Asian Women in Co-operative Development Forum

PWDs co-op undergoes gender training

2012-01-26T23:56:00.000-08:00

AWCF held the “Gender Sensitivity Training (GST)” for the Philippine organization National Federation of Cooperatives of Persons with Disability (NFCPWD). Upon NFCPWD's invitation, AWCF conducted the GST on January 24-26, 2012 in Ermita, Manila, Philippines.

The AWCF team was led by Executive Director Ms Salome Ganibe. Mr. Anthony Sese, gender trainer of Ligas Kooperatiba ng Bayan sa Pagpapaunlad (LKBP)-Bulacan, assisted AWCF in conducting the GST.

GST for persons with disabilities

2012-01-26T23:51:00.000-08:00

AWCF held the “Gender Sensitivity Training (GST)” for the Philippines's National Federation of Cooperatives of Persons with Disability (NFCPWD). Upon invitation from NFCPWD, AWCF conducted the training on January 24-26 in Ermita, Manila, Philippines. The AWCF team was led by its Executive Director Ms Salome Ganibe. Mr. Anthony Sese, gender trainer of the Ligas Kooperatiba ng Bayan sa Pagpapaunlad (LKBP)-Bulacan, assisted AWCF in the conduct of the GST.

New Year 2012 Greetings!

2011-12-25T22:47:00.000-08:00

Dear Friends,

In every new year, those involved in development work have the opportunity to make things even better. The combined efforts of people and organizations directed to the common good can make accomplishments possible despite challenges along the way.

In 2012, we in AWCF wish the best for our partner co-operatives and agencies. With renewed fervor, let us make each day count as we continue helping improve the lives of women and men in our communities, nations, and regions.

Happy New Year!

from the Asian Women in Co-operative Development Forum

Co-op GFPs continue to build skills

2011-12-16T21:53:00.000-08:00

In the latter part of 2011, AWCF brought together gender focal persons (GFPs) and alternate GFPs of 15 Philippine co-operatives through the event called “Co-op GFP Forum and Writing Seminar on Documentation and Reports.” The event was among the monitoring and capacity-building activities that the co-ops from the country’s Luzon, Visayas, and Mindanao island groups are undertaking as participants in the “Promoting Gender Equality Among Co-operatives in the Philippines” Project of AWCF. The Project is under the “Advancing Civic Capacities for Effective and Sustainable Services to the Poor (ACCESS to the Poor)” Programme (2010-2012) in the Philippines of the Swedish Cooperative Centre (SCC), with fund support from the Swedish International Development Cooperation Agency (SIDA). All the co-ops’ GFPs were expected at the event held October 11-15, 2011 at the OCCI Bldg. in Ormoc City, Leyte. But the typhoon in Leyte at that time restricted participation to five Luzon-based and two Visayas-based co-ops (including the host-co-op). Thus AWCF decided, with support from SCC and also from the different co-ops’ management, to hold a similar event on November 23-26, 2011 at the NATCCO Bldg. in Quezon City, Metro Manila. GFPs from Visayas- and Mindanao-based co-ops joined the Quezon City conduct, with some GFPs from Luzon also in attendance. The AWCF Secretariat, led by Executive Director Ms Salome Ganibe and Program Coordinator Ms Angelita Valdez, facilitated the Ormoc and Quezon City events. National Confederation of Cooperatives (NATCCO) Chief Executive Officer Ms Sylvia Okinlay-Paraguya, who is also an Election Committee Officer of AWCF, gave welcome remarks to the participants at the opening of the event in November.

Updates given
The GFPs are the lead persons in their co-ops’ gender equality (GE) programs, together with the co-ops’ GE role models. To start the Forum and Seminar (both in Ormoc and Quezon City), the GFPs updated one another on the progress of their co-ops’ GE activities as of September 2011, using the “AWCF-SCC Project Monitoring Matrix” and their prepared co-op presentations. The GFPs reported varying levels of their co-ops’ accomplishments with regard to GE activities. They mentioned accomplishments like the continuous GE training and seminars done; co-ops’ creation of plan and allocation of budget for GE activities; integration of gender in various co-op programs and services; and overall increased awareness of GE issues and concerns in the co-ops, among other accomplishments. They also outlined challenges that their co-ops still need to face as organizations advocating GE. Ms Ganibe and Ms Valdez reminded the GFPs that it is important to always highlight results of GE activities or efforts in their reports, especially in relation to or involving the AWCF-SCC GE Project’s objectives. They said that reporting in this manner will enable focus on the impact of the objectives’ results amid the many activities that happen in co-ops.

Writing seminar conducted
In the GE Project’s “Monitoring Forum” held June 2011 in Vigan City, Ilocos Sur, Philippines, the GFPs raised the need to improve their writing and documentation skills. This felt need by the GFPs also came out in the results of the “Competency Survey” that AWCF had conducted among them this year. Developing these communication skills, the GFPs said, will help them become even better GE advocates/trainers and co-op staff. Thus to help address this need, AWCF in this latest Forum had incorporated a seminar to engage the participants on various topics of writing and on the use of different media to record, archive, and/or disseminate written or produced materials. To further guide the GFPs on applying language and writing style, they were made to go through certain exercises at the seminar and were also given feedback on their write-ups that they had submitted before the event. The giving of feedback to the GFPs on their write-ups was meant to show their strengths and areas for improvement as communicators. Ms Cecile Abis, an AWCF consultant, served as resource person for the writing seminar.

Enhancement continued on HR manuals
Also at this Forum, AWCF asked the GFPs for progress updates on the development and/or enrichment of their co-ops’ human resource (HR) manuals. For the GE Project, AWCF has been working with the 15 co-ops to review the “GE-friendliness” of their respective HR manuals. The review and enrichment of these manuals is part of the efforts of integrating GE concepts in the co-ops’ systems, policies, and procedures, thus making them gender-fair employers. Ms Merlene Flores, an AWCF consultant, facilitated the GFPs’ reporting at the Forum on the progress of their manuals. AWCF had tapped Ms Flores to visit and work in the past months with the 15 co-ops to help them in enriching their HR manuals with GE provisions. These GE provisions are geared to benefit both women and men.

Action points taken
Toward the end of the Forum and Seminar, Ms Ganibe handled the discussion among the GFPs on action points that they will carry out in their co-ops back home. Among these action points for the co-ops are: • the naming as “Co-op GE Program” all the GE activities and advocacy that the GFPs and their co-ops are doing (which would also include the development and enhancement of the GE manuals and HR manuals; formation and/or continued enrichment of the GE committees and GFPs; and allocation and implementation of the GE plan and budget) • the reinforcement of co-ops’ election guidelines and membership policy with regard to GE concerns • the continuation of training activities like GE sessions and seminars, and similar events to orient and capacitate officers and staff on the GE-strengthened HR manuals • the establishment and strengthening of advocacy and linkages for GE with the national and local government units and co-op federation at the national level • the documentation of GE success stories and good practices. A total of 28 GFPs and alternate GFPs attended the Forum and Seminar in Ormoc and Quezon City (18 females and 10 males). During the event (at both venues), the participants had time for more bonding with one another as they together visited places of interest near the venues and also shared camaraderie with group hugs, laughter, and music in the fellowship night. The participating Philippine co-ops in this AWCF-SCC GE Project are (Luzon) Abra Diocesan Teachers and Employees Multi-Purpose Cooperative; Ligas Kilusang Bayan sa Pagpapaunlad; Nueva Segovia Consortium of Cooperatives; St. Martin of Tours Credit and Development Cooperative; and Sacred Heart Credit and Development Cooperative; (Visayas) Bosconian Multi-Purpose Cooperative; Cordova Multi-Purpose Cooperative; Dumanjug Multi-Purpose Cooperative; Lamac Multi-Purpose Cooperative; and Metro Ormoc Community Cooperative; (Mindanao) Mindanao State University–Iligan Institute of Technology (MSU-IIT) Multi-Purpose Cooperative; Paglaum Multi-Purpose Cooperative; Panabo Multi-Purpose Cooperative; Pantukan Chess Club Cooperative; and Tagum Cooperative.

More photos at http://www.facebook.com/media/set/?set=a.295383820506526.72820.100001047316688&type=1&l=b8052976ac

Gender focal persons of Philippine co-ops hold seminar

2011-11-30T17:57:00.000-08:00

“Global300 Report 2010” announces world’s largest co-op enterprises

2011-11-02T08:34:00.000-07:00

The International Co-operative Alliance (ICA) launched on October 31, 2011 in New York City, USA, the “Global300 Report 2010,” which announced that the largest 300 co-operative enterprises in the world have a collective revenue of USD 1.6 trillion, comparable to the gross domestic product (GDP) of the world’s ninth largest economy.

The Report detailed that although co-operatives were affected by the global financial crisis in 2008, they provided stability and security due to their measured risk model and their emphasis on services to members–not just profits. As a result, the co-op model represents an important contribution to the economic and social well-being of populations and their communities. As ICA President Dame Pauline Green has said, “The diversity and robustness of the co-operative business model is based on principles and values. This is why co-operatives were resilient during the global financial crisis, employing over 100 million people worldwide and enabling the development and welfare of societies in the most competitive economies.”

The Report analyzed the co-ops by seven sectors: Agriculture/Forestry, Banking/Credit Unions, Consumer/Retail, Insurance, Workers/Industrial, Health, Utilities (and others). It detailed how the global financial crisis affected each industry. While co-operatives were not immune to financial hardship, their flexibility in responding to the shifting markets and the trust of their members enabled these businesses to survive and thrive.

The launch of the Report coincided with the United Nations (UN) “International Year of Co-operatives” in 2012, a monumental year that will provide a platform to educate the public on the strength and socio-economic value of co-operatives. Over the course of 2012, co-operatives around the world will join together in a series of events to raise awareness of the impact and importance of the co-op model on societies and economies around the world as well as promote their growth.

ICA is the global voice for the values-based business model of the co-operative, uniting co-ops worldwide and providing a forum for knowledge and concerted action. ICA was established by co-operatives in 1895, with current members in almost 100 countries representing one billion people. Co-ops are successful values-based businesses owned by their members. Whether they are customers, employees or residents, the members get an equal say in the business and a share of the profits. Employing 100 million people, co-ops are significant economic actors in many different sectors like agriculture and fisheries, retail, banking and financial services, housing, production, transport and tourism, and other sectors. The theme of the 2012 “International Year of Co-operatives” is “Co-operative enterprises build a better world.” More information is available at ica.coop

--Press Release from ICA, October 31, 2011

Transformative Leadership in Co-ops (Real Leadership)

2011-10-25T01:30:00.000-07:00

Transformative Leadership in Co-ops
(Real Leadership) by Edgar Parnell

Paper delivered by Mr. Edgar Parnell, one of the resource speakers at the “Regional Conference on Transformative Leadership for Co-operatives in Asia: Transforming Leadership, Transforming Co-operatives, Transforming Society,” held November 26-28, 2003 in Thailand, organized by the Asian Women in Co-operative Development Forum (AWCF). AWCF is a regional resource center and advocacy body on gender and co-op development in Asia. AWCF website: coopwomen.org

Mr. Parnell has undertaken consultancy and people development assignments in the United Kingdom (his home country) and in over 30 other countries, including those concerned with the governance of co-ops, finance and taxation, the requirements for co-op legislation, feasibility studies for the setting up of co-ops, reviewing aid programs to co-ops, installing and evaluating training and leadership development programs for co-ops and mutuals, and developing strategies for the reorganization of co-op systems. As chief executive of the Oxford-based Plunkett Foundation from 1984-1998, he was responsible for supplying a wide range of support to co-ops and related organizations, including managing development and research projects.

Much of his work has involved developing people to take on leadership roles, especially in providing leadership development programs for UK and European agricultural co-ops. He has also designed and implemented programs for emerging leaders, following the collapse of communism, for co-operatives in Russia, Poland and other Eastern European states. Work has also been undertaken in designing and delivering essential leadership development for several developing countries.

Objective
The objective of this paper is to examine the functions of leadership and the significance of competent leaders in the overall success of co-operatives. The leaders concerned include both leading members’ representatives (referred to as “directors”) and senior professional managers (referred to as “managers”). Another objective of the paper is to identify the main traits and competencies required in such leaders and to establish what can be done to develop competent leaders able to play a dynamic role in developing co-ops in the future.

Methodology
The conclusions presented within this paper are substantially based upon the empirical evidence collected by the author over a period of 45 years of direct involvement in co-operative enterprises in more than 30 different countries. These conclusions have been supplemented by a limited amount of specific research, mainly through structured interviews and group consultations with United Kingdom (UK) co-op leaders, and a study of recent English language literature on the topic of leadership in general.

The Nature of Leadership
The leadership function
Leadership is the process in which an individual influences other group members toward the attainment of group or organizational goals.1 The quality of leadership determines the success of all forms of organization, and none more so than co-operatives. To quote Fiedler and Garcia2: “The quality of leadership is one of the most important factors in determining the success and survival of groups and organizations. And although technology plays an overriding part under some conditions, effective leadership has often compensated for lack of equipment and resources.”

Every co-operative or mutual enterprise needs skilled and dedicated leaders who will be primarily drawn from its “cardinal stakeholder group”3 (made up of the individuals for whom the co-operative exists to serve). This is not to say that leadership should be arbitrarily confined to those drawn from the ranks of members, nor should it be entrusted to a “one-person band”—the kind of charismatic, high-profile leader who often comes to mind when the topic of leadership is discussed. In fact, leadership in co-operatives needs to be exercised at all levels, both by directors and by managers. Given the fundamental characteristics of co-ops, in particular the importance of self-help and their democratic basis, it would seem essential to believe that: “Competent leaders are not a product of destiny but can instead be developed, trained and nurtured”—a position advocated in the current literature on business leadership.4

What makes a leader?
The ability to exercise leadership has its basis in the power and influence that individuals are able to exercise over others within a group or organization. The conventional view about the source of the leader’s power will vary but is likely to involve the leader’s capacity to provide benefits to group members in return for their support, referred to as “transactional leadership.” This means that leaders depend for their support on their ability to: reward, coerce, use their position (legitimate power) or exercise their special knowledge or skills (expert power).5 Appointed managers rely on the power that they are given or which is vested in their position whereas elected leaders depend much more upon their personal power derived from their individual traits and the special knowledge and skills that they make available to the group. Both appointed and elected leaders soon find that their ability to lead will be severely curtailed if they are unable to adopt the kind of behavior that engenders commitment from those that they aspire to lead.

The type of behavior that inspires people to support any particular leader varies according to the situation. For example, a group or organization, or even a nation, will look for a different pattern of behavior from their leaders at times of extreme crisis other than at times when all is perceived to be going well. Leaders who can offer a vision of the future to the group, which may be unconventional but is perceived as attainable, are much more likely to command support as compared to those who only seek to perpetuate the status quo. Leaders who are seen only to be self-serving will command support on the basis that they exercise a high degree of patronage. However, exceptional leaders appear to exhibit high levels of self-belief and enthusiasm, coupled with energy and a concern for others.6

The changing role of leaders
Throughout the world, as people experience greater freedom and empowerment, when groups are in a position to choose their own leaders or at least make it more difficult for imposed leaders to function, they are preferring to adopt leaders with more relevant approaches. Although it does seem that the charismatic leaders still have their appeal, “transformational leaders”7 are replacing transactional-based leaders. Transformational leaders recognize what their group members want and seek to help them achieve it; they relate any rewards to effort and respond to the interests of their followers. The approach could be equated with leaders “politicizing” their leadership role but would only be so if they take this approach selectively, with favored sub-groups. The truly transformational leader seeks to: treat people as individuals; provide them with intellectual stimulation (by providing conditions that facilitate creativity); inspire them by offering a challenging vision of the future; and act as a role model by demonstrating by their own actions the qualities and values advocated.

This new breed of leaders is also generally more approachable, ready to involve a wider range of people in decision-making processes and actively working toward empowering those who are being led. Organizations are tending to become flatter structures with few layers of management, where people take more responsibility for their own direction. Leadership has, to a certain extent, become redundant in situations where the operation is predictable. At the same time, where situations are complex and where great changes are needed, then high quality leadership is at a premium. The success of organizations depends increasingly on their capacity to respond to rapidly changing circumstances and to respond with creative solutions. It is, therefore, self-evident that leaders are needed who can provide the conditions under which people embrace change and are creative.

The Unique Position of Leaders in Co-operatives
The primary leadership role
It is necessary to distinguish between the primary leadership function—which, above all else, is needed to unite the membership and articulate its needs—and the secondary level of leadership required to lead those who organize the delivery of co-operatively provided services.8 The role of the primary leadership includes translating the members’ needs into the specific benefits implicit in the purpose of co-operatives. The need today, at least within co-ops operating in relatively mature economies, is for a leadership style based not solely on personality or charisma but also on a more collective approach in which leaders at a variety of levels all subscribe to a common vision of the co-operative’s desired direction.

In small co-ops, the primary leadership function is usually combined with a variety of other functions, or, alternatively, the directors may have a fair degree of involvement in the detailed running of the enterprise. As soon as co-operatives can afford to employ professional managers, the primary leadership task is usually separated from other functions. Unfortunately, directors sometimes misunderstand the nature of democratic control, and they thus retain functions that should be handed over to professional managers. This situation results in confused roles. Situations like this often arise when directors do not properly understand their role or how to fulfil their duties within a large-scale co-op enterprise.

The selection of leaders
In an investor-controlled enterprise the leaders are either self-appointed, when they are the dominant investors in the enterprise, or they are appointed by those with the controlling interest in the enterprise. Either way, the investors are in a position to buy in the leadership that they require and to relatively easily remove those leaders who do not produce the results required by investors.

In politically controlled organizations, for example government at all levels, the key leaders are elected. The elected leaders, in turn, within certain constraints, appoint civil servants who carry out some leadership tasks. Elected leaders only remain in their posts as long as they continue to be acceptable to their electoral constituency. In theory, a similar “political” arrangement exists in co-operatives, whereas, in practice, the leadership functions are normally carried out under some form of power-sharing arrangement between directors and managers. However, in some countries, there are differing arrangements, including: in Russian consumers’ co-ops—where the leading professional manager is directly elected by the members; and in UK building societies—where professionals are directly elected by the members who, in turn, appoint a professional to manage the enterprise. Nevertheless, the tenure of leaders in co-ops is dependent upon election in the case of directors while managers may be replaced if they do not produce the results expected of them.

What Leaders Need to Do
Traits and competencies
The starting point for any co-op leader is to know how to inspire confidence, to be able to demonstrate a basic knowledge of the co-op’s background and functions, to demonstrate an understanding of the members’ aspirations and possess a readiness to set about meeting them. All this involve both a learning process and spending time with as many members as is practicable. All leaders of co-operatives have the additional tasks of fostering co-op behavior throughout the organization and sharing a vision of the future because without either, the enterprise will never succeed as an effective co-op or mutual enterprise. The directors, especially the president/chairperson, will need a deeper understanding of their co-op’s affairs as well as a wider range of competencies.

Directors have to learn to think strategically, not only so that they can help their professional managers develop and implement strategies but also so that they can stand back and monitor the success of these strategies and progress toward achieving the co-op’s objectives. Directors need to learn how to function as a board, which is to say as a team collectively providing overall leadership to the co-operative. The board needs to be able to take the hard decisions that spell the difference between success and failure.

The president/chairperson has the special task of inspiring the board and professional management team as well as the high-profile role of representing the co-operative in the outside world. This latter role is, to some extent, shared by the president/chairperson with the chief executive officer (CEO). How they share the role depends on their relative skills in the areas of this activity, but they will probably need specific additional training, particularly if they regularly face the media on behalf of the co-operative. These key leaders also have the task of keeping everybody focused on organizational objectives; helping keep the organization working co-operatively and the team together (the full team comprises the board and professional managers along with the members and employees); and supporting and monitoring the individuals concerned. The latter task involves letting people know when they have performed well, recognizing when individuals need to be replaced and having the courage to see that this is done sooner rather than later.

The communications function
The task of communicating with the members is vital to the success of any co-operative. Communication must always be regarded as a two-way process that involves primary leaders listening and responding to members and vice versa. Such communication will almost certainly include informal contacts as well as more formal meetings; good communication will not be achieved if reliance is placed solely on formal contacts between leaders and members. In a large organization, good communication requires a systematic process that ensures continuous structured and unstructured opportunities for real dialogue, which cannot be left to chance but has to be developed by design. The members’ representatives in large co-ops can usefully combine the functions of representation with that of communication. But this cannot be said as the same for directors, whose role must be separated from that of representation. Members who become co-op directors also have a key role to play in communication, but it should not be their sole responsibility. The communication function needs to be a combined operation involving representatives, directors, management and staff.

Leaders need to stay in touch with members
Unless all the leaders of a co-operative, including the president/chairperson, directors, other members’ representatives and managers, remain in close touch with a wide cross-section of the members, they are likely to lose sight of the members’ aspirations. If co-ops fail to deliver what their members need and want, then their future is in jeopardy, although co-ops can often drift for many years before their eventual demise. The members’ wishes may be expressed verbally at meetings or more concretely through commissioned market research, focus groups and, ultimately, by the uptake of the services offered by the co-op. Directors should not allow management to act as a filter between them and the membership—direct contact is required.

The accountability of leaders
Other than in those co-operatives where the majority of the members are closely involved with the day-to-day working of the enterprise, the matter of holding leaders accountable for results can be complex. In seeking to measure the performance of leaders, both lay and professional, the members often have great difficulty. The reason is the absence of clearly defined performance measures, commonly as the result of a lack of clarity about the objectives of the organization. The members will often have trouble in making any measured judgement about the performance of their leaders unless they have a high level of knowledge about the specific activities of the co-op. It is only where the results are at the extreme end of the scale, either outstandingly successfully or patently poor, that members will respond to their leaders’ performance.

The absence of any sustained pressure upon leaders of co-ops to perform can lead to the acceptance of under-performance, which can mean that the enterprise fails to deliver fully the potential benefits to members, and/or that the assets of the enterprise are not used as productively as they could be. Uncontested elections or elections that are contested on “political” grounds result to directors who do not demand high enough levels of performance from their managers. The outcome is that creative and innovative management is not practiced in many co-ops. Managers in co-ops often exploit the situation, control the information flows within the organization, and usurp the powers of the members. Some managers may believe that they are directing the enterprise in the best interest of the wider membership. However, the long-term consequences of the squeezing out of effective member-control will in due time fatally damage the co-op.

In contrast with such poor performing co-ops, there are many examples of outstandingly successful co-operatives throughout the world. Some may claim that such successes are primarily a product of the unique economic and/or social conditions prevailing. However, upon investigation, almost without exception, the reasons for these co-ops’ success can be traced back to the high quality of the leadership exercised within the enterprise.

Creating and maintaining the pressure to perform
All leaders need to be placed under pressure if they are to perform to an adequate standard, and the continuing progress of co-operatives is dependent upon a continuing process of change. Leaders who do not produce results and do not lead the continuing change process have to know that they themselves will be subject to change. The board and managers at the Oxford, Swindon and Gloucester (Consumers’) Cooperative Society (UK) refer to the need for the existence of a “virtuous circle of leadership control” if the leadership is to remain accountable and the enterprise successful in delivering its purpose.

Sources of Leaders for Co-operatives
The past
In an investor company, the controlling investors or entrepreneurs usually either take on the primary leadership role themselves or “buy in” the leadership. In a co-op, it is generally expected that those filling the primary leadership functions will be drawn from the members, which belong to the cardinal stakeholder group. It has already been pointed out that, in many cases, managers take over the primary leadership role in some co-operatives. There are also cases where “outsiders” selected by the cardinal stakeholders perform the leadership function. Indeed, outsiders who did not directly belong had founded many of the most significant movements. The list of such “patrons” or “trustee” leaders is long and includes such co-operative icons as Owen, Raiffeisen, Desjardins and Plunkett.9 This situation whereby leaders were drawn from higher social classes is perhaps not surprising given the fact that working classes enjoyed neither education nor robust health.

The present
At the time when many co-operatives were first established, they were in a position to fill both managerial and member-director roles with persons of outstanding quality who, due to prevailing class structures, were debarred from the opportunities existing in other organizations. In today’s world, the competition for talented leaders is intense and co-ops have to compete for talent with the most powerful of businesses and other organizations that can offer very considerable rewards. While co-ops do need to offer competitive conditions and payments that are appropriate, the unique rewards in terms of the satisfaction only available when working for organizations that have functions beyond mere profit maximization need to be emphasized.

One major problem for those co-ops where managers are exercising the dominant leadership role is that they tend to direct the enterprise towards those activities that can make use of their own skills. Whereas, when conditions change and the needs of members change, the co-ops should perhaps be providing a quite different set of services.10 Managers will often have a vested interest in resisting essential fundamental change; this is why strong member-leaders must always be in ultimate control of co-operatives.

Replacing “time-servers,” especially among elected directors, is a task that should not be shirked by the current membership. But, again, this depends on the directors providing the leadership required to do this. Therefore, new leaders need to be continually emerging so as to reinvigorate and refresh organizations, exerting a pressure that forces out poorly performing leaders.

The future
The challenge for today’s leaders is to develop future leaders. People often ask what will attract the youth? Perhaps, surprisingly, they are attracted to an organization that is based on truth, honesty, and ideals. What is it that switches off youth? Organizations that are based on cynical manipulation, pretending that they are working for the interests of others when they are, in fact, driven by the self-interest of those in control. Appreciated are those able to offer genuine wisdom and experience; but rejected are those who bring only age and cynicism and expect to enjoy respect for their pains.

Succession planning is, at best, a very inexact science because both people and circumstances are continually changing. The aim must be to create a pool of potential leaders who are coming up behind the existing leaders. Opportunities need to be created where potential leaders can put their leadership toes in the water. Development programs need to be supported by co-operatives, but these do need to be specifically tailored to the needs of leaders who are to operate in such organizations.

Governance Systems—the Framework for Leadership
The limitations of current models
It is difficult to separate the influence on results by individual leaders from that of the framework of governance within which they operate. Many co-ops are still operating with a framework that was developed to meet the needs of small-scale, community-based organizations. This framework is not sufficiently geared to the needs of large-scale, geographically widespread organizations. This shortcoming limits the capacity of leaders to provide effective leadership, and sustains the tenure of poor leaders. The failure to evolve new, more appropriate forms of governance has taken its toll among many co-operatives and can be identified as a root cause of their decline in many countries. Much of the work done in recent times by co-ops to improve their governance has focused on developing codes of practice. The task of securing radical changes needed in the governance systems has, for the most part, not yet been attempted.

The politicization of leadership
The absence of appropriate models and systems of governance has, in many co-ops, resulted in the leadership becoming politicized. This does not only mean the alignment of individual leaders with political parties. More significantly, being politicized means that leaders exercise control and influence not in the best interest of the majority of members but instead do so on behalf a clique or faction. Co-op leaders frequently act in the same way as party politicians who abdicate from the main leadership function—as the architects of change—placing themselves ahead of the pack. Many modern-day politicians are no longer prepared to lead but rather to follow on the coattails of public opinion, worshiping at the altar of public opinion polls.

Single-issue leaders
Yet another product of the wrong type of governance arrangements is the emergence of leaders who seek to use the co-operative as a platform for their own special interests and concerns. These matters may well be important issues but to debate them in a co-operative is to debate them, perhaps, in the wrong place. If members allow this kind of abuse of the enterprise’s democratic forums, then they will soon see their organization debilitated and eventually destroyed due to the real objectives of the co-op becoming subservient to the agenda set by a single-issue protagonist.

Redesigning models of governance
It can be difficult for those holding power within co-ops to instigate the necessary changes to the governance arrangements because by doing so they will often undermine their own position. However, those leaders willing to place the long-term future of their organization above that of their own short-term interest need to cultivate a climate in which essential change can take place. In many cases, this will require a separation of the representation functions of member-elected officials from the task-based functions of the director’s role. Broad-brushed policy-making can involve a relatively large number of members while the function of overseeing the policy implementation and the results monitoring needs to be in the hands of a strictly limited number of highly competent persons.

Developing Leaders for Co-operatives
Searching out potential leaders
It is the board’s duty to trawl for talent, to find future leaders and to provide them with the necessary development and training opportunities. In a democratic system, it is neither possible nor wise to predict who will be elected to a particular post. Much of real leadership development needs to take place by means of orientation and induction programs following election. But this does not exclude preparatory training for aspirants to elected posts.

The fact that the performance of directors is so critical to the future of co-operatives leads to questioning the wisdom of leaving to chance the selection of directors. If a members’ council appoints directors, then a proper program of training and development can immediately commence in earnest. Directors already serving can be trained and potential directors prepared. In addition, directors who do not perform well can be asked by the members’ council to step down.

Development priorities
The aim of leadership development programs will include imparting specific relevant knowledge and competencies. Other stages of development can only take place when the director or manager is in post and they have some experience to build upon. Based on a study covering all forms of co-ops in the UK11, the specific knowledge and competencies to which training for leaders has to be directed may be summarized as follows:
1. An unequivocal understanding of the purpose and prime objectives of their co-operatives and how to develop strategies for achieving these.
2. Understanding of the basic features, structure, and key survival factors affecting the markets in which the co-operatives operate as well as knowledge of developments and trends within related business areas.
3. Awareness of the functions, responsibilities, and legal implications of directorship; responsibilities to members and third parties; and the risks and penalties for failure to meet these responsibilities.
4. The ability to function as a group, and understanding the process of arriving at, recording, implementing and monitoring decisions (i.e., the skills needed to function effectively in the boardroom).
5. Full comprehension of financial and control information, including the concepts of “liquidity” and “solvency”; the ability to use this information in the decision-making process; and, in particular, the capacity to identify the key results and result indicators for their specific enterprise.
6. An active role in the business and strategic planning process and in monitoring the progress of such plans.

This list includes competencies based on achieving a level of knowledge and understanding as well as on developing learnable skills. All of them are in addition to the basic leadership and communications skills required to carry out the duties of a leader.

The impact of training provided for leaders
Investor businesses have taken a considerable interest in developing leaders for well over 50 years; their experience is worthy of study. One of the weaknesses of many leadership training courses is that they tend to concentrate on developing skills that produce managers rather than on developing leaders.12 This may well be adequate for investor-controlled business but not sufficient for co-ops.

The impact of specific training provided particularly for co-ops varies considerably and once again is dominated by the provision made for managers. In more recent times, however, co-ops in more countries are beginning to make a special provision for the needs of members’ representatives. In all cases, it is rare to find programs that go beyond the provision of knowledge to include the development of appropriate leadership behavior. What is most uncommon is to provide joint development programs for managers and elected leaders, which seems to be a major deficiency given the fact that the success of co-ops rests heavily on the successful collaboration between these two groups of leaders.

Will more of the same be adequate?
New approaches are required to developing leaders in co-operatives, if these forms of enterprise are to take advantage of the opportunities that exist for them to contribute much more substantially to global economic and social development. Leadership development for co-ops needs to be viewed as a continuous process. The personal development of leaders should be addressed throughout the various stages of the leadership cycle: when leaders are emerging, when established, when in danger of derailment when cynicism is prone to set in. It also means finding individuals as candidates for leadership roles, who have the basic personality traits and a commitment to the essential human values—which experience clearly tells us are needed

To simply continue, in most cases, to offer what is currently on offer in terms of leadership development is to condemn co-operatives to a relatively bleak future. A more dynamic approach to leadership development is likely to include programs that are personally tailored to individual needs. The focus of programs will cover the key competencies referred to above, and induce transformational leadership approaches. Existing and potential leaders, among other things, need to be exposed to learning experiences that promote the need to address some difficult learning challenges, engender simplicity in communication, help release creative energy, and develop the capacity for focusing on the essentials and in mastering personal inner capacity.13

References

1. Shackleton, Viv, Business Leadership, Routledge, London, 1995. Page 2.
2. Fiedler, F. E. and Garcia, J. E., New Approaches to Effective Leadership. Wiley, New York, 1987. Page 1.
3. Parnell, Edgar, Reinventing Cooperation-the challenge of the 21st Century, Plunkett Foundation, Oxford, 1999. Pages: 20 - 21.
4. Adair, John, Effective Leadership Marsterclass, Pan Books (Macmillan) London, 1997. Page 15. Harvey-Jone, John, Making it Happen – Reflections on Leadership, William Collins, Glasgow, 1988. et al.
5. French, J.R.P. and Raven B., The Bases of Power in Studies in Social Power, Ann Arbor: University of Michigan, Michigan, 1959. Pages: 150 – 167.
6. Shackleton, Viv, Business Leadership, Routledge, London, 1995. Pages 101 – 109.
7. ibid. Pages: 117 – 124.
8. Parnell, Edgar, Reinventing Cooperation-the challenge of the 21st Century, Plunkett Foundation, Oxford, 1999. Pages: 107 – 120.
9. Yeo, Peter, Year Book, Plunkett Foundation, Oxford, 1987. Pages:XX
10. Mathews, Race, The Challenge for Credit Unionism - Reinventing Mutuality, address delivered at the Mutuality Australia conference, Melbourne, November 1999.
11. Parnell, Edgar, Developing Directors of Cooperatives and other Similar Enterprises, UK Government Department of Enterprise/Plunkett Foundation, Oxford, 1994.
12. Bennis, Warren, On becoming a Leader, Arrow Books, London, 1989. Page73.
13. White, Randall P. and others, The Future of Leadership, Pitman Publishing, London, 1996. Pages: 146 –204.

Gender Equality: A Challenge to Philippine Co-ops

2011-09-05T21:45:00.000-07:00

This video looks at the role and importance of gender equality or GE in the development of co-ops in the Philippines; the challenges faced in advocating GE in the co-ops; and how women and men co-operators can benefit from and also do their role in GE-sensitive co-ops. The video is presented under the Project "Promoting Gender Equality Among Co-operatives in the Philippines," implemented by AWCF, with support from the Swedish Cooperative Centre (SCC). The Project is part of the "Advancing Civic Capacities for Effective and Sustainable Services to the Poor (ACCESS to the Poor)" Programme (2010-2012) in the Philippines, with funding from the Swedish International Development Cooperation Agency (SIDA).

Experience of Ms Thali, exchange staff in AWCF-FK capacity-building project

2011-08-23T07:32:00.000-07:00

In this video, Ms Natchamon Thali of the Credit Union League of Thailand (CULT), Thailand, shares her learning and experience from being an exchange staff assigned to the National Confederation of Cooperatives (NATCCO), Philippines, in 2008-2009. Ms Thali was posted in NATCCO as a participant in phase 1 (2008-2009) of the "Capacity-Building for Gender and Co-operatives in Asia" Project of AWCF and the Fredskorpset (FK) Norway. The Project's phase 4 is in late 2011.

Experience of Mr. Rada, exchange staff for AWCF-FK project in Asia

2011-08-19T22:33:00.000-07:00

In this video, Mr. Say Rada of the Socio-Economic Development Organization of Cambodia (SEDOC) shares his learning and experience from being an exchange staff assigned to the National Confederation of Cooperatives (NATCCO), Philippines, in 2008-2009. Mr. Rada was posted in NATCCO as a participant in phase 1 (2008-2009) of the "Capacity-Building for Gender and Co-operatives in Asia" Project of AWCF and the Fredskorpset (FK) Norway. The Project's phase 4 is in late 2011.

What is the Asian Women in Co-operative Development Forum (AWCF)?

2011-08-19T21:57:00.000-07:00

This video talks about AWCF's origin, vision/mission/objectives, programs and activities, membership, and advocacies, as it works for gender equality and gender equity in and through co-ops in Asia.

Business Development Center for Co-ops: A Quick Look (subtitled in English)

2011-08-08T08:05:00.000-07:00

This video version with narration in Tagalog (language of the Philippines) is subtitled in English subtitles. This video is produced by the National Confederation of Cooperatives (NATCCO) (Philippines) under the "Information Technology for Southeast Asian Co-operatives (it@coops) Project" (2004-2007), a joint project of the Asian Women in Co-operative Development Forum (AWCF) and InWEnt (Capacity Building International, Germany), with support from BMZ (German Federal Ministry for Economic Cooperation and Development). The it@coops Project was implemented in three AWCF members: NATCCO, the Forum for Indonesian Co-operatives Movement (FORMASI Indonesia), and the Credit Union League of Thailand (CULT).

The it@coops Project stressed IT's importance in empowering people, especially women, in rural areas. Because co-ops abound in rural areas, and knowing that women compose half or more than half of many co-ops' total membership, the Project supported the capacity-building activities of co-ops such as by training staff in IT and in the establishment of co-ops' business development centers (BDCs). The BDCs are meant to help co-op members who are engaged in business, particularly women who are, by nature, entrepreneurs. Thus the Project emphasized that IT can bring increased economic and even social empowerment to co-ops and their members.

Business Development Center for Co-ops: A Quick Look

2011-08-08T07:59:00.001-07:00

This video version is in Tagalog (language of the Philippines). Another video with English subtitles is also available on this channel. This video is produced by the National Confederation of Cooperatives (NATCCO) (Philippines) under the "Information Technology for Southeast Asian Co-operatives (it@coops) Project" (2004-2007), a joint project of the Asian Women in Co-operative Development Forum (AWCF) and InWEnt (Capacity Building International, Germany), with support from BMZ (German Federal Ministry for Economic Cooperation and Development). The it@coops Project was implemented in three AWCF members: NATCCO, the Forum for Indonesian Co-operatives Movement (FORMASI Indonesia), and the Credit Union League of Thailand (CULT).

The it@coops Project stressed IT's importance in empowering people, especially women, in rural areas. Because co-ops abound in rural areas, and knowing that women compose half or more than half of many co-ops' total membership, the Project supported the capacity-building activities of co-ops such as by training staff in IT and in the establishment of co-ops' business development centers (BDCs). The BDCs are meant to help co-op members who are engaged in business, particularly women who are, by nature, entrepreneurs. Thus the Project emphasized that IT can bring increased economic and even social empowerment to co-ops and their members.

AWCF-FK exchange staff's experiences, so far-2010-2011

2011-08-02T06:47:00.000-07:00

Being uprooted from one’s own homeland to live in another country (in Asia in this instance) and interact with people of another culture for 10 months can be quite a challenge. Seven co-op personnel are doing just that and facing the challenge from 2010 to 2011 as they participate in the third round of AWCF-Fredskorpset (FK) Norway’s “Capacity-building for Gender and Co-operatives in Asia” Project. The Project started in 2008, where co-op personnel are deployed to AWCF member-organizations in Asia in a staff exchange activity designed to boost human resource capacity in co-op and gender development.

Of the seven participants in the third round, there are three Filipinos, two Thais, an Indonesian, and a Malaysian who are all demonstrating the reciprocal model of doing volunteer work while exchanging knowledge and skills through learning and teaching as part of their office and/or community activities. Here is a look at the AWCF-FK Project participants' major achievements, so far, for this period:

Ms Lilibeth Liguden—FORMASI Indonesia, Indonesia
Ms Lilibeth Liguden assigned to the Forum for Indonesian Co-operatives Movement (FORMASI Indonesia)-Indonesia as Business Development Officer (BDO) initially learned about the programs and services of her host-organization through a meeting with her supervisor. To deepen her understanding of FORMASI Indonesia’s work and to facilitate the establishment of a business development center (BDC) for its business initiatives, Ms Liguden conducted exposure visits, attended co-op meetings and activities, accomplished a needs assessment, and facilitated a BDC orientation for 12 FORMASI Indonesia member-organizations and their partner-co-ops. She also studied Bahasa, Indonesia’s formal language, to facilitate her communication with the locals.

Ms Liguden also had the chance to share her knowledge and experience when she took part in a strategic planning workshop for 10 member-organizations of FORMASI Indonesia, which is a network of non-government organizations (NGOs) and co-ops. Ms Liguden further shared her particular expertise and experience on transformative leadership (TL), co-ops, facilitation skills, and biogas technology through activities she had conducted like a project proposal preparation training and TL training for the FORMASI Indonesia network.

Ms Pakialakshmi d/o Maniam—AWCF Philippines office
Ms Pakialakshmi d/o Maniam, Communication Specialist assigned to AWCF Philippines office, learned about documentation, publications, and methodology on compiling documents by coming up with documentation/proceedings of AWCF-initiated meetings and training events that she had attended. Ms Pakialakshmi familiarized herself with the AWCF library’s catalog system and documents, and also visited different learning institutions and co-ops to study document inventory and cataloguing. Thus she provided herself with ideas in setting up a research and documentation center. She also helped AWCF in the preparation of a gender equality (GE) comic book.

In her reflection, Ms Pakialakshmi said that the exposure she had gained from these activities develop more her self-confidence, increased her gender-sensitivity, and improved her presentation skills through the use of audiovisual presentations and the Powerpoint software. She also attended learning classes for basic Tagalog language, which is spoken in her assigned location.

Ms Piranrut Thoykham—SEDOC, Cambodia
Ms Piranrut Thoykham deployed as Credit Union Promotion Specialist to the Socio-Economic Development Organization of Cambodia (SEDOC)-Cambodia, had familiarized herself with SEDOC and FK activities by attending a basic orientation on SEDOC, participating in the seventh sub-regional network meeting of FK, attending meetings with SEDOC’s international project partners, and conducting study visits to SEDOC’s partner credit unions (CUs). Ms Piranrut aimed at improving her relationship with SEDOC staff and also her communication skills by learning and conversing with them in Khmer and English. At times, she also taught them, in turn, the Thai language.

Ms Piranrut also taught the SEDOC staff some accounting systems and procedures; and how to promote, set up, and manage CUs using her learning and experience in the Credit Union League of Thailand (CULT), her homebase. She was instrumental in consolidating 50 savings groups under SEDOC’s supervision into 12 CUs, for a more efficient and effective delivery of SEDOC operations and services.

Mr. Somantri—CUPC, Malaysia
Meanwhile in Malaysia’s Credit Union Promotion Club (CUPC), exchange participant Mr. Somantri was deployed as Information Technology (IT) Specialist. He observed and studied the use and implementation of CUPC’s latest management information system (MIS) known as FMIS (financial management information system) software. He shared this knowledge with the CUPC staff. He also assisted them in recording the members’ data in the FMIS. Mr. Somantri likewise provided IT technical support to the staff of KKP (Koperasi Kredit Pekerja-Pekerja, one of the two organizations that form CUPC) through computer repair and maintenance (hardware); use of different computer software; and the revival and enhancement of KKP’s website. He regularly attended KKP’s weekly meetings to update himself of KKP activities while deepening his relationship with the other staff members.

Ms Janjila Nuansri—AWCF Philippines office
Ms Janjila Nuansri, assigned in AWCF Philippines office as Credit Union Promotion Officer, has really improved her English writing and conversational skills as manifested in her written reports and as attested to by her supervisors and peers. Ms Janjila’s visit to different primary co-ops in the northern and central areas of Luzon island in the country gave her learnings on co-op enterprises and business development. Her four-week visit each to two NATCCO (National Confederation of Cooperatives)-affiliated primary co-ops exposed her to local culture; work experience with other co-ops; and an appreciation of Philippine co-ops’ branching operations or the co-ops’ ability to offer housing, co-op mart, hotel and training facilities, and other services other than what is usually offered by Thailand CUs, which are savings and credit operations.

Ms Janjila also kept herself busy by attending training conducts that enhanced her knowledge on gender, including gender equality (GE). Likewise, she improved her research and documentation skills through the reports and presentations she had done in relation to her FK tasks. She also assisted AWCF staff in preparing training materials and a GE comic book; and in designing covers for different project reports.

Ms Mary Dilanie Llarenas—CAEV, Vietnam
Ms Mary Dilanie Llarenas was deployed to CAEV (Center for Agricultural Extension Volunteers-Vietnam) as Project Development and Documentation Officer. Ms Llarenas was able to learn about CAEV’s operations, programs, and services through an initial orientation meeting with her supervisor. She followed up her orientation with exposure studies done in selected partner communities/pilot areas, and attendance in project meetings where she learned more about and observed CAEV’s program implementation. CAEV promotes improved agricultural development in Vietnam with assistance from expert technicians and community resource people, and also through the co-op model of poverty alleviation especially among agricultural communities.

Ms Llarenas attended classes on basic Vietnamese language, conducted a project proposal writing training for CAEV staff, and mentored CAEV staff on basic conversational English to further boost their use of this language.

Ms Charisse Anne Fernandez—CULT, Thailand
Ms Charisse Anne Fernandez was deployed as International Relations (IR) Officer to CULT. She increased her knowledge and perspective on CULT’s programs, services, and policies by attending CULT’s basic orientation. She participated in CULT’s numerous organizational activities, and visited different CUs to know more about CULT’s program implementation and also the relationship between CULT and the different CUs. She also attended a basic Thai language course to help her better communicate with her fellow staff, and also to help her increase appreciation of Thailand’s rich and colorful culture and people.

Ms Fernandez’s deployment in CULT also enabled her to conduct English writing courses for its IR department and other departments; enhance its lending brochures (English version); and assist in its media visits, press conferences, and on-air program.

AWCF-FK project has back-to-back activities

2011-08-02T06:41:00.000-07:00

This May 2011 was a busy period for participants of the “Capacity-building for Gender and Co-operatives in Asia” Project, implemented by AWCF and the Fredskorpset (FK) Norway among AWCF’s member-organizations in Cambodia, Indonesia, Malaysia, Thailand, Vietnam, and Philippines. The five-year Project began in 2008 where human resource is developed as personnel from AWCF’s member-organizations take part as exchange participants in batches, with the different organizations acting as their hosts or Project partners. Exchange participants stay with their host-organizations for 10 months.

As 2010-2011 is the third year of Project implementation, all stakeholders were immersed this May in preparing reports and presentations for their two major meetings: the “Third Phase Review Meeting” and “Fourth Phase Partners Planning Workshop.”

The first meeting
The first meeting was held in Quezon City, Philippines on May 17, 2011, starting off with welcome messages from AWCF’s Chairperson Ms Kruewan Chonlanai and Executive Director Ms Salome Ganibe; and FK Regional Representative Asia Mr. Sacha Jotisalikorn. AWCF Program Coordinator Ms Angelita Valdez facilitated the orientation on the meeting. Representatives of the Project partners gave project updates through Powerpoint and audiovisual presentations. The presentations shared the learnings of the exchange participants in their respective host-organizations, and also emphasized the impact and results of the exchange activity in relation to the objectives of the different AWCF member-organizations.

To corroborate the Project updates, actual testimonies of FK third batch exchange participants were given, particularly from Ms Pakialakshmi d/o Maniam (from Malaysia) and Ms Janjila Nuansri (from Thailand). The meeting ended with the presentation of the issues and challenges besetting the Project partners, and the recommendations to address these concerns. Among the concerns expressed by the Project partners were the visa processing requirements in Indonesia, matching between their current needs and expectations and the tasks of the exchange participants whom they host, and detailed documentation to assess the contribution of the exchange participants to the attainment of organizational objectives.

The second meeting
The second meeting for the AWCF-FK Project was held May 18-20, 2011, also in Quezon City. Two more representatives from each AWCF member attended this meeting that set off preparations for the Project’s fourth phase to begin later this year. The meeting’s participants worked together with the AWCF Secretariat and FK to develop three documents that will guide the AWCF-FK 2011-2012 Project activities. These documents are the substance of the Project, the partnership agreement, and the budget calculations.

This meeting’s main highlight was the identification of five positions to be involved in the exchange Project’s fourth round, namely, a Credit Union Technical Officer (from Cambodia to be assigned in Thailand), a Business Development Officer (from Philippines to Indonesia), a Research and Documentation Specialist (from Philippines to Malaysia), an Extension Programmer and Researcher (from Vietnam to Philippines), and an Information Officer (from Philippines to Thailand).

The meeting ended with the signing of the partnership agreement for the Project’s fourth round of exchange.

AWCF officers set direction for organization

2011-08-02T06:26:00.000-07:00

Discussions of the AWCF Board of Trustees (BOT) meeting on May 18, 2011 at the AWCF offices in Quezon City, Philippines, focused on the the direction-setting for the AWCF, and the approval of the organization’s plan and budget for year 2011. The BOT members pledged to actively and continuously support the Secretariat. The support is especially for the implementation of projects and activities in the BOT members’ respective organizations, which are the AWCF’s member-organizations.

AWCF Chairperson Ms Kruewan Chonlanai facilitated the BOT meeting, with support from the Secretariat led by Executive Director Ms Salome Ganibe.

In their stay in the Philippines that May, the BOT also had the chance to meet and thank for their continued support three of AWCF’s project supporters, that is, the Swedish Cooperative Centre (SCC) through Mr. Armando Costa Pinto, Regional Director for EuroAsia; Fredskorpset (FK) Norway through Mr. Sacha Jotisalikorn, Regional Representative in Asia; and Coop NATCCO Party-List Representative Jose Ping-ay of the Philippine Congress.

AWCF-SCC Project continues activities

2011-08-02T06:09:00.000-07:00

In April-May 2011, more activities unfolded for the capacity-building of gender equality (GE) advocates in the Philippine co-op sector, in line with the “Promoting Gender Equality Among Co-operatives in the Philippines" Project. Activities conducted in this period were the continuing review of the human resource (HR) manuals of the Project’s co-op partners, continuing promotion of GE among co-op-partners, and organizational meetings and workshops. The Project is a partnership between AWCF and the Swedish Cooperative Centre (SCC), under SCC’s “Advancing Civic Capacities for Effective and Sustainable Services to the Poor (ACCESS to the Poor)" Programme (2010-2012). The Swedish International Development Cooperation Agency (SIDA) provides fund support. The 15 co-op partners of the Project come from all over the Philippines.

Enriching HR manuals with GE provisions
As part of the efforts in integrating GE concepts in co-operatives’ systems, policies and procedures, thus making them gender-fair employers, AWCF is working with the Project’s co-op partners to review the “GE-friendliness” of their respective HR manuals. The Abra Diocesan Teachers and Employees Multi-Purpose Cooperative (ADTEMPCO) in Abra province was the first co-op partner to take part in the HR manual review. For the review process meeting held April 7-8, 2011 in Abra, AWCF representatives led by Executive Director Ms Salome Ganibe met with ADTEMPCO’s General Manager (GM), HR Manager, selected Board members of the Co-op, and HR consultant Ms Wilma Ganibe. They reviewed the contents of ADTEMPCO’s newly developed HR manual.

AWCF moved for the incorporation of GE provisions in at least 10 areas of ADTEMPCO’s HR manual: recruitment, working hours, equal pay for work of equal value, working conditions, development discussions/dialogue, sexual harassment, training and development, promotion or appointment, compensation and benefits, and maternity/paternity leaves.

With ADTEMPCO’s GE-enhanced HR manual, Co-op GM Ms Irene Bringas expressed gratefulness to AWCF for leading the Co-op in producing an HR manual that is sensitive to the needs and situations of the male and female staff.

Promoting GE in LMPC
AWCF attended the “20th General Assembly (GA)” meeting of Lamac Multi-Purpose Cooperative (LMPC) on April 10, 2011 at the LMPC-managed Hidden Valley Resort in Pinamungajan, Cebu province. The GA had at least 6,000 participants representing LMPC’s co-op members and leaders, other co-op representatives and project partners, and government and non-government personnel. Also present in the GA were Ms Angelita Valdez, AWCF Program Coordinator, and Ms Janjila Nuansri, a participant of a staff exchange program in Asia being implemented by AWCF and Fredskorpset (FK) Norway.

In her greetings to the LMPC co-operators, Ms Valdez congratulated the Co-op for its advocacy work on gender and GE. She noted that LMPC has been actively participating in different GE activities, particularly for the AWCF-SCC project of which LMPC is one of the 15 co-op partners. She was delighted at seeing the participants who took part in LMPC’s gender training being recognized onstage as well as the inclusion of the Gender Committee Report in LMPC’s 2011 Annual Report. LMPC General Manager Ms Maria Elena Limocon, Ms Maria Fe Managaytay, and Ms Danila Fortunato sit in the LMPC Gender Committee, with Ms Limocon as the Committee Chairperson.

Discussing finances with PAPCOM representatives
On April 12, 2011 in Quezon City, Philippines, 10 organizational representatives of the Philippine Access Program Committee (PAPCOM) of the ACCESS to the Poor Programme met for the “Financial Staff Meeting,” which was facilitated by SCC-Philippine Office Country Director Ms Anneli Leina. The representatives came from the Programme’s five partner-organizations in the Philippines.

As the meeting looked into the financial management systems and procedures of these five partner-organizations, learnings emerged through the partners’ sharing of their financial practices and experiences. The meeting also paved the way for the clarification and review of financial requirements between SCC, the project funder, and the partners. These partner-organizations are the AWCF, National Confederation of Cooperatives (NATCCO), Multi-Sectoral Alliance for Development-Negros (MUAD-Negros), Davao Federation of Integrated Service Cooperatives (DAFISCO), and Institute for Philippine Cooperatives and Social Enterprise Development (IPCSED).

Holding AWCF’s Octagon assessment
On May 16, 2011, the AWCF Board of Trustees and Secretariat held the “Octagon Assessment Workshop” to assess the development of AWCF as a non-government organization (NGO) in the eyes of its officers and staff. The Octagon Assessment is an instrument used by SIDA to measure its support to Swedish NGOs. AWCF has adapted the use of this instrument as part of its partnership project with SCC.

The Octagon Assessment provides rapid and simple analyses of an organization’s strengths and weaknesses; and identifies necessary measures to improve its capacity to perform effectively.

AWCF first used the Octagon Assessment in year 2010 with separate conducts for staff, and staff and officers together, in line with the AWCF-SCC project. The result of those assessment conducts remained the same in this year’s conduct. AWCF obtained a general rating of “good” after the assessment of four basic aspects: objectives and management/administrative structures; activities with/for selected project beneficiaries; capacity to succeed in its work; and capacity to create and maintain relations with project beneficiaries and other actors in civil society.

Meeting SCC’s EuroAsia Regional Director
AWCF Board of Trustees (BOT) member Ms Emma Nieva (Vice President for Internal Affairs), and Ms Salome Ganibe, Executive Director, led AWCF representatives in getting together with SCC officials for the “Annual SCC Negotiations with Partners” meeting held May 17, 2011, Quezon City, Philippines.

The presence in the event of SCC’s Mr. Armando Costa Pinto, Regional Director for EuroAsia, and Ms Maja Norell, Assistant Team Development-SCC Stockholm, was particularly notable because it was the first time for Mr. Costa Pinto and Ms Norell to be participating in the AWCF-SCC project. Ms Nieva and Ms Ganibe were in the frontline of providing organizational background and project updates to familiarize everyone with the GE Project.

The meeting then discussed the accomplishments of the Project’s Year 1 (2010), namely, the cumulative project monitoring and regular project audit as well as the interrelation of the project stakeholders involved in the ACCESS for the Poor Programme. The meeting concluded by taking up clarifications on the level of collaboration between AWCF and SCC in implementing the Project’s Year 2.

Others in the meeting were AWCF’s Ms Aster Peñaranda, Finance and Administrative Coordinator, and Mr. Ranie Catimbang, Project Assistant; and SCC’s Ms Leina. At the meeting’s conclusion, Mr. Costa Pinto and his colleagues visited the AWCF office and exchanged views with the other members of AWCF’s BOT that was also having its conference at that time.

GE concepts shared in NSCC

2011-08-02T06:04:00.000-07:00

AWCF Executive Director Ms Salome Ganibe spoke on gender equality (GE) at the “NSCC Gender Congress” of the Nueva Segovia Consortium of Cooperatives (NSCC) on March 26, 2011 at the NSCC Cooperative and Microfinance Training Center in Caoayan town, Ilocos Sur province, Philippines. NSCC Chief Executive Officer Ms Divina Quemi’s initiatives helped make possible the holding of the Congress. NSCC is a secondary level co-operative in the Archdiocese of Nueva Segovia (which covers some provinces in the Philippines’s Northern Luzon region). In line with AWCF’s goal of promoting GE among co-ops, Ms Ganibe’s talk on GE concepts also focused on the benefits that co-ops can derive from being gender-fair organizations.

The Gender Congress had 42 co-op participants (90 percent women) representing the Archdiocese of Nueva Segovia. The participants also used the occasion to elect NSCC’s first gender representative who will then become a member of the NSCC Board of Directors. Abra Diocesan Teachers and Employees Multi-Purpose Cooperative (ADTEMPCO) General Manager Ms Irene Bringas garnered the position.

The following day, the Congress participants took part in the inauguration and blessing of the NSCC Plaza owned and managed by NSCC. The NSCC Plaza is a hostel and commercial center envisioned as the center of co-op training and education in Northern Luzon. The building’s facilities—such as a function hall, board room, and more—can be used by co-op members, network partners, foreign and local visitors, and people of the locality.

A transformative co-op in Thailand

2011-06-24T08:06:00.000-07:00

Yearly since 2006, AWCF has awarded individuals and co-ops in Asia that exemplify the practice of transformative leadership in self, co-ops, and communities. Here's a look at the Organizational Awardee of the 2009 AWCF "Transformative Individuals and Organizations Asian Cooperative Award" or Asian TrIO Award: BAN SAENG ARUN CREDIT UNION COOPERATIVE, Thailand. This Credit Union is in the network of the Credit Union League of Thailand (CULT), the member-organization of AWCF in the country.

A co-operator's winning transformative leadership

2011-06-24T00:37:00.000-07:00

Yearly since 2006, AWCF has awarded individuals and co-ops in Asia that exemplify the practice of transformative leadership in self, co-ops, and communities. Here's a look at the Individual Awardee of the 2009 AWCF's "Transformative Individuals and Organizations Asian Cooperative Award" or Asian TrIO Award: MS PHANNI SUCHARIT, Treasurer, Chaeson Credit Union, Thailand. This Credit Union is in the network of the Credit Union League of Thailand (CULT), the member-organization of AWCF in the country.

Small Loans, Changed Lives

2011-06-22T07:12:00.000-07:00

This video "Small Loans, Changed Lives" takes the viewer into the lives of families—with children and adults, of women and men, of workers, of organizations, of communities, whose lives are being touched and improved through loans from the co-op. The loan amounts may yet be small but just enough to help bring positive changes and new hope in the lives of people who, despite meager income, manage to set aside some savings in the co-op. These savings enable them to make vital loans. In the co-op, the people also join learning sessions that improve not only their self-worth—as men and women—but also their skills. Among families, the important changes include having more respect among the family members and more willingness to help one another in the housework. With the improving lives of its members, the co-op also grows as the people become better savers and loan repayers. This video was produced by People's Credit Co-operative (Koperasi Kredit Rakyat or KKR) in Malaysia, 2002, together with KOMAS, also of Malaysia. KKR and the Koperasi Kredit Pekerja-Pekerja or KKP (Workers' Credit Co-op, Malaysia), together form the Credit Union Promotion Club (CUPC), which is AWCF's member-organization in that country.

UN declares 2012 “International Year of Co-operatives”; ICA issues message

2011-04-25T20:03:00.000-07:00

In year-end 2010, the United Nations (UN) General Assembly declared 2012 as the “International Year of Co-operatives.” The declaration recognizes co-ops contribution to socio-economic development, poverty reduction, employment generation, and social integration, worldwide.

Meanwhile, Director-General Charles Gould of the Geneva-based International Co-operative Alliance (ICA), the world’s largest grouping of co-ops globally, announced in early April 2011 that the UN has already released the logo for the 2012 celebration. The logo and guidelines for its use are available at http://social.un.org/coopsyear/iyclogo.shtml.

According to the ICA, in order for co-ops to download and use the logo, it will be necessary to request permission from the UN by submitting the "liability waiver," which is accessed through the said site. A separate box on the request on the site requires the downloading party to indicate if it is a co-op, as distinguished from other commercial enterprises. ICA notes in its message that some of its member-organizations may find that they are best categorized as a civil society organization, which is acceptable to the request required for the logo.

Likewise in it message to co-ops, ICA also expresses its position that if its members use the UN-issued logo on any of their communications, it will be for information purposes, such as for, but not limited to, web sites, brochures, annual reports, product packages, shopping bags. If the members want to use the logo for fund-raising purposes associated with the 2012 “International Year of Co-operatives,” they should indicate this purpose in the request in the UN website.

ICA’s assistance to members on questions regarding the logo and guidelines is offered by emailing Ms Nicola Kelly, ICA's Co-ordinator for the International Year of Co-operatives, at kelly@ica.coop. Each member, however, that wishes to use the logo is expected to follow the process identified on the UN site.

Information regarding use of the logo in the official UN languages and in other languages is explained on the UN site. On questions received on the use (for the logo, graphic tag, and slogan) of the word "cooperative" with a hyphen (that is, "co-operative," as practiced in some countries and some entities), the UN has advised ICA that only one English version is permitted, that is, without the hyphen. ICA says that it will continue to seek redress on this matter, as the ICA itself and a number of its members hyphenate the word “co-operative.”

But since ICA has also pointed out that guidelines on using the word “cooperative” apply only to logo and to the graphic tag (the graphic tag is the specifically stylized version of the slogan), the slogan itself for the co-ops’ International Year (which is, "Cooperative enterprises build a better world") may be used as deemed appropriate by the members for as long that it is not in the stylized graphic tag format. ICA states that this guideline should give co-op organizations the latitude to use the hyphenated version "Co-operative enterprises build a better world." Co-ops can also add explanatory text in some uses, such as "The United Nations has declared 2012 to be the International Year of Co-operatives." When
using the slogan or explanatory text in this fashion, ICA explains that co-ops should make certain that they follow and respect the guidelines that require a certain distance from the logo itself.

The ICA message also declares hope that co-op organizations will begin to incorporate the logo and slogan in their communications materials, so that all will be ready in time for the celebration in 2012.

The AWCF is a member of the ICA-Asia and Pacific’s Regional Women’s Committee.

AWCF attends first PAPCOM meeting for 2011

2011-04-05T22:16:00.000-07:00

AWCF’s Ms Angelita Valdez, Program Coordinator, and Ms Aster Peñaranda, Administrative and Finance Coordinator, were present in the first meeting for 2011 of the Philippine Access Program Committee (PAPCOM) on March 22-24 held in Quezon City, Philippines. The PAPCOM meeting is regularly held to monitor and assess the progress of the “Advancing Civic Capacities for Effective and Sustainable Services for the Poor (ACCESS for the Poor)" Programme, supported from 2010-2012 by the Swedish Co-operative Centre (SCC). AWCF is among the partner-organizations of the Programme in the Philippines, as it is currently implementing a gender equality (GE) project for co-ops in the country.

The PAPCOM in March was hosted by the SCC-Philippines through its Country Director, Ms Anneli Leina.

In the meeting’s first day, the different partner-organizations of the Programme presented updates of their projects’ implementation. Ms Valdez reported to the meeting the conduct of AWCF’s 2010 activities that had included the 2011 first quarter activities. In this first quarter, she said that AWCF had carried out three capacity-building workshops, the second one in a series for gender focal persons and gender equality trainers of co-ops, and also the conduct of the second phase of the design conference for the GE training manual for co-ops.

The meeting’s second day featured a session on financial management given by the R.S. Bernaldo and Associates Auditing Firm. This firm served as the auditor for the ACCESS to the Poor Programme for 2010. Inputs and recommendations on how to better handle and record the allocations for the project budget were given in the session.

A discussion on poverty alleviation was held on the meeting’s third day. The discussion was a follow-up session on inputs provided on the first day by a representative of the National Anti-Poverty Commission (NAPC), a Philippine government agency. Poverty alleviation was the theme given for this PAPCOM meeting and as requested by the Programme’s partner-organizations as a technical assistance in integrating poverty alleviation as the main theme in the different projects that they were implementing in their partnership with SCC.

The next PAPCOM meeting will be held in June, with AWCF as host.

AWCF joins celebrations for International Women’s Month 2011

2011-04-05T22:12:00.000-07:00

In solidarity with the women of the world, AWCF celebrated this year’s “International Women’s Month” by witnessing the accolades given to Filipino women entrepreneurs, and by spearheading the design of a gender equality (GE) training manual intended for co-operatives’ use.

Go Negosyo’s entrepreneurship expo

On March 4, 2011, AWCF Executive Director Ms Salome Ganibe led representatives of the organization in attending the “Third Entrepreneurship Summit and Expo: Babae Kapuso Ka ng Bayan” (Woman, You are One in Heart with the Nation-ed.) of Go Negosyo held at the World Trade Center, Pasay City, Philippines. Organizers of the three-day event that drew more than 25,000 Filipino female and male attendees were the Philippine Center for Entrepreneurship’s (PCE) Go Negosyo; GMA Network, a media outfit; and The Philippine STAR, a national newspaper. Go Negosyo (Go Business-ed.) is the advocacy of the PCE, an organization that expresses belief that Filipinos can address poverty in the country by engaging in entrepreneurship and developing an optimistic, passionate, creative and innovative, resourceful, and diligent and persevering character.

The Go Negosyo event recognized and honored 21 women as “2011 Filipino STARpreneurs” who served as role models in their particular fields or entrepreneurship levels: social enterprise or entrepreneurship enabler, small and medium enterprise (SME), and large enterprise. As co-operatives have been considered social enterprises, AWCF took note of the awardees for the social enterprise/entrepreneurship enabler category who were: Ms Vilma Santos-Recto, Governor of Batangas province; Ms Pacita Juan, founder of ECHOstore (ECHO stands for “Environment, Community, Hope Organization”), who promotes social and environmental change in the Philippines through her business; Ms Alegria Limjoco, Chief Executive Officer of Francorp Philippines, which is part of the worldwide network of Francorp International that specializes in franchise development and consulting; and Ms Ruth Callanta, President of Center for Community Transformation (CCT). (Ms Callanta was also the driving force in CCT’s Credit Cooperative, which is the recipient of AWCF’s TrIO [Transformative Individuals and Organizations] Asian Co-op Award 2007 for the organizational category.)

As success stories of these enterprising women were shared, the summit participants were not only challenged but also inspired to strive for excellence in all endeavors they choose, particularly in entrepreneurship. It was emphasized that by engaging in entrepreneurship, women can help improve the family income thereby lending a hand in alleviating poverty in the country, while serving as leaders and role models to others.

Design conference for upcoming GE manual

On March 9-11, 2011 at the Regalia Park Towers in Quezon City, Philippines, AWCF convened 15 gender focal persons (GFPs) from 15 co-ops around the Philippines to help design a training manual that can help promote GE in co-operatives. The 15 co-ops are participants in the “Promoting Gender Equality Among Co-operatives in the Philippines Project” under the “Advancing Civic Capacities for Effective and Sustainable Services to the Poor (ACCESS to the Poor) Programme” (2010-2012), supported by the Swedish Cooperative Centre (SCC), with fund support from the Swedish International Development Cooperation Agency (SIDA). In this design conference for the GE manual, the GFPs shared and exchanged information among themselves their GE training materials and modules, training designs, session designs, and audio-visual presentations (AVPs). AWCF will include these materials of the co-ops in the GE manual that it will develop to hopefully enrich the co-op sector’s resource materials on GE, particularly for the use of GFPs, gender advocates, and trainers.

AWCF attends two milestone activities at SHCDC

2011-04-05T22:02:00.000-07:00

AWCF joined Sacred Heart Credit and Development Cooperative (SHCDC) in two milestones that it celebrated for the first quarter of 2011. On February 23, SHCDC observed the blessing and inauguration of its newly renovated main office located in San Rafael, Bulacan province, Philippines. Then on March 26, the Co-op held its General Assembly (GA) in San Rafael. SHCDC is considered by AWCF as one of the Philippine co-ops promoting gender equality in the country.

Ms Aster Peñaranda, AWCF Administrative and Finance Coordinator, led the AWCF group that joined other organizations in showing support to SHCDC when it inaugurated its much improved main office as well as its newest service, the Bayad Center (a payment center). SHCDC’s guest of honor in its event was Representative Jose Ping-ay of the Coop-NATCCO Partylist. SHCDC is one of the co-op members of Coop-NATCCO that sits in the current Philippine Congress.

Meanwhile, on SHCDC’s GA, the AWCF shared gender equality (GE) concepts to the SHCDC members. The AWCF party led by Ms Maria Theresa Saliendra, AWCF Project Assistant, also informed Co-op members of the background and current activities of the AWCF-Swedish Cooperative Center (SCC) partnership project on GE wherein SHCDC is among the Philippine co-ops taking part.

AWCF moves offices

2011-04-05T21:58:00.000-07:00

After two decades of holding office in Project 4, Quezon City, Philippines, the AWCF Secretariat moved offices to nearby Cubao, Quezon City at the onset of year 2011. Rev. Fr. Roger Enaje of the Our Lady of Perpetual Help Parish located also in Cubao officiated the office blessing on February 18, 2011. The short program and get-together that followed the blessing

enabled some networking among AWCF’s guests from co-ops and funding agencies. Guests included Ms Lecira Juarez, immediate past Chairperson of the Philippine government’s Coope

rative Development Authority (CDA); management and staff of the National Confederation of Cooperatives (NATCCO) (AWCF’s member in the Philippines) led by Chief Operating Officer Mr. Raul Calayan Jr.; management and staff of Ligas Kooperatiba ng

Bayan sa Pagpapaunlad (LKBP), Sacred Heart Credit and Development Cooperative (SHCDC), and St. Martin of Tours Credit and Development Cooperative (SMTCDC); Ms Anneli Leina, Country Director of the Swedish Cooperative Centre (SCC)-Philippines and Mr. Michel Pierre Bergeron, consultant of the Desjardins Development International (DID); AWCF consultant Ms Brenda Batistiana; and service providers of AWCF in travel, transport, and

insurance.

AWCF Secretarial plans for 2011

2011-04-05T21:55:00.001-07:00

The AWCF Secretariat went up to northern Philippines on February 8-10, 2011 to conduct its planning-meeting for year 2011. Also in attendance at the meeting held at the Microtel Inn & Suites, Baguio City, were Ms Pakialakshmi d/o Maniam and Ms Janjila Nuansri, participants assigned to the Philippines under the AWCF-Fredskorpset (FK) Norway exchange program partnership project being implemented since 2008; and Ms Merlene Flores, an AWCF consultant. The meeting included a review of AWCF’s outputs for 2010, and the planning of activities or actions to be conducted by AWCF for January to December 2011. AWCF Executive Director Ms Salome Ganibe led the conduct of the planning-meeting.

AWCF trains more GE trainers

2011-04-05T21:47:00.000-07:00

A series of capacity-building activities to develop gender equality (GE) advocates in the Philippine co-op sector is among the components of the partnership between AWCF and the Swedish Cooperative Centre (SCC), which is the “Promoting Gender Equality Among Co-operatives in the Philippines" Project. This Project is under the “Advancing Civic Capacities for Effective and Sustainable Services to the Poor (ACCESS to the Poor)" Programme (2010-2012), supported by the Swedish Cooperative Centre (SCC), with fund support from the Swedish International Development Cooperation Agency (SIDA). In October 2010, in Cebu, Philippines, AWCF conducted the first capacity-building workshop for gender focal persons (GFPs) and GE trainers of the 15 Philippine co-op partners of the Project. The workshop was held per region (Luzon, Visayas, and Mindanao), and the participants in the first workshop were the ones who decided on the dates of the next workshop. Thus from January to February 2011, AWCF conducted the second capacity-building workshop for GFPs and GE trainers of the 15 co-ops.

The workshop for Luzon co-ops was held January 17-21 in Hotel Supreme, Baguio City; for Mindanao co-ops on January 24-28 in Hostel MASS-SPECC, Cagayan de Oro City; and for Visayas co-ops on February 23-27 in WRegent Plaza Hotel, Tagbilaran City.

The workshop series had a total of 83 GE trainers and GFPs participants: 28 from Luzon—15 male (53.57%) and 13 female (46.43%); 28 from Visayas—9 male (32.14%) and 19 female (67.86%); and 27 from Mindanao—8 male (29.63%) and 19 female (70.37%). Among the GE role models invited to the workshop were Ms Norma Pereyras from Tagum Cooperative and Ms Emma Nieva from MSU-IIT Multipurpose Cooperative.

Workshop sessions

Inputs on “Adult Learning,” “Learning Methodologies,” “How to Become a Good Trainer,” and “Planning and Designing a Training Program” were given by Ms Merlene Flores, an AWCF consultant.

The session on storytelling, handled by Ms Salome Ganibe, emphasized this method as an advocacy and training tool whereby participants were trained on live storytelling, the use of gestures and facial expressions, and intonation. They were also taught to write and develop stories that they later presented to the other participants in a plenary.

The session on audio-visual presentation (AVP) production using the Photostory 3 software was led by Ms Evelyn Villaflor for Luzon group, Ms Annalyn Salvaleon for the Mindanao group, and Ms Maria Theresa Saliendra for the Visayas group. The participants were asked to produce a two-to-three minute AVPs on the different gender issues of marginalization, stereotyping, violence, subordination, and multiple burden. Their AVPs were viewed in a session afterwards, and the participants critiqued their fellow participants’ outputs, together with the resource persons. It was agreed on that the AVPs will be further enhanced, and a compilation of the different outputs will be done for use of the GE trainers in the 15 co-ops.

More workshop outputs

The participants also drafted their co-ops’ training program for 2011 and their training designs. The outputs were actually improved versions of the training designs they had developed in their first capacity-building workshop.

In the training designs, the participants inputted their planned sessions, including the activities, concepts to be discussed, the duration of the sessions, among other components. They were asked to demonstrate particular sessions during the workshop, and fellow participants and the resource persons likewise critiqued the sessions for further improvement.

AWCF also introduced to the participants the use of the perception meter and the freedom wall. The perception meter was a table or chart of different emotions that the participants were to put a check mark on, depending on what they felt on a particular day of the workshop. The freedom wall encouraged participants to write whatever they wanted to, as related to the workshop.

A study tour on the workshop’s last day brought the participants to organic farms, o-ops, fair trade and organic product shops where they were learned about co-ops’ good practices. Talks were also given to them by the co-op leaders and managers of the visited shops.

The AWCF capacity-building workshop was managed by Ms Angelita Valdez, supported by Mr. Ranie Catimbang and other AWCF staff.

Comic Book--Gender Equality in Co-ops: Win na Win for Family and Business

2011-04-04T23:19:00.000-07:00

Message from the Asian Women in Co-operative Development Forum (AWCF): Among the vital issues that confront women and men in the household, community, and workplace are gender equality (GE) issues, which include marginalization, subordination, gender stereotyping, multiple burden, different forms of violence, and similar situations. GE issues may also be present in the co-ops because people and relationships are at the very core of these organizations. The challenge for co-ops in the Philippines, where half or more than half of the membership are women, is to be gender-equal co-ops that will enable women and men to have equal rights, benefits, opportunities for advancement, services, and access to and control over resources; and equal roles to play in development as participants and as leaders. Co-ops as a business organization with social objectives can also expect good returns because being a gender-equal co-op is also good for the business. When the members grow economically and socially, so do the co-ops.

This comic book “Gender Equality in Co-ops: Win na Win for Family and Business” presents the story of Chona and Mike who overcame their marital, economic, and social problems, including GE issues, in and through the help of their co-op. The story’s characters are fictitious and any resemblance to real persons is purely coincidental. But the situations to be resolved in this story do happen in real life and to a number of co-op members who have similar or almost similar experiences in relationships, and also economic and social issues. And like Chona and Mike, these co-op members resolve their problems with great help from their co-ops. Their co-ops that have become champions of co-operativism and GE.

Published and distributed by the Asian Women in Co-operative Development Forum (AWCF), a resource center and advocacy body on gender and co-ops in Asia.

AWCF
Email: awcf@coopwomen.org Website: coopwomen.org YouTube: awcf gender forum

Published December 2010 for the “Promoting Gender Equality Among Co-operatives in the Philippines" Project under the "Advancing Civic Capacities for Effective and Sustainable Services to the Poor (ACCESS to the Poor)" Programme (2010-2012), supported by the Swedish Cooperative Centre (SCC), with fund support from the Swedish International Development Cooperation Agency (SIDA).

http://www.facebook.com/album.php?aid=44602&id=100001047316688&l=3a53e299fb

2011-03-22T07:11:00.000-07:00

This is the third and last part of the video "Gaining Ground—Case Stories of Gender and Development in the Co-op." This video is an overview of AWCF's journey when it implemented two projects funded by MISEREOR of Germany: "Strengthening Gender Programs of Co-op Organizations in Asia" (1996-1999, extended to 2000); and "Enabling Women to Promote and Practice Transformative Leadership in Co-ops in Five Countries in Asia" (2002-2005). Five national-level AWCF member-organizations in Vietnam, Thailand, Malaysia, Indonesia, and Philippines participated in the two projects. Each organization gained learning on various areas of expertise and practices of mainstreaming gender and transformative leadership (TL) in programs and services, and building women's empowerment in the organizations within the AWCF network, including increasing the role and participation of women at all levels and all sectors of co-ops; entrepreneurship development; training of co-op leaders on gender and TL; and policy advocacy, among other engendering actions.

In 2004, AWCF held a network strategizing workshop in Malaysia. The workshop surmised that the strengths, opportunities, and challenges that AWCF continues to gain and to face as a regional resource center and advocacy body on gender and co-ops are helping the network to further grow and develop. But, very importantly, the workshop also acknowledged that AWCF's learning and gains, particularly from its recent major project undertakings like the MISEREOR projects, are helping it to continue gender mainstreaming efforts in the members, as a network reinforced by individual organizational strengths. Overall, the strategies and learning from the MISEREOR projects that help AWCF promote, integrate, and strengthen gender work in co-ops are: capacity-building programs for member-organizations; gender equality and women empowerment campaign; publication of resource materials; networking and linkaging; development of monitoring tools; similar activities in all member-countries of AWCF that brought various results and impact, which were necessary and important for sharing experiences and widening learning and insights of each member-organization; fund allocation for gender and development (GAD) and TL; creation of a structure within the organization to look into gender integration within; and a gender equality and women empowerment framework from women in development (WID) to women and development (WAD) to GAD to TL.

Challenges that the AWCF network faced, and may still continue to do so, in implementing the MISEREOR projects are also included in this video for added understanding on the experiences of the AWCF network regarding the two projects, and the outputs of these experiences.

The full-length stories in this video are in the book published by AWCF: "Gaining Ground—Case Stories of Gender and Development in the Co-op." Inquiries on the book can be emailed to awcf@coopwomen.org

Part 2: Gaining Ground--Case Stories of Gender and Development in the Co-op

2011-03-21T23:52:00.001-07:00

Gaining Ground—Case Stories of Gender and Development in the Co-op--Part 1

2011-03-16T08:12:00.000-07:00

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Five national-level AWCF member-organizations in Vietnam, Thailand, Malaysia, Indonesia, and Philippines participated in the two projects. Each organization gained learning on various areas of expertise and practices of mainstreaming gender and transformative leadership (TL) in programs and services, and building women’s empowerment in the organizations within the AWCF network, including increasing the role and participation of women at all levels and all sectors of co-ops; entrepreneurship development; training of co-op leaders on gender and TL; and policy advocacy, among other engendering actions. &amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;/b&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;/span&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;/div&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;div&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;span class="Apple-style-span" &amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;b&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;br&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;/b&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;/span&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;/div&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;div&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;span class="Apple-style-span" &amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;b&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;In 2004, AWCF held a network strategizing workshop in Malaysia. The workshop surmised that the strengths, opportunities, and challenges that AWCF continues to gain and to face as a regional resource center and advocacy body on gender and co-ops are helping the network to further grow and develop. But, very importantly, the workshop also acknowledged that AWCF’s learning and gains, particularly from its recent major project undertakings like the MISEREOR projects, are helping it to continue gender mainstreaming efforts in the members, as a network reinforced by individual organizational strengths. Overall, the strategies and learning from the MISEREOR projects that help AWCF promote, integrate, and strengthen gender work in co-ops are: capacity-building programs for member-organizations; gender equality and women empowerment campaign; publication of resource materials; networking and linkaging; development of monitoring tools; similar activities in all member-countries of AWCF that brought various results and impact, which were necessary and important for sharing experiences and widening learning and insights of each member-organization; fund allocation for gender and development (GAD) and TL; creation of a structure within the organization to look into gender integration within; and a gender equality and women empowerment framework from women in development (WID) to women and development (WAD) to GAD to TL. &amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;/b&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;/span&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;/div&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;div&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;span class="Apple-style-span" &amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;b&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;br&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;/b&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;/span&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;/div&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;div&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;span class="Apple-style-span" &amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;b&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;Challenges that the AWCF network faced, and may still continue to do so, in implementing the MISEREOR projects are also included in this video for added understanding on the experiences of the AWCF network regarding the two projects, and the outputs of these experiences.&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;/b&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;/span&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;/div&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;div&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;span class="Apple-style-span" &amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;b&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;br&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;/b&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;/span&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;/div&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;div&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;span class="Apple-style-span" &amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;b&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;The full-length stories in this video are in the book published by AWCF: “Gaining Ground—Case Stories of Gender and Development in the Co-op.” Inquiries on the book can be emailed to awcf@coopwomen.org&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;/b&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;/span&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;/div&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;div&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;br&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;/div&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;

Message from the Asian Women in Co-operative Development Forum (AWCF): This is Part 1 of the video “Gaining Ground—Case Stories of Gender and Development in the Co-op.” This video is an overview of AWCF’s journey when it implemented two projects funded by MISEREOR of Germany: “Strengthening Gender Programs of Co-op Organizations in Asia” (1996-1999, extended to 2000); and “Enabling Women to Promote and Practice Transformative Leadership in Co-ops in Five Countries in Asia” (2002-2005). Five national-level AWCF member-organizations in Vietnam, Thailand, Malaysia, Indonesia, and Philippines participated in the two projects. Each organization gained learning on various areas of expertise and practices of mainstreaming gender and transformative leadership (TL) in programs and services, and building women’s empowerment in the organizations within the AWCF network, including increasing the role and participation of women at all levels and all sectors of co-ops; entrepreneurship development; training of co-op leaders on gender and TL; and policy advocacy, among other engendering actions.

In 2004, AWCF held a network strategizing workshop in Malaysia. The workshop surmised that the strengths, opportunities, and challenges that AWCF continues to gain and to face as a regional resource center and advocacy body on gender and co-ops are helping the network to further grow and develop. But, very importantly, the workshop also acknowledged that AWCF’s learning and gains, particularly from its recent major project undertakings like the MISEREOR projects, are helping it to continue gender mainstreaming efforts in the members, as a network reinforced by individual organizational strengths. Overall, the strategies and learning from the MISEREOR projects that help AWCF promote, integrate, and strengthen gender work in co-ops are: capacity-building programs for member-organizations; gender equality and women empowerment campaign; publication of resource materials; networking and linkaging; development of monitoring tools; similar activities in all member-countries of AWCF that brought various results and impact, which were necessary and important for sharing experiences and widening learning and insights of each member-organization; fund allocation for gender and development (GAD) and TL; creation of a structure within the organization to look into gender integration within; and a gender equality and women empowerment framework from women in development (WID) to women and development (WAD) to GAD to TL.

Challenges that the AWCF network faced, and may still continue to do so, in implementing the MISEREOR projects are also included in this video for added understanding on the experiences of the AWCF network regarding the two projects, and the outputs of these experiences.

The full-length stories in this video are in the book published by AWCF: “Gaining Ground—Case Stories of Gender and Development in the Co-op.” Inquiries on the book can be emailed to awcf@coopwomen.org

2011-03-14T06:48:00.000-07:00

This poster is produced for the "Promoting Gender Equality Among Co-operatives in the Philippines" Project of the Asian Women in Co-operative Development Forum (AWCF) under the "Advancing Civic Capacities for Effective and Sustainable Services to the Poor (ACCESS to the Poor)" Programme (2010-2012), supported by the Swedish Cooperative Centre (SCC), with fund support from the Swedish International Development Cooperation Agency (SIDA).

AWCF greetings on Intl Women's Day 2011

2011-03-08T00:02:00.000-08:00

HAPPY 100TH INTERNATIONAL WOMEN'S DAY (March 8, 2011) !!!

From the Asian Women in Co-operative Development Forum (AWCF), working as resource center and advocacy body on gender and co-op development, to benefit women and men in Asia.

Member-organizations:

Center of Agricultural Extension Volunteers (CAEV), Vietnam
Credit Union League of Thailand (CULT), Thailand
Credit Union Promotion Club (CUPC), Malaysia
Forum for Indonesian Cooperatives Movement (FORMASI Indonesia), Indonesia
National Confederation of Cooperatives (NATCCO), Philippines
Socio-Economic Development Organization of Cambodia (SEDOC), Cambodia

ICA MESSAGE--Equal access to education, training and science and technology: Pathway to decent work for women

2011-03-06T23:49:00.000-08:00

“Equal access to education, training and science and technology:

Pathway to decent work for women”

Message from the International Co-operative Alliance (ICA), the world's largest body of co-ops, for International Women's Day, March 8, 2011.

On the International Women’s Day, the United Nations calls on local, national and international communities to focus on the importance of equal access to education, training and science and technology as crucial pathway to provide women with decent work opportunities.

Investing in women’s education has well recognised benefits not only for women’s own well-being but also for society as whole. The link between better education for women and the reduction of poverty and improved human development is well documented. Women’s access to education provides significant opportunity for self-empowerment. More educated women lead to better nourished, healthy and educated children, girls and boys, thus breaking the vicious cycle of intergenerational poverty. Indeed, we know that educated and empowered women are agents of family and community well-being, and thus catalysts for socio-economic development at the national and local level.

Today, the United Nations is asking the international community to go beyond just promoting education and training but to also enable equal access to science and technology to provide women better access to decent work.

Undoubtedly, access to education, training and science and technology are closely related. With lower levels of education and less access to training, many women lack the skills and experience needed to develop, produce and utilise new technologies. Moreover, since women’s businesses generally tend to be smaller and have less access to capital for investment in these new technologies, acquiring science and technology education and training which can empower women in all aspects of their lives remains a challenge. Facilitating and promoting access to technology not only will spur economic growth, but will enable women and men, girls and boys to create, receive, share and use information and knowledge for their economic, social, cultural and political

development.

In today’s knowledge society, a truly socially inclusive society should make sure that it empowers all members of society without gender bias.

The co-operative movement’s principle on co-operative education, training and information is recognition of the important role the movement can play in this area.

Much has been done by co-operatives worldwide to provide women with life-long learning opportunities, not only through targeted programmes, but also through the direct participation in co-operative governance and management, representing important daily “learning by doing” experiences.

Many co-operatives have provided women with opportunities to become entrepreneurs and access decent work. They have enabled them to move out of informal and precarious job markets. They have improved access to credit, product and market information, technology and training in management skills and enterprise development.

The appropriate use of technology, especially ICT (Information and Communication Technology) has led co-operatives to create new opportunities for decent work, conquering new and more profitable markets and, and above all, improving access to information. We know for example that rural women co-operators in a number of countries are able to access information on best farming practices, pest and disease control, up to the minute market prices and weather forecasts through technology. This access has enabled them to improve both their agricultural productivity as well as

their livelihoods.

However, ICT not only improves economic efficiency, it has also provided an extraordinary way for co-operators, both women and men, to participate in technology development and create networks for sharing knowledge worldwide thus reducing isolation. Co-operators are using the technologies available to promote ‘co-operation among co-operatives’, another of the Co-operative Principles.

Consequently, co-operatives have an important role to play. By increasing women co-operators’ access to education and training programmes, they will facilitate more decent work opportunities for women. By taking advantage of the global co-operative network and fostering exchanges between co-operators worldwide with this enhanced capacity, they will be creating opportunities for collaboration among all co-operators. They will promote the transfer of know-how; they will promote the development and use of participatory and user-driven technologies and research programmes, to name only a few.

Therefore, 8 March 2011, International Women’s Day, we call on ICA member organisations and co-operators, to not forego the contribution of the large talent pool that women co-operators represent and to strengthen their commitment for fostering equal access to education, training and science and technology by providing women co-operators with targeted training programmes, particularly on new technologies, and promoting exchanges which can crucially work to build bridges and foster collaborations among co-operators worldwide.

Let us lead with good practice. Let us show what can be achieved when co-operatives enable women all over the world to reap the benefits of equal access to education, training and science and technology!

Dame Pauline Green

President, ICA

Stefania Marcone

Chairperson, ICA Gender Equality Committee

The ICA is an independent, non-government association which unites, represents and serves co-ops worldwide. The ICA was founded in London in 1895. Its members are national and international co-operative organizations in all sectors of activity including agricultural, banking, fisheries, housing, tourism, and consumer co-ops. ICA has more than 247 member organizations from 92 countries, representing nearly 1 billion individuals worldwide.

New Year Greetings 2011

2010-12-31T17:47:00.000-08:00

Dear friends,

In this New Year, may humanity be blessed with peace and development that will be enjoyed by every family and community, in every nation.

AWCF wishes you a happy and prosperous 2011.

AWCF attends multi-event affair in Ligas

2010-12-24T20:31:00.001-08:00

To show solidarity and support to a gender equality (GE)-friendly primary co-op, AWCF representatives led by Executive Director Ms Salome Ganibe attended the “Harvest Festival cum Blessing and Inauguration of the ARC (Agrarian Reform Community) Ligas Farmers’ Training, Information and Marketing Center” held December 20, 2010 in Ligas, Malolos City, Bulacan province, Philipines. AWCF was invited to this event by the Ligas Kooperatiba ng Bayan sa Pagpapaunlad (LKBP), one of its partner-co-ops in the “Promoting Gender Equality Among Co-operatives in the Philippines” Project being implemented with the Swedish Co-operative Center (SCC) from 2010 to 2012.

The well-attended affair in Ligas, which is a barangay or village, highlighted the need to promote organic farming as a way to empower farmers and help preserve the environment. Aside from the unveiling of the ARC Ligas marker and the blessing of the training center, the event also paved the way for the distribution of emancipation patents to selected farmers and the induction of officers of ARC Ligas Farmers’ Association. The occasion gathered notable personalities from Malolos and Bulacan, and from particular banks, schools, and government offices working with farmers.

AWCF-SCC project holds first monitoring forum

2010-12-24T19:51:00.000-08:00

After seven months of implementing the second phase of the “Promoting Gender Equality Among Co-operatives in the Philippines” Project, a joint activity of AWCF and the Swedish Cooperative Center (SCC), AWCF convened the “1st Monitoring Forum” for the Project’s co-op stakeholders. Held November 26-27, 2010 in Sarrosa International Hotel, Cebu, Philippines, the national-level Forum gathered together 31 co-op lea

ders and key management staff—14 men and 17 women—representing 15 primary co-ops that are participating in the Project, five each from Luzon, Visayas and Mindanao regions of the country.

In this Forum, the participants shared their gender equality (GE) journey activities and learning, and also gained new insights from the intervention strategies that had presented by their co-implementers. The Project commenced with the signing in April 2010 of the Memorandum of Understanding (MOU) between the participating co-ops and AWCF, followed by the conduct of the gender-sensitivity training (GST) for the co-ops from June to September 2010, the GE planning and implementation, and the conduct of the first capacity-building workshop in October 2010.

Other highlights of the Forum in Cebu were the presentation of the consolidated GE baseline survey results of the 15 co-ops that showed the initial manifestations of GE among the concerned co-ops; the input on human resource development (HRD) retooling or strategic HRD for co-ops; the review of GE plan of action and accomplishments; the GE impressions of the Forum participants; and the GE journey sharing of the three pilot co-ops from the Project’s phase 1 vis-à-vis their personal testimonies on what GE had brought to their lives and to the other co-op staff and officers.

Resource persons for the Forum were Ms Salome Ganibe, AWCF Executive Director; Ms Angelita Valdez, AWCF Program Coordinator; Mr. Ranie Catimbang, AWCF Project Assistant; Mr. Alexander Raquepo, Vice Chairperson of Sta. Cruz Savings and Development Cooperative (SACDECO); Mr. George Tadena, General Manager of Sto. Domingo Development Cooperative (SDDC); and Ms Minda Umali, Executive Director of Semantrix Inc, a consultancy firm for human resource management.

The Project is being implemented as part of SCC’s Philippine country programme for 2010-2012, which is the “Advancing Civic Capacities for Effective and Sustainable Services to the Poor (ACCESS to the Poor)" Programme.

More on it@coops shared in Berlin

2010-12-24T18:27:00.000-08:00

AWCF always welcomes opportunities to share among co-ops and other development groups its experiences and learning from its activities undertaken toward its advocacy on gender equality in and through co-ops. Another such opportunity came on November 18-19, 2010 in Berlin, Germany, when AWCF Executive Director Ms Salome Ganibe spoke to the development community on the impact and learning gained by AWCF from its “it@coops Project.” This Project was implemented 2004-2007 in member-countries of AWCF in Asia. Ms Ganibe attended the “ICT (Information and Communication Technology) for Rural Economic Development” conference in Berlin, organized by the German Technical Cooperation (GTZ) on behalf of the German Federal Ministry for Economic Cooperation and Development (BMZ).

With participants from donor organizations, NGOs (non-government organizations) and the private sector, the conference convened 99 experts to discuss the support mechanisms to be provided to project implementers that will enable projects to reach the rural poor.

Ms Ganibe’s presentation at the conference used the it@coops Project as model, wherein she stressed the importance of using information technology (IT) to empower people, especially women, in rural areas, such as what the Project sought to do. Because co-ops abound in rural areas, and knowing that women compose half or more than half of many co-ops’ total membership, Ms Ganibe encouraged the conference participants to help women by supporting the capacity-building activities of co-ops as well as by establishing business development centers (BDCs), particularly because women are, by nature, entrepreneurs. Emphasizing that IT can bring increased economic empowerment to co-ops and their members, Ms Ganibe reiterated the need to allocate resources for IT-related activities.

The it@coops Project or the “Information Technology for Southeast Asian Co-operatives Project,” was a collaborative effort of AWCF and the Capacity Building International, Germany (InWEnt)—an organization that seeks to provide advanced ICT knowledge to Africa, Asia, and the Middle East—with funding support from BMZ.

Philippine co-op leaders visit Vietnam

2010-12-24T18:07:00.000-08:00

On November 4-6, 2010, 12 co-op leaders from Lamac Multi-Purpose Cooperative (LMPC) of Cebu and Abra Diocesan Teachers and Employees Multi-Purpose Cooperative (ADTEMPCO) of Abra, both in the Philippines, made a study visit to Hanoi, Vietnam. On their visit to the offices of the Center of Agricultura
l Extension Volunteers (CAEV), the Ph
ilippine co-operators were welcom
ed by CAEV Executive Director Dr. Bui Quang Toan. Dr. Toan briefed the group on the agricultural extension services of CAEV. Accompanying the group were Ms Salome Ganibe and Ms Angelita Valdez, Executive Director and Program Coordinator, respectively, of AWCF.

To be able to observe the agricultural situation of Vietnam, the Philippine co-operators had an actual exposure to the VAC Farming System in Phuc Thanh and Vinh Phuc provinces of Hanoi. The group was joined in this visit to the provinces by Ms Ganibe
, Ms Valdez, and four CAEV staff. VAC stands for Vuon (gardening or maintaining an orchard, Ao
(fishpond or raising fish), Cuong (provision of animal care and shelter or livestock raising), which is a farming system designed to ensure food security of an agricul
tural household, and to alleviate poverty.

The Philippine co-operators saw for themselves how Vietna
mese farmers practice the different forms of VAC, and, at a visit to a vast green tea plantation, witnessed the actual processing of green tea. They also had the chance to visit a large-scale fishpond and livestock area, all operated by households using the VAC Farming System.

CAEV is a non-profit and non-government organization (NGO) established in 1991 by key officers and staff of the Nation
al Institute for Agricultural Planning and Projection (NIAPP), an agency under Vietnam’s Ministry of Agriculture and Rural Development (MARD) which oversees and regulates agricultural co-operatives in the country. CAEV is a member of AWCF. The study visit was organized by AWCF exclusively for the two Philippine co-ops, in coordination with CAEV.

Gender experts build capacity in AWCF-SCC workshop

2010-12-24T17:42:00.000-08:00

Identifying techniques in forwarding advocacies and mainstreaming gender in co-ops. Knowing the importance of storytelling as an essential tool in advocacy. Developing training modules and identifying methodologies useful in the conduct of training.

These were among the learning for 35 gender focal persons (GFPs), and gender trainers and advocates who took part in the “1st Capacity Building Workshop” held under the “Promoting Gender Equality Among Co-operatives in the Philippines” Project, October 19-21, 2010, in Hidden Valley Resort, Lamac, Pinamungajan, Cebu province. The Project is being implemented by AWCF and the Swedish Cooperative Centre (SCC) as part of SCC’s Philippine country programme for 2010-2012, which is the “Advancing Civic Capacities for Effective and Sustainable Services to the Poor (ACCESS to the Poor)" Programme. The Swedish International Development Cooperation Agency (SIDA) provides funding support. The Lamac Multi-Purpose Cooperative (LMPC) owns and manages the Hidden Valley Resort.

The Project contributes to the Programme clusters on organizational development/capacity building and on advocacy and networking. The Project objective is to strengthen local capacities and create favourable policies for the promotion of gender equality (GE) among co-ops in the Philippines, to benefit 15 co-ops in the Philippines’s three island groups of Luzon, Visayas, and Mindanao.

The October Workshop was the first of the Project’s series of capacity-building activities to enable participating co-ops’ GFPs, and gender trainers and advocates to deepen knowledge and skills on GE, and also to enhance their communication and facilitation skills in conducting gender training in their respective co-ops; and to develop gender training modules suitable to co-ops’ needs.

Ms Bonnie Bërnstrom, Gender Consultant of SCC from Sweden and one of the Workshop facilitators, introduced various techniques in forwarding advocacies and mainstreaming gender in co-ops.

She informed the participants about some legally binding international declarations that promote and sponsor GE as a cause, such as the Beijing Platform for Action (BPFA), the Convention on the Elimination of All Forms of Discrimination against Women (CEDAW), and the Millennium Development Goals (MDGs). The learning from this session will strengthen the participants’ platform or basis in forwarding the GE advocacy.

Ms Bërnstrom also made the participants compare the Gender Gap Index between Sweden and the Philippines, and to assess the areas of strength and weakness of the two countries in terms of politics, economics, education, education and training, and maternity and childbearing.

To focus on what is and how GE advocacy should be promoted, Ms Bërnstrom discussed the value of the core message, the use of “handbreaks” or learning when and when not to say something, and process questions that create better understanding of people with different worldviews and to explicate the underlying reasons of a person’s belief or disbelief of a concept or an issue.

Ms Bërnstrom also stressed the importance of storytelling as an essential tool in advocacy. How stories, as a combination of facts and emotions, send the message across and how they appeal to people of different culture and orientation.

Meanwhile, the Workshop’s session on developing training modules and identifying methodologies useful in the conduct of training was facilitated by Ms Salome Ganibe, Executive Director of AWCF. The session’s outputs were a) development of different training modules on GE; b) enhanced use of different training methodologies, such as role plays, buzz sessions, group discussions, and storytelling; and c) listing of various unfreezing activities and their description.

As the Workshop exemplified participation and teamwork, daily host team-members co-managed the day and evening social activities to perk up the learning sessions.

Important guests accentuated the Workshop’s significance. Pinamungajan Mayor Geraldine Yapha graced the opening program, and LMPC Chairperson Delfin Tuquib and Lamac Parish Priest Fr. Dennis Acedo were present in the closing program.

The next capacity-building workshop of the AWCF-SCC GE Project is slated for the first quarter of 2011.

AWCF shares its FK project learning in Singapore

2010-12-24T17:34:00.000-08:00

AWCF, through its representatives Ms Salome Ganibe (left in photo below), AWCF Executive Director, and Ms Natchamon Thali (right in photo below), from the Credit Union League of Thailand (CULT), an AWCF member-organization, were among the resource persons in the “FORUM IVCO (International Volunteer Cooperation Organizations) 2010” conference held October 3-6, 2010 in Furuma City Centre Hotel, Singapore. With the theme “Innovations and Challenges in International Volunteerism and Development–an Asian Perspective,” the conference discussed key contemporary issues besetting volunteer-driven development projects. The conference was organized by the International FORUM on Development Service (FORUM)—the most significant global network of IVCO, and the Singapore International Foundation (SIF), a non-profit organization in Singapore. The FORUM aims to share information, develop good practice, and enhance cooperation and support between its members. In this annual conference, heads of IVCOs and delegates from agencies across the world gather to discuss key and current issues in international volunteering and development, and share good practices in a supportive environment.

In two forums (plenary session and world café) of the October conference, AWCF expounded on its learning and experiences from its exchange program partnership project being implemented since 2008 with Fredskorpset (FK) Norway.

In the plenary session, Ms Ganibe together with Ms Nita Kapoor, Director of FK, talked about FK Norway’s exchange program as the reciprocal model to volunteer work wherein volunteers/exchange participants exchange knowledge and skills through learning and teaching. Ms Ganibe and Ms Kapoor emphasized that this exchange approach encourages national and regional networking because partner organizations themselves administer the project and the funds. Thus mutual accountability and equitable partnership are promoted in volunteer work. Benefits derived from this approach will redound not only to the exchange program participants but also to their host and home organizations.

These concepts were reiterated in the world café of the conference, as benefits derived by the participating organizations and individuals were further explained by Ms Ganibe and Ms Thali, the latter having been an AWCF-FK participant in the first round (2008-2009) of the exchange program, now on its third round. Ms Thali stressed in her sharing at the conference that skills acquired and shared during the exchange program can be stepping stones to future career advancement.

AWCF joins FK activities: Phase 3 of project underway

2010-12-24T17:23:00.000-08:00

The AWCF network joined two major activities of Fredskorpset (FK) Norway from September 29 to October 20, 2010, aimed at developing the capacity of FK partner-organizations. AWCF took part in the activities in the belief that young professionals play an important role in the development of any organization. AWCF has been implementing since 2008 the “Capacity-Building for Gender and Co-operatives in Asia” Project funded by the “South-South Exchange Programme” of FK. The Project, which is an exchange activity among staff of AWCF member-organizations, is now on its third phase to be held from October 2010 to August 2011.

The first FK activity was the “Homecoming Seminar (Debriefing)” held September 29-30, 2010 in Rajamangala Pavilion Beach Resort, Songkhla province, Thailand. AWCF was represented by eight participants from the exchange Project’s phase 2, and six representatives from the Project’s partner-organizations in the AWCF network. In the Seminar, AWCF and other FK project participants and partners from CAI (Clean Air Initiatives), Asia and POURAKHI conducted a project review that included a presentation of partners’ and participants’ experiences, learning, and challenges; and a sharing among the previous and new project participants (for phase 3).

The Seminar was followed by the “16th Fredskorpset Preparatory Course” held September 30-October 20, 2010 in the Prince of Songkhla University (PSU), Hat Yai Campus, Songkhla. In this activity, AWCF partner representatives were joined by seven participants for phase 3, representing Indonesia, Malaysia, Philippines, and Thailand. The Course was a prelude to the participants’ 10-month deployment to their host-organizations. The Course aimed at letting participants be introduced to FK and its vision; be prepared for living and working in Asian countries; be provided with information regarding development issues in the Asian region; and be enabled to learn through collaboration and peer discussion.

To help achieve the Course goals, the participants and their respective partner representatives attended a participants-partners meeting to clarify matters concerning the Project, the participants’ agreement, and the results-based reporting. They also participated in the indoor teambuilding activities that had hoped to foster camaraderie with the other FK partner representatives.

The next activities were the exchange participants’ attendance to lecture sessions on development topics like poverty alleviation, participatory approach in community development, and gender responsiveness. Other sessions were personality awareness such as personality and self-understanding; effective cross-cultural communication practices; and conflict management and resolution. To enhance the participants’ video-making skills, there was a digital story preparation activity. And to facilitate their understanding of the Asian countries’ culture, there was a country information presentation. Adaptability with Thailand’s culture and customs was also enhanced through the socio-cultural visits and two-day homestay with selected families in the provinces of Trang (Buddhist community) and Satun (Muslim communities), both in Southern Thailand.

Aside from AWCF, also present in the Preparatory Course were 17 young professionals representing four other FK project partners, which are CAI, Asia; Sunlabob, Prosperity Initiatives (PI), and ESCENIC. These young professionals will serve as volunteers—learning and/or sharing their knowledge and experiences—in their host-organizations/-countries from October 21, 2010 to August 20, 2011. After that, they will return to their respective organizations to share their newly acquired knowledge, skills, and orientation as a follow-up activity, from August 21 to September 20, 2011.

Phase 3 participants bared

The following young professionals from the AWCF network are taking part in the AWCF-FK exchange project’s phase 3. They will join the other 15 participants from phases 1 and 2 in the AWCF Resource Pool of experts.

Ms Lilibeth “Beth” Liguden is employed as Business Development Officer of AWCF, Philippines, and will be posted at the Forum for Indonesian Co-operatives Movement (FORMASI Indonesia) in Indonesia also as Business Development Officer. Most of her 16 years of work experience were devoted to the co-op sector, particularly, assisting co-operators on business development, project planning, development and management; co-op and community organizing; and involvement in enterprise, finance, and investment. She also worked with international non-government organizations and a municipal-level local government unit in the Philippines. Beth’s immense experience on business development will be put to good use when she assists FORMASI Indonesia in establishing a business development center (BDC) structure and policy, setting up business initiatives, and promoting the BDC and its services. She will also coach selected FORMASI Indonesia officers and staff in developing and planning project proposals. For her learning activity during her deployment, she expects to learn the agri-based microfinance program and model used by FORMASI Indonesia members.

Ms Piranrut “Poo” Thoykham works at the Credit Union League of Thailand (CULT), Thailand, as Credit Union Development Officer. She has a Bachelor of Arts degree in Economics of Cooperative Science. She also has some Master of Business Administration units on Co-operative Management from some of Thailand’s prestigious universities. Poo will be deployed to the Socio-Economic Development Organization of Cambodia (SEDOC), Cambodia. As Credit Union Promotion Specialist in SEDOC, she will teach SEDOC staff about promoting, setting up, and managing a credit union. She will also assist SEDOC staff in identifying programs and services to attract primary credit unions to be members of SEDOC. As her learning activity in Cambodia, she will get to know about the credit movement, and gender mainstreaming in credit unions.

Another phase 3 participant is Mr. Somantri, currently working as Information Technology (IT) Specialist in FORMASI Indonesia. His knowledge and skills on Informatics Management and Information System will be useful on his assignment as IT Specialist in CUPC. He will be conducting computer training and providing technical support, troubleshooting computers, and monitoring and evaluating a management information system (MIS). He is also expected to assist in producing financial records and data using the MIS application. He also looks forward to learning CUPC’s programs at the grassroots level, particularly, savings mobilization, loan services, children’s savings, and gender training.

Ms Pakialakshmi “Pakia” d/o Maniam, is a General Clerk from Koperasi Kredit Pekerja-Pekerja (KKP), one of the two major grassroots-based credit union organizations of the Credit Union Promotion Club (CUPC), Malaysia. Pakia can converse in English, Bahasa Melayu, Tamil, and Hindi languages, and knows a little Mandarin. Assigned to be a Communication Specialist in AWCF, Pakia’s main task will be to gain knowledge and skills on documentation and publication. She will study how to compile, write and edit reference materials in English; catalogue documents; and prepare a documentation inventory. She will bring this knowledge back to CUPC, especially since the organization intends to set up a documentation center.

Ms Janjila “Kook” Nuansri currently works as Chief Education and Development Officer at CULT’s central branch office. Kook is a Mass Communications graduate and has been doing public relations work for CULT’s head office for almost 14 years before she moved to CUPC’s central branch office. Kook was heavily involved in setting up new credit unions, promoting co-op activities and events, and designing promotional materials. Kook will be posted as Credit Union Promotion Officer in AWCF. She will be visiting selected affiliate-co-ops of NATCCO (National Confederation of Cooperatives), Philippines, to learn about setting up and managing a co-op branch office, managing a BDC or a co-op enterprise, and mainstreaming gender in co-ops.

Ms Mary Dilanie “Mygirl” Llarenas is a Project Development and Documentation Officer in AWCF, Philippines. She has degrees in Nursing and Business Administration. She has extensive exposure on managing agricultural co-ops, and her project development skills were honed when she worked with a multi-purpose co-op. Assigned to the Center of Agricultural Extension Volunteers (CAEV), Vietnam, also as Project Development and Documentation Officer, she will help CAEV identify priority/potential areas for project development, and coach the staff in developing proposals as well as documenting their good practices and success stories. In Vietnam, Mygirl will also learn CAEV’s farming models and also their good practices that she can, in turn, share on her return to the Philippines.

Ms Charisse Anne “Cha” Fernandez is AWCF’s International Relations Officer. She has a five-year working experience with non-government organizations and international marketing and/or tourism organizations. Her core competencies include events management, media relations, sales and marketing, and promotions. Her expertise will be very useful during her deployment in CULT where she can help out in developing the international relations (IR) staff and also the other CULT staff especially when she starts her English writing courses. Furthermore, she can help the IR staff in implementing international relations activities. In turn, Ms Fernandez looks ahead to learning the Thai language, culture, and practices. She will also learn how gender equality is promoted at the primary credit union level.

it@coops in the Philippines (video)--Part 2

2010-10-26T20:15:00.000-07:00

This is Part 2 of the two-part country report of the National Confederation of Cooperatives (NATCCO), Philippines, at the "Alumni Workshop for Partners and Participants of the Joint Training Programme it@coops," convened by AWCF on 19-24 October 2009, supported by InWent (Capacity Building International, Germany). The event was themed "Renew, Update, Stay Connected—it@coops." In 2004-2007, AWCF and InWent implemented in three of AWCF's member-organizations the it@coops Project (Information Technology for Southeast Asian Co-operatives), with assistance from Germany's Federal Ministry for Economic Cooperation and Development (BMZ). Participating organizations were the Credit Union League of Thailand (CULT), Thailand; Forum for Indonesian Co-operatives Movement (FORMASI Indonesia), Indonesia; and NATCCO. The Project aimed at providing poverty-oriented co-ops in Southeast Asia with skills in, understanding of, and access to IT that will make them more competitive. It was oriented extensively, but not exclusively, to women who put in above-average involvement in co-ops and who provide valuable economic and social work.

it@coops in the Philippines (video)--Part 1

2010-10-26T20:09:00.000-07:00

This is Part 1 of the country report of the National Confederation of Cooperatives (NATCCO), Philippines, at the "Alumni Workshop for Partners and Participants of the Joint Training Programme it@coops," convened by AWCF on 19-24 October 2009, supported by InWent (Capacity Building International, Germany). The event was themed "Renew, Update, Stay Connected—it@coops." In 2004-2007, AWCF and InWent implemented in three of AWCF's member-organizations the it@coops Project (Information Technology for Southeast Asian Co-operatives), with assistance from Germany's Federal Ministry for Economic Cooperation and Development (BMZ). Participating organizations were the Credit Union League of Thailand (CULT), Thailand; Forum for Indonesian Co-operatives Movement (FORMASI Indonesia), Indonesia; and NATCCO. The Project aimed at providing poverty-oriented co-ops in Southeast Asia with skills in, understanding of, and access to IT that will make them more competitive. It was oriented extensively, but not exclusively, to women who put in above-average involvement in co-ops and who provide valuable economic and social work.

it@coops Thailand--a video

2010-10-26T19:56:00.000-07:00

This is the country report of the Credit Union League of Thailand (CULT), Thailand, that was presented at the "Regional Forum on it@coops: Empowering Co-operatives through Information Technology," held 2007, Philippines. In 2004-2007, AWCF and InWent (Capacity Building International, Germany) implemented the it@coops Project (Information Technology for Southeast Asian Co-operatives), with assistance from Germany's Federal Ministry for Economic Cooperation and Development (BMZ). Participating organizations were CULT; Forum for Indonesian Co-operatives Movement (FORMASI Indonesia), Indonesia; and National Confederation of Cooperatives (NATCCO). The Project aimed at providing poverty-oriented co-ops in Southeast Asia with skills in, understanding of, and access to IT that will make them more competitive. It was oriented extensively, but not exclusively, to women who put in above-average involvement in co-ops and who provide valuable economic and social work.

Empowering Co-operatives through Information Technology (Part 2)

2010-10-26T08:36:00.000-07:00

(Part 2 of a two-part video) In 2004-2007, AWCF and InWent (Capacity Building International, Germany) implemented the Project "it@coops" (Information Technology for Southeast Asian Co-operatives). The Project was supported by the Federal Ministry for Economic Cooperation and Development (BMZ), Germany. Participating organizations were the Credit Union League of Thailand (CULT), Thailand; Forum for Indonesian Co-operatives Movement (FORMASI Indonesia), Indonesia; and National Confederation of Cooperatives (NATCCO), Philippines. The Project's overall objective was to provide poverty-oriented co-ops in Southeast Asia with skills in, understanding of, and access to IT that will make them more competitive. The it@coops Project also aimed at transforming the new IT forms into popular and gender-accountable instruments to help co-ops pursue their social and economic goals amid the challenges of globalization.

Empowering Co-operatives through Information Technology (Part 1)

2010-10-26T08:29:00.000-07:00

In 2004-2007, AWCF and InWent (Capacity Building International, Germany) implemented the Project "it@coops" (Information Technology for Southeast Asian Co-operatives). The Project was supported by the Federal Ministry for Economic Cooperation and Development (BMZ), Germany. Participating organizations were the Credit Union League of Thailand (CULT), Thailand; Forum for Indonesian Co-operatives Movement (FORMASI Indonesia), Indonesia; and National Confederation of Cooperatives (NATCCO), Philippines. The Project's overall objective was to provide poverty-oriented co-ops in Southeast Asia with skills in, understanding of, and access to IT that will make them more competitive. The it@coops Project also aimed at transforming the new IT forms into popular and gender-accountable instruments to help co-ops pursue their social and economic goals amid the challenges of globalization.

AWCF-FK project has third batch

2010-10-04T20:13:00.000-07:00

The second batch of participants in the AWCF project “Capacity-building for Gender and Co-operatives in Asia,” supported by Fredskorpset (FK) Norway since 2008, had its “Homecoming Seminar (Debriefing),” Sept. 29-30, 2010, in Songkhla, Thailand. The third batch of participants—who are staff of AWCF’s member-organizations, as also in the previous batches—is having its preparatory course under FK in Hat Yai, Songkhla, before a year-long deployment to host-countries in latter October 2010. The project allows exchange and building of knowledge and experiences among participating members' staff in various development concerns like gender mainstreaming and co-op development. The third batch of participants interacted with the previous batch on Sept. 30 in Songkhla

AWCF starts gender equality project with SCC

2010-09-09T20:08:00.000-07:00

AWCF has officially launched the three-year Swedish Cooperative Centre (SCC)-funded “Promoting Gender Equality (GE) Among Co-operatives in the Philippines” Project with three recent orientation meetings in 2010 attended by key leaders and managers of the 15 participating Philippine co-op organizations.The main objective of the meetings was to introduce this Project, which would involve strategic interventions related to four components: human resource capacity-building; strengthening of plans, systems, and structures; research and policy advocacy; and capacity-building on project planning, monitoring, and evaluation. At the meetings, AWCF was able to obtain from the stakeholders their commitment to implement the Project with the signing of the Memorandum of Understanding (MOU). Also discussed at the meetings were the GE Survey required from the co-ops and the June-September 2010 schedules for the gender-sensitivity training for leaders and staff to be conducted in each of the organizations.

The first orientation meeting was held in Davao City, Philippines, April 8, which was attended by the Mindanao State University–Iligan Institute of Technology (MSU-IIT) Multipurpose Coop; Paglaum Multipurpose Co-op; Panabo Multipurpose Co-op; Pantukan Chess Club Co-op; and Tagum Co-op.The second orientation meeting was in Cebu City, April 20, attended by the Bosconian Multipurpose Co-op; Cordova Multipurpose Co-op; Dumanjug Multipurpose Co-op; Lamac Multipurpose Co-op; and Metro Ormoc Community Co-op. The third orientation meeting was in Quezon City on April 22, with attendees from Abra Diocesan Teachers and Employees Multipurpose Co-op; Ligas Kilusang Bayan sa Pagpapaunlad; Nueva Segovia Consortium of Co-ops; St. Martin of Tours Credit and Development Co-op; and Sacred Heart Credit Development Co-op.

The GE Project is part of SCC’s country programme for 2010-2012, which is the “Advancing Civic Capacities for Effective and Sustainable Services to the Poor (ACCESS to the Poor)" Programme with funding support from the Swedish International Development Cooperation Agency (SIDA).

http://coopwomen.org/awcfcms/index.php/resources/news-archives/293-awcf-scc-gender-equality-project-started-

“Equal rights, equal opportunities: Progress for all”--message from the ICA

2010-08-03T06:05:00.000-07:00

Looking back to International Women's Day, 2010, here's a message from the International Co-operative Alliance (ICA) on that occasion. The ICA is an independent, non-government association which unites, represents and serves co-ops worldwide. The ICA was founded in London in 1895. Its members are national and international co-operative organizations in all sectors of activity including agricultural, banking, fisheries, housing, tourism, and

consumer co-ops. ICA has more than 237 member organizations from 89 countries, representing more than 800 million individuals worldwide. The AWCF is a member of the ICA-Asia and the Pacific Regional Women’s Committee (ICA AP RWC).

“Equal rights, equal opportunities: Progress for all”

A message for International Women’s Day (8 March 2010) from the International Co-operative Alliance (ICA), the world’s largest organization of co-ops.

This year, the United Nations (UN) focuses attention on the fact that the respect of women’s rights and the guarantee of opportunities lead to significant advances in social and economic development. Under the theme “Equal rights, equal opportunities: Progress for all,” International Women’s Day underlines the need for governments, civil society, women’s organizations, the private sector, the media, the entire UN system, and individual women and men to join forces in making important changes to policies, programs, attitudes and behaviors to ensure that women fully participate in economic and social life.

Nearly every study that addresses the impact of women’s participation in the economy concludes that gender equality is not only the right thing to do, it also makes good business sense. There are business studies showing that the higher percentage of women in decision-making positions, the more successful and efficient enterprises are. In times of economic stress, there is no business argument that can counter the value-added of investing in women.

Similarly, development studies over and over show that investing in women has a high return to improving livelihoods, improving access to education for children and health for all, and reducing poverty in general terms thus making an impact on overall national economic and social development.

In the co-operative movement, there are similar indications that women’s participation leads to successful enterprises that fully serve the needs of all members and their families. Women are participating in co-operatives, sometimes making up a very significant proportion of the membership and workforce as a recent ICA Gender Equality Committee survey is showing. The evidence abounds for why it is in the interest of all to make women’s rights and opportunities a priority, and yet progress at all levels continues to be slow.

Despite this, ICA and its Gender Equality Committee wish to underline the important contribution made by the worldwide co-operative movement in creating a culture of mutual respect, and its commitment to democracy and participation. All over the world, co-operatives contribute to the challenge of gender equality by implementing at various levels gender equality policies and programs, providing co-operators with awareness-rising, training and education, and decent work. Furthermore, co-operatives are promoting this model of business to women entrepreneurs who often find that this form of enterprise allows them the flexibility and alternative management structures that they seek – an efficient business model that takes into account their specific needs and that promote their socio-economic empowerment. More action is nonetheless required.

Co-operatives must intensify their efforts in improving gender equality in particular at this time of economic instability. Co-operative resilience can only be reinforced when programmes to ensure equal rights and equal opportunities for women and men are implemented, particularly at senior levels in our movement.

On the one side, there is continued need to review national and co-operative policies and cooperative statutes and bylaws to ensure that these do not constrain women’s access to equal opportunities including the right to own land and other property. Innovative strategies are needed to promote changes in organizational culture, rules of procedure and working methods as well as address constraints related to lack of time (work-family balance), and lack of personal security.

There is also the need for attitude changes. Too often, obstacles in the form of negative stereotypes about women’s leadership potential continue to limit change and progress. Specific measures to encourage and support women’s participation and enable them to seek and gain senior leadership positions should be enhanced, including management and leadership training, formalized mentorship programs, and sustainable financial support.

On the 8th of March 2010, International Women’s Day, we call on ICA member organizations and co-operators to review and reinforce their commitments, policies and programs to make gender equality a reality.

Let us be leaders in assuring progress for all by taking important steps to boost women’s rights and access to participation and leadership in co-operative enterprise. Let us begin by asking all our members to ensure that from this year onwards that their representative delegations are truly gender-balanced.

Pauline Green, President, ICA

Stefania Marcone, Chair, ICA Gender Equality Committee

The Impossible Dream--UN film on women's multiple burden

2010-07-16T23:23:00.000-07:00

"The Impossible Dream" is an animation film produced by the United Nations (UN) in 1983, together with Dagmar Doubkova of Kratkty Films, Czechoslovakia. The film takes a wry humorous look at a problem faced by women everywhere: the double-workload of a full-time job and being a housewife. The film features an average family with a baby and two school-age children. Both parents work outside the home. The woman puts in the same hours as her husband, for less money. In addition, caring for the children and all the household duties remain her responsibility. Awards received by this film: Gala Opening International Film Festival, Rio de Janeiro, Brazil; Finalist American Film and Video Festival, New York, USA; Certificate Seventh International Film Festival, Espinho, Portugal. AWCF's acknowledges UN for the use of this film, which is also usually used by AWCF for awareness-raising in its training/advocacy activities. The original link to this UN film is http://www.youtube.com/watch?v=t2JBPBIFR2Y

AWCF 5th GA: Improved Direction, New Member and Officers

2010-07-13T03:47:00.000-07:00

The “AWCF 5th General Assembly (GA)” was held on June 5, 2010 at the Paco-Soriano-Pandacan Hall, NATCCO Bldg., Quezon City, Philippines. NATCCO or the National Confederation of Cooperatives, AWCF’s member in the Philippines, hosted the event. The GA had two delegates each from the AWCF regular members NATCCO, Center of Agricultural Extension Volunteers (CAEV) of Vietnam, Credit Union League of Thailand (CULT) of Thailand, Credit Union Promotion Club (CUPC) of Malaysia, and Forum for Indonesian Co-operatives Movement (FORMASI Indonesia) of Indonesia. Non-voting delegates came from AWCF associate member Socio-Economic Development Organization of Cambodia (SEDOC). But as SEDOC had expressed, prior to the GA meeting, its desire to be a regular member in AWCF, especially since it had already passed the two-year associate membership requirement of AWCF’s Bylaws, the GA approved SEDOC’s regular membership later in the meeting.

AWCF Chair Ms Kruewan (left) presiding over the AWCF General Assembly with Treasurer Dr. Toan.

In her report to the assembly, AWCF Chairperson Ms Kruewan Chonlanai of CULT highlighted AWCF’s activities and outputs, and learning and insights gained, for the period August 2007-June 2010. AWCF Treasurer Dr. Bui Quan Toan of CAEV also presented to the GA the comparative financial performance report of AWCF from 2007-2009. In her Secretariat’s report, AWCF Executive Director Ms Salome Ganibe updated the GA on AWCF activities in January-May 2010, such as on the organization’s projects with the Swedish Co-operative Center (SCC)—“Promoting Gender Equality Among Co-operatives in the Philippines”; MISEREOR—“Poverty Reduction and Empowerment of Women through Enterprise Development in CVL Countries”; and Fredskorpset-Norway—“Capacity-building for Gender and Co-operatives in Asia.”

SCC's Ms Anneli facilitating the Octagon assessment for AWCF.

The GA meeting was preceded the day before by the “Octagon Assessment Workshop” participated in by the GA delegates and the Secretariat. Ms Anneli Leina, Program Coordinator of SCC, facilitated the workshop, which was held also in the NATCCO Bldg. The workshop aimed at letting the participants see a big picture of AWCF by looking at the various aspects of the organization, using Octagon as the assessment tool. The results were to become inputs to the next day’s GA, and will also be used as a baseline information of AWCF in its three-year project with the SCC.

The Octagon, developed by the Swedish International Development Cooperation Agency (Sida), assesses the “strengths and weaknesses in non-government organizations (NGOs).” It is based on the idea that a comprehensive picture of an organization’s capacity and development profile can be obtained through systematic reviews and assessments of four basic aspects of that organization. The Octagon also helps identify necessary measures to improve the organization’s capacity to perform effectively (see more information below about the Octagon).

GA approves resolutions

The workshop participants’ assessment of AWCF resulted to an overall “Good” assessment level, using Octagon’s seven-point scale. A few months before this workshop, the AWCF Secretariat also used the Octagon to assess the organization, and a “Very Good” assessment was obtained then. Taken together in this June workshop, these results were used to formulate action points in areas for improvement in AWCF toward enhancing the organization’s functioning and outputs.

Resolutions were drawn out from the action points, and these were presented at the GA the following day. The GA adopted the resolutions, to form part of AWCF’s strategic direction for 2010-2013, that embody various issues concerning AWCF, which are:

1) organizational base

2) output

3) capacity

4) competence

5) systems and finance

6) relations.

AWCF’s action toward these issues and concerns will include, among other steps, more intensive information dissemination about AWCF within its network; increased consciousness, commitment, and action of AWCF members as to gender programs in their organizations; further strengthening and implementation of activities, taking into account the AWCF Vision; enhancing competence and capacity of the AWCF Secretariat and officers; increasing financial sustainability through internal funding and self-sustaining activities; and strengthening and expanding relations within the AWCF network and with other networks.

New member, new officers

The GA delegates’ agenda-packed meeting that lasted from early morning to mid-afternoon included also the approval of the AWCF Plan and Budget for year 2010, which the AWCF Board of Trustees (BOT) also had approved months earlier. The GA likewise took up the matter of associate member SEDOC’s application as a regular member. The GA’s approval of SEDOC’s regular membership thus brought to six the number of AWCF’s member-organizations.

Finally, on the matter of electing the AWCF’s BOT for 2010-2012, each AWCF member-organization was asked to identify its official representative to the BOT. Having identified the composition of the BOT, the GA closed its meeting to pave the way for the election of officers to the different BOT positions, to be presided over by the AWCF Election Committee.

New AWCF Board of Trustees (BOT) and Election Committee (EleCom) take a moment for posterity: (seated, from left--BOT) Dr. Dr. Bui Quang Toan, Ms Papathiamah d/o Alagadora, Ms Kruewan Chonlanai (President), Ms Emma Nieva, and Mr. Mudaris Ali Masyhud; (standing, from left--EleCom) Ms Anik Dwi Martuti, Mr. Sil Vineth, and Ms Sylvia Paraguya.

The Octagon tool used

The Octagon assessment tool used by the AWCF participants prior to the GA is designed to assess the strengths and weaknesses in NGOs. Sida started to develop the Octagon in 1999, launching it in 2001. The tool can be used by both Swedish organizations and their partners in cooperation. It is based on the idea that a comprehensive picture of an organization’s capacity and development profile can be obtained through systematic reviews and assessments of an organization’s four basic aspects, which are:

1) objectives and management/administrative structures (organizational base)

2) activities with or for selected target groups (i.e., output)

3) capacity to succeed in its work (refers both to its professional skills and the funds at its disposal as well as its administrative systems)

4) capacity to create and maintain relations with its target groups and other actors in civil society.

Aside from being a tool for rapid and simple analysis of an organization’s strengths and weaknesses, the Octagon also identifies necessary measures to improve its capacity to perform effectively. If the same type of analysis is made systematically on several occasions over several years, it is also possible to follow changes in the organization in question. In this way, the Octagon can be used both for “baseline studies” and for measuring changes and results of internal organization development over a certain period of time. The Octagon allows the analysis of an organization’s four basic aspects with the aid of eight variables: (organization base) Identity, Structure; (organization’s activities–output) Implementation of activities, Relevance of activities; (organization’s capacity development) Professional skills, Systems; and (organization’s relations) Acceptance and support of target groups, Relations with its external environment.

Each dimension is ranked by assessments of two statements/questions on a one-to-seven point scale (Non-Existent, Very Weak, Weak, Reasonable, Good, Very Good, Excellent). When all the variables have been analyzed and ranked, the average points are transferred to an Excel document where the organization’s development profile is illustrated in the form of an octagon.

AWCF participants busily answering the Octagon assessment tool.

New officers lead AWCF in 2010-2012

2010-07-13T03:32:00.000-07:00

AWCF’s new Board of Trustees (BOT) members were elected at its fifth General Assembly held on June 5, 2010, Philippines. New members also compose the AWCF Election Committee (EleCom). Representatives of AWCF’s member-organizations compose the BOT and the EleCom. The AWCF officers for 2010-2012 are as follows:

Board of Trustees

President: Ms

Kruewan Chonlanai (CULT, Thailand)

Vice President

for Internal Affairs:

Ms Emma Nieva (NATCCO, Philippines)

Vice President

for

External Affairs: Ms Pappathiamah d/o

Alagadorai (CUPC, Malaysia)

Treasurer: Dr. Bui

Quang Toan

(CAEV, Vietnam)

Secretary: Mr.

Mudaris Ali Masyhud

(FORMASI Indonesia, Indonesia)

Election

Committee

Ms Anik Dwi Martuti (FORMASI In

donesia, Indo

nesia)

Ms Sylvia Pa

raguya (NATCCO, Philippines)

Mr. Sil Vineth

(SEDOC, Cambodia)

The new AWCF Board of Trustees (BOT): (from left) Dr. Toan, Ms Papathiamah, Ms Kruewan (President), Ms Nieva, and Mr. Mudaris.

The new BOT is joined by the new AWCF Election Committee officers:

(from left) Ms Anik, Mr. Vineth, and Ms Paraguya.

SEDOC--new AWCF member

2010-07-13T03:29:00.000-07:00

The Socio-Economic Development Organization of Cambodia (SEDOC) has become AWCF’s sixth regular member-organization. Its membership was approved in AWCF’s fifth General Assembly held on June 5, 2010, Philippines. SEDOC was an associate member since 2008, and it now joins other AWCF members from Indonesia, Malaysia, Philippines, Thailand, and Vietnam.

With offices based in Phnom Penh, Cambodia, SEDOC is an NGO (non-government organization) established in 1991. It is officially registered with the Supreme National Council (SNC) of Cambodia, also known as the Cambodian government; and recognized and registered with the United Nations Transitional Authority of Cambodia (UNTAC), and with the Ministry of Interior of the Kingdom of Cambodia.

Community development, particularly concerning rural and agricultural advancement, is SEDOC’s field of expertise. After doing humanitarian projects for several years, SEDOC focused on implementing income-generating projects and establishing credit unions to help the marginalized poor become self-reliant, thereby assisting in curbing poverty in Cambodia. Major programs of SEDOC include sustainable agriculture, promotion of agricultural and credit co-ops, establishment of rice banks, forestry and environment, and promotion of gender equality. SEDOC’s area of work reaches out to at least five provinces of Cambodia, covering about 70 villages.

Mr. Sil Vineth is the Executive Director of SEDOC.

AWCF holds planning for FK Exchange’s next round

2010-07-13T03:12:00.000-07:00

Since 2008, AWCF has been implementing among staff of its member-organizations an exchange activity, done through the “Capacity-Building for Gender and Co-operatives in Asia” Project funded by the “South-South Exchange Programme” of Fredskorpset (FK) Norway. The exchange will have its third round on October 2010 to August 2011. On June 1-3, 2010 at the NATCCO Bldg. in the Philippines, AWCF held the planning meeting for the exchange’s third round. AWCF’s member-organizations, who are the partners for this Project, participated in the meeting. FK Norway is a Norwegian government agency that promotes international understanding and mutual learning through institutional co-operation and exchange of people between Norway and countries in the South.

Through overseas posting of the AWCF member-organizations’ staff in the host-members, the Project seeks to strengthen solidarity and collaboration between and among the AWCF members; enhance members’ capacity in service delivery; and harness young professionals (the exchange staff) in acquiring expertise on gender mainstreaming, co-op services (financial intermediation and micro-finance), sustainable agriculture (marketing and agricultural extension), co-op and credit union development, training and education, and information technology (IT) for development.

At the planning meeting this June, updates about the exchange staff that they were currently hosting for the second round were given by AWCF members Center of Agricultural Extension Volunteers (CAEV), Credit Union League of Thailand (CULT), Credit Union Promotion Club (CUPC), Forum for Indonesian Co-operatives Movement (FORMASI Indonesia), National Confederation of Cooperatives (NATCCO), and Socio-Economic Development Organization of Cambodia (SEDOC). A discussion was led by AWCF Executive Director Ms Salome Ganibe to assess the member-organizations’ needs and objectives for the third round of exchange. FK Asia Program Officer Ms Saowanee Sangsawangsri guided the organizations in making their objectives consistent with the Project’s over-all goals and implementing guidelines as well as in producing the budget and other project documents.

Seven exchange staff will take part in the third round, with three participants coming from AWCF/NATCCO, two from CULT, one from CUPC, and one from FORMASI Indonesia. CAEV and SEDOC will not send out staff but will take part as host-organizations. The fourth round of the exchange will have its planning meeting in May 2011, which will also take up the midterm review of the third round.

Different needs

As expressed in the June planning meeting, the following are the AWCF member-organizations’ needs and objectives for the third round of the exchange:

CAEV: need for documentation of case studies in agricultural extension models; and project development and management
CULT: need to learn about branching, business development in terms of co-operative enterprise, and international and public relations to showcase its programs to foreign visitors
CUPC: need to focus on the operationalization of its newly established Management Information System, particularly its application, monitoring and evaluation, and troubleshooting.
FORMASI Indonesia: need to enhance capacity of FORMASI Indonesia and its members in the development of business development and fund-raising activities through project development for agri-based enterprises.
SEDOC: need to learn about CU promotion at it intends to establish itself as a credit union league in Cambodia
AWCF/NATCCO: need to continue to developing themselves as a resource center in gender equality and co-op development. NATCCO, specifically, wants to learn about microfinance and microenterprise development in agriculture in the third round.

Reading Matter: Gender and Development in and through Co-ops

2010-07-05T21:09:00.000-07:00

In 1990, AWCF began its journey of advocating gender equality and gender equity in and through co-operatives in Asia--empowering women as well as men toward promoting a quality way of life. The journey continues to be rich and colorful, filled with learning and experiences, lessons and milestones that have helped to continue inspiring AWCF in fulfilling its objectives. Through various reading materials that it publishes, AWCF shares its journey with the interested reader. These reading materials are based on AWCF's advocacies, program outputs, research, results of AWCF-led regional conferences, and varied experiences in co-ops and development work of its members in different Asian countries. These materials will be useful to co-operators, development workers, community leaders, policy-makers, researchers, academicians, the media, and the general public including those plain curious about Gender and Development matters, particularly in the setting of the co-operative, the field in which AWCF mainly operates.

Details about these AWCF publications are available in the AWCF homepage, particularly:
http://coopwomen.org/awcfcms/index.php/resources/publications

The Hidden Half: Women Co-op Leaders and Decision-Makers—Monograph No. 1
A Development Link-A Look at Women, Co-ops, and the Community—Monograph No. 2
MSMEs in Co-ops: A Way to Quality Life in Asia—Monograph 3
Empowering Women in Co-operatives Through ICT—Monograph No. 4
Learning from Experience: Co-op Business Development Centers—Monograph No. 5
Trainer’s Manual on Training for Women Leaders Transforming Co-operatives
Gaining Ground—Case Stories of Gender and Development in the Co-op
Regional Forum on “ICT Applications in Enterprise Development: Building Networks and Opportunities for Women Entrepreneurs in Co-operatives”
Regional Conference on “Gender Integration in Co-operatives: 10 Years Before and After”
Transformative Leadership Adoption Assessment: A Manual for Co-operatives
Regional Conference Report—Transformative Leadership for Co-operatives in Asia: Transforming Leadership, Transforming Co-operatives, Transforming Society
Conference Report—Regional Forum on Women, Gender and Co-operatives in Asia: Meeting Challenges, Exploring Opportunities
Trainer's Manual on Transformative Leadership Training for Co-operatives: Transformative Leadership, Transformative Co-operatives
Gender-Sensitivity Training: A Manual for Co-ops in Malaysia
A Training Manual on Gender and Co-operatives in Thailand
Gender Impact of Globalization of the Economy: Challenges to Co-operatives in the New Millennium
Less Words, More Action: How to Increase Women's Participation in Leadership and Decision-Making in Co-operatives
Liberating Co-ops: A Guide to Creating Women-Friendly and Gender-Responsive Co-ops in the Philippines
Regional Conference Report on “Women in Decision-Making in Co-operatives”
A Declaration and Platform of Action for the Enhancement of Women's Participation in Leadership and Decision-Making in Co-operatives
Liberating Co-ops: Stories of Women-Friendly and Gender-Responsive Co-operatives in the Philippines
Conference Report: A Showcase of Gender-Responsive Co-operatives in Asia
Liberating Co-ops—A Video Documentary

What Programs does AWCF have?

2010-07-05T06:58:00.000-07:00

AWCF implements activities toward Gender Mainstreaming, Women in Leadership and Decision-Making, Women Entrepreneurship Development, Regional Policy Advocacy, and Advocacy on Support Services for Women.

Gender Mainstreaming

Enabling co-ops, community-based savings and credit organizations, and development non-government organizations (NGOs) and people’s organizations (POs) to mainstream and integrate gender concerns and perspectives in their policies, programs, and activities.

Women in Leadership and Decision-Making

Promoting the increased participation of women in leadership and decision-making in co-ops, community-based savings and credit organizations, and development NGOs and POs engaged in the promotion of co-ops. The varied activities include training on the vision of transformative leadership.

Women Entrepreneurship Development

Enhancing women’s entrepreneurial skills and advocating the mobilization of co-op resources to support women-owned and/or women-managed enterprises. This program also involves advocating for co-ops to set up co-op business development centers (BDCs) to provide services to members who have micro, small, and medium enterprises (MSMEs); build capacities of women entrepreneurs, especially those in micro-enterprises; provide micro-finance, education, and skills upgrading, physical space/facilities, access to appropriate low-cost technology, and information and communication technology; and other services.

Regional Policy Advocacy

Analyzing the gender impact of cross-cutting issues affecting co-ops and community-based savings and credit organizations in Asia; and lobbying for policy change supportive of co-ops and women at the local and international levels.

Advocacy on Support Services for Women

Advocating for co-ops to use their resources for support services to women members in response to practical and strategic needs, such as micro-credit, training on non-traditional trades, literacy classes, childcare, and assistance to women victims of violence and their protection.

AWCF Members-Organizations--empowering women and men in Asia

2010-07-04T21:35:00.000-07:00

Center of Agricultural Extension Volunteers (CAEV)

Dr. Bui Quang Toan, Executive Director

A1-Phuong Mai-102 Truong Chinh Street, Dong Da District, Hanoi City, VIETNAM Telephone: +844-3868-6653; +844-3869-6105 Fax: +844-3868-5654 E-mail: kntn@fpt.vn Website: http://caev-vietdhrra.org.vn/index.asp

a non-government and non-profit organization, set up in 1991 by key officers and staff of the National Institute for Agricultural Planning and Projection (NIAPP). The NIAPP is an agency under Vietnam's Ministry of Agricultural and Rural Development, which oversees and regulates agricultural co-operatives in the country. Through NIAPP, CAEV aims to respond to the needs of more than 16,340 agricultural co-operatives (as of 1994) and 11 million farm households (as of 2003) in Vietnam.
established to improve farming practices and increase income of poor farmers. CAEV recruits agronomists, agricultural scientists, skilled technicians, and community workers as volunteers. It provides agricultural extension services to poor farming communities; soil sampling and analysis, and land evaluation; and identification of suitable cropping patterns for each farm household. CAEV also provides technical assistance on the practice of VAC combined technique (gardening, fish rearing and livestock breeding in a small scale).
addresses the needs of agricultural communities with a special focus on agricultural extension and rural development. Women in the agricultural sector in Vietnam are involved in the following activities: setting up mutual help groups, pilot field demonstration, creation of revolving funds to address the lack of production capital, and publication of magazines on agriculture.
serves as a resource agency to the government as well as to international development agencies in developing genuine co-ops.

Credit Union League of Thailand (CULT)

Mr. Dabchai Jaisusuk, General Manager

40 Ramkhamhaeng Road (Sukhapiban 3) Sapansoong, Bangkok 10240, Thailand Telephone: +662-373-0020; +662-373-0021 Fax: +662-373-0022 E-mail: cult@cultthai.coop Website: http://www.cultthai.coop

a national organization initiated by the private sector in 1972, bringing together more than 1,000 Thai credit co-operative groups, with more than 550,000 individual members, with women comprising more than 60 percent of the membership, as of year 2006.
works toward developing a strong and viable credit union (CU) movement in Thailand founded on the values of commitment, honesty, sacrifice, responsibility, sympathy, and trust, to promote self-help and mutual help to achieve human development and peace.
commits itself to delivering excellent financial services and other services that will respond to both the social and economic needs of the members.
has programs and activities that include education and training, bookkeeping and accounting, dormitory and meeting room services, CU chapters promotion, women and youth development, mutual aid in CU, business enterprise development, information technology, and research and publications.
since 1998, has been addressing the role and participation of women in co-ops, and part of its organizational structure is a Gender and Development (GAD) Committee that serves as advisory body on gender concerns to the CULT Board and General Assembly. Its Women Co-operative Products Development Center (WCPC) helps sustain women co-ops’ initiatives to create and develop products, for instance, through support in marketing and product development and design.

Credit Union Promotion Club (CUPC)

Ms Pappathiamah Alagadorai

19-1 Jalan 9/42 Taman Sejahtera off, Jalan Kuching, Kuala Lumpur 51200, MALAYSIA

Telephone: +603-625-15194 Fax: +603-625-79388 E-mail: kkpbhd@tm.net.my

was registered in 1974 under the Societies Act of Malaysia, with the main objective of introducing grassroots economic initiatives for the poor in Malaysia, especially the Indian poor.
initially engaged in collective farming, consumer bulk buying, and income-generation projects, and after CUPC leaders obtained training on CUs from the Philippines, India, and Canada, the CUPC began to promote, organize, coordinate, and consolidate CUs among the unorganized sector in Malaysia.
a partnership of two major but parallel grassroots-based credit unions in Malaysia: the Koperasi Kredit Pekerja-Pekerja or KKP (Workers' Credit Co-op) in Kuala Lumpur and the Koperasi Kredit Rakyat or KKR (People's Credit Co-op) in Batang Berjuntai. Many of the members of KKP are workers of multinational companies in free trade zones in Kuala Lumpur and mining companies in nearby states. The majority of the members of the KKR, on the other hand, are plantation workers, paddy farmers, and fisherfolks.
its role as coordinating body is to introduce various education and training programs; design and introduce new service and products; and do public relations and establish international links.
Women Action Committees (WACs) formed in CUs at all levels help women to organize themselves and undergo basic education and training; and to increase their self-awareness, self-esteem, and self-confidence. The WAC has been transformed into the Gender and Development Committee (GAD) Committee, composed of women and selected gender-sensitized men (after gender-sensitivity training).

Forum for Indonesian Co-operatives Movement (FORMASI Indonesia)

Mr. Siswanto Imam Prabowo, Chairperson

Mampang Prapatan XIV/I, Pancoran, Jakarta Selatan 12760, INDONESIA Telephone: +6221-799-0567 Fax: +6221-799-0937 E-mail: formasi@indo.net.id

a national network organization established in 1987 by 10 non-government organizations (NGOs) concerned with the co-op movement, and in small and medium enterprise (SME) development in Indonesia.
started as a Dialogue Forum among its founding members: DEKOPIN (Dewan Koperasi Indonesia or the Indonesia Co-operative Council), and nine other NGOs. The Forum became official with a letter of agreement officially issued by DEKOPIN on February 26, 1986. Later, a baseline survey on co-ops that were not government-sponsored (that is, not KUD [Koperasi Unit Desa] or village co-op, which is supported by the government) and informal co-ops in 14 provinces from January to March 1986 was conducted by the Forum as its first activity. The survey results showed that that there was a demand for a co-op development program directly managed by an NGO.
through volunteer consultants from its member NGOs, FORMASI conducts capacity-building programs for members and even non-member NGOs, such as information technology (IT) skills development and training; an entrepreneurial exchange program; and training on gender awareness, gender mainstreaming, and transformative leadership.
engages in consultancy, education and training, information dissemination and promotion concerning community-based co-op development, gender and development, and the provision of seed capital.

National Confederation of Co-operatives (NATCCO)

Ms. Sylvia Okinlay-Paraguya, President and Chief Executive Officer

227 J.P. Rizal Street, Project 4 1109 Quezon City, PHILIPPINES Telephone: +632-913-7011 to 14

Fax: +632-913-7016 E-mail: ceo@natcco.coop Website: http://www.natcco.coop

co-op education and training centers, which started in the 1960s, in the geographical regions of the Philippines formed NATCCO in 1977 to serve as their spokesperson, secretariat, and coordinating body.
also came about primarily as a felt need of the regional centers to put up a united national front, as the private sector-initiated co-ops at that time were under threat from the Marcos dictatorship in the 1970s.
as the years passed, the grassroots co-ops grew more in number and in their need for assistance from their regional centers and NATCCO. This development compelled NATCCO to pursue new directions, and to develop and expand services and programs, apart from the original mandate of education and training. The regional centers moved on to become total co-op regional development centers (RDCs).
in 2002, a General Assembly resolution was passed to study the restructuring of NATCCO’s transformation from a three-tiered to a two-tiered structure. NATCCO’s bylaws were amended in 2004, with financial intermediation as NATCCO’s principal focus, and the primary co-ops becoming NATCCO’s direct members. In 2006, NATCCO launched its new vision and mission statements.
NATCCO has Financial Services and Allied Services, and it started its activities for women in 1988, beginning with women in development (WID) concepts, as a component of Canadian-assisted project. In 1994, with the growth of WID to women and development (WAD) and to GAD, NATCCO formed the Association of Gender Advocates in Development (AGAD). AGAD was tasked to consolidate NATCCO’s initiatives in GAD across co-ops; coordinate and implement GAD activities; and serve as a pool of resources, experiences, and ideas within NATCCO.
in the NATCCO Women’s Congress held before a NATCCO GA, there is the election for one representative each from the Philippines’s geographical regions—Luzon, Visayas, and Mindanao—to sit in the NATCCO Gender Executive Committee (ExeCom). The election of these representatives is affirmed by the NATCCO GA, to serve a one-year term in the Gender ExeCom. One of them is also elected to sit in the NATCCO Board, representing the women’s sector in co-ops.
NATCCO sits in the Philippine Congress through the Coop-NATCCO Party List group.

Socio-Economic Development Organization of Cambodia (SEDOC)

Mr. Sil Vineth, Executive Director

No. 08, Chrey Kong Village, Véng Sréng Street Chom Chao Section, Dangkor Khan District Phnom Penh, CAMBODIA Telephone: +855-2336-5708 Fax: +855-2389-0110

E-mail: sedoc.pre@forum.org.kh; yunyoeun@hotmail.com Website: http://www.sedoc.org

an NGO established in 1991, its field of expertise is in community development, particularly concerning rural and agricultural advancement. After doing humanitarian projects for several years, SEDOC focused on implementing income-generating projects and establishing credit unions to help the marginalized poor become self-reliant, thereby assisting in curbing poverty in Cambodia.
major programs include sustainable agriculture, promotion of agricultural and credit co-ops, establishment of rice banks, forestry and environment, and promotion of gender equality.
its area of work reaches out to at least five provinces of Cambodia, covering about 70 villages.