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CLSU-DAR-DAP Agrarian Reform Infrastructure Support Program II-Institutional Development Component: The Case of Singalat Primary Multipurpose Cooperative, Singalat, Palayan City and Casa Real Primary Multipurpose Cooperative, Laur, Nueva Ecija

The Agrarian Reform Infrastructure Support Project (ARISP II) with its Institutional Development Component (IDC) aims to provide assistance and strengthen the Sunrise Singalat Primary Multipurpose Cooperative (SSPMPC) in Palayan City and Casa Real Primary Multipurpose Cooperative (CRPMPC) in Laur, Nueva Ecija. The intent is to help these cooperative become financially viable and maximize its business personality and potentials and capability of providing financial resources to the different organizations within the Palayan City and Laur ARCs. The Development Academy of the Philippines (DAP) and the Department of Agrarian Reform (DAR) choose Central Luzon State University (CLSU) as local-based partner institution (LBPI) in empowering the subject cooperatives. A Memorandum of Agreement (MOA) was officially signed on July 10, 2003 by the CLSU President Rodolfo C. Undan, DAP Area Manager Monina G. Hernandez, and South Nueva Ecija Provincial Agrarian Reform Officer Alfonso A. Rayo. But the development cooperation took effect as early as July 1, 2003. Board of Directors (BOD) and Members of SSPMPC learned that everything they do in the name of SSPMPC, their decision must be based on the constitution and bylaws and articles of incorporation. Through LBPIs coaching and assistance, BOD of CRPMPC accomplished all requirements needed for the cooperatives application for reactivation of operation and on August 25, 2003, the cooperative was able to secure a copy of listing of operating cooperatives where CRPMPC was included. Vision, mission, goals and strategies (VMGS) of SSPMPC were reviewed which helped the members realize the importance of cooperative. Eighty percent of the total active members attended the orientation activity. While activity on the VMGS of CRPMPC was participated in and solely done by most cooperative officers and members last October 2002. It was documented and 67 copies were distributed to cooperative members and potential members. In two years of intervention SSPMPC was able to recruit 15 new members while the CRPMPC was able to increase its membership up to 79 or recruited 20 full pledge members based on the target 24 stated in Cooperative Development Plan (CDP) for 2.5 years. Participation of active leaders in all the internal and external activities of the cooperatives is one of the strengths of SSPMPC. In case of CRPMPC, 42 out of 79 members were active while 37 were inactive. Formulation of SSPMPCs Development Plan for 2003-2005 was participated in by BOD, COMAT and 50 percent of the members, its content were clearly disseminated to members and explained by the officers. Casa Real PMPC formulated its Development Plan in December 2002. BOD in both cooperatives participated actively in all organizational activities and provided policy dissemination and targets, and developed a second line of officers. The structure shows that in both cooperatives the BOD and COMAT led the implementation of action plans. With the help of policies, systems and procedures (PSPs) the cooperative were able to make check and balances. Proper disposal of funds and systematic documentation were improved to prevent unwanted disposal of funds. With the implementation of Agricultural Development Support Program (ADSP) of DAR, SSPMPC was able to increase its internal source of income from Php32,000 to Php46,000 capital build up (CBU) in two years (2002-2004). In case of Casa Real PMPC, only 25.56% or Php6,500 CBU collection was accomplished based on the target CBU of Php31,600 (2003-2005), because the cooperative concentrated mainly on collection of old loans of members. Both cooperatives have low mortuary or savings of low family income or because the members are below poverty threshold. Both cooperatives are become efficient in terms of financial records after attending trainings and undergoing regular orientation. They have the capacity to prepare simple feasibility study. But, they still need continuous assistance and to consult professionals to produce feasibility study. Sunrise Singalat PMPC and Casa Real PMPC established linkage and coordination with the different agencies and stakeholders and other cooperatives like New General Ricarte Primary Multipurpose Cooperative. After two years of rendering technical assistance to SSPMPC and CRPMPC, both yielded meaningful result on the following aspect; mature General Assembly, clearer cooperative intent and direction, expanded membership, stronger leadership, firmer structure, defined PSPs, financial management, financial viability, wiser control of resources, and networking. Continuous monitoring and meetings with the subject cooperative and ARISP II stakeholder are needed to identify and address potential problems that may arise, continuous support to the assisting agencies and follow the sustainability and development plans. Sunrise Singalat PMPC encountered problems regarding slow review of training proposal by concerned authorities, awareness in AIT meetings, and partisan politics. While in Casa Real PMPC, members are scattered in 6 different places namely Sitios Casa Real, Mainit, Palanas, Labney, Pintol and San Isidro. Members are below poverty threshold and similar in SSPMPC, there is also slow review of proposals.


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