Concept Paper Template

1. General Information
1. Name of
Organization
2. Office Address
3. Email Address
4. Contact
Number
5. Date
established
6. Brief
Organizational
Profile

7. Board of
Trustees

8. Contact
Person/s

METRO SOUTH COOPERATIVE BANK

FOUNDATION INC. (MSCBF)
Rm.4, 3/F, PLDT Coops Bldg., 4718 Eduque Street,
Makati City
mscbfoundation@yahoo.com.ph
403-3056
June 26, 2009
(Max of 60 words)
MSCB Foundation Inc. is the social development arm
of Metro South Cooperative Bank, the first coop bank
in NCR. In the past years, MSCBF has initiated
activities like conferences and trainings for the
improvement of coops. It hopes to contribute to the
progress and development of cooperatives, and in the
campaign to end poverty in the country and its
members
Please enumerate names and position of BOT or
similar governing body
Name
Contact No./Email Address
Fr. Anton CT. Pascual,
0917-5660846
President
antonctpascual@yahoo.co
m
Edita Lauron, Vice03715247209
President
edithlauron@gmail.com
Fr. Serafin Peralta,
09209131128
Treasurer
perry9_08@yahoo.com
Roberto Mascarina,
0917-8547050
Member
ceo@barangkacoop.com
Betta Socorro Salera,
0922-8496480
Member
bsalera@governance.vcfp
h.net
8.1 Maria Cristina Bontuyan, ED
Home: 57 Ablan St., Heroes Hills, QC
Email: cristy.bontuyan@gmail.com
Phone: 0917-3831695 (CP), 403-3056 (office)
8.2 Fr. Anton CT. Pascual, President
Residence: Bahay Pari, San Carlos Pastoral
Formation Complex
EDSA-Guadalupe, Makati City
Email: antonctpascual@yahoo.com
Phone: 0917-5660846 (CP), 895-4359 (Landline)

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9. Project
Timeframe

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2014 2016

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10. Categories to
be addressed by
application
(please check
one or more)

CATEGORIES
Economic Growth

Governance
Trafficking of Persons

Education
Biodiversity Conservation

11. Project Information

Project Title
Target Area/s
Target
Beneficiaries
Project Partners

Strengthening of Small Cooperatives in the Philippines

(Small Cooperatives Help Small People Survive)
Nationwide
60 small/under-capitalized cooperatives 30 rural
based, 30 urban based small cooperatives (30 coops
per year, 10 coops per major islands)
Metro South Cooperative Bank

111. Project Description

3.1 Project Background (200 words maximum)
Out of the total 22,500 registered cooperatives in the country in 2012, ninety percent (90%) or
about 20,000 are considered small cooperatives. Undercapitalized and low net-worth, they
operate with small capital ranging from P3M P5M and asset base, from 500,000 to P5M, which
obviously not enough to cater to the needs of poor members - farmers, farm workers, fisher
folks, ambulant vendors, unemployed people, slum dwellers.
As self-reliant organizations, these coops are faced with the daunting task of making their
organization profitable and stable year to year. According to a case study of Castillo (Cooperative
Banking in the Philippines, DAP), a cooperative that will most likely thrive and grow year to year
are those that have big capitalization, has enough resources, is professionally operated. Sad to
say, these success factors are absent in small cooperatives.
Small cooperatives have to be resource rich and well managed in order to extend services to its
poor members. If assisted, these coops can be transformed into stable, viable organizations that
will uplift the lives of its members. Assistance in the form of managerial, organizational and
financial enhancement will make a big difference in the lives of its poor members.

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3.2 Problem/s to be addressed (150 words maximum) need to edit more than
the max 62

Insufficient resources to run its operation. To grow the business with limited access to capital and
resources presents a big challenge. Due to its smallness of assets, these cooperatives are
considered to be non-bankable and risky. Obtaining capital is hard to obtain.

Mismanagement. In the absence of professional cooperative managers like in most big coops, a
small cooperative is usually run by volunteers who are usually not competent in management.
Usually, these volunteers run the cooperative business by the ear or by hit or miss. With no
technical training on management, most small coops lacks the much needed structures like
systems and procedures even in its simplest form in terms of coop administration, human
resources, financial and market info.

Limited cooperative services to provide to members. More often than not, most small
cooperatives provide credit and consumer services to its poor member in a limited manner. The
challenge is for coops to finance primary economic activities of members that require bigger
funding like rice production or any agribusiness, carinderia or sari-sari store operation. Most
small cooperatives have limited bench or talents that could operate the organization.

3.3 Proposed responses or measures to address the problem/s identified

above (300 words maximum)
a. Capacity Building: This provides access to education and training of stakeholders of small

cooperatives (board members, committees, management and staff), zeroing on small business
operations and stability factors. Included courses to be provided are the CDA mandated course
for coops by accredited trainers from MSCB and other topics that will foster innovations,
customer satisfaction and organizational improvements. Also, technical assistance in the form of
computer education/computerization shall form part of this component. Other creative forms of
learning will be offered to them to increase their knowledge, commitment and inspiration.
b. Business Development: This provides access to credit resources to be used in the operations

and expansion of it community based businesses/coop activities at a price affordable and under
the terms and conditions fitted to their size and commensurate to the risk involve. This also
includes support mechanism in the form of assistance of marketing, livelihood formation/training,
accounts monitoring, capital formation, savings mobilization, access to credit and other technical
assistance.
c. Launching of Coop Hero Awards: At the end of the project (and hopefully annually thereafter), the

most improved small cooperatives shall be recognized and awarded as positive reinforcements.
There are small coops that started as zero and later become heroes after the intervention, the
project shall be awarding most improved coops and best coops among the its beneficiaries
(like the LBPs Gawad Pitak Award).

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d. Social Marketing and Advocacy: This includes cooperative exchange program, placement of

local volunteers and fielding of managers and other experts in cooperative management, as well
as external auditing. Advocacy for cooperative development and helping small coops in their
operations shall be campaigned in the coop movement. Materials/publication shall be published
on a regular basis and other information shall be available in the internet and website.

3.4 Planned activities and outputs (maximum of 10 rows, 1 activity per row;
ex. onsite capacity building; detailed steps for each set of activities are not
required at the this stage)
Proposed Activities
1. Capacity Building activities
Strategic Planning
On-site training on coop operations/
clinicking
CDA Mandated Trainings
Learning Visits
Computerization & Training
Communication Training

2. Business/Livelihood Development
Small capital grant to livelihood projects
Livelihood trainings
Marketing Assistance
Supervised lending/access to credit
3. Capital Formation Financing
Small capital/equity grant to cooperatives
4. Upgrading of office systems
Development of computer applications
designed for small cooperatives
(accounting, loans apps)
Distribution of Computer and printer
5. Social marketing/advocacy for the small coops
among big coops/urban based coops
Conduct/Sponsorship of trade fairs during
coop month celebrations and other
auspicious dates
Networking
6. Video-documentation of the micro-coops
beneficiaries
259334004.doc

Expected Outputs

Strategic Management Paper for Coops

Vision/Mission Goals Statements
Situational Analysis
Forms, procedures and manuals of
operation
Documentation of procedures
Clear job description of managements
Case studies
Technical trainings i.e. accounting
system for small cooperatives
Financial performance increase in
income, increase in loans
Membership expansion
New small businesses in the community
owned by coop members

Financial performance (increase in

loans, income)

Software/applications
Manual of operation
Computerized accounting, etc
Survey on usefulness
Higher profit of coops
Better financial performance
Increase sales

Videos

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7. Launch of zero to hero coop awards (ala-Gawad

Pitak Award) among beneficiaries
Partnership Building
Screening of prospective participants of the
contest
Fund-sourcing for awards
Media
8. Communication/advocacy through internet

Criteria
Partnership building
Prizes

Website
Regular periodicals

3.5 Describe what makes your concept unique and innovative and how its
expected outputs can achieve the anticipated outcomes or required
indicators (250 words maximum)

It is not only through, neither eating of fish nor teaching them how to fish but the project also
aims to nurture the sea and ocean where fishes grow.
Small cooperatives are made up of small people who are in need of incentives to continue with
their livelihood activities like farming, fishing, selling, etc., in order to support themselves and their
families. With little resources to put into their small businesses, these poor people will rely on the
help of cooperatives to augment the daily needs of their economic activities and other
requirements.
Small cooperatives support the dreams of the poor people to have a better life and to get out of the
dehumanizing appearance of poverty. Partnering with an organized entity will to sustain the
aspirations of poor members and their communities for better life, and uphold dignity of people.

To be submitted to:
Chief of Party
Phil-Am Fund, Gerry Roxas Foundation
18th Floor, Aurora Towers, Amanita Centre, Quezon City
Email: philamfund@gerryroxasfoundation.org
Usaid.philamfund@gmail.com

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