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Strategic Plan for Analog Device Employee Multi

Strategic Plan for Analog Device Employee Multi

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Published by: Jennica Joie Tivi on Jan 27, 2012
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Strategic Plan for Analog Device Employee Multi-purpose Cooperative

Planning Team Analog Device Employee Multi-purpose Cooperative December 2011

Table of Contents Introduction Executive Summary Background and History Direction and Results Goals Organization of the Strategic Plan Vision Mission Core Operating Values Underlying Service Assumptions Customers Summary of Most Important Points in the Environment Proposed Organizational Structure Strategic Direction Goals Areas Strategic Action Plan Focus by Year The Next Steps: Implementation and Evaluation 2 2 2 3 3 4 5 6 6 7 8 9 10 11 12 15 .

employees and their families. Background History of ADEMC . leading to sustainable growth and profitability of the organization and thus contribute to the socio-economic development of the community.Analog Device Employee Multi-purpose Cooperative Strategic Plan Introduction Executive Summary Analog Device Employee Multi-purpose Cooperative proposed vision and mission are as follows: Vision One of the most recognized multi-purpose cooperative in the Philippines. Mission ADEMC is guided by cooperative values and principles committed to be the one of the most recognized multi-purpose cooperative in the Philippines with quality products and efficient services abreast with the latest trends and technology that generates financial resources from within and outside the organization to improve the quality of life of its members.

this strategic plan is intended to be a management tool for Analog Device Employee Multi-purpose Cooperative This plan has two purposes. The ADEMC team primary focus will be: • a. . It is a record of the strategic planning process and the decisions reached by the Executive Director and staff. Organization of the Strategic Plan As noted above. d. First. Goals The following goals for ADEMC over the next five years are the organization’s response to the important issues identified in the environmental scan that was completed as part of the strategic planning process. it is a reference guide for strategic planning. and current opportunities and challenges for offering a high quality system of support in the organization.Direction and Results The strategic direction and goals included in this plan are ADEMC’s response to its understanding of what its customer’s value most about the organization. • Growth in revenue in year 2012 until 2016 to attain its target of Php 40M. Increase Patronage of Members Improve Operational Efficiency Market Development Product Development Investments in year 2012 and beyond. At the beginning of each section a box includes a definition of the component part. employees and their families. These goals provide a roadmap for fulfilling the strategic direction. Second. Mission ADEMC is guided by cooperative values and principles committed to be the one of the most recognized multi-purpose cooperative in the Philippines with quality products and efficient services abreast with the latest trends and technology that generates financial resources from within and outside the organization to improve the quality of life of its members. it presents the most comprehensive compilation of the plan and its component parts. Vision One of the most recognized multi-purpose cooperative in the Philippines. In the future ADEMC may choose to produce a summary version of the plan for distribution to its primary and supporting partners and other stakeholders. leading to sustainable growth and profitability of the organization and thus contribute to the socio-economic development of the community. There are a few footnotes with additional helpful tips about how ADEMC can use the information in the plan. b. c.

Core Operating Values Core Operating Values are the fundamental values or ideals at the heart of the organization. strengths and weaknesses highlighted by the General Manager and staff of ADEMC. The following core operating values influence the culture and public image of ADEMC as an effective community-based organization serving a wide variety of individuals and families. Hard work f. threats. What is written here represent a small portion of the complete environmental scan attached to this strategic plan. . They articulate ideals that the organization aspires to hold itself accountable for and offer guidance about how the organization behaves in carrying out its mission. Commitment and Declaration c. Customer Orientedness b. a. Innovativeness g. Trust e. Volunteerism Underlying Service Assumptions Customers Summary of Most Important Points in the Environment The following is a brief summary of opportunities. Integrity d.

transportation. Job security at ADI T7. Tax exemption of cooperatives favorable tax legislation for cooperatives. rediscounting. Increasing envionmental conciousness.Opportunit ies The opportunities considered most important included: O1. And neighboring establishments. Increasing population. O12. S4. Increasing inflation right. T10. T9. Capacity to payback loans. S5. janiotorial. ADEMC can provide services (business that can be offered i. T5. T4. Reduction in disposable income. Increasing awareness in health and wellness. Rapid growth in population.etc. T2. T6. Availability of social networking sites.e.members. Increased spending due to proximity of shopping malls. Membership not extended to non. O3. O8. Growth Threats The threats considered most important included: T1.. Expanded use of technology. Accessibility to other credit services/ availability of various credit products. T8. O10. Electronic banking system. Members with commitment to other T3. O5. Negotiate with suppliers. S3. . O4. O6. There is a lot of untapped market. High patronage refund. O11. O9. Strengths S1. S2. Low interest rate offerings will drive the members to avail loans from other financial institutions. Strong financial position/ liquidation. O13. Increasing need for convenient services. Volatility of the foreign exchange. O7. Low interest rate. Increasing employement rate. O2. T11. Low service fee.) to ADPhils. Stricter compliance on laws issued new legislation for cooperatives.

W3. W7. W9. Trustworthy and loyal ADEMC Staff. W5. . W11. • Growth in revenue in year 2012 until 2016 to attain its target of Php 40M. primary customers. mission. the next one to five years (2012-2016) will be a time of assessing and deepening its approaches to its work. Competitive employee benefits. Does not fully tap other market segment. W6. S7. Increase Patronage of Members Improve Operational Efficiency Market Development Product Development Investments in year 2012 and beyond. S6. Members’ relation is weak. Ineffective monitoring of compliance of members responsibility. Management. Distribution of job functions. Constrained to a certain number of employees only. S8. core values. Consistent support of ADPhils. Tapping of other potential members. h. and the opportunities and threats in the current environment. W10. W4. Performance evaluation process is weak. S9. No formal marketing program. Different interpretation of ADEMC policy. Weaknesses W1. Strategic Direction Based on the General Manager and staff’ understanding of ADEMC vision. f. g. The ADEMC team primary focus will be: • e. Utilization of data decision-making.S5. S8. Consistent health growth in financial. Time tested strong presence of ADEMC. Organizational structure is not reflective of the need situation. W8. W2. Competitive employee/ staff benefits.

IT services can be outsourced or its existing personnel can be sent for enhancement training and further development to meet basic IT needs of ADEMC If it is deemed necessary to do both then it can be done whenever it is beneficial.Strategic Objectives Proposed Organizational Structure In order to carry-out the strategic objectives and it’s implementing plans and programs ADEMC had designed a more strategic organizational structure. To strengthen its IT capability. national and international health related agencies. Highlights of which is the hiring of a separate personnel whose position will be Marketing and Donor Relations Officer who will be primarily responsible for sourcing funds from and establishing relationship with donors and other local. .

. will fulfill the following specific / departmental goals and objectives on the separate sheet attached on the succeeding pages. Culion Foundation Inc.2012 ADEMC ORGANIZATIONAL CHART In order to pursue the strategic direction described above.

the implementation process includes the development of action plans. will necessarily be a part of the implementation effort. the presentation and seeking Board approval. the completion of pro forma financial statement. Monitoring and evaluation. In detail. the purposes of which are to gauge progress and to determine if changes in the strategic plan or any of its components are needed.THE NEXT STEPS: IMPLEMENTATION AND EVALUATION The primary purpose of this document is to record progress made in the strategic planning process as well as the goals still to be addressed. This included the finalization of action plans. . assignment of responsibilities. criteria employed to evaluate progress. Upon approval. This process will have the purpose not only of realizing the Strategic Initiatives but also of institutionalizing the critical objectives of strategic planning: strategic thinking and acting. which encompasses the preparation of objectives. and budget plans. timelines. to begin during the calendar year (CY) 2012. the next step will be the implementation of the plan and the realization of those initiatives.

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