BIBLIOGRAPY LIBANGEN, JILL M. APRIL 2007....
BIBLIOGRAPY
LIBANGEN, JILL M. APRIL 2007. Perceived Effects of Training Assistance of
Land Bank of the Philippines (LBP) to Cooperative-Beneficiaries in La Trinidad,
Benguet. Benguet State University, La Trinidad, Benguet.
Adviser: Andrew K. Del-ong, BSc
ABSTRACT
This study was conducted to determine the effect of LBP trainings to the
performance of the cooperative as perceived by the officers and management staff who
attended the trainings. Six cooperatives were studied namely: Bahong Multi-purpose
Cooperative (BMPC), Philippine National Police Regional Office – Cordillera
Multipurpose Cooperative (PNPPRO-Cor MPC), Universal MPC, Benguet State
University MPC (BSU-MPC), Linusod Farmers Multi-purpose Cooperative (LFMPC).
There 33 respondents coming from the six LBP assisted cooperatives.
Data gathering was done through in depth interview with the respondents using an
interview guide questionnaire. Data were tabulated, analyzed and interpreted using
descriptive statistics such as frequency counts, percentage and average.
Results showed that all of the LBP assisted cooperatives are multi-purpose
cooperatives with credit as the common service offered to members.
There were 17 types of trainings provided by Land Bank composed of seven
management trainings, nine operation trainings and two leadership training.
Respondents claim that the areas of ;a) formulation and implementation of
policies; b) cooperative business planning and implementation; c) monitoring of business
operation; d) financial management; e) credit management; f) audit; and g) leadership
performance are a little bit improved by the trainings attended while for the areas of
bookkeeping and cashiering respondent claim that it is moderately improved by the
trainings.
The common training needs of LBP assisted cooperatives according to
respondents are duties and responsibilities of cooperative officers and members (34%)
and developing the values of members towards cooperative (31.03%) and developing the
values of members towards cooperative (31.03%).
Based on the results, it is recommended that cooperatives should continuously
send participants to trainings to improve their performance u=in their respective position.
There must be a proper turnover of responsibilities between the incoming and outgoing
officer/management staff so that knowledge and skills acquired from trainings attended
will continuously of significance to the cooperatives.
ii
TABLE OF CONTENTS
Page
Bibliography. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
i
Abstract ,. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
i
Table of Contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
iii
INTRODUCTION
Rationale. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1
Statement of the Problem . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2
Objectives of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3
Importance of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3
Scope and Limitation of the Study . . . . . . . . . . . . . . . . . . . . . . . . . .. . . .
3
REVIEW OF LITERATURE
Technical Assistance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5
Institutional Building . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5
Trainings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5
Importance of Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
6
METHODOLOGY
Locale and Time of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8
Respondents of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8
Data Collection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8
Data Gathered . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8
Data Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
9
iii
RESULTS AND DISCUSSION
Profile of the Cooperative. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
10
Size and Com[position of Membership . . . . . . . . . . . . . . . . . . . . . . . . . . .
12
Type of Trainings Target and Actual
Participants of LBP Training . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . .
13
Trainings Attended by Respondents . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
15
Perceived Effects of LBP Trainings to the
Respondents’ Performance on the
Different Areas of Operation . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . .
20
. .
Training Needs of LBP
Assisted Cooperative . . . . . . . . . . . . . . . . . . . . . . . .. . .. . . . . . . .. . . . . .
23
Turnover of Knowledge and Skill . .
24
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
26
Conclusions . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . .
27
Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
28
LITERATURE CITED . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . .
29
APPENDICES
iv
INTRODUCTION
Rationale of the Study
Land Bank of Philippines (LBP) was created when Republic Act 3844 known as
the Agricultural Land Reform Code was passed in August 1963 to finance the acquisition
and distribution of agricultural estates to farmers. One of the major role and function of
LBP is the Technical Strengthening Support for cooperatives.
Land Bank recognizes cooperatives as one of the key players towards the
attainment of the country’s economic development. To boost this sector, LBP has
instituted cooperative strengthening programs, which is focused on organizational
development marketing support to help foster excellence and continuous improvement.
With these programs, LBP provide full support to its clients cooperative not just in the
area of credit assistance but in imparting time-tested values and strategies that will lead
them to become more productive and self reliant in the long run.
Alongside financial assistance, technical support is extended to cooperatives since
LBP believes that the kind of development that last is the one that comes from inner
transformation.
The Development Assistance Center (DAC) is the unit of LBP who is in-charge in
giving technical assistance to primary cooperatives. Institutional Building Assistance is
one of the program of DAC and is composed of different kinds of trainings, operations
review, market linkages and cooperative monitoring. Institutional building refers to the
development of cooperatives into a strong and viable instrument capable of handling
socio-economic enterprises on a sustained basis. Through this assistance, cooperatives
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
2
are expected to achieve higher levels of development and create a lasting positive impact
on the lives of the members and the community.
Statement of the Problem
There are six Land Bank assisted cooperatives in La Trinidad, Benguet. These
are Bahong Multi-purpose Cooperatives (BMPCO), Philippine National Police, Police
Regional Office-Cordillera Multipurpose Cooperative (PNPPRO-COREMPC), Universal
Multipurpose Cooperatives(UMPC), Benguet State University Multipurpose Cooperative
(BSU-MPC), Benguet Farmers Multipurpose Cooperative (BFMPC) and Linusod
Farmers Multi-purpose Cooperative (LFMPC).
LBP is giving financial and technical assistance, under the technical assistance,
there are many programs on strengthening cooperatives but this study will focus on the
different trainings under the Institutional Building Program given by LBP to its primary
cooperatives. Therefore, this study intends to answer the following questions.
1. What are the profiles of the LBP assisted cooperatives in La Trinidad,
Benguet in terms of services offered, years of existence, and size composition
of membership?
2. What are the different trainings provided by LBP to the said cooperatives?
3. What are the perceived effects of the different kinds of trainings to the
officers and management staff performances?
4. What are the training needs of the said cooperatives aside from what they
have already availed?
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
3
Objectives of the Study
In general, the objective of the study is to determine the different trainings given
by LBP to primary cooperative and their perceived effects to the cooperative
performance.
1. To determine the profile of LBP assisted cooperative in La Trinidad, Benguet
in terms of type of services offered, years of existence, and size and
composition of members.
2. To identify the different trainings provided by LBP to the said cooperatives.
3. To find out the perception of coop staff and officers regarding the effect of the
different kinds of LBP trainings to their performances.
4. To identify the training needs of the said cooperatives aside from what they
have already availed.
Importance of the Study
The result of the will be an important guide/basis in planning and preparing
training modules for cooperative trainings and seminars. It also serves as a guide in
determining the training needs of cooperatives and effects of training to the officers and
management staffs’ performance.
Scope and Limitation
This study concentrates on the perceived effect of the different trainings provided
by Land Bank of the Philippines to six primary cooperatives in La Trinidad who are
identified cooperatives being assisted by LBP as perceived by the officers and
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
4
management staff who attended the trainings. This covered the different kinds of
trainings attended by the participants from year 2000-2006.
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
5
REVIEW OF LITERATURE
Technical Assistance
Clauson (2000) stated that the technical assistance is not a new concept; it is one
of the oldest things in the world. Probably, the first time it occurred was when Eve, with
her superior sense of dress, helped Adam fix his fig leaf. According to him, technical
assistance is a procedure for helping undeveloped countries to help themselves.
Institutional Building
Institutional building refers to the development of cooperatives into a strong and
viable institution capable of handling socio-economic enterprise on a sustained basis
(Anonymous, 1999).
Teves (2004) mentioned in his speech that the main aim of LBP in giving
Institutional Capacity Building support to cooperatives is to enable them to become self-
reliant economic units in the countryside by increasing their absorptive capacity and
improving their financial management.
Institutional building assistance is composed of different kinds of trainings for
officers, operations review on the cooperatives, market linkage and cooperative
monitoring (Teves, 2004).
Trainings
Training is defined in various related literature and book is a “set of activities
designed to increase individual skills, knowledge and experience to change on individuals
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
6
behavior and attitudes”. It also attempts to improve the ability required by the job of
cooperative employee and are immediately focused on skills. The principal purpose of
training is to increase productivity or to improve job performance (Lingaling, 2002).
Training also refers to the acquisition of knowledge, skills and competencies as a result
of the acquisition of knowledge, skills, and competencies as a result of the teaching of
vocational or practical skills and knowledge that relates to specific useful skills. Today it
is often referred to as professional development (Bacod, 2004).
Teves (2004) cited that bank assisted cooperatives are provided with formal and
informal trainings to upgrade/enhance the technical know-how of their leader and
management. He also mentioned in his speech that only through the deep well of
education and training can nurture cooperative teaching them skills and values that help
them successfully deal with the complexities of their business thus helping them to
continuously uplift their lives and their communities.
Importance of Training
Training had contributed in improving the management of cooperatives. Through
training, officers become effective in doing their functions, employees become more
efficient in their work and officers and members learn the cooperative principles and
practices (Agustin, 2000).
Training can increase skills, ability, efficiency and productivity of their staff and
officers that consider the most effective tools in business and industry to bring out the
best form of resource available that is the man, machine materials and methods. Training
programs make officers alert to inefficiency; provide better product and services cost
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
7
down. It also keeps employees awake to new ides and assistance to changes (Licudan,
2003).
Officers and committee members have specific functions in the cooperative,
which require them certain knowledge and skills. The efficiency of the employees in
performing their duties and their effectiveness in serving the needs of members will be
undoubtedly build strengthen member’s trust, confidence, and loyalty to their
cooperatives. Officers, committee members and employees should be well trained for
their jobs (Abasolo, et al, 1996).
Continuous education and training for the officers and members of the
cooperative is considered the most important principle of cooperative. Proper
knowledge, skills, attitudes and values can be imparted to people through trainings and
education. Cooperatives which neglected continuous education and training for its
members and officers failed. It is for the reason that new cooperatives development
program of the government requires intensive trainings for members and officers failed.
It is for the reason that new cooperative development program of the government requires
intensive trainings for members and officers of cooperative (Fajardo and Abella, 1999).
Officers and managers were able to learn various knowledge and skills from the
different trainings and seminars they attended and that most of these knowledge and
skills were applied by them in their involvement to the cooperative (Atin-an, 2003).
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
8
METHODOLOGY
Locale of the Study
This study was conducted in La Trinidad, Benguet from December 2006-January
2007. Figure 1 shows the map of La Trinidad where the study was conducted.
Respondents of the Study
The respondents were the 16 officers and 17 management staffs of the six
cooperative who availed trainings provided by Land Bank. Key informants of the study
will include the head and staff of Development Assistance Center (DAC), Land Bank.
Data Collection
In depth interview with the respondents using an interview guide was used to
gather primary data. Secondary date was gathered from the annual reports of
cooperatives, books, previous studies, Internet, and other sources. The list of participants
in trainings from the different cooperatives assisted was taken from the records of Land
Bank.
Data Gathered
Data gathered were: a) profile of the cooperatives in terms of types of services
offered, years of existence, and size and composition of membership; b) list of trainings
conducted by LBP to Cooperative- beneficiaries; c) perception of coop staff and officers
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
9
on the effects of LBP trainings to cooperative; and d) training needs of LBP assisted
cooperatives.
Data Analysis
The data collected was classified, tabulated and analyzed using the descriptive
statistics like frequency counts, percentage and average.
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
10
RESULTS AND DISCUSSION
Profile of the Cooperatives
All of the LBP assisted cooperatives are multipurpose cooperatives with the credit
as the common (100%) service offered to members (Table 1). Other services offered are;
marketing, savings, consumer store, water service, canteen operation and office rental.
Table 1. Services offered by LBP assisted cooperatives
SERVICES OFFERED
FREQUENCY
PERCENTAGE
Canteen operation
1
16.7
Credit
6
100
Consumer store
1
16.7
Marketing
3
50
Office rental
1
16.7
Savings
3
50
Water service
1
16.7
Years of Existence and Number of years being
Assisted by LBP
BFMPC (11 yrs) and BSUMPC (10 yrs) are the longest assisted cooperatives by
LBP, respectively. This could be explained by the fact that they are the oldest existing
cooperatives from among the cooperatives being studied. In fact they are both been
existing for about 19 years. Although Universal MPC is only third (9years), it is noted
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
11
however that it is the cooperative who availed the earliest from date of registration (3
yrs).
PNP PRO-COR is the youngest (2 yrs) explained by the fact that it was just
established in 2001.
According to Land Bank officers and management staff of the cooperative are
already attending trainings even before they are financially assisted by Land Bank.
Table 2. Years of existence and assistance of LBP to its assisted cooperatives
NAME OF
DATE
NO. OF YRS
YEAR
NO. OF YRS
COOPERATIVE REGISTERED
OF
FINACIALLY
ASSISTED
EXISTENCE ASSISTED BY
BY LBP
LBP
Universal MPC
June 02, 1995
12
1998
9
PNP PRO-COR June 29, 2001
6
2005
2
MPC
BFMPC
December 21,
19
1996
11
1988
Bahong MPC
February 6,
16
2005
2
1991
Linusod MPC
July 24, 1996
11
2001
6
BSU MPC
April 27, 1988
19
1997
10
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
12
Size and Composition of Membership
Table 3 shows that Universal MPC has the highest number of members with 657,
followed by BSU MPC with 491 and Bahong MPC with 435. Said cooperatives are the
top three highest in membership because of the fact that they also are the oldest existing
cooperatives from among the cooperatives covered in this study. It was noted however,
that although BFMPC is one of the oldest cooperative, the current members are only 59, a
result of trimming down of membership from as high as 2,000 plus members before.
Composition. As to the composition, most of the members of PNP PRO-COR
MPC (88.02%) and BSU MPC ( 57.23%) are government employees. These could be
explained by the fact that these two cooperatives are government institutions-based
cooperatives. Actually memberships at BSUMPC before were limited to the employees
of BSU, but recently they opened the membership for alumni, that’s why there is an
increase in non-government employees members.
For Linusod FMPC, all of the members are farmers, the same with Bahong MPC
(95.17). For BFMPC and Universal MPC almost half of the members are farmers.
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
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Table 3. Size and composition of membership
NAME OF
COMPOSITION
COOPERATIVE
FARMERS
GOV’T
BUSINESSMEN OTHERS
TOTAL
EMPLOYEES
F
%
F
%
F
%
F
%
Universal MPC
294 44.74 15
2.28
112
17.05
236 35.92 657
BFMPC
28
47.45 10
16.95 21
35.59
-
-
59
PNPPRO-COR MPC
-
-
302
88.02 38
11.18
-
-
340
Linusod FMPC
56
100
-
-
-
-
-
-
56
Bahong MPC
56
100
20
4.60
1
0.23
-
-
435
BSUMPC
-
-
281
57.23 28
5.70
182 37.07 491
Type of Trainings, Target and Actual
Participants of LBP Training
There are three (3) categories of LBP Trainings given to the cooperatives under
consideration as shown in Table 4.1. These are management, operation and leadership
trainings. Under the management trainings, there are seven different types of training
related to management. Under operation trainings, there are nine (9) types of trainings
related to the different operations in the cooperative while under leadership trainings,
there are two.
Table 4.1 also shows the target and actual participants of the different LBP
trainings. There are trainings wherein the actual participants were not really the target
participants. These are the trainings on cooperative management, updates on various
government rules and regulations, coop-CASA, cashiering operations and bookkeeping.
This could be one reason why respondents wre not able to apply what they learned from
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
14
the different trainings. The trainings they attended doesn’t match with their position in
the cooperative.
Table 4.1. Target and actual participants of LBP trainings
TYPE/TITLE OF
TARGET PARTICIPANT ACTUAL PARTICIPANT
TRAININGS
MANAGEMENT
TRAINING
Business planning
Manager, BOD
2 managers
Cooperative
Manager, Bod
2 BOD, 1 manager and 1
Management
AIC
Credit management
Crecom, manager, loan 4 Crecom and 2 managers
officer
Financial management
Manager, BOD and
3 manager , 3 BOD
and analysis
Bookkeeper
Loan portfolio
BODs manager, bookkeeper 3 manager, 1 BOD, 1 loan
Management
loan officer
officer
Orientation/updating on BOD, manager
3 managers, 1 bookkeeper,
various government
2 BOD ,1 treasurer
rules/regulations and
taxation
Strategic Planning
BOD, Manager
2 BOD, 1 manager, 1 loan
officer
OPERATION TRAINING
Audit process and
AIC bookkeeper, other 3 managers, 2 AIC
internal
BOD & manager
Control measures
Bookkeeping
Bookkeeper, manager
3 bookkeeper , 1 AIC
B2B Training
Officers& management
1 manager, 1 BOD
staff
Cashiering operation
Cashier, teller
1 treasurer, 2 cashier, 1
storekeeper
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
15
Table 4.1 Continued…
TYPE/TITLE OF
TARGET PARTICIPANT ACTUAL PARTICIPANT
TRAININGS
Cooperative Codified
BOD manager
2 BOD, 1 manager 1 loan
approving and signing
officer
authorities
Credit investigation and Loan officer, Crecom, 2 Crecom, 2 manager,1
Appraisal
cashier
loan officer, 1 loan
collector
Customer Relations
Teller, manager, cashier
3 managers, 1 bookkeeper,
1 cashier & 1 collector
Modern farming thru
Coop members and officer
1 manager, 1 treasurer,
greenhouse technology
unit manager 1 BOD
Proof sheeting/advance Bookkeeper, manager
1 bookkeeper, 1 manager
Bookkeeping
LEADERSHIP
TRAINING
Trainors’ Training
Education committee
1 Edcom, 1 manager
Cooperative leadership
Officers and management 1 BOD, 1 Crecom, 1
staff
storekeepeer 1AIC & 1
Bookkeeper
Trainings Attended by Respondents
Actual participants in Table 4.1 were based in table 4.2. There are training
wherein the actual participants were not really the target participants. These are the
cooperative management, updates on various government rules and regulations, coop
CASA, cashiering operations and bookkeeping. These could be one reason why
respondents were not able to apply the skills and knowledge they have acquired from the
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
16
trainings, the trainings they attended doesn’t match with their positions in the
cooperative.
Table 4.2 shows the different trainings attended by respondents per cooperative.
It was found out that BSU MPC availed only four types of trainings from LBP from 200-
2006. As claimed by the BSU respondents, the coop did not avail the other trainings
because they had already attended such trainings from other institutions in the past.
There are only two who availed training on business planning, four for strategic
planning and cooperative management, four for loan portfolio management and analysis
and for orientation/updating on various government rules and regulations and taxation.
On operations training, there were only two of the respondents who availed
training in B2B, three attended training on cashiering operations, four for bookkeeping
and modern farming thru greenhouse technology, five four audit process and internal
control measures and coop- CASA and six for credit investigation and appraisal and
customer relations.
For leadership training, only two attended trainors’ training and seven attended
cooperative leadership was conducted within LFMPC only that is why all of the
respondents who attended the said training are from LFMPC.
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
17
Table 4.2 Trainings attended by respondents
TYPE/TITLE OF TRAINING
BAHONG
BSUMPC
BFMPC
UNIVERSA
PNP PRO
LFMPC
TOTAL
MPC
L MPC
COR MPC
Management Trainings
Business planning
1 manager
-
1 manager
-
-
-
2
Cooperative management
1 BOD
1 bod
-
-
1 AIC, 1
4
Manager
Credit management
1 crecom*
-
-
1 crecom*
1 manager, 1 crecom, 1
6
1 crecom
manager
Financial management and analysis
1 manager*,
-
1 manager
1 manager
-
1 BOD
6
1 BOD
1 BOD
Loan portfolio management
1 manager
-
1 manager,
1 manager,
-
-
5
1 BOD
1 loan
officer
Orientation/updating on various gov’t
1 unit
1
-
-
1 manager,
1 Edcom, 1
7
Rules and regulation
manager, 1
bookkeeper
1 BOD
manager
treasurer
Strategic planning
1 BOD
-
1 BOD
1 loan
1 manager
-
4
officer
Perceived Effects of Training Assistance of Land Bank of the P hilippines (LBP) to Cooperative-Beneficiaries in La Trinidad, Benguet / Jill
M. Libangen. 2007
18
Table 4.2 Continued …
TYPE/TITLE OF TRAINING
BAHONG
BSUMPC
BFMPC
UMPC
PNP PRO
LFMPC
TOTAL
MPC
COR MPC
Operation Trainings
Audit process and internal control
1 manager*
-
-
-
1 manager,
1 AIC, 1
5
Measures
1 AIC
manager
Bookkeeping
1 bookkeep- -
1 Bookkeep- -
-
1 AIC, 1
4
er
er*
Book-
keeper*
B2B training
-
1 manager
1 BOD.
-
-
-
2
Cashiering operations
-
-
1 treasure
1 cashier
-
1
3
storekeeper
Coop-CASA
-
-
1 treasurer, 1 manager
-
1 BOD
5
1 AIC. 1
manager
Credit investigation and appraisal
-
1 crecom
-
1 loan
1 manager
1 crecom
6
officer*, 1
collector, 1
manager
Customers relations
1 manager
1 book- 1 manager
1 cashier, 1 1 manager
-
6
keeper
collector
Perceived Effects of Training Assistance of Land Bank of the P hilippines (LBP) to Cooperative-Beneficiaries in La Trinidad, Benguet / Jill
M. Libangen. 2007
19
Table 4.2 Continued…
TYPE/TITLE OF TRAINING
BAHONG
BSUMPC BFMPC UNIVERSA
PNP PRO
LFMPC
TOTAL
MPC
L MPC
COR MPC
Modern Farming thru greenhouse
1 treasurer, 1
-
-
-
-
-
4
Technology
manager, 1
BOD, 1
book-keeper
Proof sheeting/Advance Bookkeeping
-
-
-
1 book-
-
-
2
keeper, 1
manager
Leadership training
Trainors’ training
-
-
-
1 Edcom
-
-1 BOD
2
Cooperative leadership
--
-
-
-
-
1, BOD, 1
7
crecom. 1
storekeeper,
1 Aic. 1,
edcom , 1
manager, 1
bookkeeper
Perceived Effects of Training Assistance of Land Bank of the P hilippines (LBP) to Cooperative-Beneficiaries in La Trinidad, Benguet / Jill
M. Libangen. 2007
18
Perceived Effects of LBP Trainings to the
Respondents’ Performance on the
Different Areas of Operation
Management. The respondents were asked to rate the perceived effects of the
different trainings they attended to their performance in relation to their respective
functions. Some of the respondent rated their own performance as a little bit improved
while some rated moderately improved by the different trainings they attended.
According to them, they applied what they learned from the different trainings but not
totally for some are not applicable to their respective position. The training they attended
is not appropriate for their position. Respondents claim that attending training once will
not totally improve their performance because they were not able to grasp all the things
discussed during the training. They just applied what they understood.
Formulation and implementation of policies. In the formulation and
implementation of policies, majority (66.67%) of the respondents claim that it is a little
bit improved by the trainings on the Coop-CASA and orientation and updates on various
government rules and regulation they attended. They were able to make some
amendments on their policies adopting what was discussed during the trainings.
Business planning and implementation. For the business planning and
implementation, half (50%) of those who attended trainings on strategic planning and
business planning claim that it is a little bit improved by the said trainings. According to
them, they were able to make business plans wherein some were implemented some were
not. As for the monitoring of business operation, half (50%) of the respondents claim that
it is a little bit improved by the trainings about cooperative management they attended.
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
19
Financial management. In terms of their performance on the cooperatives’
financial management, it is also a little bit improved by the trainings attended. They claim
that they were able to analyze the implications of their financial statements and make
actions on it.
Operation. Bookkeeping is rated by majority (58.33%) of the respondent as
moderately improved by the trainings attended. They claim that the trainings attended
enabled them to know the proper way of record keeping and prepare fair financial
statements. Managers who attended trainings on bookkeeping claim that the trainings
made them understand what the bookkeeper is doing and help them analyze the
implications of the financial statements prepared by bookkeepers.
Credit management and investigation. Respondent who attended trainings on
credit management, credit investigation and loan portfolio management claim that their
performance on credit management is a little bit improved by the training. Respondents
claim that they were able to initiate amendments in their lending policy because of the
trainings attended. They implemented the use of loan documents like promissory notes,
application form, etc. As for the loan monitoring and collection, specific persons were
assigned to collect loans.
Cashiering performance. As to the cooperatives’ cashiering performance, most of
those who attended training on cashiering and customer relations claim that it is a little
bit improved by the trainings attended. Respondents claim that the trainings attended
enabled them to install internal control measures on cashiering like the use of receipts,
cashbooks, disbursement vouchers and surprise cash counts.
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
20
Audit performance. Audit performance was claimed by some (40%) respondents
that it is a little bit improved by the training on audit process and internal control
measures on securing the cooperatives’ assets. However, some (40%) rated the conduct
of internal audit as no improvement for they are not conducting internal audit in the
cooperative.
Cooperative leadership. Most (71.43%) of those who attended training on
cooperative leadership claim that their performance as a cooperative leader is a little bit
improved because they did not apply all what they learned during the training. As for the
performance of those who attended training on trainers training, one of them claim that
his performance is a little bit improved while the other claim that it is moderately
improved by the trainings attended. Their evidence is that they are now conducting Pre-
membership Education and Seminar (PMES) to members but not regularly.
Table 5. Perceived effects of LBP trainings to the respondents performance on the
different areas of operation
AREAS OF OPERATION
RATING
TOTAL
1
2
3
4
5
F
%
f
%
f
%
F
%
F
%
MANAGEMENT
Formulation and
-
-
8 66.67 4 33.33 -
-
-
-
12
implementation of
policies
Cooperative business
2 16.67 6
50
4 33.33 -
-
-
-
12
planning and
implementation
Monitoring of business 1
25
2
50
1
25
-
-
-
-
4
Operation
Financial management
-
-
3
50
2 33.33 1
16.7
-
-
6
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
21
Table 5. continued…
AREAS OF OPERATION
RATING
TOTAL
1
2
3
4
5
F
%
f
%
f
%
F
%
F
%
OPERATION
Bookkeeping
-
-
-
-
7 88.33 5
41.7
-
-
12
Credit Management
1
5.56
9
50
6 33.33 2
11.1
-
18
Cashiering
-
-
2 33.33 4 66.67 -
-
-
-
6
performance
Audit performance
Conduct of internal
2
40
2
40
1
20
-
-
-
-
5
Audit
Implementation of
-
-
2
40
3
60
-
-
-
-
5
internal
control measures
LEADERSHIP
Performance as a
-
-
5 71.43 2 28.57 -
-
-
-
7
Cooperative leader
Performance as a - -
1
50
1
50
-
-
-
-
2
Cooperative’s trainor
Legend:1 – No improvement 3 - moderately improved 5 – very much improved
2 – a little bit improved 4 – satisfactory improved
Training Needs of LBP Assisted Cooperatives
Table 7 shows that most of the training needs of LBP assisted cooperatives is
about duties and responsibilities of officers and members (34.48%) followed by
Developing the values of members towards cooperative (31.03%), risk management
(10.34%) and post harvest handling of highland vegetables (10.34%). This is because
there are still cooperative officers and members who are not aware of their duties and
responsibilities in the cooperatives, that’s why they are not performing their functions.
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
22
There is also a need to develop values of members towards cooperatives so that they
could do their part as members.
Table 7. Training needs of LBP assisted cooperatives
TYPE/TITLE OF TRAININGS
FREQUENCY PERCENTAGE
Duties and responsibilities of cooperative officers
10
34.48
and members
Developing the values of members towards
9
31.03
cooperatives
Risk management
3
10.34
Postharvest handling of highland vegetables
3
10.34
Audit process and internal control
2
6.90
Loan portfolio management
2
6.90
Turnover of Knowledge and Skills
Acquired from Trainings
Table 8 shows that most of the respondents are still serving as an officer and
management staff of the cooperative (84.85%), only 15.15% are not. All of the previous
officers were not able to pass the knowledge and the skills they have acquired from
trainings to the present officers for there were no formal turnover of responsibilities
between the outgoing and incoming officers.
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
23
Table 8. Turnover of knowledge and skills acquired from trainings
PARTICULAR
FREQUENCY PERCENTAGE
A. Are you still serving the cooperative as an
officer / management staff
Yes
28
84.85
No
5
15.15
TOTAL
33
100
B. If no, did you pass the skills you have acquired
from the training
Yes
-
-
No
5
100
TOTAL
5
100
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
24
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Summary
The study was conducted to determine the different types of trainings provided by
Land Bank to the assisted cooperatives and its perceived effects in the performance of
the cooperative. There were six (6) LBP assisted cooperatives in La Trinidad, Benguet
namely: Bahong MPC, BSU MPC, Linusod FMPC, Benguet Farmers MPC, Universal
MPC and PNP-PRO_Cor MPC.
An interview guide was used to gather primary data and key informant from LBP
are the source of secondary data needed in this study. The data gathered was tabulated,
analyzed and interpreted using descriptive analysis like frequency counts, percentage and
average.
There were 33 respondents composed of 16 officers and 17 management staff
where in five (5) of them were not anymore serving as officer in the cooperative.
All the LBP assisted cooperatives are multi-purpose cooperative with credit as the
common (100%) service offered to members.
Findings show that there are 17 types of training provided by LBP composed of
seven management trainings, nine operation trainings and two leadership trainings.
Respondents claim that the areas of; a) formulation and implementation of
policies; b) cooperative business planning and implementation; c) monitoring of business
operation; d) financial management; e) credit management; f) audit; and g) leadership
performance are a little bit improved by the trainings attended while for the areas of
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
25
Bookkeeping and cashiering respondent claim that it is moderately improved by the
trainings.
The common training needs of LBP assisted cooperatives according to
respondents are duties and responsibilities of cooperative officers and members (34%)
and developing the values of members towards cooperative (31.03%).
Conclusions
Based from the results, the following conclusions were drawn:
1. LBP assisted cooperatives are all multi-purpose cooperative with credit
(100%) as the common service offered to members.
2. LBP assisted cooperatives did not avail all the trainings provided by LAND
BANK
3. Some of the officers and management staff of LBP assisted cooperatives
attended trainings that are not appropriate to their position in the cooperative.
4. Respondents claim that the areas of formulation and implementation of
policies (66.67%), cooperative business planning and implementation (50%),
monitoring of business operation (50%) audit (40%) and leadership
performance (71%) while for the areas of bookkeeping (58.33%) and
cashiering (66.67%), majority of the respondent say that it is moderately
improved by the trainings attended.
5. Previous officers were not able to pass the skills and knowledge acquired from
the LBP trainings because there is no formal turnover of responsibilities.
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
26
6. According to respondent, the training needs of their cooperatives are on the
duties and responsibilities of officers and members.
Recommendations
Based from the findings and results the following recommendations were drawn:
1 Cooperatives should send participants who are appropriate for the training in
order not to waste the opportunity because they are sending wrong participant.
2 Since Education is a continuous process, cooperative should continuously
send participants to trainings to improve the performance of the officers and
management staff on their respective position in the cooperative.
3 There should be a proper turnover of responsibilities between the incoming
and the outgoing officer/management staff so that the knowledge and skills
acquired from trainings will be passed to the current officer/management staff
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
27
LITERATURE CITED
ABASOLO, P.,A, M.A. RUIZ AND F.B. BERTOL, 1996. Cooperatives in the
Philippines, GIC. Enterprises and Co. , Manila Philippines. P. 55.
AGUSTIN, M.L. 2000. Perceived effects of training on the performance of
cooperatives in Kibungan, Benguet. BS Thesis. Benguet State University, La
Trinidad, Benguet. P.23.
ANONYMOUS, 1999. Integrated Rural Financing Program Report. Land Bank of the
Philippines.
ATIN-AN, M.A. 2003. Knowledge and skills acquired through trainings and seminars
applied by managers and officers of primary cooperatives in La Trinidad,
Benguet. BS Thesis. Benguet State University, La Trinidad, Benguet. P.25.
BACOD, L.D. 2004. Profile of primary cooperatives in Kabayan, Benguet. BS Thesis.
Benguet State University, La Trinidad, Benguet P .6.
CLAUSON, G. 2000. Technical Assistance. Retrieved Dec. 3, 2006 from
http://www@yahoo.com.
FAJARDO, F.R. and F.P. ABELLA. 1999. Cooperatives. 4th Edition. Manila Rex
Bookstore; P. 18.
LICUDAN, R.M. 2003. An assessment of trainings and seminars attended by the
officers and staff of primary cooperatives in Kapangan, Benguet. BS Thesis.
Benguet State University, La Trinidad, Benguet.
LINGALING, E.L. 2002. Assessment of human resource of primary cooperatives in
La Trinidad, Benguet. BS thesis, Benguet State University, La Trinidad, Benguet.
P. 7.
TEVES, G.B. 2004. 1st National Cooperative Education Conference. Retrieved
December 6, 2006 from http://www.landbank.com
TEVES, G.B. 2004. Cooperative Strengthening Programs. Land Bank of the Philippines.
Brochure. P. 5.
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
28
APPENDICES
Appendix A: Interview Schedule
I. General Information
Name of respondent _________________________________________________
Position in the cooperative ____________________________________________
II. Profile of the cooperative
Name of the cooperative ______________________________________________
Type of cooperative __________________________________________________
Services offered by your cooperative
a. ______________________________
b. ______________________________
c. ______________________________
d. ______________________________
e. ______________________________
Size of membership as of December, 2006 ________________________________
Composition of membership ___________________________________________
III. Given the following different kinds of training, which of these trainings have you
attended? How many times? Based on your own opinion, rate the different trainings using
the following:
Rating: 1-not important
2- least important
3- important
4- very important
TYPE/TITLE OF TRAINING
NO. OF TIMES
ATTENDED
1. Cooperative Codified Approving and
Signing Authorities (Coop-CASA)
2. Credit investigation and Appraisal
3. Merchandizing
4. Loan Portfolio Management
5. Cashiering Operations
6. Customer Relations
7. Financial management and Analysis
8. Trainers training
9. Proof sheeting/ Advance bookkeeping
10. Bookkeeping
11. Strategic Planning
12. Business Planning
13. Cooperative Management
14. Frauds and forgery
15. Credit management
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
29
16. Audit process and internal control
17. Orientation/updating on various
government rules and regulations and
taxation
18. Others, please specify
IV. Based on your observation, rate the improvement in your cooperative performance on
the different areas of operation as a result of the different kinds of trainings given by LBP
using the following rating:
1-No improvement
2- A little bit improved
3- Moderately improved
4- Satisfactorily improved
5 – Very much improved
AREAS OF OPERATION
RATING
TOTAL
A. Management
1. Performance as an officer and management
staff
2. Formulation and Implementation of policies
3. Cooperative Business planning and
implementation
4. Monitoring of business operation
5. Financial Management
B. Operation
1. Bookkeeping
2. Credit Management
3. Cashiering
4. Audit
a. Conduct of internal audit
b. Implementation of internal control measures
C. Cooperative Leadership
1. Performance as a leader
2. Performance as a cooperative’s trainer
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
30
V. From your observations what other training assistance does your cooperative need
aside from what you have already availed?
1. _______________________________________________________________
2. _______________________________________________________________
3. _______________________________________________________________
4. _______________________________________________________________
5. _______________________________________________________________
VI. Are you still serving as an officer/ management staff in the cooperative?
( ) Yes ( )No
If No, did you pass on the skills you’ve acquired from the trainings to the present
officer/ management staff? ( ) Yes ( ) No
Why?________________________________________________________________
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
LIBANGEN, JILL M. APRIL 2007. Perceived Effects of Training Assistance of
Land Bank of the Philippines (LBP) to Cooperative-Beneficiaries in La Trinidad,
Benguet. Benguet State University, La Trinidad, Benguet.
Adviser: Andrew K. Del-ong, BSc
ABSTRACT
This study was conducted to determine the effect of LBP trainings to the
performance of the cooperative as perceived by the officers and management staff who
attended the trainings. Six cooperatives were studied namely: Bahong Multi-purpose
Cooperative (BMPC), Philippine National Police Regional Office – Cordillera
Multipurpose Cooperative (PNPPRO-Cor MPC), Universal MPC, Benguet State
University MPC (BSU-MPC), Linusod Farmers Multi-purpose Cooperative (LFMPC).
There 33 respondents coming from the six LBP assisted cooperatives.
Data gathering was done through in depth interview with the respondents using an
interview guide questionnaire. Data were tabulated, analyzed and interpreted using
descriptive statistics such as frequency counts, percentage and average.
Results showed that all of the LBP assisted cooperatives are multi-purpose
cooperatives with credit as the common service offered to members.
There were 17 types of trainings provided by Land Bank composed of seven
management trainings, nine operation trainings and two leadership training.
Respondents claim that the areas of ;a) formulation and implementation of
policies; b) cooperative business planning and implementation; c) monitoring of business
operation; d) financial management; e) credit management; f) audit; and g) leadership
performance are a little bit improved by the trainings attended while for the areas of
bookkeeping and cashiering respondent claim that it is moderately improved by the
trainings.
The common training needs of LBP assisted cooperatives according to
respondents are duties and responsibilities of cooperative officers and members (34%)
and developing the values of members towards cooperative (31.03%) and developing the
values of members towards cooperative (31.03%).
Based on the results, it is recommended that cooperatives should continuously
send participants to trainings to improve their performance u=in their respective position.
There must be a proper turnover of responsibilities between the incoming and outgoing
officer/management staff so that knowledge and skills acquired from trainings attended
will continuously of significance to the cooperatives.
ii
TABLE OF CONTENTS
Page
Bibliography. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
i
Abstract ,. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
i
Table of Contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
iii
INTRODUCTION
Rationale. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1
Statement of the Problem . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2
Objectives of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3
Importance of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3
Scope and Limitation of the Study . . . . . . . . . . . . . . . . . . . . . . . . . .. . . .
3
REVIEW OF LITERATURE
Technical Assistance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5
Institutional Building . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5
Trainings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5
Importance of Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
6
METHODOLOGY
Locale and Time of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8
Respondents of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8
Data Collection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8
Data Gathered . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8
Data Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
9
iii
RESULTS AND DISCUSSION
Profile of the Cooperative. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
10
Size and Com[position of Membership . . . . . . . . . . . . . . . . . . . . . . . . . . .
12
Type of Trainings Target and Actual
Participants of LBP Training . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . .
13
Trainings Attended by Respondents . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
15
Perceived Effects of LBP Trainings to the
Respondents’ Performance on the
Different Areas of Operation . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . .
20
. .
Training Needs of LBP
Assisted Cooperative . . . . . . . . . . . . . . . . . . . . . . . .. . .. . . . . . . .. . . . . .
23
Turnover of Knowledge and Skill . .
24
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
26
Conclusions . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . .
27
Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
28
LITERATURE CITED . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . .
29
APPENDICES
iv
INTRODUCTION
Rationale of the Study
Land Bank of Philippines (LBP) was created when Republic Act 3844 known as
the Agricultural Land Reform Code was passed in August 1963 to finance the acquisition
and distribution of agricultural estates to farmers. One of the major role and function of
LBP is the Technical Strengthening Support for cooperatives.
Land Bank recognizes cooperatives as one of the key players towards the
attainment of the country’s economic development. To boost this sector, LBP has
instituted cooperative strengthening programs, which is focused on organizational
development marketing support to help foster excellence and continuous improvement.
With these programs, LBP provide full support to its clients cooperative not just in the
area of credit assistance but in imparting time-tested values and strategies that will lead
them to become more productive and self reliant in the long run.
Alongside financial assistance, technical support is extended to cooperatives since
LBP believes that the kind of development that last is the one that comes from inner
transformation.
The Development Assistance Center (DAC) is the unit of LBP who is in-charge in
giving technical assistance to primary cooperatives. Institutional Building Assistance is
one of the program of DAC and is composed of different kinds of trainings, operations
review, market linkages and cooperative monitoring. Institutional building refers to the
development of cooperatives into a strong and viable instrument capable of handling
socio-economic enterprises on a sustained basis. Through this assistance, cooperatives
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
2
are expected to achieve higher levels of development and create a lasting positive impact
on the lives of the members and the community.
Statement of the Problem
There are six Land Bank assisted cooperatives in La Trinidad, Benguet. These
are Bahong Multi-purpose Cooperatives (BMPCO), Philippine National Police, Police
Regional Office-Cordillera Multipurpose Cooperative (PNPPRO-COREMPC), Universal
Multipurpose Cooperatives(UMPC), Benguet State University Multipurpose Cooperative
(BSU-MPC), Benguet Farmers Multipurpose Cooperative (BFMPC) and Linusod
Farmers Multi-purpose Cooperative (LFMPC).
LBP is giving financial and technical assistance, under the technical assistance,
there are many programs on strengthening cooperatives but this study will focus on the
different trainings under the Institutional Building Program given by LBP to its primary
cooperatives. Therefore, this study intends to answer the following questions.
1. What are the profiles of the LBP assisted cooperatives in La Trinidad,
Benguet in terms of services offered, years of existence, and size composition
of membership?
2. What are the different trainings provided by LBP to the said cooperatives?
3. What are the perceived effects of the different kinds of trainings to the
officers and management staff performances?
4. What are the training needs of the said cooperatives aside from what they
have already availed?
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
3
Objectives of the Study
In general, the objective of the study is to determine the different trainings given
by LBP to primary cooperative and their perceived effects to the cooperative
performance.
1. To determine the profile of LBP assisted cooperative in La Trinidad, Benguet
in terms of type of services offered, years of existence, and size and
composition of members.
2. To identify the different trainings provided by LBP to the said cooperatives.
3. To find out the perception of coop staff and officers regarding the effect of the
different kinds of LBP trainings to their performances.
4. To identify the training needs of the said cooperatives aside from what they
have already availed.
Importance of the Study
The result of the will be an important guide/basis in planning and preparing
training modules for cooperative trainings and seminars. It also serves as a guide in
determining the training needs of cooperatives and effects of training to the officers and
management staffs’ performance.
Scope and Limitation
This study concentrates on the perceived effect of the different trainings provided
by Land Bank of the Philippines to six primary cooperatives in La Trinidad who are
identified cooperatives being assisted by LBP as perceived by the officers and
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
4
management staff who attended the trainings. This covered the different kinds of
trainings attended by the participants from year 2000-2006.
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
5
REVIEW OF LITERATURE
Technical Assistance
Clauson (2000) stated that the technical assistance is not a new concept; it is one
of the oldest things in the world. Probably, the first time it occurred was when Eve, with
her superior sense of dress, helped Adam fix his fig leaf. According to him, technical
assistance is a procedure for helping undeveloped countries to help themselves.
Institutional Building
Institutional building refers to the development of cooperatives into a strong and
viable institution capable of handling socio-economic enterprise on a sustained basis
(Anonymous, 1999).
Teves (2004) mentioned in his speech that the main aim of LBP in giving
Institutional Capacity Building support to cooperatives is to enable them to become self-
reliant economic units in the countryside by increasing their absorptive capacity and
improving their financial management.
Institutional building assistance is composed of different kinds of trainings for
officers, operations review on the cooperatives, market linkage and cooperative
monitoring (Teves, 2004).
Trainings
Training is defined in various related literature and book is a “set of activities
designed to increase individual skills, knowledge and experience to change on individuals
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
6
behavior and attitudes”. It also attempts to improve the ability required by the job of
cooperative employee and are immediately focused on skills. The principal purpose of
training is to increase productivity or to improve job performance (Lingaling, 2002).
Training also refers to the acquisition of knowledge, skills and competencies as a result
of the acquisition of knowledge, skills, and competencies as a result of the teaching of
vocational or practical skills and knowledge that relates to specific useful skills. Today it
is often referred to as professional development (Bacod, 2004).
Teves (2004) cited that bank assisted cooperatives are provided with formal and
informal trainings to upgrade/enhance the technical know-how of their leader and
management. He also mentioned in his speech that only through the deep well of
education and training can nurture cooperative teaching them skills and values that help
them successfully deal with the complexities of their business thus helping them to
continuously uplift their lives and their communities.
Importance of Training
Training had contributed in improving the management of cooperatives. Through
training, officers become effective in doing their functions, employees become more
efficient in their work and officers and members learn the cooperative principles and
practices (Agustin, 2000).
Training can increase skills, ability, efficiency and productivity of their staff and
officers that consider the most effective tools in business and industry to bring out the
best form of resource available that is the man, machine materials and methods. Training
programs make officers alert to inefficiency; provide better product and services cost
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
7
down. It also keeps employees awake to new ides and assistance to changes (Licudan,
2003).
Officers and committee members have specific functions in the cooperative,
which require them certain knowledge and skills. The efficiency of the employees in
performing their duties and their effectiveness in serving the needs of members will be
undoubtedly build strengthen member’s trust, confidence, and loyalty to their
cooperatives. Officers, committee members and employees should be well trained for
their jobs (Abasolo, et al, 1996).
Continuous education and training for the officers and members of the
cooperative is considered the most important principle of cooperative. Proper
knowledge, skills, attitudes and values can be imparted to people through trainings and
education. Cooperatives which neglected continuous education and training for its
members and officers failed. It is for the reason that new cooperatives development
program of the government requires intensive trainings for members and officers failed.
It is for the reason that new cooperative development program of the government requires
intensive trainings for members and officers of cooperative (Fajardo and Abella, 1999).
Officers and managers were able to learn various knowledge and skills from the
different trainings and seminars they attended and that most of these knowledge and
skills were applied by them in their involvement to the cooperative (Atin-an, 2003).
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
8
METHODOLOGY
Locale of the Study
This study was conducted in La Trinidad, Benguet from December 2006-January
2007. Figure 1 shows the map of La Trinidad where the study was conducted.
Respondents of the Study
The respondents were the 16 officers and 17 management staffs of the six
cooperative who availed trainings provided by Land Bank. Key informants of the study
will include the head and staff of Development Assistance Center (DAC), Land Bank.
Data Collection
In depth interview with the respondents using an interview guide was used to
gather primary data. Secondary date was gathered from the annual reports of
cooperatives, books, previous studies, Internet, and other sources. The list of participants
in trainings from the different cooperatives assisted was taken from the records of Land
Bank.
Data Gathered
Data gathered were: a) profile of the cooperatives in terms of types of services
offered, years of existence, and size and composition of membership; b) list of trainings
conducted by LBP to Cooperative- beneficiaries; c) perception of coop staff and officers
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
9
on the effects of LBP trainings to cooperative; and d) training needs of LBP assisted
cooperatives.
Data Analysis
The data collected was classified, tabulated and analyzed using the descriptive
statistics like frequency counts, percentage and average.
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
10
RESULTS AND DISCUSSION
Profile of the Cooperatives
All of the LBP assisted cooperatives are multipurpose cooperatives with the credit
as the common (100%) service offered to members (Table 1). Other services offered are;
marketing, savings, consumer store, water service, canteen operation and office rental.
Table 1. Services offered by LBP assisted cooperatives
SERVICES OFFERED
FREQUENCY
PERCENTAGE
Canteen operation
1
16.7
Credit
6
100
Consumer store
1
16.7
Marketing
3
50
Office rental
1
16.7
Savings
3
50
Water service
1
16.7
Years of Existence and Number of years being
Assisted by LBP
BFMPC (11 yrs) and BSUMPC (10 yrs) are the longest assisted cooperatives by
LBP, respectively. This could be explained by the fact that they are the oldest existing
cooperatives from among the cooperatives being studied. In fact they are both been
existing for about 19 years. Although Universal MPC is only third (9years), it is noted
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
11
however that it is the cooperative who availed the earliest from date of registration (3
yrs).
PNP PRO-COR is the youngest (2 yrs) explained by the fact that it was just
established in 2001.
According to Land Bank officers and management staff of the cooperative are
already attending trainings even before they are financially assisted by Land Bank.
Table 2. Years of existence and assistance of LBP to its assisted cooperatives
NAME OF
DATE
NO. OF YRS
YEAR
NO. OF YRS
COOPERATIVE REGISTERED
OF
FINACIALLY
ASSISTED
EXISTENCE ASSISTED BY
BY LBP
LBP
Universal MPC
June 02, 1995
12
1998
9
PNP PRO-COR June 29, 2001
6
2005
2
MPC
BFMPC
December 21,
19
1996
11
1988
Bahong MPC
February 6,
16
2005
2
1991
Linusod MPC
July 24, 1996
11
2001
6
BSU MPC
April 27, 1988
19
1997
10
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
12
Size and Composition of Membership
Table 3 shows that Universal MPC has the highest number of members with 657,
followed by BSU MPC with 491 and Bahong MPC with 435. Said cooperatives are the
top three highest in membership because of the fact that they also are the oldest existing
cooperatives from among the cooperatives covered in this study. It was noted however,
that although BFMPC is one of the oldest cooperative, the current members are only 59, a
result of trimming down of membership from as high as 2,000 plus members before.
Composition. As to the composition, most of the members of PNP PRO-COR
MPC (88.02%) and BSU MPC ( 57.23%) are government employees. These could be
explained by the fact that these two cooperatives are government institutions-based
cooperatives. Actually memberships at BSUMPC before were limited to the employees
of BSU, but recently they opened the membership for alumni, that’s why there is an
increase in non-government employees members.
For Linusod FMPC, all of the members are farmers, the same with Bahong MPC
(95.17). For BFMPC and Universal MPC almost half of the members are farmers.
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
13
Table 3. Size and composition of membership
NAME OF
COMPOSITION
COOPERATIVE
FARMERS
GOV’T
BUSINESSMEN OTHERS
TOTAL
EMPLOYEES
F
%
F
%
F
%
F
%
Universal MPC
294 44.74 15
2.28
112
17.05
236 35.92 657
BFMPC
28
47.45 10
16.95 21
35.59
-
-
59
PNPPRO-COR MPC
-
-
302
88.02 38
11.18
-
-
340
Linusod FMPC
56
100
-
-
-
-
-
-
56
Bahong MPC
56
100
20
4.60
1
0.23
-
-
435
BSUMPC
-
-
281
57.23 28
5.70
182 37.07 491
Type of Trainings, Target and Actual
Participants of LBP Training
There are three (3) categories of LBP Trainings given to the cooperatives under
consideration as shown in Table 4.1. These are management, operation and leadership
trainings. Under the management trainings, there are seven different types of training
related to management. Under operation trainings, there are nine (9) types of trainings
related to the different operations in the cooperative while under leadership trainings,
there are two.
Table 4.1 also shows the target and actual participants of the different LBP
trainings. There are trainings wherein the actual participants were not really the target
participants. These are the trainings on cooperative management, updates on various
government rules and regulations, coop-CASA, cashiering operations and bookkeeping.
This could be one reason why respondents wre not able to apply what they learned from
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
14
the different trainings. The trainings they attended doesn’t match with their position in
the cooperative.
Table 4.1. Target and actual participants of LBP trainings
TYPE/TITLE OF
TARGET PARTICIPANT ACTUAL PARTICIPANT
TRAININGS
MANAGEMENT
TRAINING
Business planning
Manager, BOD
2 managers
Cooperative
Manager, Bod
2 BOD, 1 manager and 1
Management
AIC
Credit management
Crecom, manager, loan 4 Crecom and 2 managers
officer
Financial management
Manager, BOD and
3 manager , 3 BOD
and analysis
Bookkeeper
Loan portfolio
BODs manager, bookkeeper 3 manager, 1 BOD, 1 loan
Management
loan officer
officer
Orientation/updating on BOD, manager
3 managers, 1 bookkeeper,
various government
2 BOD ,1 treasurer
rules/regulations and
taxation
Strategic Planning
BOD, Manager
2 BOD, 1 manager, 1 loan
officer
OPERATION TRAINING
Audit process and
AIC bookkeeper, other 3 managers, 2 AIC
internal
BOD & manager
Control measures
Bookkeeping
Bookkeeper, manager
3 bookkeeper , 1 AIC
B2B Training
Officers& management
1 manager, 1 BOD
staff
Cashiering operation
Cashier, teller
1 treasurer, 2 cashier, 1
storekeeper
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
15
Table 4.1 Continued…
TYPE/TITLE OF
TARGET PARTICIPANT ACTUAL PARTICIPANT
TRAININGS
Cooperative Codified
BOD manager
2 BOD, 1 manager 1 loan
approving and signing
officer
authorities
Credit investigation and Loan officer, Crecom, 2 Crecom, 2 manager,1
Appraisal
cashier
loan officer, 1 loan
collector
Customer Relations
Teller, manager, cashier
3 managers, 1 bookkeeper,
1 cashier & 1 collector
Modern farming thru
Coop members and officer
1 manager, 1 treasurer,
greenhouse technology
unit manager 1 BOD
Proof sheeting/advance Bookkeeper, manager
1 bookkeeper, 1 manager
Bookkeeping
LEADERSHIP
TRAINING
Trainors’ Training
Education committee
1 Edcom, 1 manager
Cooperative leadership
Officers and management 1 BOD, 1 Crecom, 1
staff
storekeepeer 1AIC & 1
Bookkeeper
Trainings Attended by Respondents
Actual participants in Table 4.1 were based in table 4.2. There are training
wherein the actual participants were not really the target participants. These are the
cooperative management, updates on various government rules and regulations, coop
CASA, cashiering operations and bookkeeping. These could be one reason why
respondents were not able to apply the skills and knowledge they have acquired from the
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
16
trainings, the trainings they attended doesn’t match with their positions in the
cooperative.
Table 4.2 shows the different trainings attended by respondents per cooperative.
It was found out that BSU MPC availed only four types of trainings from LBP from 200-
2006. As claimed by the BSU respondents, the coop did not avail the other trainings
because they had already attended such trainings from other institutions in the past.
There are only two who availed training on business planning, four for strategic
planning and cooperative management, four for loan portfolio management and analysis
and for orientation/updating on various government rules and regulations and taxation.
On operations training, there were only two of the respondents who availed
training in B2B, three attended training on cashiering operations, four for bookkeeping
and modern farming thru greenhouse technology, five four audit process and internal
control measures and coop- CASA and six for credit investigation and appraisal and
customer relations.
For leadership training, only two attended trainors’ training and seven attended
cooperative leadership was conducted within LFMPC only that is why all of the
respondents who attended the said training are from LFMPC.
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
17
Table 4.2 Trainings attended by respondents
TYPE/TITLE OF TRAINING
BAHONG
BSUMPC
BFMPC
UNIVERSA
PNP PRO
LFMPC
TOTAL
MPC
L MPC
COR MPC
Management Trainings
Business planning
1 manager
-
1 manager
-
-
-
2
Cooperative management
1 BOD
1 bod
-
-
1 AIC, 1
4
Manager
Credit management
1 crecom*
-
-
1 crecom*
1 manager, 1 crecom, 1
6
1 crecom
manager
Financial management and analysis
1 manager*,
-
1 manager
1 manager
-
1 BOD
6
1 BOD
1 BOD
Loan portfolio management
1 manager
-
1 manager,
1 manager,
-
-
5
1 BOD
1 loan
officer
Orientation/updating on various gov’t
1 unit
1
-
-
1 manager,
1 Edcom, 1
7
Rules and regulation
manager, 1
bookkeeper
1 BOD
manager
treasurer
Strategic planning
1 BOD
-
1 BOD
1 loan
1 manager
-
4
officer
Perceived Effects of Training Assistance of Land Bank of the P hilippines (LBP) to Cooperative-Beneficiaries in La Trinidad, Benguet / Jill
M. Libangen. 2007
18
Table 4.2 Continued …
TYPE/TITLE OF TRAINING
BAHONG
BSUMPC
BFMPC
UMPC
PNP PRO
LFMPC
TOTAL
MPC
COR MPC
Operation Trainings
Audit process and internal control
1 manager*
-
-
-
1 manager,
1 AIC, 1
5
Measures
1 AIC
manager
Bookkeeping
1 bookkeep- -
1 Bookkeep- -
-
1 AIC, 1
4
er
er*
Book-
keeper*
B2B training
-
1 manager
1 BOD.
-
-
-
2
Cashiering operations
-
-
1 treasure
1 cashier
-
1
3
storekeeper
Coop-CASA
-
-
1 treasurer, 1 manager
-
1 BOD
5
1 AIC. 1
manager
Credit investigation and appraisal
-
1 crecom
-
1 loan
1 manager
1 crecom
6
officer*, 1
collector, 1
manager
Customers relations
1 manager
1 book- 1 manager
1 cashier, 1 1 manager
-
6
keeper
collector
Perceived Effects of Training Assistance of Land Bank of the P hilippines (LBP) to Cooperative-Beneficiaries in La Trinidad, Benguet / Jill
M. Libangen. 2007
19
Table 4.2 Continued…
TYPE/TITLE OF TRAINING
BAHONG
BSUMPC BFMPC UNIVERSA
PNP PRO
LFMPC
TOTAL
MPC
L MPC
COR MPC
Modern Farming thru greenhouse
1 treasurer, 1
-
-
-
-
-
4
Technology
manager, 1
BOD, 1
book-keeper
Proof sheeting/Advance Bookkeeping
-
-
-
1 book-
-
-
2
keeper, 1
manager
Leadership training
Trainors’ training
-
-
-
1 Edcom
-
-1 BOD
2
Cooperative leadership
--
-
-
-
-
1, BOD, 1
7
crecom. 1
storekeeper,
1 Aic. 1,
edcom , 1
manager, 1
bookkeeper
Perceived Effects of Training Assistance of Land Bank of the P hilippines (LBP) to Cooperative-Beneficiaries in La Trinidad, Benguet / Jill
M. Libangen. 2007
18
Perceived Effects of LBP Trainings to the
Respondents’ Performance on the
Different Areas of Operation
Management. The respondents were asked to rate the perceived effects of the
different trainings they attended to their performance in relation to their respective
functions. Some of the respondent rated their own performance as a little bit improved
while some rated moderately improved by the different trainings they attended.
According to them, they applied what they learned from the different trainings but not
totally for some are not applicable to their respective position. The training they attended
is not appropriate for their position. Respondents claim that attending training once will
not totally improve their performance because they were not able to grasp all the things
discussed during the training. They just applied what they understood.
Formulation and implementation of policies. In the formulation and
implementation of policies, majority (66.67%) of the respondents claim that it is a little
bit improved by the trainings on the Coop-CASA and orientation and updates on various
government rules and regulation they attended. They were able to make some
amendments on their policies adopting what was discussed during the trainings.
Business planning and implementation. For the business planning and
implementation, half (50%) of those who attended trainings on strategic planning and
business planning claim that it is a little bit improved by the said trainings. According to
them, they were able to make business plans wherein some were implemented some were
not. As for the monitoring of business operation, half (50%) of the respondents claim that
it is a little bit improved by the trainings about cooperative management they attended.
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
19
Financial management. In terms of their performance on the cooperatives’
financial management, it is also a little bit improved by the trainings attended. They claim
that they were able to analyze the implications of their financial statements and make
actions on it.
Operation. Bookkeeping is rated by majority (58.33%) of the respondent as
moderately improved by the trainings attended. They claim that the trainings attended
enabled them to know the proper way of record keeping and prepare fair financial
statements. Managers who attended trainings on bookkeeping claim that the trainings
made them understand what the bookkeeper is doing and help them analyze the
implications of the financial statements prepared by bookkeepers.
Credit management and investigation. Respondent who attended trainings on
credit management, credit investigation and loan portfolio management claim that their
performance on credit management is a little bit improved by the training. Respondents
claim that they were able to initiate amendments in their lending policy because of the
trainings attended. They implemented the use of loan documents like promissory notes,
application form, etc. As for the loan monitoring and collection, specific persons were
assigned to collect loans.
Cashiering performance. As to the cooperatives’ cashiering performance, most of
those who attended training on cashiering and customer relations claim that it is a little
bit improved by the trainings attended. Respondents claim that the trainings attended
enabled them to install internal control measures on cashiering like the use of receipts,
cashbooks, disbursement vouchers and surprise cash counts.
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
20
Audit performance. Audit performance was claimed by some (40%) respondents
that it is a little bit improved by the training on audit process and internal control
measures on securing the cooperatives’ assets. However, some (40%) rated the conduct
of internal audit as no improvement for they are not conducting internal audit in the
cooperative.
Cooperative leadership. Most (71.43%) of those who attended training on
cooperative leadership claim that their performance as a cooperative leader is a little bit
improved because they did not apply all what they learned during the training. As for the
performance of those who attended training on trainers training, one of them claim that
his performance is a little bit improved while the other claim that it is moderately
improved by the trainings attended. Their evidence is that they are now conducting Pre-
membership Education and Seminar (PMES) to members but not regularly.
Table 5. Perceived effects of LBP trainings to the respondents performance on the
different areas of operation
AREAS OF OPERATION
RATING
TOTAL
1
2
3
4
5
F
%
f
%
f
%
F
%
F
%
MANAGEMENT
Formulation and
-
-
8 66.67 4 33.33 -
-
-
-
12
implementation of
policies
Cooperative business
2 16.67 6
50
4 33.33 -
-
-
-
12
planning and
implementation
Monitoring of business 1
25
2
50
1
25
-
-
-
-
4
Operation
Financial management
-
-
3
50
2 33.33 1
16.7
-
-
6
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
21
Table 5. continued…
AREAS OF OPERATION
RATING
TOTAL
1
2
3
4
5
F
%
f
%
f
%
F
%
F
%
OPERATION
Bookkeeping
-
-
-
-
7 88.33 5
41.7
-
-
12
Credit Management
1
5.56
9
50
6 33.33 2
11.1
-
18
Cashiering
-
-
2 33.33 4 66.67 -
-
-
-
6
performance
Audit performance
Conduct of internal
2
40
2
40
1
20
-
-
-
-
5
Audit
Implementation of
-
-
2
40
3
60
-
-
-
-
5
internal
control measures
LEADERSHIP
Performance as a
-
-
5 71.43 2 28.57 -
-
-
-
7
Cooperative leader
Performance as a - -
1
50
1
50
-
-
-
-
2
Cooperative’s trainor
Legend:1 – No improvement 3 - moderately improved 5 – very much improved
2 – a little bit improved 4 – satisfactory improved
Training Needs of LBP Assisted Cooperatives
Table 7 shows that most of the training needs of LBP assisted cooperatives is
about duties and responsibilities of officers and members (34.48%) followed by
Developing the values of members towards cooperative (31.03%), risk management
(10.34%) and post harvest handling of highland vegetables (10.34%). This is because
there are still cooperative officers and members who are not aware of their duties and
responsibilities in the cooperatives, that’s why they are not performing their functions.
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
22
There is also a need to develop values of members towards cooperatives so that they
could do their part as members.
Table 7. Training needs of LBP assisted cooperatives
TYPE/TITLE OF TRAININGS
FREQUENCY PERCENTAGE
Duties and responsibilities of cooperative officers
10
34.48
and members
Developing the values of members towards
9
31.03
cooperatives
Risk management
3
10.34
Postharvest handling of highland vegetables
3
10.34
Audit process and internal control
2
6.90
Loan portfolio management
2
6.90
Turnover of Knowledge and Skills
Acquired from Trainings
Table 8 shows that most of the respondents are still serving as an officer and
management staff of the cooperative (84.85%), only 15.15% are not. All of the previous
officers were not able to pass the knowledge and the skills they have acquired from
trainings to the present officers for there were no formal turnover of responsibilities
between the outgoing and incoming officers.
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
23
Table 8. Turnover of knowledge and skills acquired from trainings
PARTICULAR
FREQUENCY PERCENTAGE
A. Are you still serving the cooperative as an
officer / management staff
Yes
28
84.85
No
5
15.15
TOTAL
33
100
B. If no, did you pass the skills you have acquired
from the training
Yes
-
-
No
5
100
TOTAL
5
100
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
24
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Summary
The study was conducted to determine the different types of trainings provided by
Land Bank to the assisted cooperatives and its perceived effects in the performance of
the cooperative. There were six (6) LBP assisted cooperatives in La Trinidad, Benguet
namely: Bahong MPC, BSU MPC, Linusod FMPC, Benguet Farmers MPC, Universal
MPC and PNP-PRO_Cor MPC.
An interview guide was used to gather primary data and key informant from LBP
are the source of secondary data needed in this study. The data gathered was tabulated,
analyzed and interpreted using descriptive analysis like frequency counts, percentage and
average.
There were 33 respondents composed of 16 officers and 17 management staff
where in five (5) of them were not anymore serving as officer in the cooperative.
All the LBP assisted cooperatives are multi-purpose cooperative with credit as the
common (100%) service offered to members.
Findings show that there are 17 types of training provided by LBP composed of
seven management trainings, nine operation trainings and two leadership trainings.
Respondents claim that the areas of; a) formulation and implementation of
policies; b) cooperative business planning and implementation; c) monitoring of business
operation; d) financial management; e) credit management; f) audit; and g) leadership
performance are a little bit improved by the trainings attended while for the areas of
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
25
Bookkeeping and cashiering respondent claim that it is moderately improved by the
trainings.
The common training needs of LBP assisted cooperatives according to
respondents are duties and responsibilities of cooperative officers and members (34%)
and developing the values of members towards cooperative (31.03%).
Conclusions
Based from the results, the following conclusions were drawn:
1. LBP assisted cooperatives are all multi-purpose cooperative with credit
(100%) as the common service offered to members.
2. LBP assisted cooperatives did not avail all the trainings provided by LAND
BANK
3. Some of the officers and management staff of LBP assisted cooperatives
attended trainings that are not appropriate to their position in the cooperative.
4. Respondents claim that the areas of formulation and implementation of
policies (66.67%), cooperative business planning and implementation (50%),
monitoring of business operation (50%) audit (40%) and leadership
performance (71%) while for the areas of bookkeeping (58.33%) and
cashiering (66.67%), majority of the respondent say that it is moderately
improved by the trainings attended.
5. Previous officers were not able to pass the skills and knowledge acquired from
the LBP trainings because there is no formal turnover of responsibilities.
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
26
6. According to respondent, the training needs of their cooperatives are on the
duties and responsibilities of officers and members.
Recommendations
Based from the findings and results the following recommendations were drawn:
1 Cooperatives should send participants who are appropriate for the training in
order not to waste the opportunity because they are sending wrong participant.
2 Since Education is a continuous process, cooperative should continuously
send participants to trainings to improve the performance of the officers and
management staff on their respective position in the cooperative.
3 There should be a proper turnover of responsibilities between the incoming
and the outgoing officer/management staff so that the knowledge and skills
acquired from trainings will be passed to the current officer/management staff
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
27
LITERATURE CITED
ABASOLO, P.,A, M.A. RUIZ AND F.B. BERTOL, 1996. Cooperatives in the
Philippines, GIC. Enterprises and Co. , Manila Philippines. P. 55.
AGUSTIN, M.L. 2000. Perceived effects of training on the performance of
cooperatives in Kibungan, Benguet. BS Thesis. Benguet State University, La
Trinidad, Benguet. P.23.
ANONYMOUS, 1999. Integrated Rural Financing Program Report. Land Bank of the
Philippines.
ATIN-AN, M.A. 2003. Knowledge and skills acquired through trainings and seminars
applied by managers and officers of primary cooperatives in La Trinidad,
Benguet. BS Thesis. Benguet State University, La Trinidad, Benguet. P.25.
BACOD, L.D. 2004. Profile of primary cooperatives in Kabayan, Benguet. BS Thesis.
Benguet State University, La Trinidad, Benguet P .6.
CLAUSON, G. 2000. Technical Assistance. Retrieved Dec. 3, 2006 from
http://www@yahoo.com.
FAJARDO, F.R. and F.P. ABELLA. 1999. Cooperatives. 4th Edition. Manila Rex
Bookstore; P. 18.
LICUDAN, R.M. 2003. An assessment of trainings and seminars attended by the
officers and staff of primary cooperatives in Kapangan, Benguet. BS Thesis.
Benguet State University, La Trinidad, Benguet.
LINGALING, E.L. 2002. Assessment of human resource of primary cooperatives in
La Trinidad, Benguet. BS thesis, Benguet State University, La Trinidad, Benguet.
P. 7.
TEVES, G.B. 2004. 1st National Cooperative Education Conference. Retrieved
December 6, 2006 from http://www.landbank.com
TEVES, G.B. 2004. Cooperative Strengthening Programs. Land Bank of the Philippines.
Brochure. P. 5.
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
28
APPENDICES
Appendix A: Interview Schedule
I. General Information
Name of respondent _________________________________________________
Position in the cooperative ____________________________________________
II. Profile of the cooperative
Name of the cooperative ______________________________________________
Type of cooperative __________________________________________________
Services offered by your cooperative
a. ______________________________
b. ______________________________
c. ______________________________
d. ______________________________
e. ______________________________
Size of membership as of December, 2006 ________________________________
Composition of membership ___________________________________________
III. Given the following different kinds of training, which of these trainings have you
attended? How many times? Based on your own opinion, rate the different trainings using
the following:
Rating: 1-not important
2- least important
3- important
4- very important
TYPE/TITLE OF TRAINING
NO. OF TIMES
ATTENDED
1. Cooperative Codified Approving and
Signing Authorities (Coop-CASA)
2. Credit investigation and Appraisal
3. Merchandizing
4. Loan Portfolio Management
5. Cashiering Operations
6. Customer Relations
7. Financial management and Analysis
8. Trainers training
9. Proof sheeting/ Advance bookkeeping
10. Bookkeeping
11. Strategic Planning
12. Business Planning
13. Cooperative Management
14. Frauds and forgery
15. Credit management
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
29
16. Audit process and internal control
17. Orientation/updating on various
government rules and regulations and
taxation
18. Others, please specify
IV. Based on your observation, rate the improvement in your cooperative performance on
the different areas of operation as a result of the different kinds of trainings given by LBP
using the following rating:
1-No improvement
2- A little bit improved
3- Moderately improved
4- Satisfactorily improved
5 – Very much improved
AREAS OF OPERATION
RATING
TOTAL
A. Management
1. Performance as an officer and management
staff
2. Formulation and Implementation of policies
3. Cooperative Business planning and
implementation
4. Monitoring of business operation
5. Financial Management
B. Operation
1. Bookkeeping
2. Credit Management
3. Cashiering
4. Audit
a. Conduct of internal audit
b. Implementation of internal control measures
C. Cooperative Leadership
1. Performance as a leader
2. Performance as a cooperative’s trainer
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
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30
V. From your observations what other training assistance does your cooperative need
aside from what you have already availed?
1. _______________________________________________________________
2. _______________________________________________________________
3. _______________________________________________________________
4. _______________________________________________________________
5. _______________________________________________________________
VI. Are you still serving as an officer/ management staff in the cooperative?
( ) Yes ( )No
If No, did you pass on the skills you’ve acquired from the trainings to the present
officer/ management staff? ( ) Yes ( ) No
Why?________________________________________________________________
Perceived Effects of Training Ass istance of Land Bank of the Philippines (LBP) to
Cooperative-Beneficiaries in La Trinidad, Benguet / Jill M. Libangen. 2007
Document Outline
- Perceived Effects of Training Assistance ofLand Bank of the Philippines (LBP) to Cooperative-Beneficiaries in La Trinidad,Benguet
- BIBLIOGRAPY
- TABLE OF CONTENTS
- INTRODUCTION
- Rationale of the Study
- Statement of the Problem
- Objectives of the Study
- Scope and Limitation
- REVIEW OF LITERATURE
- Technical Assistance
- Institutional Building
- Trainings
- Importance of Training
- METHODOLOGY
- Locale of the Study
- Respondents of the Study
- Data Collection
- Data Gathered
- Data Analysis
- RESULTS AND DISCUSSION
- Profile of the Cooperatives
- Years of Existence and Number of years being
- Assisted by LBP
- Size and Composition of Membership
- Type of Trainings, Target and Actual
- Trainings Attended by Respondents
- Perceived Effects of LBP Trainings to the
- Respondents� Performance on the
- Different Areas of Operation
- Training Needs of LBP Assisted Cooperatives
- Turnover of Knowledge and Skills
- Acquired from Trainings
- SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
- Summary
- Conclusions
- Recommendations
- LITERATURE CITED
- APPENDICES