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FOURTEEN STRATEGIC POINTS OF AWARENESS FOR EFFECTIVE COOPERATIVE LEADERSHIP  :

 A Compendium of Standard Training Courses for Cooperative Officers

 

A Research Proposal

The study will be undertaken in aid of government policy implementation related to Cooperatives-  

It is the declared policy of the State to foster the creation and growth of cooperatives as a practical vehicle for promoting self-reliance and harnessing people power towards the attainment of economic development and social justice. The State shall encourage the private sector to undertake the actual formation and organization of cooperatives and shall create an atmosphere that is conducive to the growth and development of these cooperatives...(1)cralaw

 

Specifically, the study aims to develop a set of interrelated courses consistent with the standard training curricula for cooperative officers prescribed by the Cooperative Development Authority (CDA) per CDA Memorandum Circular No. 2011-14 -

 

This training curriculum focuses on the development of competencies of the cooperative officers for them to effectively perform what is expected and required of them in the cooperative.(2)

Thus, the proposed study is expected to produce for an output : a compendium of fourteen training modules corresponding to the fourteen courses outlined in the CDA standard curricula -

The Training Providers are expected to develop their own training modules and instructional materials from the standards herein prescribed...(3)

 

The proposed study will necessarily include a review of related CDA Memorandum Circulars as well as documents from partner/client cooperatives that define cooperative officers' duties, functions and responsibilities; and the latest information from recent researches on the subject.

The document analysis method will be used complemented by focus group discussion with partner/client cooperative informants.

 

The hypothesis, as well as the theoretical and conceptual frameworks for the study will be drawn from the historical cooperative discipline of "associative intelligence" or "a belief that there is a special kind of knowing that emerges when people work together effectively.” (4)

 BACKGROUND OF THE STUDY 

 

 

The Cooperative Development Authority  (CDA) issued a call for training partnership through CDA Memorandum Circular No. 2011-01  dated 22 February 2011 –

 

Pursuant to Article 44 of Republic Act 9520 (RA 9520) and Section 5 of Rule 7 of its Implementing Rules and Regulations (IRR), this Authority hereby adopts and promulgates these Guidelines on the Accreditation of Cooperative Training Providers…

 

Accreditation - for the purpose of this document, accreditation refers only to the accreditation of providers of education and training services to cooperatives;

 

The Authority - refers to the Cooperative Development Authority (CDA);

 

Trainers - are individual persons who belong to the pool of trainers and possess the qualifications required for the trainer;

 

Training provider - refers to institution or organization providing/offering training courses either short courses, skills programs and full qualifications…

 

The Polytechnic University of the Philippines-College of Cooperatives and Social Development responded and was granted Accreditation as Training Provider with CDA Certificate No. 049 -

 

 

 

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THEORETICAL FRAMEWORK OF THE STUDY

 

We also draw the theoretical framework of this study from Ian MacPherson’s resuscitated idea of Associative Intelligence or what may also be referred to as : Co-operative Learning -

 

The concept of associative intelligence, which might also be traced back to the revolutionary ferment of the Eighteenth century,  was  reflected  in many of the early co-operatives of England : those who joined them were called  "associates"  not "members,“  the name the movement ultimately adopted and still uses…

 

But how can we begin to understand this dimension of co-operative learning?

 

There can be no hope of resuscitating the same integrated co-operative  educational  programmes  in  the  old  ways:  the times are different if not out of joint;  the structures  of  our  society,   the  development of  knowledge,  the  methods  of  learning  are   hardly comparable.    It  might   help  contemporary  co-operative  enthusiasts,  though,  to    reflect  on  the interconnectedness  of  co-operative  education  in the  golden age and envision how a similar result might  be  achieved  in  our time, but one based on their own realities,  technologies and institutional associations.

 

Thus, the nature and conduct of training courses we envision in the Fourteen (14) Strategic Points of Awareness for Effective Co-operative Leadership involve the participatory process of development. The co-operative character of “working together” necessarily translates into “learning together”. The compilation and organization of materials for the training will heavily rely on the contribution/participation of client-partner-primary co-ops, ie, Cooperative Annual Performance Report (CAP R) and other Regulatory Compliance Requirements, Reports and Schedules/Focus Group Discussion process.

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CONCEPTUAL FRAMEWORK OF THE STUDY  

 

The Theoretical (Participatory Development) Framework is translated into a Conceptual (ICT-Enhanced Graphic) Framework consistent with Dr. MacPherson idea of adaptation with present day knowledge-based economy technologies - 


The emergence of knowledge-based economy and of knowledge workers have been predicted a decade before year 2000 (Y2K) - The source of power is moving from wealth in the Industrial Age to knowledge in the Information Age (Alvin Toffler, 1990). Projects will be formed by multi-function, multi-disciplinary teams who will have access to any and all information they need to achieve success. Team members will, in fact, be knowledge workers (Peter Drucker, 1988).

 

Another information technology genius predicted : How you gather, manage, and use information will determine whether you win or lose. The winners will be the ones who develop a world-class digital nervous system so that information can easily flow through their communities for maximum and constant learning (Bill Gates, Business @  the Speed of Thought, 1999).

 

Connectivity is a key. In this knowledge economy, it means 24/7 digital connectivity. But even more critical is the ability to handle the information content of connectivity. In the words of Daniel Burrows  : We must learn to extract the knowledge from the information, put it into dynamic form, and communicate it to cause action (Daniel Burrows, Techno Trends, 1993).          

 

Let us celebrate Bill Gates’ genius in this regard, adopt his digital nervous system idea and make information and communication technology serve the Co-op cause also considering Dan Burrows' advice.

Applied to the present study -

 

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SCOPE  AND LIMITATION OF THE STUDY  

The  study will focus on the “Standard Training Curricula for Cooperative Officers” prescribed by the Cooperative Development Authority, specifically, on the individual course curriculum developed by the CDA-CEF Team for the following courses :  ​

 

 

 

  1. ​Basic Cooperative Course
  2. Cooperative Managememt and Governance
  3. ​Financial Management
  4. Conflict Management
  5. ​Parliamentary  Procedure
  6. ​Leadership and Values Reorientation
  7. ​Strategic Planning
  8. ​Audit Management
  9. ​Records Management
  10. ​​​Entrepreneurial  & Business Management
  11. ​​Basic Accounting for Non-Accountants
  12. ​​​Internal Control
  13. ​​Rules Formulation
  14. ​Cooperative Standards

​​​SIGNIFICANCE OF THE STUDY

 

While the present task may be viewed as a manner of compliance with a specific CDA mandate, the process may partake of the nature of a planned change intervention or a co-operative action research undertaking for both the partner/client Co-operative and the training service provider, thus, the study is expected to  significantly benefit both parties,

 

·     The partner/client cooperative as intentionally identified by the CDA  will be directly benefited by the study as “This training curriculum focuses on the development of competencies of the    cooperative officers for them to effectively perform what is expected and required of them in the cooperative.”

 

·    The PUP-CCSD Information and Training Services Unit, Faculty-Trainor and Student Volunteers as they enhance their research skills and increase their collection of new knowledge.

 

·  The co-operative sector as the knowledge product : 'A Compendium of Training Courses for Co-operative Officers’  is shared with the national, regional and international Co-operative societies.

 

 

D   DEFINITION OF TERMS

The following terms and definitions are adopted and/or stipulated to fit into the paradigm of the study that is expected to produce a distinctively co-operative knowledge product – a compendium of fourteen training courses for Co-operative officers.

1. Associative Intelligence – necessary knowledge commonly aspired for and consciously acquired in the process of working together by members of Co-operatives who accord each other the title of respect and of co-equal status :  associate.

2. Compendium – The proposed study output developed through a framework of interrelated training workshops involving partner/client Co-op contribution and participation : documentary records and human resources, etc.

3. Knowledge Administrator – PUP-CCSD Officer issuing call and authority for the production of new knowledge and propagation of the same through trainings, formal and non-formal.

4. Knowledge Manager – PUP-CCSD Officer/designee authorized to develop training modules and organize training packages in response to CDA mandate naming PUP-CCSD as Training Provider  pursuant to the Philippine Cooperative Code provision – Art. 44, R.A. 9520.

THE STATEMENT OF THE PROBLEM

Subsequently, the CDA issued MC 2011-14 prescribing a Standard  Training Curricula for Cooperatives to guide Training Providers in implementing Art 44  of R.A. 9544 –

 

The Standard Training Curricula for Cooperatives is being prescribed by the Cooperative Development Authority pursuant to the Article 44 of Republic Act No. 9520 and Rule 7, Section 5 of its Implementing Rules and Regulations (IRR), which provides that ”Officers of the Cooperative shall be required to undergo necessary training conducted by cooperatives, federations and/or other trainers or training institutions duly accredited by the Authority. The training program should contain the minimum requirements in the module/curriculum as prescribed by the Authority…”

 

This training curriculum focuses on the development of competencies of the    cooperative officers for them to effectively perform what is expected and required of them in the cooperative.

 

The standards set in this curriculum are the minimum requirements that the Accredited Cooperative Training Providers must include in the training that they will offer to the cooperatives. The Training Providers are expected to develop their own training modules and instructional materials from the standards herein prescribed...

 

Hence, the Problem –

What learning modules should comprise the standard training curricula for cooperatives as prescribed by the Cooperative Development Authority in CDA MC No 2011-14?

   5. Knowledge Paradigm – Theoretical and Conceptual framework used in the study.

  6. Knowledge Partner – Co-operatives, Unions, Federations, Primary societies consulting and forging service

   engagement contracts/memorandum of Co-operation with PUP-CCSD for the conduct of the CDA Standard 

   Training Curricula for Cooperative Officers.​

  7. Knowledge Product – Training Output which will be referred to as a Compendium of Standard Training

 Courses for Co-operative Officers. Individual training outputs corresponding to the fourteen  CDA-prescribed courses will also be referred to as knowledge product.​

 

  8. Knowledge Worker(s) – Faculty-Trainor and Student Volunteers comprising the PUP-CCSD training team.

​​REVIEW OF RELATED LITERATURE AND STUDIES

Review of literature will focus on the individual courses listed in the CDA Standard Training Curricula and will be reported in separate sub-headings - (CLICK SUB-HEADING  TO READ)

 

1 Point of Departure : NOTES ON COOPERATIVE BASIC COURSE

2 Point of Harmony : NOTES ON COOPERATIVE MANAGEMENT AND GOVERNANCE

3 Point of Transparency : NOTES ON FINANCIAL MANAGEMENT

4 Point of Creative Tension : NOTES ON CONFLICT MANAGEMENT

5 Point of Order : NOTES ON PARLIAMENTARY PROCEDURE

6 Point of Congruence :  NOTES ON LEADERSHIP AND VALUES REORIENTATION

7 Point of Prayerful Discernment : NOTES ON STRATEGIC PLANNING

8 Point of Vigilance : NOTES ON AUDIT MANAGEMENT

9 Point of Efficiency : NOTES ON RECORDS MANAGEMENT

10 Point of Fair Exchange : NOTES ON ENTREPRENEURIAL AND BUSINESS MANAGEMENT

11 Point of Systematic Double Entry : NOTES ON BASIC ACCOUNTING

12 Point of Watchfulness : NOTES ON INTERNAL CONTROL

13 Point of Stability : NOTES ON RULES FORMULATION

14 Point of Sustainability : NOTES ON COOPERATIVE STANDARDS

RATIONALE OF THE STUDY

The nation’s literacy is the people’s responsibility and the co-operative movement’s responsibility as well by virtue of its self-embraced value of social responsibility and principle of concern for community. The responsibility is first and ​foremost a responsibility for its own pursuit of excellence -

Co-operatives 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 (5th Principle, ICA Statement on The Co-operative Identity).

Education is the lifeblood of the movement

“If co-operatives, co-operators and their movements are to accomplish anything distinctive and permanent, they must ultimately be concerned with ideas not just groceries and interest rates though they too are important. In turn, ideas are the ultimate subject matter of all educational activities, be they formal, nonformal or informal, practical or theoretical.

Thinking about the educational activities of co-operative movements and their organizations are important for other reasons. A co-operative’s educational activities shape its impact on its stakeholders, members, elected leaders, staff, members, and communities. They are, or should be, central in the preparation of a co-operative’s social audit, now an increasingly common kind of evaluation within co-operative circles. They should figure prominently in the current discussions of the inter-relationships between co-operatives and other institutions within the social economy tradition. They should be emphasized by co-operative organizations as they aspire to live up to their obligations to their communities in keeping with the intent of the seventh principle of the International Co-operative Alliance’s 1995 Identity Statement.

In fact, it can be argued that in subtler but no less important ways, "education" is as significant to that principle as it is to the fifth, the one that deals specifically with education.”

(Ian MacPherson, Encouraging Associative Intelligence : Cooperatives’

Shared Learning and Responsible Citizenship, Manchester, 2002

Thus, the continuous education and training of co-operative members and officers cannot be overemphasized.

Sub-Problems

1. What lessons should comprise the the standard training course on Basic Cooperative Course?

2. What lessons should comprise the standard training course on Cooperative Management and

    Governance?

3. What lessons should comprise the standard training course on Financial Management?

​4. What lessons should comprise the standard training course onConflict Management?

5. What lessons should comprise the standard training course on Parliamentary  Procedure?

6. What lessons should comprise the standard training course on Leadership and Values

    Reorientation?

7. What lessons should comprise the standard training course on Strategic Planning?

8. What lessons should comprise the standard training course on Audit Management?

9. What lessons should comprise the standard training course onRecords Management?

​10.What lessons should comprise the standard training course on Entrepreneurial and Business

     Management?
​11.What lessons should comprise the standard training course on ​​Basic Accounting for

     Non-Accountants?
12.What lessons should comprise the standard training course on Internal Control?
13.What lessons should comprise the standard training course on Rules Formulation?
14.What lessons should comprise the standard training course on Cooperative Standards?
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METHOD OF STUDY

The Document Analysis design will be used for this study complemented by the Focus Group Discussion method.  These methods best demonstrate the historical Co-operative discipline known as “associative intelligence,” also referred to as Co-operative Learning  -


Co-operative education in its glory years was also concerned with what was called by some at  that time  "associative intelligence,"  a belief  that there  is  a special kind of knowing that emerges when people  work together effectively;  a conviction that  people through  working together  could learn skills that would make collective behaviour more  economically rewarding, socially beneficial  and personally satisfying... But how can we begin to understand this dimension of co-operative learning? According to the more characteristically laboured ways of our times, we would earnestly produce a list that deconstructs the words into their most obvious emphases. Perhaps the list would include the following aspects of education: the dispensing of information, providing training, encouraging reflection, creating knowledge and facilitating learning.

Education as Dispensing Information

Like any movement, like any institution seeking to establish a relationship with its supporters, the co-operative movement and its organizations have an essential need to distribute information...

Education as Training

One of the most obvious needs people face when they start co-operatives, from the nineteenth century to the present time, is the need for training in the kinds of competencies required for the adequate performance of their duties. In the formative period of the movement in each country, the volunteer leadership, often drawn from segments of the society with limited formal education, needed to learn the skills and understandings required to run meetings, engage members, carry out simple business practices and communicate effectively. The results were remarkable programmes in adult education; indeed, the main reason why the flowering of co-operative education occurred...

Education as Encouraging Reflection

There has always been a tension within co-operative educational circles between those who would emphasize practical, specific training and those who would stress broader – sometimes called philosophical – education. That tension will never disappear and in balance it often leads to healthy debates... An encouraging [development] is the gradual development of Co-operative Studies as a field of enquiry. It is one of the most promising developments for the stimulation of reflection – if it has the opportunity to grow as it could. It will help to create the new knowledge – and the new ways of thinking about old issues – upon which more meaningful reflection can be based. It could provide the space – intellectual and programmatic – that co-operators have long said they wanted in the academy, still, despite the pressures, one of the few possible locations for sustained, reflective discussion.

Education as Creating Knowledge

In the late nineteenth and early twentieth century, co-operative education enjoyed the benefits of a rich and expanding, fresh and controversial, base of knowledge. Much of it was experiential, derived from what co-operators were learning in their local societies. It was concerned with such basic questions as the following. How to take stock in the local stores? What amount of stock was reasonable? How to set budgets? How to distribute work? How to decide what a board should do? What a manager and staff should do? Should the co-op extend credit to members? As the wholesale emerged – and with it its banking, insurance, farming and worker co-partnership enterprises -- the questions became more complex: how to structure second and third tier organisations? how to accommodate the demands of workers? how to adapt democratic forms to steadily more complex institutions? how to develop appropriate relationships with movement in other countries? how to transcend different understandings from different cultural backgrounds and types of co-operative enterprise? They were challenging questions that drew the best co-operative minds of the times and a variety of different answers...

Education as Facilitating Learning

Beneath the co-operative approach, particularly in the golden age of co-operative education, there was a boundless faith in the capacity of the human mind and spirit: the optimism of Robert Owen about human nature and sometimes even a little bit more. The challenge was not so much what should be taught but how to facilitate the natural human capacity to learn. And learning took many forms, embracing the arts and sciences as well as bookkeeping. It usually involved learning in groups, in sharing ideas, in appreciating differences, in fostering openness. For the true co-operative visionary, it was the encouragement of associative intelligence.

In short, it was, at its ideal, co-operative learning, engaging both the young and old. It was a conviction that human beings continuously learn, a belief long held in the movement before the 1990s created the buzzwords of life-long learning. These convictions can be seen fairly readily in the curriculum, the teaching methods, the resource materials even the architecture of buildings preferred by co-operative educators. It is perhaps the subtlest of emphases within the co-operative educational tradition. It tended to lose out because of the greater attractions of other kinds of education. It may be the hardest to recapture; it may the one most essential to the revitalization of an honourable tradition. It may be the best contribution the co-operative movement can make to an informed, resourceful and empowered citizenry, the essential requirement for a genuinely democratic society.

- (Ian MacPherson, ibid.)

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