SEPTEMBER 21, 2018


During the onslaught of Typhoon Ompong in the Cordilleras on September 15-16, 2018, there were members of the Benguet State University and Community Multipurpose Cooperative from Barangay Loacan, Itogon, Benguet who fell victim from its wrath.

Ms. Narcisa Gabino and her family’s house was buried in a landslide. In an effort to rescue the family, volunteers from the community rushed to the site to help. However, during the rescue operation, a second landslide occurred burying eight rescuers including two BSUCMPC members who happened to be brothers namely Mr. Hector P. Milo and Mr. Michael P. Milo. It is with great sadness that they all perished.

Last September 21, 2018 BSUCMPC staff members, CEO Jane T. Asiong, BODs Mr. Allen Danis and Ms. Camea Afadchew and EDCOM Chair Mr. Nardo Pastor guided by Lab Coop Committee Member Pastor Robert Sison went to the wake of the Milo brothers in Loacan. Ms. Narcisa Gabino’s body was transported to Kapangan thus the BSUCMPC team was not able to visit her wake.







SEPTEMBER 18, 2018

It was a collaborative effort from some BSUCMPC staff, officers, members and volunteers led by CEO Jane Asiong to prepare and deliver relief goods for the victims of Typhoon Ompong in Itogon, Benguet. The cooperative was able to handover blankets, underwears, baby and kids’clothing, hygiene kits, bottled water, sugar, salt, and food packs to the person-in-charge at the relief station in the Incident Command Center at Bua, Tuding, Itogon, Benguet


Gender and Development Mainstreaming

What:  Gender and Development Mainstreaming for BSUCMPC

When: August 11, 2018 (8 AM to 5 PM)

Where: Calajo Food Haus, KM 6, La Trinidad, Benguet

Who: BSUCMPC BOD, Officers, Management Staff, Laboratory Cooperative Officers

Resource Speaker: Ms. Julie E. Tuguinay

The Gender and Development Mainstreaming for BSUCMPC was attended by 46 participants coming from the BSUCMPC BOD, Officers, Management Staff and Laboratory Cooperative Officers. The activity was facilitated by Ms. Julie Tuguinay. The objectives of the activity were as follows:

  1. Identify gender issues and concerns and how these affect men and women relations in all development aspect.
  2. Recognize some relevant gender frameworks as aid for action.
  3. Formulate GAD code for BSUCMPC [ gender mainstreaming]



OVERSEER: Ms. Julienne Marie Dalangey

PARTICIPANTS: 75 Management Staff from 9 primary coops (13 from BSUCMPC)


  • Benguet State University and Community Multipurpose Cooperative
  • Besao Multipurpose Cooperative
  • La Trinidad Vegetable Trading Post Multipurpose Cooperative
  • Treasure Link
  • Tabuk Multipurpose Cooperative
  • Tubao Multipurpose Cooperative
  • Kabayan Multipurpose Cooperative
  • Joseph Multipurpose Cooperative-Kayapa
  • Bad-ayan Buguias Multipurpose Cooperative

The Staff Congress was organized by the Northern Luzon Federation of Cooperatives and Development Center (NORLU CEDEC) which was designed for the stress management for members of the management staff of participating cooperatives. The three-day affair was wholly directed to appreciating the rugged beauty of nature, relaxing, trekking and at the same time establishing bonds and relationships with other participants whether or not they are members from the same cooperative. It was said that team-development have the strongest effect for improving organizational performance by improving efficiency as well as interpersonal relations.

On the second day, a coop visit was scheduled. The group went to the lone municipality of Socorro, Bucas Grande Group of Islands. The coop visited was Socorro Empowered People’s Cooperative (SOEMCO) formerly known as Socorro Government Officials and Employees Multi-Purpose Cooperative, a cooperative organized due to the fact that the government employees were victims of informal lenders and were extremely demoralized by others.


  • Be more patient and understanding when dealing with members and their needs. Language barrier was experienced with the locals during the trip however, it was in our best effort that we tried to understand one another. In relation to this, one way of delivering excellent quality service is to be very patient and understanding towards member’s needs. In addition to providing quality service, “smile always.”
  • Be challenged. Perhaps if an individual wouldn’t feel challenged, he will never make a risk and will always stay in his comfort zone. However, being in a cooperative is very challenging. Risks have to be undertaken so as to provide better programs and services to the general membership and progress innovatively with time.
  • Make the impossible possible. Most participants who experienced jumping from a cliff into the water arrived to this insight. When they were up in the cliff looking down at the 50 feet deep water, most wanted to back out. They felt scared and thought that they wouldn’t be able to jump. Nevertheless, there was no way out so they had to face that challenge. Similarly, in a cooperative, management staff will really make things possible for the betterment of the coop as well as the general membership.
  • The staff should help and support one another. Going to Sohoton Bay, Surigao del Norte wasn’t that easy. Most of the time we had to rely to others for help such as going up the boat, disembarking from the boat, carrying luggage, know how’s in the airport and the likes. Yet, it was observed that even if we didn’t all know each other by names, as long as we knew that we were part of the same crew, it was just comfortable helping and supporting each other regardless of the cooperative we belonged to.
  • Management and staff supporting the Manager/CEO. It was clear that guidance and direction comes from the Manager/CEO, however, the head won’t be able to provide the proper direction without the support coming from the staff. It’s a reciprocating relationship.
  • Communication – proper mode, proper channel. Importance of communication was gleaned after a game played. Effective communication is vital in performing the basic functions of management. It is an essential tool in achieving productivity and maintaining strong working relationships at all levels of an organization. This paves way to avoid misunderstandings erupting among the staff and the members as well.
  • Cooperation. Given that we are part of a cooperative; thus we should be masters of cooperation. It really was highly appreciated that participants all cooperated not only in playing games, trekking around the bay, exploring the cove and other activities done. Not only that, but all were keen in following the instructions and warnings of the guides and the overseer throughout the tour. Each and every one was a lookout for the other.




MAY 19, 2018


May 19, 2018 will forever be etched in the history of not only the BSUCMPC Laboratory Cooperative but also its Guardian Cooperative, the Benguet State University and Community Multipurpose Cooperative. It was the very first time that the Laboratory Cooperative held its Annual General Assembly which was at the BSU-SLS Covered Court, BSU Compound. The theme was “NURTURING THE YOUTH TOWARDS GENUINE SPIRIT OF COOPERATIVISM AND FINANCIAL DISCIPLINE.”

There was a total of 132 registrants with age ranging from 2 years old to 22 years old.

There was a mass offered prior to the program proper, after which Rencel B. Laruan led tha Pambansang Awit followed by the Coop Pledge by Lorelei K. Abarquez. The welcome remarks was done by Jan Greg T. Asiong. Dr. Kudan, the BSUCMPC Chairperson offered an inspirational message which focused on spending and saving money wisely. Kim Benedict Del-ong, the Lab Coop Elecom Chairperson then presented the election candidates and were as follows:


Candidates for Board of Directors

  • Luis, Jhianio
  • Allan, Zuriel
  • Grande, Ursula Kamille
  • Dalangey, Frank Loiue
  • Billig, Rowena Mae
  • Del-ong, Lorraine Jillian

Candidates for Election Committee

  • Walcien, Kyle Wiejon
  • Degay, Kyla Fray
  • Kinnud, Rhilondale

Candidates for Audit Committee

  • Lampacan, Aisha Errianna
  • Sison, Daniel Rosh
  • Bangnan, Jryndelle Bean

The candidates were given three (3) minutes each to introduce themselves and to present their platforms. After the presentation of candidates, the election commenced where there were 117 registered voters and 97 voters who casted their votes. Canvassing was done immediately after the last ballot was collected. It was done by the management and staff with the supervision of the BSUCMPC Elecom Chair while the Lab Coop Elecom Chair Kim Benedict Del-ong observed.

Simultaneously, Dir. Franco Bawang Jr., Regional Director of CDA-CAR, inspired and challenged the members of the Laboratory Cooperative to save everyday and be a regular depositor to their own accounts. Moreover, he also challenged the management to scout for schools to partner with in order to attain the Lab Coop Capital of the Cordilleras.

Prior to the general assembly, a LOGO MAKING Contest was facilitated by the Lab Coop Committee Chair Timotea Vitales which was participated by five members of the Lab Coop. Relative to this, the awarding was done during the assembly. The participants were as follows with their corresponding awards:



Certificate of Participation

Plaque – 1st place

Php 5,000 Preferred Share

Certificate # 0050


Certificate of Participation

Plaque- 2nd place

Php 2000 Savings


Certificate of Participation

Plaque – 3rd place

Php 1000 Savings


Certificate of Participation

Certificate of Appreciation

Consolation: Php 500 Savings


Certificate of Participation

Certificate of Appreciation

Consolation: Php 500 Savings


Likewise, Plaques of Appreciation were also given to Dr. Silvestre Kudan and Atty. Franco Bawang Jr. in gratitude of their invaluable time and insights.

The Business Meeting followed suit after the awarding. It was conducted by the officers of the Laboratory Cooperative headed by the Chairperson Lorraine Lab-oyan. Reports were presented and were approved by the Body.

Proclamation of the newly elected officers of the lab coop by Kim Benedict Del-ong

1. ALLAN, Zuriel M. 71 3 ELECTED
2. DEL-ONG, Lorraine Jillian M. 71 4 ELECTED
3. GRANDE, Ursula Kamille B. 73 2 ELECTED
4. LUIS, Jhianio S. 81 1 ELECTED
1. DEGAY, Kyla Fray 83 1 ELECTED
2. WALCIEN, Kyle Wijon F. 74 2 ELECTED
12. SISON, Daniel Rosh 65 2 ELECTED
2, BANGNAN, Jryndelle Bean 86 1 ELECTED

The Oath Taking of the newly elected Officers was facilitated by Andrew Tumayan, BSUCMPC Elecom Chairperson.

Adjournment: 11:15 AM

Closing Remarks: Dir. David Joseph Bognadon


Our Cooperative featured in the 


The Benguet State University Multipurpose Cooperative (BSU MPC) was registered on September 16, 1999 as a result of the consolidation of Benguet State University Credit Cooperative and MSAC Teachers and Employees  Consumers Cooperatives that were operating in the University campus. Records show that there were 17 cooperators (7 male and 10 female) and its bond of membership was institutional. About 227 original members from the academe pooled their resources and the initial capital was about P5,755,786.42. The founding cooperators include Carlos Buasen Sr.; Silvestre Kudan; Mary Porte;  Erlinda Bestre;  Evangeline Cungihan; Carlota Lubrica; Ben Luis; Rosita Bawang; Darlyn Tagarino; Bienvinedo Balweg; Marlene Atinyao; Wilfredo Estolas; Macario Cadatal; Hilda Lubos ; Teresita Palaez; Timotea Vitales; and Josefina Botacion. Nine Board of Directors composed of Carlos Buasen Sr.; Silvestre Kudan; Mary Porte; Erlinda Bestre; Marlene Atinyao; Macario Cadatal; Timotea Vitales; Hilda Lubos and Feliciano delos Santos who were previous members of the consumers and credit cooperatives.

In its first 4 years of operation as a consolidated cooperative, it had a part time manager with about 7 full-time staff. Net surpluses for the period 1999-2001 were favorable but gradually declined in 2003 when it incurred (24,380.23) net surplus.

An analysis on the four year operation done by its founding chairperson, Dr. Carlos Buasen, Sr. indicated several factors that affected the cooperative operations like share capital withdrawal by retirees and transferees; share capital withdrawal by members going on panic due to rumor or false alarm; write-off of non-existing assets, damages; delinquency of loans which hampered releases of loans applied by other members; poor patronage by members of the consumers operation and delinquency of purchase accounts of some members; lose of moral values among employees; inadequate/loose operational management(part-time manager was not able to cope with management control, lose of moral values among employees affecting some officers and members). Some of the identified immediate remedial measures include the employment of full-time manager, restructuring of operations and re-orientation of members , officers and employees staff.

Faced with the gargantuan obligation and herculean task to reverse the downward trend of the cooperative operations in order to provide the needed services to its members, the Board of Directors implemented the identified remedial measures. The number of employees was reduced to 4 with the termination of personnel who were allegedly contributory to the high delinquency rate and the hiring of a new Manager in May 2004. Part of the restructuring of cooperative operations was continuing PMES spearheaded by Dr. Silvestre Kudan; access of funds from secondary cooperatives (with the help of one officer who voluntarily offered real estate property as collateral) and from primary cooperatives supportive of the inter-cooperative borrowing scheme. Manual of Policies were revisited and new provisions were incorporated like the adoption of payroll deduction on loans availed by employees of the University. Persistency in the collection of receivables; intensified campaign for additional share capital and savings deposit by management and officers restored the confidence of investors in patronizing the services of cooperative.

Determined to hurdle the development challenges the full support of the Board of Directors and committees, loyal members, three remaining personnel and the new General Manager, Ms. Jane Tauli-Asiong steered the cooperative to an upward trend leading to increase in total assets, paid-up capital; net surplus; reduction in outstanding loan balances; declining delinquency rate and cleansing of members registry.

At the end of December 2004 the cooperative generated a positive net surplus amounting to P 271,394.75. The favorable cooperative performance was sustained with entry of additional members and the return of old members who withdrew during the critical stage of operations. Undoubtedly, the knowledge and expertise of the new manager on cooperatives was one of the key factors that unlocked the potentials of BSU MPC to grow.

In 2006, the management and officers of the cooperative decided to amend its Articles of Cooperation and by-laws specifically its objectives; kinds of members; area of operation; common bond of membership from institutional to residential paving the way for acceptance of community residents as members of the cooperative. Further, the cooperative attained its first million net surplus and reduced its delinquency rate from a record high of 87% in 2003 and 2004 to 17% in 2007. The growth trend resulted in the granting of high interests (10-22%) on share capital and patronage refund to members. With growth in membership and increase in volume of business in 2008, the cooperative management decided to computerize its operation leading to the adoption of the e-coop program developed purposely for cooperatives.

Year 2009 was a fruitful year for BSU MPC when its original membership tripled; paid up share capital and its 1 million net surplus doubled as a result of increased patronage on the credit operations; good governance; sagacious financial management; vertical and horizontal integration and continuing education of officers, members and staff.

Remarkable milestones of the cooperative continuously soar with the cooperative attaining its status as large cooperative in 2011 and sustaining a yearly 100 million increase in assets for the past three years (2012-2014). Likewise, membership had tremendously increased; its credit business operations expanded and other business opportunities identified. One impressive milestone was the initiative of management to penetrate local government units and recruited its officials and employees to become members of the cooperative. Given the previous experiences, Memorandum of Agreements and adoption of the payroll deduction scheme helped lessen delinquency rates encountered by the cooperative.  Moreover, the increase in single borrowers limit to P 2.5 million and innovations in the packaging of cooperative services attracted more members.

Current business operations and social services include lending, real estate leasing; remittances; bills payment (BENECO and LTWD); booking and ticketing (domestic and international); health assistance; mutual assistance; scholarship and the latest is housing.

Having attained sufficient capital and high liquidity, BSU MPC gradually reciprocated the kindness of secondary cooperatives during its critical stage by adding investments and patronizing the services offered by its apex organizations. BSU MPC is affiliated with the National Confederation of Cooperatives (NATCCO); Metro South Cooperative  Bank; Northern Luzon Federation of Cooperatives Development Center (NORLU-CEDEC); Cooperative Bank of Benguet (CBB); Cordillera Administrative Region Cooperative Union and Benguet Provincial Cooperative Union. Also, it is actively involved in the municipal, provincial and regional development councils; CDA sponsored activities and other cooperative related activities.

Comparative financial data of 2014 and 2015 operations revealed an increase by 45% on the total assets from P 404 million to P 587 million; net surplus surged by 33% from P 23.7M to P 31.5M and membership grew by 33% from 13,918 to 18,558 respectively. At present there are 13 regular employees of the cooperative with 2 satellite offices located in Abatan and Loo, Buguias, Benguet.

Some of the best practices learned from the BSU MPC experiences are: Conduct of monthly Pre-membership Education Seminar; Regular Conduct of Annual General Assembly Meeting; Business Expansion and Diversification; Cooperative Updates through radio broadcast and print; Minimize Expense; Computerization of business operation; Attendance to training, cooperative activities by officers, management staff and members; periodic planning and assessment; vertical and horizontal integration (putting up of satellites); local and international exposures/tours and support to federations and unions.

You might be asking yourselves why rocketing cooperative in CAR? Barely in its 16 years of operation, BSU MPC had surpassed the performance of other cooperatives previously registered before and just after the enactment of RA 6938 and 6939. While it took some cooperatives 20-30 years to reach half a billion asset, this primary cooperative located in CAR did it in a shorter span of time.  Having an exceptional performance, we are looking forward to another billionaire cooperative in the North within the next five years.

Join us in extending our felicitations to the members, management staff and officers for raising the bar of cooperatives in CAR and the whole country. (Lotes P. Lab-oyan, CDA-CAR)