| AWCF NEW WEBSITE |
Please visit our new website at http://www.coopwomen.org/awcfcms/ |
| AWCF–FK Norway planned for its second round of the Asia South-South Exchange Program |
The meeting was attended by 16 decision makers representing AWCF, FK, CAEV (Center of Agricultural Extension Volunteers), CULT (Credit Union League of Thailand, Ltd.), CUPC (Credit Union Promotion Club), FORMASI Indonesia (Forum for Indonesian Co-operative Movement), NATCCO (National Confederation of Cooperatives), and SEDOC (Socio-Economic Development Organization of Cambodia). This exchange program is designed to propel solidarity and cooperation between and amongst the AWCF network and to enhance the network’s capacity in the delivery of services to its members. This is a five-year human resource development project that started in 2008 with funding support from FK Norway. |
| Mainstreaming gender in NATCCO primary co-ops |
Topics such as sex and gender differentiation, gender roles, gender issues and its effects on co-ops, and visioning for a gender responsive co-op were discussed. Resource persons include Ms Salome Ganibe, AWCF Executive Director; Ms Angelita Valdez, AWCF Program Coordinator; and Mr. Alexander Raquepo, Gender Advocate and Vice-Chairperson of Sta. Cruz Savings and Development Cooperative (SACDECO). They were also joined by, Ms Natchamon Thali of Credit Union League of Thailand, Ltd. (CULT) and Mr. Say Rada of Socio-Economic Development Organization of Cambodia (SEDOC) who are currently assigned at NATCCO as part of the 10-month exchange program between AWCF and FK Norway. |
| Intensifying AWCF's networking and linkaging work |
Despite May being a busy month for AWCF, the Secretariat was able squeeze in three activities to intensify its networking and linkaging work in the Asian region. Last May 12, 2009, AWCF representatives headed by Ms Angelita Valdez, AWCF Program Coordinator, met Mr. Balthas Seibold, Senior Project Manager of Capacity Building International, Germany (InWEnt) to refine the planned activities for “it@coops Reunion” scheduled on October 2009. The reunion will not only involve decision makers from the three national umbrella organizations but will also re-convene the main project actors—the IT Specialist from Indonesia, Thailand and the Philippines—as they represent their primary co-ops/credit unions/organizations.
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| AWCF’s VP for Internal Affairs Honored as one of the Unsung Women Heroes of the Philippines |
Ms Pereyras shares the Awards with 11 other women from different fields of service representing the grassroots and the marginalized sectors of society. The Awards given to non-Soroptimist International of the Philippines Region (SIPR) members were in recognition of women who, with great fervor and little fanfare, have made it their life’s work to uplift the well-being of other women and girls in their communities. The Awards honor women who, despite scarcity of resources and challenging conditions, engage in laudable projects that improve the lives of women and girls whilst inspiring and empowering other women. According to Ms Pereyras, the award is a fitting celebration of her 31st year of doing volunteer work especially that this is her first international award. She cited her work as a Rotarian, as a Girl Scout and as a cooperator especially at Tagum Cooperative as the key contributions that has endeared her to the organizers of the Awards. She affects the lives of women and girl co-op members by being a trainer, gender advocate, leader and a model in numerous capacities such as Vice President of Tagum Cooperative (one of the successful and multi-awarded primary co-operative in Davao del Norte), a Board of Director (BOD) representing the Women Sector of the National Confederation of Cooperatives or NATCCO (one of the strongest financial co-operative network in the Philippines), and as AWCF’s Vice President for Internal Affairs and as 1st Vice President of ACCU (Association of Asian Confederation of Credit Unions) which are organizations working at the international/regional level.  Supporting Ms Pereyras during the awarding ceremony were Ms Salome Ganibe, AWCF Executive Director; Ms Angelita Angeles Valdez, AWCF Program Coordinator; Ms Aster Peňaranda, Finance and Administration Coordinator; and Ms Inga-Lill Hammer, Swedish Cooperative Centre’s Project Manager who was in the Philippines at that time for a project-meeting with AWCF. |
| Ms Inga-Lill Hammer visits AWCF as SCC Project Manager |
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A Salute to an Outstanding Co-op Leader and to an Exceptional Co-op |
 During the 42nd AGA of Tagum Cooperative (TC) on March 29 in  Earlier on March 26 in The Asian TrIO Award or the “Transformative Individuals and Organizations Asian Cooperative Award” has been given yearly since 2006 by AWCF to recognize, honor, and celebrate outstanding women and men co-op leaders and co-operatives in |
| Celebrating Women’s Month |
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| AWCF-FK Midterm Review Meeting |
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| Philippines gets TrIO Award |
The 2008 “Transformative Individuals and Organizations Asian Cooperative Award” or Asian TrIO Award will be given this March 2009 to a co-op leader and a cooperative, both from the The Asian region hosts a large number of the world’s co-op organizations. Women are half, or even more than half, of the total membership of these co-ops. Co-ops have been motors for business start ups and employment creation among people who have pooled together their meager resources in order to help one another through co-ops. Nominees for the Asian TrIO Award come from AWCF’s member-organizations in What is “DO IF GS”
The global co-op movement that has existed for slightly over a century has an influence that encompasses all sectors of economic and social activity. Co-ops bring together over 800 million people globally. Over the past decades, co-op enterprises worldwide have secured the livelihood of nearly three billion people, or half the world’s population. The international co-op movement was born as a response to the growing poverty and oppression of workers during the Industrial Revolution. Co-op businesses (as the economic means) were established to address social needs (social goals). These early co-ops worked hand in hand with trade unions in helping those who lost their jobs or those who were earning very little by helping them start some economic activity, and by helping address economic and social inequalities through political action like education on workers’ rights. Relevance in the modern world The current recession sweeping the globe and affecting, even altering, the lives of virtually everyone on this planet is bringing massive unemployment and poverty, much like what happened during the Industrial Revolution. In this modern-day crisis, the co-ops’ rich history, values, and principles provide the backbone as they continue to offer the same security and stability that they have given their members all these years. The members expect that co-ops will protect them from globalized changes that affect even the local communities. People of limited means go to their co-ops for credit for short-term needs; for capital and other support as they engage in micro-, small- to medium- enterprises to improve their livelihood. Trusting in the reliability and strength of their co-ops, people deposit their savings that eventually grow and help secure their future. Continuing education and training for members is one of the pillars of the co-op movement. Members grow not only economically but also socially as they develop themselves through learning opportunities on co-op topics and other matters that concern them as individuals, their families, and their communities. Today’s world places a demand on the co-op to continue being relevant and making a difference in people’s lives. A co-op cannot be strong if it exists in a vacuum, insulated from what is happening within and outside of it. A co-op cannot also be strong if it has a weak leadership, not able to direct the co-op amid different issues that affect the organization and the membership. The call is for a co-op organization and leadership that can transform and steer the co-op and the membership to the highest level of cooperation that will continue to ensure a sustainable enterprise. An enterprise that the people themselves own and control—a dynamic organization that steadfastly fulfills its dual economic and social roles. Transformative co-ops and transformative co-op leadership are a potent combination. Fortunately, some co-ops and co-op leaders have been enlightened about TL, and are leading the way for more co-ops and leaders to adopt this kind of leadership. The AWCF honors with the Asian TrIO Award those who have made their mark in transforming people’s lives. The Awards for Ms Sator and for CCTCC will be handed out to them by AWCF at the general assemblies of TC and of CCTCC in |
| The 2008 Asian TrIO Awardee - Individual Category |
Ms Sator came from a poor family. Her mother was an elementary teacher, and her stepfather was a farmer. They lived far from town and her school, which she reached by walking many kilometers everyday. Despite their low status in life, Ms Sator is proud to say that she was able to finish her college studies. In fact, she had her first encounter with co-ops when she was in college at the St. Mary’s College in Tagum, 1968. An encounter that has lasted up to now for 36 years, an involvement in co-ops that has fortified her conviction that co-ops are the hope of people who want to improve their impoverished condition. For people who can embrace the co-op philosophy, principles, and values; can entrust the co-op with their share capital and savings, however small; can manage well a loan that they can get from the co-op for daily needs or for business, the co-op is one of the best ways to a better life. Ms Sator has embraced co-ops, has become one of its vigilant leaders, and is sharing to others her transformation. A long-time cooperator In college, Ms Sator was elected president of the Youth in Action, the youth arm of the school’s After graduation, she taught at the In 1975, she co-authored the first PMES handbook for Davao del Norte co-ops. She considers this as one of her significant contributions to the co-op movement. She became a member of DAFENACO’s pool of trainers. She lectured on co-ops not only in her own co-op but also in other co-ops in the province. In her stint as co-op lecturer around the province, she says that membership increased in TC as well as in other co-ops. She continued to share her co-op knowledge on print as well. In the late 1980s, she was one of the TC Education Committee officers who wrote modules for members’ ownership meetings. The modules helped deepen discussions during ownership meetings in TC as to the real meaning of why people join co-ops. Commitment, loyalty, and involvement of members in TC were strongly emphasized. Ms Sator continued her growth as a co-op trainer. In year 2000, she took part in the “Credit Union Trainers Empowerment (CUTE)” training of the Credit Union Empowerment and Strengthening (CUES)- In 2002, CUES-Philippines gave her a scholarship to study development education (DE) in But there was more to Ms Sator other than being a well-known co-op lecturer and trainer. She also became an elected officer, sitting at various times in the TC’s Credit Committee (CreCom), Election Committee (EleCom), and Board of Directors. She also served as Chairperson at some point in these three TC bodies. As EleCom officer, her committee amended some provisions in TC’s Bylaws regarding qualification and disqualification of co-op officers; promulgated the procedures in the conduct of elections; created election precincts; and appointed election deputies. These actions meant to improve and better safeguard TC’s election of officers. TC wanted to elect better and more committed officers. It had, after all, learned its lesson from a crisis that hit the organization in the 1990s. Certain officers connived to illegally disburse funds, which almost ruined TC. The other officers stood up to these corrupt officers, who faced lawsuits and were later expelled. The remaining TC Board and committees’ officers courageously faced the task of reviving their Co-op. There was the danger of massive withdrawals since some disheartened and nervous members opted to withdraw their money and cancel their membership in TC. Some officers like Ms Sator put in additional funds to TC to prevent shortage of money for withdrawals by the members. She recalls that it was a big challenge to convince the members not to abandon their Co-op, and to believe in the efforts of the remaining officers to let it survive. TC did survive that turbulent period in its history. Ms Sator became TC’s Chairperson in 2003. TC had just been newly branded as “FOCCUS-Brand Cooperative” by CUES-Philippines, with FOCCUS meaning “Finance Organization Achieving Certified Credit Union Standards.” It meant that TC had complied with the prescribed and stringent international financial standards set by WOCCU for “world-class co-ops.” TC gained even more respect from the community and local government units that acknowledged TC as a co-op that truly protects, secures and provides more yield to the money and investments of its members. TC also conducted a massive education campaign for the “Model Credit Union Building (MCUB) Technology” to further build members’ trust and confidence in their Co-op. The MCUB is one of the two initiatives of CUES-Philippines for co-ops that it assists, the other being the Savings and Credit with Education (SCWE) that aims at promoting capacity-building of women. In 2003, Ms Sator spearheaded the approval of a new loan type for TC, the Instant Loan Bonanza. The loan had mechanics to protect the Co-op against delinquency. At that time, TC also registered with the Securities and Exchange Commission (SEC) the Tagum Co-op Women’s Livelihood Association, Inc. (TWLAI). A livelihood program for women in TC was finally installed. Ms Sator likewise volunteered to be the board coordinator of TC’s SCWE Program Committee. SCWE was earlier initiated under CUES-Philippines, but monitoring and evaluation were later left to TC’s field agents. SCWE supports business start-up for housewives who do not have income and are not co-op members. Lately, SCWE also began to help non-working men, to give opportunities to both sexes. TC and the University of Southeastern Philippines (USEP), of which Ms Sator is the Dean of the USEP Tagum-Mabini unit, had signed a memorandum of agreement for SCWE. The USEP provides free livelihood training for SCWE members, and TC provides the materials needed. There are gender and development seminars, livelihood skills training, the annual assembly, field day (with livelihood demonstrations), and market day (where other co-ops are invited to come, and the SCWE participants sell their products). SCWE participants also vend their products during their assemblies. All these activities were done to enliven the SCWE that was then having slow loan repayments, increased delinquency, and no innovations in education and training activities. Ms Sator became the adviser of the SCWE field agents. She says that her exposure visit to the Credit Union League of Thailand (CULT) in 2006, organized by AWCF, inspired her to introduce these events and activities to SCWE. Upon her return to TC from her trip, she conducted a research on the women’s training needs and also challenged SCWE’s field agents to do some evaluation of their own. The field agents were asked to formulate policies, programs, and activities that will maintain the interest of the women in their business, increase savings, obtain zero delinquency, teach the women new skills, and recruit new participants. Aside from spearheading SCWE activities, Ms Sator also started the conduct of family enrichment seminars to which husbands of the SCWE participants were also invited. Ms Sator’s involvement in co-ops continued to flourish outside Under her watch as Chairperson of MASS-SPECC, this regional federation was finally able to carry out the Gender and Development (GAD) Program among its member-co-ops in She relates that her experience and involvement in co-ops have molded her into someone with a vision and goal in life. She views her accomplishments as her legacy to the next generation. Consultation, decision, and action Ms Sator says that as a co-op leader, she is always open to suggestions from peers, the members, and the management staff. She studies and weighs things for her to come up with wise decisions. She believes that respecting and recognizing the importance of each member, staff, and officer builds trust and confidence. Members, particularly, go to the Co-op to put in their hard-earned money to be managed by officers whom they can trust. Ms Sator says that she often strikes up casual conversations with everybody in the Co-op where she presents her ideas and gets initial feedback on these especially in relation to the members’ needs. This way, she gains courage to pursue her plans, knowing that her ideas are relevant and responsive to the members’ expectations. The bottomline, she says, is that improvements in the Co-op will result to a better life for everybody. Plans and actions should consider the different sectors being catered to by the Co-op, she adds, which are the poor and the well-to-do, women and men, young and old, and other sectors. Therefore, since the Co-op’s membership come from a cross-section of society, she is conscious that nobody gets preferential treatment over the others, that everybody is served and treated equally according to the needs felt by each sector. She may always be fired up by her ideas and raring to put them into action in TC, but there are cases where other people may not be won over to her side. If others oppose her ideas but she believes that as a leader she is moving in the right direction, she asserts and argues her case, without necessarily offending the other side. She says that she opts for an intellectual discussion and dialogue to bring out the best results among dissenting opinions. She believes that success will not happen if someone gains enemies and not friends in an organization. Thus when she presents her ideas to TC and to her fellow officers, she is careful not to be carried away by her emotions that will make her say unsavory words not expected of an officer. Although she loves to indulge in conversations and discussions to promote ideas and views, Ms Sator says that talking is not enough. Being a model for others is a powerful way to convince others to support their Co-op. For instance, she is the first one to add to her share capital and to her savings in the Co-op if the objective is to encourage members to deposit more. She thus provides herself as an example for other members to show them that they can trust their Co-op with their precious money. The amount of deposit does not matter too much as does the value to the members of saving in the Co-op. Consequently, Ms Sator explains, the members will be exposed to other Co-op services, and with proper orientation and guidance, they will also avail of these services for their own benefit. This co-op leader believes that transparency is the best policy, particularly in her dealings with TC. It is better to be honest that to be discovered as dishonest, she says. Transparency erases doubts from members and results to better management. Ms Sator says that she is open to constructive criticism and can accept any of her shortcomings. But she wants to be able to explain her side if problems crop up so that others will also know her views. Her conscience will thus be clean and unburdened, she states. Her leadership style is geared to the benefit of everybody in the Co-op. She says that some policies, for example, may contradict her own views. But she will still abide by these policies because these were borne out of the consensus of the decision-making body of which she is a part. As part of a decision-making body, she takes full responsibility for the decisions made, even if there is realization later that her previously suggested ideas would have been the more appropriate ones to adopt. As she uses a consultative and participatory approach to resolve problems and issues in TC, she ensures that stakeholders’ views and suggestions are consolidated to arrive at the best applicable solution. She says that this approach is the most effective for tackling the hardest problems that she as a co-op leader is expected to respond to satisfactorily. Ms Sator says that as a leader she recognizes different individuals’ own abilities, competencies, and knowledge that can contribute to a co-op’s development and progress. With proper guidance and motivation, these individuals can become more productive and effective in their work. She commits to continuing to develop and enhance her own leadership skills. There is always room for improvement for a leader, she avers. Not all may be born leaders but if one wants to become a leader, she or he can do so with determination, perseverance, ambition, and, most importantly, self-confidence, she states. On being a transformative leader Ms Sator believes that through self-help and group action, a co-op becomes the people’s vehicle to economic freedom and a happier life. But to initiate change within the co-op and the community, she had to improve and change herself first. Participating in co-op activities, and doing her duties and responsibilities as a member and officer is her commitment to the co-op, she states. Being active in lecturing about co-ops enables her to introduce change. For instance, budgeting is one of her favorite topics. Having observed that some Co-op members focused on borrowing and not saving, she has emphasized in her lectures how members can save and also pay their loan obligations to the Co-op on time, which are important to the sustainability of TC or any other co-op. Gender advocacy is also one of Ms Sator’s missions in life. Under her leadership and officership, and with support of her fellow gender advocates, TC has also become a co-op that is gender-sensitive and a champion for gender equality. TC has allocated resources that has enabled its gender advocacy to move forward at a brisk pace with a clear direction and tangible results. TC’s gender advocacy began in 1990 when some of its women leaders joined other women leaders from co-ops nationwide in women in development workshops. These workshops were conducted by NATCCO, AWCF, and national women’s groups in the country. Some of TC’s male leaders also attended a similar workshop later. Gender activities in TC were started after these workshops but for some reasons, these efforts were shaky, and had almost seemingly hopeless beginnings. But TC persevered, and its gender advocates did not lose hope. The gender activities were continued and battles were won, such as the inclusion of women in development and family enrichment topics in the Co-op’s PMES, starting from 30 minutes and expanding to full-length discussions. Later, TC’s Gender and Development (GAD) Program and Family Enrichment Program (FEP) were more concretely realized and made greater impact on the membership and on TC itself. Ms Sator’s leadership steered TC to this direction. TC has successfully integrated the GAD Program and FEP, with a yearly budget, into its education and training program, and on every phase of the lending products and services for the members. TC has also included in its Bylaws and Articles of Incorporation a provision for at least one seat to be allotted for the women sector in the Board. There will be no instance, therefore, that TC’s Board will be dominated by men. The first time that Ms Sator was elected officer in TC, she recalls that she initially doubted her capability and capacity to carry out her duties amid the intricacies of leading a co-op. She was intimidated by the presence of more seasoned officers in TC. She was apprehensive of voicing her opinions amid fellow officers who were men. She assessed her beliefs and understanding of co-ops vis-à-vis her personal goals and motivations, and merged these with the expectations and responsibilities of being an officer. She immersed herself in the co-op way of life to be able to practice what she preached, she says. After 36 years of being a cooperator and a co-op leader—in TC, a primary co-op that started in 1967 with PhP80 in share capital and 35 members, which grew to 37,774 members, with about 70 percent women; and more than PhP660 million in assets, and in MASS-SPECC—she says that she has certainly overcome her own apprehensions. Her self-confidence and her sense of belongingness and commitment to the co-op are things that no one can take away from her. The future of co-ops As a co-op leader who has witnessed the downs and ups of the co-op movement, Ms Sator believes that co-ops will continue to flourish, thrive, and spread worldwide. Co-ops will always be there for people who want to improve their lives by helping one another and working together. She has seen in TC and in other co-ops many committed, dedicated, steadfast, intelligent, and egalitarian co-op leaders who will make this possible. She says that they are catalysts because they spread cooperativism in their own places and in other parts of the world. She admires them, and they inspire and encourage her to be more committed to her co-op work. In relation to this, co-ops will continue to innovate to satisfy members’ evolving needs. She foresees the merging of co-ops in the same line of service, which will further strengthen co-ops, and make them more sophisticated and beneficial to more people in more areas of the country. But she says that actions like this need further studies and deep understanding of the issues confronting co-ops. Changes should not divide the loyalty of co-op leaders as to levels of co-op affiliation. Cultures and values should be respected. Collaboration, and not competition, should happen among co-ops. The co-op movement’s worldwide expansion will be facilitated by richer international linkages and coordination, and more regional and international conference and summits. Cooperators want their co-op philosophy, principles, and values to be continually strengthened as these will be the guiding light in every corner of the world for all co-op members and even those outside the movement, Ms Sator says. Peace and harmony for all nations can be achieved in the co-op way, she adds. Finally, Ms Sator says that because many, if not most, Philippine co-ops are still led by men, she believes that in the future, there will be more women leading progressive co-ops. As women gain more confidence and courage, there will be more equal opportunities in leadership, co-op exposure, and education and training for them. Women will be proud that they can also do what men can, in terms of ability, skills and competence in leading a co-op. Gone will be the days of gender bias in co-ops—co-ops will be led by women and men side by side, and services and benefits will be enjoyed by both men and women, according to their own needs. |
| The 2008 Asian TrIO Awardee - Organizational Category |
The Co-op was founded in There was time that the officers in the Center for Community Transformation had thought of turning the MF program into a bank for the poor for greater efficiency and profitability. But this possibility was ruled out because in this set-up, only few people will benefit from the surpluses. However, as a co-op, the MF program will deliver benefits directly to the members and associate members, the latter being the main clients of the MF program. The co-op structure will facilitate, at the same time, the ownership of the CCTCC by its associate members, which compose the majority of its membership. Beyond the call Ms Callanta explains that the CCTCC was registered with the CCTCC champions cooperativism in the implementation of credit programs for the members. But its credit and other financial services are not end-goals but are platforms for holistic services, Ms Callanta states. To assist the poor who compose CCTCC’s large associate membership base, it brings together Filipino business people as its regular members. These regular members utilize their Christian philanthropic values, and contribute personal resources for poverty reduction without expecting anything in return. They have waived their rights (as well as that of their families and heirs) to any profit from the Co-op, as evidenced by a legal document that they have signed. They are content with the privilege of serving the Lord and His people in and through CCTCC as a social enterprise. At first glance, the Co-op’s membership composition might seem an aberration. But the Co-op’s associate members who are the most needy are indeed the ones benefiting from the Co-op’s gains, with support from the regular members. Who can dispute that fact? On the heels of CCTCC’s achievements, the Center for Community Transformation established three more entities—Visions of Hope Foundation, for the education of children and youth; Tindahan Para Sa Bayan (Our Grocery Store), for basic household necessities at a low cost; and the Training and Development Institute, for continuing education and training in community organizing, leadership, and other topics. The Co-op and these entities are implementing structures for an integrated community development program. For instance, Co-op members who are micro and small entrepreneurs get the basics of business operations and management in the Entrep-Eskwela School of Entrepreneurship of the Training and Development Institute. The School, created in 2007, also teaches modules on financial management and accounting. Members are coached on preparing income statements, balance sheets, and cash flows that aid them in the prudent and judicious use of their loaned funds and other financial products. Sweet success If Ms Callanta and her co-founders in the CCTCC had listened to critics early on, the members would not have been enjoying the better life that they have now. The Co-op started with a little over 2000 participants—and a lot of negative comments from development practitioners, business people and even religious leaders. The critics insisted that the venture will not work and was not consistent with church teaching, as making profit and spiritual development should not go together: "One could not serve God and mammon at the same time." Some in the development community also said that income-generating activities were a palliative that made the poor blind to the so-called oppressive structures that caused their poverty in the first place. They disdained the idea of infusing spiritual development into community organization or poverty alleviation initiatives. Still others, especially those from the business sector, did not believe in giving credit to the poor since "they are high credit risks." At some point, Ms Callanta recalls, there were even those who said that she was out of her mind, as her “patchwork of programs” seemed to defy conventional logic and practice. But Ms Callanta, with several years of development work for the poor in Since CCTCC’s membership is mostly women (in the associate membership base), it emphasizes that its organization can be a catalyst for a strong and strategic participation of women in helping bring change to Philippine society. Women can utilize the synergy of CCTCC’s programs that concern economic empowerment, basic services, education, governance, citizenship, and cultural appreciation. To-date, Ms Callanta explains that the greatest accomplishment of CCTCC is the transformation of the lives of the people who are themselves involved in it—from the partners/associate members (clients of the MF program) to the regular members. Aside from their better income and living condition, the associate members are now confident servant leaders of their groups and communities. As agents of change, they spread the word about their own transformation as living example of Christ’s love and mercy. Through CCTCC’s Membership Development Program, the associate members can progress to become regular members and have seats in the CCTCC’s Board. Even as they are poor, the associate members have begun to imbibe a culture of selflessness, oftentimes giving up their dividends and contributing these to CCTCC’s capital fund so that more people can be helped. Bridging the gap Ms Callanta is proud to proclaim that she has transformed her heart and ideals into a higher level of service for the people. Through her efforts and that of the other CCTCC leaders, many well-off Filipino business people have come to understand the situation and concerns of the poor and workers from the informal sector. In the well-to-do’s participation in the CCTCC as regular members, they give their support through their skills and finances, without any remuneration. CCTCC’s Board meets every month as it recognizes the urgent and important task of helping the poor economically and spiritually. Sustaining the Co-op’s efforts For sustainability, the Co-op hopes to generate equity financing or internal capital from partner/associate members themselves, rather than depend on external borrowing. Membership, despite the hard times, is expected sharply to increase in the immediate coming years. Thus more investments will flow to the Co-op. More opportunities for sustainability are the intensification of its existing financial products and services, enhancement of its membership service fund (loan and life insurance), and opening a new portfolio in supplemental loans to refinance distressed businesses of good borrowers. Aside from financial sustainability, Ms Callanta is confident that the change and development now happening in the communities will be sustained by the partner/associate members-turned-community servant leaders. Continuous training and mentoring will enable them to implement the Co-op’s programs and services in their communities. The Co-op is also starting to organize the servant leaders into a community-based association of entrepreneurs, the Kilusan ng mga Kabayaning Negosyante (KKN). With proper training and guidance, strong faithfulness, and earnest aspiration to effect long-lasting transformation, the Co-op is positive that KKN will play significant role in nation-building and in advancing Christian values. Efforts recognized CCT and the Co-op have overcome and disproved biases against their faith-based and holistic approach for poverty alleviation. Many groups, including micro-enterprise and banking groups, are looking into how they can replicate the Co-op’s development approach. The Co-op’s innovations in cooperativism and credit service for development have been recognized with awards by various The Co-op leadership envisions the Co-op to be a sustainable, financially viable agent of transformation led by poor women who are productive, economically empowered, and who work with their husbands, children, communities, government, and other organizations for the building of livable and caring communities under Christ’s Lordship. The Co-op is working toward this vision by demonstrating that co-ops and MF can be instruments for spreading God's love and bringing people back to Him; by having effective and holistic programs and strategies; by having efficient implementation and management policies; by sharing with others lessons the learned by the Co-op; and, above all, being a leader, manager, teacher, mentor, counselor, and disciple of Christ who is worth emulating. Where the critics once said that the Co-op could not go, it went there and did what it set out to do, successfully. Where the critics said that the Co-op could not do this and that, it went ahead and implemented its plans full of faith and determination. The CCTCC is adhering to the highest form of transformative ideals, leadership, and action that are making its dreams a reality. |
| Update on the AWCF-FK Exchange Program |
The months of January to February were busy months for the exchange program participants as most of them started their language lessons and field visits.
 The exchange program participants assigned at the Credit Union League of Thailand (CULT) namely Mr. Russell Tabisula, Ms Annalyn Salvaleon, and Ms Rachana Lim joined AWCF in the recently concluded Impact Assessment Workshop held in Bangkok, Thailand on February 10-12, 2009. Meanwhile, Mr. Dennis Locanas, who is currently in Malaysia assigned at Koperasi Kredit Pekerja-Pekerja Berhad (KKP), attended area liaison meetings and the Credit Union Directors Competency Course (CUDCC) together with the KKP Board of Directors on January 18, 2009. Mr. Say Rada on the other hand, ha d an exposure at selected co-operatives in Macalelon and Buena Vista, Quezon Province, Philippines as part of his training on financial services particularly on savings and credit. In contrast, Ms Natchamon Thali took part in the Photoshop Training held at the NATCCO (National Confederation of Cooperatives), Philippines’ main office on January 21-23, 2009. In addition to this, Ms Francisca Pilayan, who is assigned at the Center of Agricultural Extension Volunteers (CAEV), Vietnam was given an opportunity to return to the Philippines from January 15 to February 3, 2009 to avail of her home visit privilege and to spend some time with her children.
Lastly, the AWCF Secretariat headed by its Executive Director, Ms Salome Ganibe, met with Ms Saowanee Sangsawangsri, FK Program Officer, in Bangkok, Thailand on February 13, 2009. The meeting focused on the review of the midterm narrative and financial reports as of December 31, 2008. Initial discussions for the Midterm Review Meeting scheduled on March 17-18, 2009 in Kuala Lumpur, Malaysia were likewise discussed in that meeting. |
| Workshop highlights capacity building for women entrepreneurs |
 An “Impact Assessment Workshop” was held on February 10-12, 2009 at Town in Town Hotel Bangkok, Thailand aimed to: a) gather and validate relative information that manifests the organizational/individual efforts that are continuously applied to promote enterprise development and are bringing forth results; b) gather strategies, processes, and best practices replicated and were applied on enterprise development, management, marketing, and ICT (information and communication technology), and prepare action plan to put in place the recommendations on how to enhance and sustain these strategies and how future programs could be improved; and c) strengthen networking at the regional level.
  The Workshop reinforced the need to further enhance the women’s entrepreneurial skills not only with information and communication technology (ICT)-related skills for the women’s socio-economic development but enhanced with environment/eco-friendly production and marketing knowledge and skills. With the new focus, the nic |
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The green light is on for the second round of the Asia South-South Exchange Program as FK Norway (
As part of enhancing the staff's awareness on gender issues affecting them and their co-operative, the Abra Diocesan Teachers and Employees Multi-Purpose Cooperative (ADTEMPCO) held their first Gender Sensitivity Training (GST) last April 9-10, 2009. Held within the co-op's premises, in attendance were 23 co-op staff and officers (43 percent women) headed by Fr. Edmund Barut Jr., ADTEMPCO's Chairperson, and Ms Irene Bringas, ADTEMPCO's Manager. 
Simultaneous with this meeting is the Training Workshop on “Economic Empowerment of Rural Women in Asia through Green Co-op Entrepreneurship” attended by Ms Salome Ganibe, AWCF Executive Director, as one of the resource persons. Held May 10-13, 2009 in Seoul, Korea, the training workshop allowed Ms Ganibe to share her expertise on gender equality, transformative leadership and co-op development to help the participants identify support services intended for women. The activity also paved the way for AWCF to establish new ties with the Seoul Foundation of Women and Family (SFWF), a Korea-based organization focused on creating policies, establishing networks, and implementing practical programs that will increase the happiness of Korean women and children. The workshop was supported by the Korean International Cooperation Agency (KOICA).
Ms Ganibe then proceeded to Lao PDR to meet selected officers and staff of the Foundation for Integrated Agricultural and Environmental Management (FIAM). A meeting on May 20-21 was held to explore partnership on enterprise development for selected groups of women supported by FIAM. The meeting produced positive results as FIAM, through its Consultant, Mr. Saner Hoonghual, agreed to take part in AWCF’s project with MISEREOR, Germany to be implemented between 2009 and 2010. Another meeting for the other stakeholders of this Project namely the Center of Agricultural Extension Volunteers (CAEV), Vietnam and the Socio-Economic Development Organization of Cambodia (SEDOC), Cambodia took place at the AWCF office on May 29, 2009..jpg)
AWCF rejoices with Ms Norma Pereyras, AWCF’s Vice President for Internal Affairs, as she receives the first batch of “Unsung Women Heroes Awards” given by the Soroptimist International of the Philippines Region (A Foundation), Inc. in remarkable ceremonies held last April 16, 2009 at the Abelardo Hall, University of the Philippines Diliman, Quezon City.
Swedish Cooperative Centre (SCC) has a newly assigned Project Manager for the AWCF-SCC Project “Development of Gender Equality in Co-operatives in the 
In celebration of Women’s Month, AWCF joined the National Confederation of Cooperatives (NATCCO) in a seminar promoting gender equality (GE) at the workplace. The seminar entitled “Promoting a Gender-Fair Workplace” was held on March 25, 2009 in CoopNet Center and Hostel, Quezon City, Philippines and was attended by 12 co-operatives. 
existing HR policies with gender perspectives. The co-op experiences were shared by Mr. George Tadena, General Manager of Sto. Domingo Development Cooperative (SDDC); Mr. Alexander Raquepo, Chairperson of Sta. Cruz Savings and Development Cooperative (SACDECO); Ms Emelina Santos, Head of NATCCO’s Member Relations and Networking Group; and Ms Angelita Valdez, AWCF Program Coordinator, presenting the GE experience of Tubao Credit Cooperative (TCC).
Time really passes by so fast as five months has already passed when AWCF signed a contract with Fredskorpset-Norway (FK) for the South-South (Asia) Exchange Program entitled “Capacity-Building for Gender and Co-operatives in Asia.” .jpg)
Ms Evelia R. Sator is a Board Director of TC, a primary co-op in 
In this Co-op, the haves and have-nots, the established and the downtrodden are helping one another to be enriched economically, socially, and spiritually—even if some had said that it could not done. The Center for Community Transformation Credit Cooperative (CCTCC)’s objective is to develop and support entrepreneurial skills of the poor, especially women, through micro-finance (MF), training, and strengthening of Christian values. 
Twenty-three women and men (52 percent women) participated in this event representing 14 organizations: five from national-level co-operatives or credit unions, two from government agencies working on the advancement of women and/or the development of co-operatives, and seven from non-government organizations (NGOs) or social development agencies (SDAs) in support of co-operatives.