GOVERNANCE AND

COOPERATIVE
MANAGEMENT

PRACTICES
GOVERNANCE PRINCIPLES AND
GOVERNANCE AND
COOPERATIVE
MANAGEMENT

REFLECTION
 REFLECTION

Ps 72:1-2, 4 (NLT)
GOVERNANCE AND

MANAGEMENT
COOPERATIVE

1 Give your love of justice to the king, O God,

and righteousness to the king's son.
2 Help him judge your people in the right way;
let the poor always be treated fairly.

4 Help him to defend the poor,

to rescue the children of the needy,
and to crush their oppressors.
 REFLECTION

Ps 72:12-14 (NLT)
GOVERNANCE AND

MANAGEMENT
COOPERATIVE

12 He will rescue the poor when they cry to him;

he will help the oppressed, who have no one to
defend them.
13 He feels pity for the weak and the needy,
and he will rescue them.
14 He will redeem them from oppression and
violence, for their lives are precious to him.
.
 REFLECTION

Romans 13:4 (NLT)

GOVERNANCE AND

MANAGEMENT
COOPERATIVE

4 The authorities are God's servants, sent for

your good. But if you are doing wrong, of
course you should be afraid, for they have the
power to punish you. They are God's servants,
sent for the very purpose of punishing those
who do what is wrong..
.
 REFLECTION

Romans 13:6 (NLT)

GOVERNANCE AND

MANAGEMENT
COOPERATIVE

6 Pay your taxes, too, for these same reasons.

For government workers need to be paid. They
are serving God in what they do. .
GOVERNANCE AND
COOPERATIVE
MANAGEMENT
 TOPIC OUTLINE

GOVERNANCE PRINCIPES AND PRACTICES

GOVERNANCE AND

MANAGEMENT
COOPERATIVE

- Principles and Practice of Good

Governance in Cooperatives
- Board –Manager Relationship
- Cooperative Structure
- Duties and Responsibilities of Officers
- Managing Successful Meetings
 Definition

MEANING OF GOVERNANCE
GOVERNANCE AND

MANAGEMENT
COOPERATIVE

The word “governance” came from the Latin verb

“gubernare,” or more originally from the Greek
word “kubernaein,” which means “to steer.”
 Governance

 A system designed
GOVERNANCE AND

to control and
MANAGEMENT
COOPERATIVE

distribute power
within an
organization  Ideals to be done to
realize organizational
goals and desires
 Governance

 Set of relationships
GOVERNANCE AND

among the board of

MANAGEMENT
COOPERATIVE

directors, management,
Board of
and owners of a Directors
business entity through
which the objectives
are decided and the Management Owners
means for achieving
them and monitoring
performance are
determined.
 Benefits of Good Governance

 Improved organizational
performance
GOVERNANCE AND

 More effective utilization of

MANAGEMENT
COOPERATIVE

resources
 Business growth and
financial stability
 Enhanced credibility for the
organization – dependent on
trust relationship; preferred
employer & preferred
directorships; greater
respect for the organization
 Major Characteristics of Good Governance

1. Participatory
- Participation by
GOVERNANCE AND

MANAGEMENT
COOPERATIVE

both men and

women is a key
cornerstone of
good governance
Kinds of
Participation:
 Direct
 Legitimate
 Representative
 Major Characteristics of Good Governance

2. Rule of Law
GOVERNANCE AND

- Good governance
MANAGEMENT
COOPERATIVE

requires fair legal

frameworks that
are enforced
impartially.
- Good governance
also requires full
protection of
rights.
 Major Characteristics of Good Governance

3. Transparency
- means that decisions
GOVERNANCE AND

MANAGEMENT
COOPERATIVE

are done following rules

and regulations.
- information are freely
available and directly
accessible
- Providing sufficient and
easily understandable
information
 Major Characteristics of Good Governance

4. Responsiveness
GOVERNANCE AND

- requires that co-op

MANAGEMENT
COOPERATIVE

organizations shall
serve all stakeholders
within a reasonable
timeframe.
 Major Characteristics of Good Governance

5. Consensus-Oriented
GOVERNANCE AND

MANAGEMENT
COOPERATIVE

 requires mediation of
the different interests
of society
 reach a broad
consensus for the best
interest of the whole
community
 Major Characteristics of Good Governance

6.Equity and Inclusiveness

GOVERNANCE AND

 Ensuring that all cooperative

MANAGEMENT
COOPERATIVE

members have a stake in the

plans and programs
 Members do not feel excluded
from the mainstream in the
co-op
 The most vulnerable group
have the opportunities to
improve or maintain their well
being.
 Major Characteristics of Good Governance
7. Effectiveness and Efficiency
 Means that the
GOVERNANCE AND

cooperative produces
MANAGEMENT
COOPERATIVE

results that meet the

needs of society
 Put to optimum use the
resources at their
disposal
 Sustainable use of
natural resources and
the protection of the
environment
 Major Characteristics of Good Governance

8. Accountability-
GOVERNANCE AND

Cooperative should be
MANAGEMENT
COOPERATIVE

accountable not only to:

 Government Agencies
and instrumentalities
 Private sector
 Civil Society
Organizations
 Institutional stakeholders
 Major Characteristics of Good Governance
UNITED NATIONS ECONOMIC AND SOCIAL COMMISSION FOR ASIA
AND THE PACIFIC (UNESCAP)
GOVERNANCE AND

MANAGEMENT
COOPERATIVE
 Governance Architecture

Governance Architecture is the structure by which an

GOVERNANCE AND

organization defines appropriate strategies and

MANAGEMENT
COOPERATIVE

ensures development alignment with those

strategies.
 Governance Architecture

Key Elements of Governance Architecture

GOVERNANCE AND

 Organization
MANAGEMENT
COOPERATIVE

o Executive sponsorship team

o Cross-functional architecture core team

 Strategies & Architectures

o Define and maintain guiding principles,
strategic end-state architectures, and roadmaps
o Ensure alignment across Product, Process, IT,
and Network
 Governance Architecture

Key Elements of Governance Architecture

GOVERNANCE AND

 Compliance Processes
MANAGEMENT
COOPERATIVE

o Ensure development initiatives are aligned with

guiding principles and target architectures
o Provide holistic view of enterprise architecture
so that individual initiatives are evaluated based
on long-term contributions in addition to tactical
benefits
 Governance Architecture

Architecture of Good Co-op Governance

GOVERNANCE AND

MANAGEMENT
COOPERATIVE

 External
o Legislation / Regulations pursuant to the Act (as
applicable)
o Deposit Insurance / Stabilization Fund (as
applicable)
 Governance Architecture

Architecture of Good Co-op Governance

GOVERNANCE AND

MANAGEMENT
COOPERATIVE

 External

The Stabilization Fund is a form of “solidarity fund”

as cooperatives contributing to it, in effect, are
coming together to help one another.
 Governance Architecture

Architecture of Good Co-op Governance

GOVERNANCE AND

Stabilization Fund
MANAGEMENT
COOPERATIVE

• purpose - prevent insolvency or failure of

member coop
• even before a co-op needs to borrow, the Fund
already provides technical assistance.
 Governance Architecture

Architecture of Good Co-op Governance

GOVERNANCE AND

Who Imposes?
MANAGEMENT
COOPERATIVE

 Government Regulator
CDA/BSP/IC/LTFRB/DOH/LTO/FDA/etc.
 Deposit Insurer
 Stabilization Fund
 Leagues, Federations
 Governance Architecture

Architecture of Good Co-op Governance

GOVERNANCE AND

MANAGEMENT
COOPERATIVE

 Internal
o Articles of Incorporation & Bylaws
o Vision, Mission, Values
o Board Policies
o Strategic Plan
o Annual Budget
o Management Policies & Procedures
o Policy versus Procedures
 Governance Architecture

Architecture of Good Co-op Governance

GOVERNANCE AND

MANAGEMENT
COOPERATIVE

 Internal
o Policies
• Board approves
• Board monitors
 Governance Architecture

Levels of Good Governance

GOVERNANCE AND

o Individual Governance - In
MANAGEMENT
COOPERATIVE

order to perform their

collective duties, the
individual board members
and managers must
maintain ethical conduct and
professionalism and to
speak with a single voice
once decisions have been
made.
 Governance Architecture

Levels of Good Governance

GOVERNANCE AND

MANAGEMENT
COOPERATIVE

o Internal Governance -
Unlike profit-motivated
o enterprises, cooperative
must address its
democratic and member-
driven nature.
 Governance Architecture

Levels of Good Governance

GOVERNANCE AND

MANAGEMENT
COOPERATIVE

o External Governance -
All cooperatives and other
institutions are expected
to comply with the
standards of
transparency, auditing,
and financial reporting.
GOVERNANCE AND Governance Principles

It is the paramount
MANAGEMENT
COOPERATIVE

duty of the board

of directors to
select and oversee
the Chief Operating
Officer.

1st Principle
 Governance Principles

It is the responsibility
GOVERNANCE AND

of management to
MANAGEMENT
COOPERATIVE

operate the business

in an effective,
efficient, and ethical
manner in order to
produce value for
stakeholders.

2nd Principle
 Governance Principles

It is the responsibility
GOVERNANCE AND

MANAGEMENT
COOPERATIVE

of management,
under the oversight
of the board and
audit committee, to
produce timely and
factual financial
statements.

3rd Principle
 Governance Principles

It is the responsibility
GOVERNANCE AND

of the board and the

MANAGEMENT
COOPERATIVE

audit committee to
engage an independent
accountant to audit the
financial statements
prepared by
management.

4rth Principle
 Governance Principles

It is the responsibility
GOVERNANCE AND

of the independent
MANAGEMENT
COOPERATIVE

accountant to ensure
that he is in fact
independent and has
no conflict of interest.

5th Principle
GOVERNANCE AND Governance Principles

MANAGEMENT
COOPERATIVE

Employees shall be
dealt with in a fair and
equitable manner

6th Principle
 Workshop 1

1. Please give examples of how these aspects of

GOVERNANCE AND

individual governance of cooperatives are evident:

MANAGEMENT
COOPERATIVE

o Competence
o Integrity
o Commitment
 Aspects of Governance

 External
GOVERNANCE AND

o Compliance
MANAGEMENT
COOPERATIVE

o Transparency
o Public Accountability
 Aspects of Governance

 External
GOVERNANCE AND

o COMPLIANCE
MANAGEMENT
COOPERATIVE

• Fully comply with regulations and national

laws and cooperate with regulators
• Ensure that the cooperative meets or
exceeds any relevant standards for
financial institutions.
 Aspects of Governance

 External
GOVERNANCE AND

o COMPLIANCE
MANAGEMENT
COOPERATIVE

• Undergo annual external audits within 90

days of the end of each fiscal year
• Re-examine audit relationship frequently
and consider changing the auditor at least
3-5 years in a competitive bidding
process.
 Aspects of Governance

 External
GOVERNANCE AND

o TRANSPARENCY
MANAGEMENT
COOPERATIVE

• Regular, honest communication of board

activities with members, regulators and the
general public in the spirit of full disclosure.
• Financial statements, compliant with
generally accepted accounting principles
and local regulatory standards, should be
made available to members and the public.
 Aspects of Governance

 External
GOVERNANCE AND

o PUBLIC ACCOUNTABILITY
MANAGEMENT
COOPERATIVE

Must be constantly cognizant of

responsibilities to government bodies.
 Aspects of Governance

 Internal
GOVERNANCE AND

o Structure
MANAGEMENT
COOPERATIVE

o Continuity
o Balance
o Accountability
 Aspects of Governance

 Internal
GOVERNANCE AND

o STRUCTURE
MANAGEMENT
COOPERATIVE

• Composition of BOD shall be in odd number,

no less than 5 and no greater than 15
• Consideration should be given to the rotation
of directors
• Dialogue with general members shall be
encourage during annual general meeting
• The annual general meeting should be
adequately promoted to ensure sufficient
member participation.
 Aspects of Governance

 Internal
GOVERNANCE AND

o CONTINUITY
MANAGEMENT
COOPERATIVE

• The board should create strategies to

maintain competitiveness and sustainability
of the cooperative
• The board should create succession plans for
both directors and management
• The board should formulate risk
management plan
 Aspects of Governance

 Internal
GOVERNANCE AND

o ACCOUNTABILITY
MANAGEMENT
COOPERATIVE

• The board is formally accountable to the

general assembly.
• The roles and responsibilities of the board,
committees and managers should be
established clearly in the by-laws or other
policies.
 Aspects of Governance

 Internal
GOVERNANCE AND

o ACCOUNTABILITY
MANAGEMENT
COOPERATIVE

• It is the duty of the board to establish

strategic direction, approve policies and
monitor management’s implementation of
policies and achievement of targets.
• It is the duty of management to prepare the
plan and budget, undertake operations,
implement polices approved by the board
and achieve the targets set forth.
 Aspects of Governance and Personal Attributes

 Individual
GOVERNANCE AND

o Integrity
MANAGEMENT
COOPERATIVE

o Competence
o Commitment
 Aspects of Governance and Personal Attributes

Individual
GOVERNANCE AND

o INTEGRITY
MANAGEMENT
COOPERATIVE

• The cooperative should adopt a code of conduct ``

clearly explaining proper behavior
• Directors or managers must not have criminal or
civil backgrounds.
• Immediate family members should not serve on
the board or in management at the same time.
 Aspects of Governance and Personal Attributes

Individual
GOVERNANCE AND

o INTEGRITY
MANAGEMENT
COOPERATIVE

• Board members must excuse themselves from

participating in discussions and voting on matters
form which they or their family have a potential
conflict of interest.
• The board must approve loans to directors or
managers.
• Directors with loans that are delinquent for 3
months will be removed from their position.
 Aspects of Governance and Personal Attributes

Individual
GOVERNANCE AND

o COMPETENCE
MANAGEMENT
COOPERATIVE

• All members of the board should have basic

competencies, especially financial literacy.
• Individual members should also have sufficient
knowledge and skills that are needed to conduct
their business and perform their rights and
responsibilities to the cooperative
GOVERNANCE AND
Leadership Competency Model
MANAGEMENT
COOPERATIVE

Finance Marketing
Human Capital
Building Trust Strategic Planning
Negotiation Focus and Drive Running the
Communication Systems Thinking Business
Problem Solving Conceptual Thinking
Change Management Emotional Intelligence
Coaching/Mentoring

Leadership Center-7 September 1999

 Aspects of Governance and Personal Attributes

Individual
GOVERNANCE AND

o COMMITMENT
MANAGEMENT
COOPERATIVE

• Directors should be willing and able to commit

necessary time to the cooperative. Failure to
attend board meetings may result to dismissal.
• Directors must respect the decisions of the board,
adhering to all policies that have been adopted,
regardless of personal opinion.
GOVERNANCE AND Four Abuses in Co-op Governance

Abuse of Power
MANAGEMENT
COOPERATIVE

1. Conflict of
interest
2. Nepotism
3. Cronyism
4. Insider cliques
 Four Abuses in Co-op Governance

Abuse of Resources
GOVERNANCE AND

1. Remuneration
MANAGEMENT
COOPERATIVE

2. Transportation
3. Communication
4. Travel
5. Training
6. Entertainment
 Four Abuses in Co-op Governance

Abuse of Products & Services

GOVERNANCE AND

MANAGEMENT
COOPERATIVE

1. Non-market interest rates on dividends,

Loans and Savings
2. Commissions (kickbacks)
3. Waiver of fees
4. Loan renewals, extensions etc.
5. Inflated collateral guarantees
6. Loan charge-offs
 Four Abuses in Co-op Governance

Abuse of Institution
GOVERNANCE AND

1. Paying dividends at the expense of creating

MANAGEMENT
COOPERATIVE

loan loss provisions and/or building capital

2. Charging-off, without collecting delinquent
loans
3. Excessive spending for non-earning assets
(building, cars, computers, etc.)
4. Falsifying financial information.
 Markers of Poor Governance

1. Absence of clear duties and responsibilities

GOVERNANCE AND

2. Board interference in management duties

MANAGEMENT
COOPERATIVE

3. Excessive Board Compensation

4. Double standards (elitism)
5. Large salary disparities (CEO & others)
6. Concentration of Power: Strongman leadership
7. Creative accounting: Falsifying financial
information
GOVERNANCE AND
KEY COOPERATIVE ACTORS

• SHAREHOLDERS
MANAGEMENT
COOPERATIVE

• BOARD OF DIRECTORS
• MANAGEMENT
 KEY COOPERATIVE ACTORS

MEMBERS SHAREHOLDERS
GOVERNANCE AND

MANAGEMENT
COOPERATIVE

Have little voice in the day-to-day

management of operations, but have the right
to elect directors to look out for their interests
and to receive the information they need to
make investment and voting decisions.
 KEY COOPERATIVE ACTORS

BOARD OF DIRECTORS
GOVERNANCE AND

Oversees management performance on

MANAGEMENT
COOPERATIVE

behalf of stockholders
 KEY COOPERATIVE ACTORS

MANAGEMENT
GOVERNANCE AND

Runs the day-to-day operations of the

MANAGEMENT
COOPERATIVE

cooperative and informs the board of the status

of operations
 KEY COOPERATIVE ACTORS

MANAGEMENT
GOVERNANCE AND

Runs the day-to-day operations of the

MANAGEMENT
COOPERATIVE

cooperative and informs the board of the status

of operations
 BOARD-MANAGER RELATIONSHIP

BASIC BOARD FUNCTION BASIC MANAGEMENT

FUNCTION
GOVERNANCE AND

  Planning
MANAGEMENT
COOPERATIVE

Prime Decision Center

 Advisory function  Organizing
 Trustee function  Directing
 Perpetuating function  Controlling
 Symbolic function  Motivating
 BOARD-MANAGER RELATIONSHIP

Similarities between Board and Management

 Both involve deciding what needs to be done.
GOVERNANCE AND

MANAGEMENT
COOPERATIVE

 Both create networks of people and

relationships that can accomplish an agenda.
 Both try to ensure that people involved
actually get the job done.
 Both are complete interdependent action
systems.
 BOARD-MANAGER RELATIONSHIP

Critical to good Board-Manager relationship

lies in achieving operational:
GOVERNANCE AND

MANAGEMENT
COOPERATIVE

Efficiency – Doing Things Right

Effectiveness – Doing the Right Things
Excellence – Doing Right Things Right
GOVERNANCE AND
COOPERATIVE
MANAGEMENT
CO-OP ORGANIZATIONAL STRUCTURE
GOVERNANCE AND
COOPERATIVE
MANAGEMENT
CO-OP ORGANIZATIONAL STRUCTURE
GOVERNANCE AND
COOPERATIVE
MANAGEMENT
CO-OP ORGANIZATIONAL STRUCTURE
GOVERNANCE AND
COOPERATIVE
MANAGEMENT
CO-OP ORGANIZATIONAL STRUCTURE
GOVERNANCE AND DUTIES AND RESPONSIBILITIES OF CO-OP OFFICERS

MANAGEMENT
COOPERATIVE
 DUTIES AND RESPONSIBILITIES OF CO-OP OFFICERS
SECRETARY
Appointment
Term
Functions
GOVERNANCE AND

a. Keep an updated and complete registry of all

MANAGEMENT
COOPERATIVE

members;
b. Record, prepare and maintain records of all minutes of
meetings of the Board of Directors and the
General/Representative Assembly;
c. Ensure that the necessary actions and decisions of the
Board of Directors are transmitted to the management
for compliance and implementation;
d. Issue and certify the list of members who are entitled
to vote as determined by the Board of Directors;
e. Prepare and issue Share Certificates and maintain the
share and transfer book;
f. Serve notice of all meetings called and certify the
presence of quorum in the conduct of all meetings of
the Board of Directors and the General/Representative
Assembly;
g. Keep copies of the Treasurer’s reports and other
reports;
h. Serve as custodian of the cooperative seal.
 DUTIES AND RESPONSIBILITIES OF CO-OP OFFICERS
TREASURER
Appointment
Term
Functions
GOVERNANCE AND

a.Ensure that all cash collections are deposited in

MANAGEMENT
COOPERATIVE

accordance with the policies set by the Board of

Directors;
b.Have custody of funds, securities, and
documentations relating assets, liabilities,
income and expenditures;
c.Monitor and review the financial management
operations of the cooperative, subject to such
limitations and control as may be prescribed by
the Board of Directors;
d.Ensure the maintenance of fill and complete
records of cash transactions
e.Ensure maintenance of a Petty Cash Fund;
f. Maintain a Daily Cash Position Report; and
g.Perform such other functions as may be
prescribed in the By-Laws or authorized by the
Board of Directors.
 DUTIES AND RESPONSIBILITIES OF CO-OP OFFICERS
AUDIT COMMITTEE
Composition
Term
GOVERNANCE AND

Functions
MANAGEMENT
COOPERATIVE

a.Audit performance of the coops and its various responsibility centers;

b.Monitor adequacy and effectiveness of the coops management and internal
control system;
c.Review continuously and periodically the books of account, financial
records, and policies governing internal control, accounting and risk
management to ensure that these are in accordance with the cooperative
principles and generally accepted accounting procedures;
d.Review the internal audit report of the cooperative;
e.Follow up actions on the internal and external audit recommendations;
f. Discuss the result of the internal audit with the Board of Directors;
g.Submit reports in the result of the internal audit and recommend necessary
changes on policies and other related matters in operation to the GA;
h.Review, approve or amend the report and recommendation of the Ethics
Committee involving violations of the Code of Governance and Ethical
Standards if the remaining members of the Board of Directors fail to act on
said report and recommendation within a period of thirty (30) days, or the
violation is committed by the majority of the Board of Directors; and
i. Perform such other functions as may be prescribed in the By-laws or
authorized by the GA
GOVERNANCE AND DUTIES AND RESPONSIBILITIES OF CO-OP OFFICERS

MANAGEMENT
COOPERATIVE
 DUTIES AND RESPONSIBILITIES OF CO-OP OFFICERS
MEDCON COMMITTEE
Composition
Term
GOVERNANCE AND

Functions
MANAGEMENT
COOPERATIVE

a. Conduct mediation-conciliation proceeding and services;

b. Formulate, develop and improve the Conciliation-Mediation policies,
guidelines and program and ensure its proper implementation;
c. Monitor Conciliation-Mediation program and processes;
d. Submit semi-annual reports of cooperative cases to the Authority
within fifteen (15) days after the end of every semester;
e. Accept and file Evaluation Reports;
f. Submit recommendations for improvement to the BODs;
g. Recommend to the BODs any member of the cooperative for
Conciliation-Mediation Trainings as Cooperative Conciliator-
Mediator;
h. Issue the Certificate of Non-Settlement (CNS);
i. Act as conciliator-mediator during term, provided the persons who
will mediate are mutually selected by both parties.
 DUTIES AND RESPONSIBILITIES OF CO-OP OFFICERS
ETHICS COMMITTEE
Composition
Term
GOVERNANCE AND

Functions
MANAGEMENT
COOPERATIVE

a. Formulate, develop, implement and monitor the Code of

Governance and Ethical Standards (CGES) to be
overserved by the members, officers and employees of the
cooperative subject to the approval of the BODs and
ratification by the GA;
b. Conduct initial investigation of inquiry, upon receipt of a
complaint involving violations of the CGES.
c. Submit report on its recommendation together with the
appropriate sanctions, to the BODs for its proper action, or
to the remaining members of the BODs, if the violation is
committed by any members of the BODs. Provided, that if
the remaining members of the BODs fail to act on the report
within a period of thirty (30) days, or the violation is
committed by the majority of the BODs, the Audit committee
shall act on the same.
 MANAGING SUCCESSFUL MEETINGS

What makes for an effective meeting?

Having a:
GOVERNANCE AND

• purpose,
MANAGEMENT
COOPERATIVE

• preparing ahead of
time,
• setting goals during
the meeting, and
• making provisions for
follow-through and
assessment afterwards
are critical.
 MANAGING SUCCESSFUL MEETINGS

Give Everyone A Role

GOVERNANCE AND

MANAGEMENT
COOPERATIVE

• Set the Agenda

• Establish Ground
Rules
• Ideas or Orders?
• Consensus - great
way to efficiently
solve a problem.
 MANAGING SUCCESSFUL MEETINGS
Control the Meeting, Not the Conversation
• Let everyone speak -
GOVERNANCE AND

flush out all the facts, all

MANAGEMENT
COOPERATIVE

the opinions, and at the

end make a good
decision.
• you’ll get measured on
whether you made a
good decision, and not
whether it was your idea
from the beginning
 MANAGING SUCCESSFUL MEETINGS

Make Everyone Contribute

GOVERNANCE AND

MANAGEMENT
COOPERATIVE

• Manage Personalities
• Be Vulnerable
• Allow Everyone to
share honest opinion
 MANAGING SUCCESSFUL MEETINGS

Remember: Make Meetings Essential

GOVERNANCE AND

MANAGEMENT
COOPERATIVE

• Do a meeting audit
• Cancel them all when meetings do not
produce results
• Continually strive to making meetings
important
 MANAGING SUCCESSFUL MEETINGS
The Three Rules of Running a Meeting
GOVERNANCE AND

Rule No. 1 - Set the

MANAGEMENT
COOPERATIVE

Agenda

Rule No. 2 - Start on

time and end on time

Rule No. 3 - End with an

Action Plan with
Follow Through
Schedules
GOVERNANCE AND
COOPERATIVE
MANAGEMENT
GOVERNANCE AND
COOPERATIVE
MANAGEMENT

THANK YOU VERY MUCH !