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Highlights of the monthly activities of the ASSOCIATION OF ASIAN CONFEDERATION OF CREDIT UNIONS

Management Report

Asian Credit Union Forum 2014: All for One, One for All!

From September 18 to 20, 2014, was held the 24th Asian Credit Union Forum in Bali, Indonesia.

Hosted by the Credit Union Central of Indonesia (CUCO), the Forum was attended by 580

people from 24 countries. Following the conclusion of the 2013 Forum in Nepal, Way forward:

Unification of Credit Unions in Asia has been chosen as the theme for this year’s forum.

Participants had the opportunity to have a look at the framework of agreements to which

all must adhere to ensure that the systems and processes result to the creation of good

performance – a strong credit union networks in Asia. The components were discussed in three

breakout session tracks: Network Management, Human Resources and Market Differentiation.

Resource persons with extensive experiences and perspectives on those topics have been invited.

As leaders and managers of credit unions, the forum allowed participants to pause for a while and seriously think of their commitment to

lead the movement’s integration to intensify the credit union difference. As

the forum ended, everybody felt the challenge to work together to reach their

goal for the good of all, just as what the old saying says – All for one, One for

All. The recommendations of the forum are actions that ACCU and credit union

networks will take on for a higher level of integration in 2020.

The forum was inaugurated by His Honorable Drs. Setyo Heriyanto, MM,

Deputy Minister of the State Ministry of Cooperatives and SMEs in Indonesia.

The attendees were elated to welcome the top leaders of the global

cooperative movement Dame Pauline Green, President and Charles Gould,

Director General of the International Co-operative Alliance.

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Management Report Se

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014 33rd Annual General Meeting

Elects the Board of Directors for 2014-2016

On September 21, 2014, the 33rd Annual General Meeting in

Sanur Paradize Plaza Hotel in Bali, Indonesia elected the Board

of Directors who will serve for 2014 to 2016. The Board elected

are:

• President: Dr. Chalermpol Dulsamphant – Thailand

• 1st vice president: Dr. Moon, chul Sang - Korea

• 2nd Vice President: Romanus Woga – Indonesia

• Treasurer: Hung Chi-wen - Taiwan

• Secretary: Roberto Estoconing - Philippines

The meeting was attended by 12 voting Delegates from

the Regular Members, 7 non-voting delegates from Affiliate

Members including observers Bangladesh, Korea, Malaysia,

Mauritius, Myanmar, Thailand and Vietnam, attended the

meeting as observers.

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From September 15-17, 136 participants attended the Pre-Forum

Workshops in Bali, Indonesia. The three workshops concluded with

recommendations serving as inputs to strategic plan of ACCU and its

member organizations.

The 22 attendees of CEOs Workshop “Towards an Integrated Network”,

facilitated by Sylvain Barrette, Project Manager at Developpement

international Desjardins (DID) and ACCU CEO Elenita San Roque,

recommended walking towards a standardization of the system and

contractual solidarity, by educating and leading the organizations

toward integration.

Coordinated by the two Canadian Ken Doleman, President and CEO

of Northern Savings Credit Union and Bruno Dragani, Chief People

& Administration Officer and Coastal Community Credit Union, the

HRD Workshop “Credit Union Enterprise Risk Management and Risk

Based Supervision”, was attended by 82 participants. They suggested

to ACCU to finalize the Tool incorporating inputs by the delegates

and to continue to provide capacity building programs and business

solutions for the development of CUs in Asia.

Meanwhile, the 32 attendees of the Youth & Women Workshop

“Marketing Strategies for Youth and Women Participation in Credit

Unions in Asia”, facilitated by Emcompass Credit Union team Brian Bennett, CEO, Louise Aubusson, Executive Manager and Gilian George,

Director, enumerated a range of strategies to involve youth and women within the organizations, such as introducing the gender and

youth balance in the Board of Directors.

Powerful Recommendations from CEOs, HRD, Women &

Youth Workshops

In conjunction with the Asian Credit Union Forum,

the five-member Board of ACCU met in Sanur

Paradize Plaza Hotel in Bali, Indonesia, on September

17 for its 80th meeting. According to the Bylaws, the

Board meets in person twice a year plus electronic

meetings as necessary. The next regular meeting of

the Board will be in March 2015.

80th Board of Directors Meeting

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014 ACCESS Award for

three Credit UnionsDuring the Forum, ACCU recognized the

exemplary achievements and contributions of

credit unions and people to ensure that credit

unions remain in the forefront of developing

humanity using financial services as navigation

too. One of the awards is ACCESS accreditation

for credit unions that have established and

applied a management system that can channel

the energies, abilities, and specific knowledge

held by people in the organization toward achieving long-term strategic goals on the perspectives of Finance, Customer-Member, Internal

Business Processes and Learning and Growth. The three awardees are: VYCCU Savings & Credit Co-operative – Nepal, Tagum Cooperative

– Philippines and Kisan Saving & Credit Co-operative – Nepal. The Bronze certification given is valid from September 1, 2014 to August 31,

2015.

ACCU also recognized the renewal of Bronze Accreditation of five credit unions: San Jose Savings & Credit Cooperative – Philippines,

Janasachetan Saving & Credit Cooperative Society Ltd. - Nepal, Bindhavasini Saving & Credit Cooperative Society Ltd. – Nepal, Siddhi

Ganesh Saving & Credit Cooperative Society Ltd. – Nepal and Samudayik Saving & Credit Cooperative Society Ltd. – Nepal.

Assigned as Business Solution No. 3, ACCESS is a widely accepted concept drawn by ACCU’s member organizations which arms the Asian

credit unions with critical insight needed to build the optimal organization wide quality standards. Developed in consultation with member

organizations, ACCESS measures the four key building blocks: finance, customer, internal business

processes and learning & growth perspectives. Besides tool for certification, ACCESS also serves as

scorecard in evaluating management performance and credit union success as a whole.

Former CEO Ranjith Hettiarachchi receives the Inaugural Life Time Achievement Awards for Service to

Credit Unions and Co-operativesFormer CEO Ranjith Hettiarachchi was stunned hearing that he received the inaugural “Life Time

Achievement Awards for Service to Credit Unions and Co-operatives over many years” revealed at the

opening program of the Asian Credit Union Forum in Bali, Indonesia on September 19. The award is

bestowed by the International Credit Union Leadership Development & Education Company Ltd.

“We found the entry submitted for Ranjith is mind-blowing and it had the same effect on the Judges

of the Biden’s, high ranking I-CUDE’s, all with distinguished track records,” according Barry Epstein,

Co-Trustee - ICULD&E Foundation/ Director - ICULD&E Co. Ltd.. As a result, the Trustees felt that an

Award as a DE from Asia did not do Ranjith’s exemplary record justice and it was decided to initiate

the inaugural “Life Time Achievement Award to a D.E.”. This is outside the Americas, who have their

own historic system according to Barry. “Ranjith’s work that you and your team are following so well is an example to the rest of us in

building the Credit Union andCo-operative Commonwealth,” said Barry.The award will be presented to Ranjith on 17th October 2014

in London at the Awards Celebration Dinner.

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Since September 1, 2014, Elenita V. San Roque is the new

CEO of ACCU, appointed by the Board on its meeting

on March 11 in Bangkok. She succeeded to Ranjith

Hettiarachchi who is now the Myanmar Project Manager

and Chief of Technical Team for the ACCU-UNCDF

Microlead Expansion project in Myanmar.

As the very first woman CEO in ACCU in 43 years, Elenita

has been the Manager, Member Services since 1995 and

has worked extensively in the development of credit

unions in the Asia region. Certified Public Accountant by

profession, she brings with her 20 years experience in

international cooperative and credit union development.

Congratulations on your new position Elenita!

The Very First Woman CEO in ACCU History

now Appointed

TRIS Rating has assigned a company rating of

“A-” to The Federation of Savings and Credit

Cooperatives of Thailand Ltd. (FSCT) with

“stable” outlook. The rating reflects FSCT’s

important role in promoting and developing

the savings cooperative movement in Thailand.

The rating is also supported by FSCT’s status

as the largest savings cooperative federation

in terms of both asset size and number of

members, its long track record, experience

and proficient management team and staff,

improving financial performance, and the

good quality of the loans FSCT has made to its

members.

FSCT’s ‘‘A-“ Rating - Stable Outlook

Job Training on Accounts and Record-keeping Prepares SCC Managers for Computerization

The importance of accounting and record-keeping as a

business function especially during the start-up period

cannot be over-emphasized.

Thus, after having previously attended the Basic Accounts

and Record-keeping and Basic Computer Training, 18 SCC

Managers from Ayeyarwady and Bago regions participated

in the Job Training on Accounts and Record-keeping

in Project Office, Pathein, Ayeyarwady, Myanmar on

September 7 and 8, 2014.

They were asked to bring with them all the records and

books of accounts of their SCCs.

Sessions during the training include coaching in proper and

accurate preparation of basic cooperative records such

Members Registry and Self-Help Group (SHG) Registry,

Minutes Books of General Meeting, Board of Directors, and

Supervisory Meeting.

Review of the entries on Cash Books for Receipts and

Payments were also conducted, as well as on General

Ledger and Individual Ledgers on Share, Compulsory

Savings, Voluntary Savings and Loans.

Areas that need improvement in almost all of the SCCs

include timely and updated posting of transactions into the

books of account—it should be daily as agreed.

The training successfully ended with all the Managers now

capable of making their own monthly Trial Balance and

more importantly the PEARLS Report which they also need

to prepare and submit monthly.

As of date, the accounting and records management

system are manual. It provides the Managers the

opportunity to appreciate the effectiveness of double-entry

bookkeeping and the value of accounting to manage the

growth of the organization.

Challenges have already been identified but as planned,

computers will be deployed to SCCs which have reached

500 members. Deployment will start in the first quarter of

2015.

SCC Managers and all Project Staff will undergo hands-on

training on how to use the accounting software to be used.

The importance of accounting and record-keeping as a business function especially during the start-up period cannot be over-emphasized.

Thus, af ter having previously attended the Basic Accounts and Record-keeping and Basic Computer Training, 18 SCC Managers f rom Ayeyarwady and Bago regions par-ticipated in the Job Training on Accounts and Record-keeping in Project Off ice, Pathein, Ayeyarwady, Myanmar on September 7 and 8, 2014.

They were asked to bring with them all the records and books of accounts of their SCCs

Sessions during the training nclude coaching in proper

and accurate preparation of basic cooperative records such Members Registry and Self-Help Group (SHG) Reg-istry, Minutes Books of General Meeting, Board of Direc-tors, and Supervisory Meeting.

Review of the entries on Cash Books for Receipts and Payments were also conducted, as well as on General Ledger and Individual Ledgers on Share, Compulsory Savings, Voluntary Savings and Loans.

Areas that need improvement in almost all of the SCCs include timely and updated posting of transactions into the books of account—it should be daily as agreed.

The training successfully ended with all the Managers now capable of making their own monthly Trial Balance and

more importantly the PEARLS Report which they also need to prepare and submit monthly.

As of date, the accounting and records management system are manual. It provides the Managers the op-portunity to appreciate the effectiveness of double-entry bookkeeping and the value of accounting to manage the growth of the organization.

Challenges have already been identif ied but as planned, computers will be deployed to SCCs which have reached 500 members. Deployment will start in the f irst quarter of 2015.

SCC Managers and all Project Staff will undergo hands-on training on how to use the accounting soft-ware to be used.

Job Training on Accounts and Record-keeping Prepares SCC Managers for Computerization

Myanmar SCC News ASSO CIA TIO N O F A SIA N CO N FED E RA TIO N O F CR ED I T U N IO N S

Vol: 1 Issue N o.: 12

08 September 2014

“You have done a very brilliant job so far. It has been very inspiring for me to meet the people in the village and to see how they think and reason,” commented Ms Eleonora Gatti, UNCDF Financial Inclusion Fellow.

Nine months af ter ACCU-UNCDF MicroLead Expansion Project officially began the implementation of the Savings and Credit Promotion and Microf inance Innovation Project in Myanmar, the Livelihood and Food Security Trust Fund (LIFT) conducted last September 3 and 4, 2014 the f irst of its three annual Monitoring Missions during the three-year period of the Project..

The LIFT Monitoring Mission was composed of U Myint Kyaw, LIFT Business Development and Microfinance Of-f icer, Mr. Curtis Slover, LIFT Program Off icer, Mr Paul Luchtenburg, UNCDF Program Specialist, and Ms. Eleo-nora Gatti.

The Livelihoods and Food Security Trust Fund (LIFT) is a multi-donor fund established in 2009 to improve the food and livelihood security of the rural poor in Myanmar.

The Monitoring Mission was undertaken to review whether the objectives, priority and methodology is being imple-mented according to Project Agreement plans and timeframe, and to check and assess the results thereof .

Project Manager Ranjith Hettiarachchi warmly welcomed the Monitoring Team to Pathein Project Off ice where he presented the Project concept and the updated PEARLS Monthly Report as of August 2014.

On September 4, 2014, the Monitoring and Project Teams headed to Wakema and Thabaung townships both in Ayeyarwady Division where they had the op-portunity to interact with the off icers and members of Ayeyararrman Savings and Credit Cooperative and Panwutyi Savings and Credit Cooperative, respective-ly.

The Monitoring Mission recommends the strengthen-ing of the Self-Help Group leadership structure to facil-itate membership activities such regular meetings, col-lection of Shares, Savings and Loans.

As of August 2014, the Project has organized 21 SCCs, with 4,953 members half of whom are wom-en—100% from the rural areas. Total Shares and Sav-ings generated is USD 43,700.

LIFT Conducts Monitoring Mission to ACCU Myanmar Project


Vol: 1 Issue N o.: 12

05 September 2014

LIFT Conducts Monitoring Mission to ACCU Myanmar Project

“You have done a very brilliant job so far. It has been very

inspiring for me to meet the people in the village and to see

how they think and reason,” commented Ms Eleonora Gatti,

UNCDF Financial Inclusion Fellow.

Nine months after ACCU-UNCDF MicroLead Expansion

Project officially began the implementation of the Savings

and Credit Promotion and Microfinance Innovation Project

in Myanmar, the Livelihood and Food Security Trust Fund

(LIFT) conducted last September 3 and 4, 2014 the first of

its three annual Monitoring Missions during the three-year

period of the Project.

The LIFT Monitoring Mission was composed of U Myint

Kyaw, LIFT Business Development and Microfinance

Officer, Mr. Curtis Slover, LIFT Program Officer, Mr Paul

Luchtenburg, UNCDF Program Specialist, and Ms. Eleonora

Gatti.

The Livelihoods and Food Security Trust Fund (LIFT) is a

multi-donor fund established in 2009 to improve the food and

livelihood security of the rural poor in Myanmar.

The Monitoring Mission was undertaken to review

whether the objectives, priority and methodology is being

implemented according to Project Agreement plans and

timeframe, and to check and assess the results thereof.

Project Manager Ranjith Hettiarachchi warmly welcomed

the Monitoring Team to Pathein Project Office where he

presented the Project concept and the updated PEARLS

Monthly Report as of August 2014.

On September 4, 2014, the Monitoring and Project Teams

headed to Wakema and Thabaung townships both in

Ayeyarwady Division where they had the opportunity to

interact with the officers and members of Ayeyararrman

Savings and Credit Cooperative and Panwutyi Savings and

Credit Cooperative, respectively.

The Monitoring Mission recommends the strengthening

of the Self-Help Group leadership structure to facilitate

membership activities such regular meetings, collection of

Shares, Savings and Loans.

As of August 2014, the Project has organized 21 SCCs, with

4,953 members half of whom are women—100% from the

rural areas. Total Shares and Savings generated is USD

43,700.

.

Organization and Management Training Develops Institutional Capabilities of Myanmar SCCs Towards A Stronger Cooperative Sector

Leaders and officers representing five Savings and Credit

Cooperatives from four different Townships in two Divisions

in Myanmar heeded the call to better service for cooperative

and community by participating in the Cooperative

Organization and Management Training held last September

26 to 27, 2014 in Project Office, Pathein, Ayeyarwady,

Myanmar.

They comprise the latest batch of cooperatives to join

under the Savings and Credit Promotion and Microfiannce

Innovation Project implemented by ACCU and Central

Cooperative Society with support from United Nation Capital

Development Fund (UNCDF).

The five SCCs are: Myint Myat Thu SCC from Latpadan

Township with 260 members from Bago Region. Alinh Yaung

SCC with from Labutta Township with 200 members; Htun

Taunk Lin SCC with 500 members from Mawlamyenigyun

Township; Thuka Aung SCC with 200 members, and

Shwe Wati SCC both from Nyaungdone Township—all in

Ayeyarwady Division.

Mr Ranjith Hettiarachchi facilitated the two-day training-

workshop which provided the venue for the participants to

share their experiences and more importantly to learn how to

run financial cooperatives professionally.

Specifically, the training introduced to the Cooperative

By-laws, Microfinance Policy, Organizational Policy which

contains the Policies on Membership, General Meeting,

Board of Directors, Supervisory Committee and Credit

Committee.

Planning and Marketing which are deemed essential

components to scale up the cooperative business operations

were given ample time during the discussion.

During the planning workshop, all the SCCs agreed to

increase their membership by at least 100 for the month

of October 2014 and sustain growth until they have 1,000

members by June 2015.

Each member need to contribute 500 Kyats in Shares and

500 Kyats in Savings every week. Loan can only be granted

at the initial maximum amount of 45,000 Kyats after two

months of membership.


Vol:1 Issue N o.: 14 30 September 2014

8th Floor, U Tower Building, No. 411, Srinakarin Road, Suanluang, Bangkok 10250, Thailand

Tel: (66)-2-7044253-54 Fax: (66)-2-7044255

Email: [email protected] Website: www.aaccu.asia; www.aaccu.coop

ASSOCIATION OF ASIAN CONFEDERATION OF CREDIT UNIONS

Member: International Co-operative Alliance; International Cooperative Banking Association; International Raiffeisen Union; United Nations Special Consultative Status

Asian Credit Union Forum 2014 Wayforward: Unification of Asian Credit Union Networks

September 18-20, 2014, Bali, Indonesia

Recommendations Summary Topic Contents Recommendation

Breakout 1 – Network Management The National Federation’s Structure in a Unified Credit Union Network

• Learned the Desjardins network • It presents the unified integrated

network • business performance • organization performance • institutional performance

• The network has 4 integration elements

1. Pooling or sharing of resources

2. Standardization of operations 3. Contractual solidarity 4. Governance and self-

discipline

* The Federation structure in a unified credit union network has to ensure that the main support systems are in place and functional.

The National Federation and its network in Asian (except Korea) countries need to be unified for the competitive advantage in the market and for the better services to its members.

Credit Union Need for National Unified IT System

• A unified computing system (UCS) is a data centre architecture that integrates computing, networking and storage resources to increase efficiency and enable centralized management.

• Outsourcing your datacentre infrastructure can give the network peace of mind that comes with knowing you are getting a top service along with the freedom to invest your IT dollars in the kind of strategic endeavours that will drive business success.

• Facilitate a mindset change • Data at the coop to data

hosted • Individual CU IT Capacity to

Network it • Our past is not a guarantee for

success in the future • Credit Unions come together at

the federation to have a unified national IT System • Standardization of the chart,

processes, products • Determine what we wanted

the system to do (Interbrance/Intercoop, Across other financial institutions in the country, connectivity to the world and other payment platforms)


Tel: (66)-2-7044253-54 Fax: (66)-2-7044255




Territory Management Issues: Perceptions, Pros and Cons

• Territory Management Issues • Sharing of DID experiences on

amalgamation • CU Amalgamation (re-

engineering, member needs, competition)

• CU size • Impact of Amalgamation • Federations to serve as regulatory

bodies

• Federations have to strengthen themselves, review their rules to ensure that they, too, will function as regulators.

• Discuss among member-cooperatives the advantages (benefits) and disadvantages (risks and costs) of merger or consolidation.

Breakout 2 – Human Resources The Requirement of Being a “Fit and Proper” Person for Director’s Strategic Role

• CUs in Australia: • 833 in 1973 • 101 mutuals in 2014 • A$86.4B Assets / 4.5M

members • Credit Union “Australian Firsts” • History of CU regulation • APRA sets legally enforceable

Prudential Standards • Nomination Committee • Board Assessment • Case Studies • Prudential Standards

• Capital adequacy (reserves) • Liquidity • Credit quality • Risk Management • Large exposures • Outsourcing • Business Continuity

Management • Audit • Governance • Fit & Proper

• All Credit Unions to set and implement a Governance Policy to include the “Fit & Proper” requirements presented to ensure that their Credit Unions are soundly and prudently managed

• Institutionalize Board Assessment


Tel: (66)-2-7044253-54 Fax: (66)-2-7044255




Distinguishing Qualities of Management for Strategic Implementation

• Personal qualities • Mobilize resources and integrate

within different departments • Achieving goals • Driving force behind your Credit

Unions success • Keys to being effective leaders

• Focus and strengthen values formations, passion, commitment, effectiveness, authenticity, leadership and skills development

• Mobilize human resources through continuous training, motivation and networking / communication

• All ACCU members must remember to SWEAT + V:

• S – Set target • W – Work hard • E – Evaluate SWOT • A – Achieve targets • T – Train some more • V – Visionary

Strategic HRM for National Credit Union Network

• Understanding the strategic human resource function is very important to develop the credit unions and national federation

• Strategic HR functions consist of 7 elements – HR Policy on recruitments and selection, compensation and benefit, etc.

• The need to learn more and professionalize HR functions so that credit unions and national federations can implement effectively.

• Manage risk pertaining to human resources such as but not limited to

• Skills gap • Violations of ethical

standards labor laws and regulatory issuances

• Intellectual property loss • Lack of succession planning

• Ensure that the CU strategic resource management is consistent with ACCU Vision, Mission and Core Values

• Observe fair, highly professionalized and merit based recruitment, selection and termination processes

• Standardize HR in the network – a national federation’s system support


Tel: (66)-2-7044253-54 Fax: (66)-2-7044255




Breakout 3 – Market Differentiation Defining the Products and Services Leading to Economies of Scale

• Highlight the importance of member centric services of financial cooperatives

• Around 40% of global population are not availing formal banking services

• Puts insights about how effective financial service can be designed and delivered to unbanked people through financial cooperatives

• Emphasis was given for using modern technology in service design and delivery mechanism

• Importance of member needs and improvement of their understanding regarding CU service were incorporated in the presentation

• At the end of the presentation, discussions about getting economies of scale were made

• Involvement of youth through integration of IT related activities should increase

• Service to member should designed based on their need

• ACCU & local Federations consider forming an IT committee to review new technology trends and make recommendation that will offer Products & Services at an affordable price to all credit union members


Tel: (66)-2-7044253-54 Fax: (66)-2-7044255




Financial Cooperatives Differentiation in Today’s Marketplace

• Paper covers what people looks in a formal financial system

• How wealth can be created in rural community was also discussed in paper

• Difference between Income and Wealth were incorporated on presentation

• Common issues affecting the cooperatives sector were highlighted

• Uniqueness of CU in terms of structure, governance, customer, product & service

• A brief description of elements that are affecting cooperative model were highlighted in paper

• The credit unions consistently practicing the cooperative values results in a well managed and relevant financial cooperatives that improve lives of people

• National federations of ACCU member countries should focus on unique cooperative financial model

• ACCU should ensure through national federations that sustainable cooperative society with unique identity should serve its member

• CU should focus on creation of wealth over income


Tel: (66)-2-7044253-54 Fax: (66)-2-7044255




Approach to Promoting a Unified Credit Union Image

Paper highlights the following issues: • Why unified CU image is

essential • What are the limitation of

conventional CU structure • How can we reach to integrated

network from conventional network

• What are the essentials for promoting unified CU image

• How can we manage unified network

• How important contractual solidarity is for unified CU image

Discussion agreed on the following points: • Unified image and integrated CU

network will be able to offer more services to more people

• It can achieve better financial performance at lower cost and higher efficacy

• It helps to develop greater stability

• It help to obtain economies of scale

For creating unified CU image, ACCU and its National Federations should: • Possess / build good data base

with digital platform of network • Have sufficient competency in

statistical analysis • Transform complex rigid

structures and systems into innovative ones

• Simplify structures but continue focus on members


Tel: (66)-2-7044253-54 Fax: (66)-2-7044255




Pre-Forum Workshops CEOs, HRD, Youth & Women Workshops

September 15-17, 2014, Bali, Indonesia Summary Recommendations 1. Women & Youth Workshop

“Marketing Strategies for Youth and Women Participation in Credit Unions in Asia” Learning Highlights We have learned:

• The importance of networking; the strategies of networking • What is the difference between a leader and a manager • What makes a good leader • That we should all have a dream • That profiling our membership is important in order to introduce strategies to engage the different

demographics • The importance of branding • That we need to embrace technology and introduce it to our marketing strategies • That not everybody has the desire to be a boss; but if we mentor, train and encourage, they might

be inspired to advance • From each other and shared our own experiences • That it is a good idea to conduct a SWOT analysis for our own organization • That we are all strong advocates • That we all have leadership qualities • That we are all extremely passionate about the credit union movement and that we need to share

this passion with others to be a bigger voice Action plan GOAL – More women in management and board positions STRATEGY 1 – Introduce gender balance for boards and management STRATEGY 2 – Create specific plans for women and youth and allow specific budget for this purpose STRATEGY 3 – Introduce mentoring and coaching program GOAL – Advancing women in leadership STRATEGY 1 – Introduce specific training for women to advance into leadership roles STRATEGY 2 – Encourage women participation in both local and international events STRATEGY 3 – Introduce mentoring and coaching program GOAL – Establish partnerships and linkages with other groups STRATEGY 1 – Support charity; support governmental, community and environmental projects STRATEGY 2 – Affiliation with other cooperatives (not only financial) GOAL – Advance youth to management levels STRATEGY 1 – Create graduated programs STRATEGY 2 – Ensure specific youth management trainings STRATEGY 3 – Introduce mentoring and coaching program STRATEGY 4 – Ensure youth have access to attend conferences and workshops


Tel: (66)-2-7044253-54 Fax: (66)-2-7044255




Recommendations Recommendations ACCU

• Establish women network in Asia on Linkedin • Organize an Asian Youth Credit Union Forum to exchange ideas and network • Develop an institutionalized Youth and Women standard program to be

distributed to national federations and further to primary credit unions • Ensure gender balance on the ACCU Board of Directors • Create a youth committee with representatives from national federations

(maximum 8 on the committee) • Provide a standardized budgeting process to be distributed • Create a unified brand identity for all credit unions (unified brand throughout

Asia along with the own individual brand)

National Federations

• Develop an institutionalized Youth and Women standard program to be distributed to primary credit unions

• Ensure gender balance on the Board of Directors • Ensure youth sector representation on the Board of Directors • Establish a Gender and Youth budget to advance women and youth in the credit

union movement • Ensure that you can only nominate for a position of director if your credit union

has a gender and youth policy

Credit Unions

• Make sure we use the youth and women standard program that will be distributed • Ensure that we have specific trainings for women and youth to advance to

management levels • Make sure we send women and youth representatives to conferences and

workshops • Profile our own credit union membership • Be aware and put in our calendar the local events where we might have exposure

to large group of potential members • Look for potential partnerships and linkages within our own community (school,

church, sporting, …)


Tel: (66)-2-7044253-54 Fax: (66)-2-7044255




2. HRD Workshop “Credit Union Enterprise Risk Management and Risk Based Supervision”

HRD Topics

1. Review of the Supervisory Tool for Credit Unions 2. Establish Board Committee and the President and Chief Executive Officer’s Responsibilities &

Accountabilities 3. Executive Appointment and Performance Management 4. Review Compensation 5. Succession Planning 6. Establish Standards of Business Conduct and Ethical Behaviour

Learning Highlights

1. The RBS Tool will enable the CUs to identify and mitigate risks in Credit Union operation 2. The need to institutionalize the Risk Management Culture 3. Inputs creating awareness, enlightening and realizing issues and problems of credit unions which

hamper growth and expansion 4. Emphasizes the critical role of Board and CEO towards the sustainability of the Credit Union

Recommendations Recommendations ACCU

• Finalize the Tool incorporating inputs by the delegates; distribute to the National Federations before the end of 2014

• Continue providing capacity building programs and business solutions for the development of CUs in Asia

• Publish books not only manuals about credit unions and distribute them to the national federations

• If possible, HRD topics and materials to be distributed to delegates before the event

National Federations

• Contextualize without sacrificing the standard and translate RBD Tool (in countries where translation is necessary)

• Conduct training on CU Enterprise Risk Management to all member CUs • Ensure proper implementation of the RBS by CUs and establish a monitoring

system • Establish regulation and provide standard systems to Credit Unions • Strengthen technical capacity to supervise / regulate CUs • Advocate / protect law governing Credit Unions and establish good relationship

with the Regulators (Indonesia)


Tel: (66)-2-7044253-54 Fax: (66)-2-7044255




Credit Unions

• Introduce RBS Tool and get buy-in by the Board for its adoption • Let all the Board and Key Mgt. Officers attend training / orientation about ERM

and RBS • Establish an internal audit and ensure capable technical staff to implement ERM /

RBS • Review existing policies and recommend improvement to include policies on

code of conduct and ethical behaviour for Board, other officers and management to address governance issues and gaps. Also, develop policy on performance management, compensation and succession planning

• CUs to comply with the regulation of the National Federations

3. CEOs Workshop

“Towards an Integrated Network” Learning Highlights Integrated Financial Cooperative Network Strategies for internal governance

• Structure for democratic representation and centralization of authority • Respecting principle of subsidiarity • Surveillance • Mechanisms for affiliation and disaffiliation

Contractual Solidarity

• Central agency • Internal security measures • Communicating vessels • Control on opening service outlets • Balancing base unit size • Dues

Shared Resources

• Inputs are assembled into groups • Access to support services • Collective ownership

Standardization of Systems

• Institutional image • Standardization of products • Standardization of policies / norms • Standardization of operational system


Tel: (66)-2-7044253-54 Fax: (66)-2-7044255




Recommendations 1st step: • Revisit the respective vision of the network (by county) • Advocacy of the federation: building closeness to the primary cooperatives / networking among

cooperatives • Education of the leaders towards integration / promotion of the integration among leaders and

volunteers / use various medium for communication

Standardization of Systems • Monitoring of the global performance of the network, initially by collecting data of the primary

cooperatives, and assigning a person to handle the data collection • Standardization of the chart of accounts within each country; 2nd level at ACCU so that the financial

statements across Asia would be comparable • One IT system for the primary cooperatives

• Gather data of cooperatives • Transactional software • Platform for electronic services • System that will track the performance of coops • Personnel to handle the IT services

• Standardization of policies / manuals • Self-discipline, to include reduction of delinquency at the level of the primary cooperatives Contractual Solidarity • Territory management

• Situation where cooperatives overlap in terms of their areas of operations and are in competition with each other

• Asymmetric growth of the cooperatives; some cooperative are very big compared to others • What is the most viable level of cooperative, where the proximity to its members will be

maintained? • Dues system

• How will the federation be financed? • Introduce the dues system to cover the costs of the support services provided by the federations

to the network.

management report · 2019-04-04 · such members registry and self-help group (shg) reg-istry,...

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