff have their continuous education and lakbay aral
Espinoza & Bitonio, 2022

30. Reference
Patron, N, Bitonio, J and Acosido E. (2020). Allocation, Utilization and
Remittance of CETF: An Assessment. CDA
Espinoza, A. and Bitonio, J. (2022) Facilitating Factors in the Growth and
Development of Large Cooperatives in Region 1: Basis for Policy
Recommendations
CDA R1 KoopBalitaan, 2021

31. WORKERS /OFFICERS - the prime movers. They DRIVE the vehicle with gentle and care to
ensure safe travels along many roads of different directions and shapes – curves, straights,
upwards and downwards, etc.
Execute efficiently our resources based on our plans. Goals and strategies identified in order to
arrive with the expected DESIRABLE OUTCOMES / RESULTS with established processes,
systems, procedures and actions. Periodic monitoring and evaluation; -
assessment/amendment Programs & Services (We evaluate if there is a need to REVISED,
Rebuild & Reinforce
Participation of everyone is vital
compliant to Regulatory Bodies
Maintain affiliations, linkages and connections
Risk Taker - have the guts to try NEW THINGS, never give up - challenges/difficulties unlock the
key to GROW;
Accountable- responsible and committed; good steward
Transparent – promotes open communication, honesty and loyalty;
transformative– teachable & moving from standard to STEP UP; and
Energetic – influencer, set good example, fearless, excited to new
San Joaquin MPC

32. 1. Member Focused
Treating our members as the king of our operation and service
We do not forget the reason of our existence
We take good care of them and aiming always to give them a
good experience
Fast and quality delivery of services
2. Operations Efficiency Focus
Set plans and budget. Yearly, monthly and weekly targets were
set. These must be clear to all employees.
Marketing and selling
Savings Generation
Credit
Managing expenses
Improving Profitability
Daily monitor
3. Community
Actively representing SACDECO
Show support to the programs and projects of institutions in the
place of operation, LGU, schools, churches and others.
4. Change Management. Encourage innovation and ensure preparedness
and stability for change
Sta. Cruz Savings &
Devt Coop

33. 1. Know thyself:
• Qualification. Are you really qualified and fit for the job? As the manager of your
cooperative and the ‘go to guy’, a lot is expected of you from the members, officers
and employees.
• Know your strengths, your weaknesses and limitations. Knowing them would
enable you to respond appropriately to any action and arrive at better decisions.
2. Know your cooperative. Understand the Cooperative’s business. Have a deeper
understanding of the business of the cooperative inside and out because every
decision you make could somehow affect the lives of the employees and members.
3. Know your staff. Humam Resources Policy Manual. Create a Human Resources
Policy Manual and adhere strictly to the provisions.
Communicate or conduct regular staff meeting for information and updates. Ask
feedback from the employees on how to improve operations or on issues affecting
the staff that you can help in resolving
4. Know your community. Information. Gather as much information as you can about
the community to better understand the needs of the residents-members in order to
come up with the products and services they are interested. Make your community
thrive because it is where your cooperative is rooted and where it gets its much
needed support. Give back to show your concern to the community in the form of
community services such as free health or social services.
• CDA. Consult the authority for all needed information and guidance.
• Government. Comply to all rules and regulations and the laws of the Republic of
the Philippines.
Tubao MPC

34. Based on the belief that EXPERIENCE is the best guide to
knowledge, it Involves studying histories of successful
managers.
Operation: Image building (Infrastructure), improved position
on the market, improved technical capabilities, use of
innovations and novel technologies, expansion of product
portfolio, improved access to products, sharing of know-how,
improved quality of products and the value for customers.
 Behavioral Approach Management must be a model in
leading, motivating, communicating with the workers.
 Supports participative/democratic leadership style,
 Avoid “under pricing” your people.
Contingency Approach
 Decision making is contingent on
situations.
• Supports Principle of Conservatism.
Calasiao Plant and Related
Co. Employees MPC