NATIONAL ELECTRIFICATION ADMINISTRATION

Energizing the countryside, electrifying the future

Administrator Edgardo R. Masongsong

NEA-EC Consultative Conference and Recognition of Outstanding ECs
Big 8 Hotel and Convention Center
NEA-ECs-MCOs:
Tagum City, Davao del Norte
April 27-28, 2017 Forging Change Towards Nation Building
Electrification Status of the EC’s Franchise Area
As of December 2016 121 ECs
24 PIOUs/LGUs
Vision of the national leadership for rural electrification

• Genuine inclusive growth

• Equality and equity
• Leveled playing field
• Poverty alleviation
• Access to electricity for all
• Wealth creation
• Sustainable rural development
From: SAGC
 Rural Electrification Program Vision
National State Policy

Presidential Republic
Decree 269 Act No.
(1973) 10531
(2013)

. . . to spur social and . . . to promote the sustainable

economic development in development in the rural areas
the countryside . . . through rural electrification
NEW NEA VISION STATEMENT

A dynamic and responsive NEA that

is a vanguard of sustainable rural
development in partnership with
globally-competitive Electric
Cooperatives and empowered
Electricity Consumers
MANDATED MISSION*
• To promote the sustainable development in the
rural areas through rural electrification
• To empower and strengthen the NEA to pursue
the electrification program and bring
electricity, through the Electric Cooperatives as
its implementing arm, to the countryside even
in missionary or economically unviable areas
• To empower and enable Electric Cooperatives
to cope with the changes brought about by the
restructuring of the electric power industry *Extracted from RA 10531
NEA & AERM 7- POINT AGENDA
 NEA and AERM’s 7-Point Agenda No. 1
1. Complete the National Rural Electrification Program
PROJECTS PLANS/ACTIVITIES
a. Countryside Electrification Energize remaining 23,464 sitios thru SEP
Project
Energize remaining barangays thru BLEP (10 more remaining excluding
those potential for tourism destinations)
Farms (similar to USA electrification model that was mainly for the
provision of electricity to farms for greater production towards food
sufficiency, besides that of electrifying households)
Tourism destinations (to create businesses, services and jobs)
b. Household Electrification Households situated in the un-energized Sitios with a total of 1,610,000
Project Households situated in the Barangays and Sitios already energized
c. Reconstruction Provision of the required calamity loans and or government subsidies
electrification activities immediately after calamities
 NEA and AERM’s 7-Point Agenda No. 2
2. Intensify Capacity Building Program for the Electric Cooperatives
PROJECTS PLANS/ACTIVITIES
a. Technical Capability CAPEX Projects- from acceleration to upgrading, uprating, innovation, modernization towards
Program resiliency
RE Projects- EC-owned, Co-ownership or Build-Operate-Transfer (BOT)
Power Supply Contracting, including peaking requirements, replacement power and embedded
Demand aggregation corporation, e.g. AMRECO-PSAGCORP, CLECAFLAG, FRECOR-8, CoRECA
Sub-transmission consortium/corporation
WESM, RCOA and RES
b. Financial Capability Better cash flow and working capital towards making the ECs not just effective and efficient,
Program not just competent but competitive in the power industry

c. Institutional Internal human capital growth and development; empowered membership, competent
Capability Program leadership and management; corporate image building, with shared practical vision, one
signage, one design, one color, one identity, among others
 NEA and AERM’s 7-Point Agenda No. 3
3. Prioritize the Empowerment Program for the Electric Consumers
PROJECTS PLANS/ACTIVITIES
a. Education and For the Electric Consumers to be well-educated and informed on the power
Information industry from unbundling of services to power costing
b. Organization Of the Electric Consumers at the barangay, municipal/city, provincial, national
levels, as well as, into sectoral organization or movement, such as farmers, fisher
folks, labor, women, youth, IPs, religious, business, professional, barangay
government unit, media, etc.
Of the ECs (electric consumers with the electric coops) as a national center to self-
govern the movement similar to NRECA
c. Mobilization Of the Electric Consumers for income-generating projects, district, semi-annual,
annual general membership assemblies, attendance to public hearings called by
the ERC, DOE, even LGUs, active participation in elections at the coop level, and
even in the regular government political elections, among others
Of the national center of the Electric Cooperative Consumers
 NEA and AERM’s 7-Point Agenda No. 4
4. Carry out Rural Development Program thru Rural Electrification Program
PROJECTS/PLANS/ACTIVITIES
a. Exploration and development of Renewable Energy either by ECs or private sector
b. Employment of the rural residents to programs and projects such as river basin
and watershed protection and management, planting and growing of trees, as
well as, planting, growing and production of materials for biomass fuel, among
others
c. Electrification of the farms, not just the houses, towards greater production of
agricultural goods, not just basic food, but to process agricultural products, such
as rubber, palm oil, cassava, banana, fruits, among others
d. Organization of production groups or producers cooperatives to complement
productivity and skills of the rural folks
 NEA and AERM’s 7-Point Agenda No. 4
4. Carry out Rural Development Program thru Rural Electrification Program
PROJECTS/PLANS/ACTIVITIES
e. Organization of NGOs that will provide social and economic services to the Electric
Consumers and will undertake the following:
• Implementation of livelihood program for the Electric Consumers in cooperation
with the government agencies at the local and national levels
• Maximization of post harvest mechanism to sustain the livelihood program
• Maximization of existing trade and industry initiatives and programs to
complete the cycle in the production of agricultural products and goods
• Other projects that will generate additional or increased income to the Electric
Consumers to be carried out by the NGOs as the arm of the ECs for their
respective CSRs
 NEA and AERM’s 7-Point Agenda No. 5
5. Carry on the current Corporate Governance Program of the NEA
PROJECTS PLANS/ACTIVITIES
a. As a GOCC Towards sustaining NEA being an excellent institution relative to good governance, among other
feats due the agency, as a supervisory agency towards sustaining its relevance in the EC sector
b. As a financial From fund mobilization/accessing to appropriate management of its funds and/or corporate
intermediary resources
c. As a quasi-judicial Towards resolution of cases and disputes in the EC sector at the quickest possible time thereby
body preventing disruption in the management and operations of the ECs ultimately affecting the
electric consumers
d. As a network and With the Electric Cooperatives as the major NEA With the private sector such as NGCP and
linkage builder to partner similar entities at the locality
primarily benefit With the electric consumers thru their With the financial intermediaries such as
the electric associations or organizations at all levels banks thru the LGU-GC, REFC, among others
consumers With the national government agencies such as With the international organizations and
ERC, NPC, TRANSCO, PSALM, PEMCI, DBM, DOF, institutions such as the NRECA, USAID, WB,
DPWH, DA, DENR, DILG, DOST, DICT, among others ADB, AIB, EU, ASEAN, UN
With the Philippine Congress for its legislative agenda
 NEA and AERM’s 7-Point Agenda No. 6
6. Strengthen networking and linkage building with the policy-makers to
ensure that the Legislative agenda beneficial to the NEA, Electric
Cooperatives, and Electric Consumers are given attention
PROJECTS/PLANS/ACTIVITIES
a. Review and recommend amendments to the EPIRA Law or RA 9136
b. Review further the NEA Charter or PD 269 as amended by RA 10531 and recommend
for its further enhancement
c. Propose bills, like Lineman Training Academy, Electric Consumers Social Fund, Magna
Carta for the Workers in the Energy/Power Sector, among others
d. Conduct consultative conferences with the ECs and Electric Consumers for the crafting
of administrative policies within the NEA institution and for the drafting and
submission of legislative measures to Congress
e. Review of NEA policies, systems and procedures (obsolete, outdated, irrelevant,
inconsistent with the EPIRA, RA 10531, among others
 NEA and AERM’s 7-Point Agenda No. 7
7. Introduce the paradigm shift from central NEA to Federal State
Electrification Administration or carry out a transition period towards the
creation of the National Center of ECs (Electric Cooperative Consumers) to
self-govern the rural electrification movement
PROJECTS/PLANS/ACTIVITIES
a. Attendance to lectures and seminars on FEDERALISM
b. Facilitate consultations on how to sustain the electrification program under the Federal form of
government
c. Participate in the drafting and passage of the constitutional reforms amending the constitution
to a Federal form of government ensuring that the electrification program will always be a
component
d. Formation of aggrupation of ECs in accordance to the grouping of the provinces/cities towards
Federal States
e. Transition towards a National Center of ECs to self-govern the movement thru a National Center
for the EC Consumers (with regional, provincial, city/municipal, barangay chapters)
 VISION A dynamic and responsive NEA that is a vanguard of sustainable
NATIONAL rural development in partnership with globally-competitive Electric
Cooperatives and empowered Electricity Consumers
ELECTRIFICATION
ADMINISTRATION OPERATIONAL EFFICIENCY STRATEGIC ALLIANCE
To empower member-consumers as

SOCIAL
IMPACT
responsible owners of the Electric
MANDATED MISSION Cooperatives

• To promote the sustainable development in

STAKEHOLDERS
the rural areas through rural electrification To generate peak performance To ensure that the Electric Cooperatives
among the Electric Cooperatives provide accessible, adequate, quality
• To empower and strengthen NEA to pursue to ensure competitiveness and reliable service
the electrification program and bring
electricity, through the Electric
Cooperatives as its implementing arm, to To enhance networking to gain support
the countryside even in missionary or for program implementation
To sustain the organization’s

FINANCE
economically unviable areas viability and ensure accountability
and transparency
• To empower and enable Electric
Cooperatives to cope with the changes

INTERNAL
PROCESS
brought about by the restructuring of the To upgrade
electric power industry organizational infrastructures

CORE VALUES & GROWTH

Absolute Honesty
LEARNING

To enhance the human resources’

Maximum Efficiency knowledge, skills and behavioral
Total Solidarity competencies
CHALLENGES AND MOTIVATION
 NEA is under NEA has very NEA had been slow in
threat of abolition limited resources adapting to the recent
under the notion with working trends, even in the
that it has capital of only EPIRA environment.
already achieved PhP 1.7B Core services: Financial,
its purpose of Institutional,Technical
electrification
 NEA’s old, obsolete, outdated policies, systems, procedures
that may have been applicable in the past, but should now be
revised, set aside or be replaced with a more liberal,
innovative and empowering approach

 NEA’s organizational stages had been declining from

mission-driven (rah-rah) to policy and rule - driven, then to
one marked by conservative, sluggish and complacent
disposition even though it is adjudged as an outstanding
GOCC and an ISO accredited for 2001:2015 level
 Apprehensions on the EC status:
96 ELECTRIC 14 ELECTRIC
COOPERATIVES COOPERATIVES

78 &
9 11 ELECTRIC
COOPERATIVES
9
Fate of B,C ECs and
D (ailing) ECs?

Sweetheart deals with IPPs on

PSAs and other contracts
 NEA - EC primary concern is the 34% lifeline consumers or 3.98
million out of the 11.72 million connections translating into 15.92
million poor individuals

 The EC and MCO Movement has not maximized the opportunities

brought about by EPIRA, notably, the law for CapEx, generation, the
resource mobilization coming from people and other means, etc.

 The movement has to mobilize itself and obtain strength vis-à-vis

dominance by the elite and oligarchs in the power industry from
influence in law making to control in generation, transmission,
distribution, supply, RCOA, WESM, RES
CONCLUSIONS
• The new NEA vision statement,
mandated mission statements,
strategic directions, strategy map is
now a defining moment of the
agency’s final stage towards
realization of the envisioned total
development in the countryside, such
as the rural development through
rural electrification
• The new NEA organizational structure, as it veers away from
the delineated services of legal, institutional, financial and
technical or simply put LIFT, but into further clustering for
public services, revenue generation, support services,
planning and enforcement, is in will furtherance of the NEA’s
focus towards being dynamic and responsive, and most
importantly becoming relevant as a vanguard for sustainable
rural development in partnership with the globally-
competitive ECs and empowered electricity consumers
• The vision of converting from merely electric cooperative
consumers into a truly empowered electric cooperative
(EC) member-consumer-owners (MCOs) or simply put EC-
MCO, will further the partnership not just of the NEA and
ECs but that of the unified NEA-EC-MCOs towards a strong
MCO-based movement for rural electrification, and
significantly so for the electric cooperatives and electricity
consumers
• The organization of the National Center
of the Electric Cooperative Consumers
or NCECCO has actually positioned the
movement of ECs and MCOs as major
players in the power industry, and a
force to reckon with, that will definitely
push for the promotion and protection
of the rights and interests of the
electricity consumers
 • The goal of total electrification at the
household levels with the end view of
realizing access to Electricity For All, as
envisioned by President Rodrigo Roa Duterte
and Secretary Alfonso G. Cusi of the Department of Energy, will
definitely level the playing field paving the path towards
sustainable rural development, and definitely contribute in the
government’s dream of attaining the Ambisyon Natin 2040
WHAT TO EXPECT IN 2017
AND BEYOND
Re-structuring of the NEA organization towards becoming a dynamic and
responsive Agency, and a vanguard of sustainable rural development

Subject for GCG approval

Creation of Task Forces towards revitalizing the “ailing” ECs

CREATION OF
METHODS OBJECTIVE
TASK FORCES

NEA management model

Task Force Duterte Lanao Sur Power Revitalizing
Task Force Duterte Rinconada Power “Ailing” ECs
Task Force Duterte Davao Norte Power

Cooperative-to-Cooperative
(C2C) approach
NEA in partnership with the foreign funded development
programs, projects and activities

PHRED

ASEP
Implementation of the NEA Web Portal and Business Intelligence
Systems Project in partnership with WB through INDRA
Implementation of the NEA RE4RE least cost GIS planning tool
for renewable energy and rural electrification

bdvilles.ird.fr

Geographic Information
System (GIS)
Renewable Energy for
Rural Electrification
(RE4RE)
www.adeus.org
• The NEA Administrator’s response to EC Management and Board of
Directors (BODs) concerns such as:
• Review of parameters for the grant of incentives to EC employees
• Review of parameters for no term limits to members of the EC
BODs
• Other NEA policies, guidelines and advisories
• The ECs to adapt the necessary paradigm shift from PD 269 to RA 9136,
and RA 10531 towards competence, competitiveness, viability and
sustainability, reliability and efficiency
• The ECs to position itself in adapting to the “new normal” in the
prevailing climate and environmental changes such as but not limited to
mitigation but towards adaptation, resiliency, sufficiency and
sustainability
• An MCO in particular and the Electricity Consumers’ Movement in
general towards advocacies in the legislative and executive branches
of government at the local and national levels beneficial to the NEA,
ECs and the power sector itself
• A movement that serves as the foundation of the ECs in the
conceptualization, development and implementation of initiatives
and programs on social services, such as:
Health and education Banking and finance
Protection of the natural resources and Agricultural production to agro-
environment industries
Promotion and development of Tourism industry, among others
business enterprises
Compliance: 94%
114 out of 121 ECs
(March 31, 2017)
LUZON
VISAYAS
MINDANAO
What an Electric Cooperative
should be in 2017 and Beyond
• Clearly verbalize the ECs dreams, vision, flagship programs and
projects, paradigm shift of the ECs, in 2017 and beyond
• Contribute in powering the EC through sustaining its Flagship
Programs, Projects And Activities; and, to make this a major
subject of discussion during the AGMA
• Shift from the old to an EPIRA-responsive and adaptive paradigm
• Reinforce the EC vision of being a reliable, viable and efficient
electric distribution utility operated and managed by competent,
honest and responsive human resources towards satisfied
consumers or MCOs
• Dream big and aspire to meet the demands of the economic,
social, political, cultural, moral and environmental aspects of
its stakeholders to address the 5 basic human yearnings of
life, love, freedom, responsibility and solidarity
• Observe the 1st EC law of protecting the rights and interests of
all the MCOs in absolute honesty, maximum efficiency and
total solidarity; made manifest by adhering to, internalizing
and practicing the EC corporate/cooperative culture of
discipline, teamwork, hard work, honesty, thrift, cleanliness,
generosity and palabra de honor
• Understand further the appropriate concept of what Electric Cooperative
should be, that:
• It is first and foremost a Distribution Utility
• It is a Business Enterprise, and therefore, should be run or managed in
a business-like manner
• It is a cooperative, and so it is a Social Development Agency
• As a cooperative, it must be a People’s Movement, where the very
foundation of the EC, the MCOs, shall always be the center-piece of
any endeavor

All of these can only be realized if the EC Management would

envision and work towards making the organization into a World
Class Organization or Globally Competitive.
Towards an
EPIRA-inspired GENERAL MEMBERSHIP
Organizational
Structure BOARD OF DIRECTORS

MANAGEMENT

WIRE SERVICE METERING SERVICE

 Towards an
ELECTRIC
COOPERATIVE
EPIRA-inspired
Business
Enterprise
ADMINISTRATIVE
AND FINANCE TRANSMISSION
SERVICES

WIRE SERVICES GENERATION

METERING
FOUNDATION
SERVICES
Towards 1. Re-ORGANIZATION through Organization Development and Human
Sustainability Engineering, including Special RETIREMENT Program;
2. Corporate Culture Development;
of its 3. Corporate GOVERNANCE by the Leadership and Management;
4. Advocacy and Movement Building through the Member Consumer
Flagship Empowerment Program;
5. Fiscal Management through cost-saving measures, reduction of
Programs SL, increased CE, RSEC-WR, CAPEX Project, rate recovery,
imposition of other revenue income, increased Sales and
Revenues, engage in power related business enterprises;
6. Automation by optimizing the advancing Computer Engineering
and Information Technology;
7. CAPEX Projects, continuing Engineering and Technical Planning;
8. Consortium for the Sub-transmission assets;
9. Foundation for the ECs Electric Consumers; and
10. Power generation conceptualization, development and operation.
 Towards a Paradigm Shift Because of EPIRA
From PD 269 To RA 9136
From Rural Electrification To EPIRA
From Missionary Electrification To Competitiveness through Competence
From Monopoly To Open Access, Competition, Deregulation
From Finance- Institutional-Technical- Audit ( or FITA) To Wire and Metering Services
Services
From NEA-initiated associations, e.g. PHILRECA, To Movement and Party building, e.g. ECAP, NCECCO,
Regional Association, NaGMec, FITA Association, etc. NL-EC-MCO, Party-list for the Electric Consumers,
MSEAC, BMCEC, League of MSEAC and Directors
From typical Member-Consumers To dual roles as Member-Consumers and Member-
Owners
From Associations for Advocacy, e.g. AMRECO To AMRECO-PSAG, Local RES, Consortium,
Foundation, among others
 The ECs shall be operated for the following mission:

MISSION

The only way towards viability and sustainability of the ECs in the competitive environment is
to simultaneously perform all of the missions through various groupings in the EC operating
structure
The National Movement of Electric
Cooperative Consumers: NCECCO
RATIONALE: Why there’s a need for an empowered EC and MCOs?
• PRRD’s stand: anti-elitism, anti-oligarchs, anti-monopolist and anti-
oligopolist
• Control of the Elite and Oligarchs (LIC) over the Power Industry
• Issue on the conversion of ECs into GOCC or Stock Cooperatives
• Resolution of LASURECO-like, DANECO-like, ABRECO-like, ALECO-like,
stock cooperative/corporation
• Non-renewal of EC franchise by Congress in the next 10 years or after
PRRD’s presidency
• NEA’s step-in rights as a tool to sell-out of ECs to the private investors
• Threat of NEA abolition, Federalized –ERC
• Maximize representation of the ECs and MCOs through a National
Movement in situation like overhaul of EPIRA in the 17th Congress
GENERAL OBJECTIVE
SPECIFIC OBJECTIVES

• Act as an alter ego of the ECs and MCOs;

1st EC Law
and as the vanguards of the 1st EC Law
Promote and protect
• Act as a center of integration, consolidation the rights and
interests of the
and unifying force of the ECs and the MCOs
electricity consumers
with the whole heart
• Maximize available resources within and in absolute honesty,
outside the ECs to compensate weaknesses, maximum efficiency
address bigger and greater challenges and and total solidarity.
seize opportunities ahead
SPECIFIC OBJECTIVES
• Conceptualize, develop and implement socio-political-economic-
cultural-environmental programs to realize the very mandate of REP

• Ensure and direct the ECs to continuously achieve competence and

competitiveness in the power industry

• Lobby and advocate legislation of laws, rules and regulations beneficial

to the ECs and the power industry, particularly to the consumers or
MCOs in general

• Build a movement of the Electric Cooperative Consumers starting from

the grassroots up to the national level
The Member-Consumer-Owner
Empowerment Program
Phases of the Program
(in accordance to the Principle of Educate-Organize-Mobilize or
simply put- EOM)

Pre-Project Implementation Phase

Phase I : Sweeping Organizing
Phase II : Capability Building
Phase III : Mobilization and Movement Building
Phase IV : Sustainability and Institutionalization
Pre-Project Implementation Phase
• Conceptual framework
• Preparation (working paper, budget)
• Presentation, Orientation (MANCOM, BOD, then the
Management Staff)
• BOD deliberation and approval
• Hiring of Project Consultant, Project Coordinator/Officer,
Community Organizers (CO) at one CO for each EC district
• Orientation, Level-off and Action Planning by and between or
amongst the BOD-MANCOM-CO
Phase I: Sweeping Organizing
• Liaison, Network Building (with potential contacts in the
Barangay- LGU, Church, NGO, PO, IP, Individuals)
• Schedule and Call for a Barangay Assembly
• Conduct of Barangay Assembly (exclusive for the EC, not
just an agenda of the LGU-Barangay Assembly)
• Election, Selection or Appointment of Sectoral
Representatives to form the Barangay Member Consumer
Electrification Committee (BMCEC)
• Election of Officers of the BMCEC- Chair, Vice-Chair,
Secretary and Adviser (usually the Barangay Captain)
• Oath-taking of Officers and Members to the BMCEC
Phase II: Capability Building
• Conduct of the 1st Meeting after the Barangay Assembly
• Orientation and Training on the Roles, Duties and
Responsibilities of the BMCEC, as well as, the Guidelines,
Systems and Procedures of the EC for the BMCEC to observe
• Action Planning, including cascading at the BMCEC level the EC
vision-mission-goals-objectives, Strategic Plan, ICPM
• Conduct orientation-seminar in preparation of the downloading
of operational activities of the EC
• Pilot the downloading of operational activities to the BMCEC
Phase III: Mobilization and Movement Building
• Conduct of Seminar Orientation at the District levels for the
implementation of the Downloading of Operational Activities of
the EC to the BMCECs, especially those in the far flung barangays
• Conduct of Skills Training on kWh meter reading and collections
• Conduct of Lectures on the Advantages, Disadvantages should
the EC convert from Non-Stock, Non-Profit to Stock-Profit or
Corporation
• Information dissemination to the MCs through the BMCEC
regular conduct of meetings of the MSAEC and BMCEC
Phase III: Mobilization and Movement Building

• Attendance of MSEAC to BOD meeting

• Active participation of the MSEAC in the conduct of PMES at the
District level every month for the recruitment of additional
members and increase connections of the EC
• Attendance of BMCEC and MSEAC officers and members to the
AGMA where all the energized barangays should be 100%
represented, a genuine grassroots democracy in action
Phase IV: Sustainability and Institutionalization
• Downloading of operational activities to ensure continuity of
and active participation of the BMCEC in all EC affairs
• MSEAC adopt-a-BMCEC approach
• CO employment and deployment in the field, at the Barangay
and District levels
• CO multiplying himself by regularly meeting with the MSEAC
and the Chairpersons of the BMCEC, who are tasked to
disseminate information to the BMCEC
Phase IV: Sustainability and Institutionalization

• Annual conduct of Barangay and District Assemblies

• Probable formation of an EC-MCOs Foundation in cooperation
and partnership with the EC(s) within the province of franchise
leading to the realization of the mandate of rural
electrification, which is not simply bringing in power supply,
but to spur socio-eco-cultural development amongst the rural
communities
SAGC’s comments to the new NEA (NEA Board Meeting: 2 February 2017)

“Well first, I would like to express that I’m really happy

with the strategic road map that has been created. One, it
shows that people who are attending or who attended our
DOE strategic planning really listened and absorbed what
we have discussed then. And I am really happy with that.
And the Strategic Map shows a clear Vision and
understanding of the mandate, NEA’s Mandate. That is
good.

The Vision is clear, it’s not blurred. I can see an

understanding not only of the Vision but also of the
Mandate. Now the challenge is how to realize it. It is well-
written, well-presented. And what we need to do is really,
you have to put action behind it, to make it a reality. I
have seen Administrator Masongsong doing his work and I
can see that he’s not only running 100% RPM but with a
turbo behind it. And that is good.”
“What is again important here is that we have to
communicate this Strategy Road Map and the Vision.
Probably, the Officers, the Board, the Board Members must
understand. It is not just approving but really we have to
understand that so we have to give that support. The
realization of that depends on how much also the Board
support it.
So, it is not just enough that the Officers understand the
Road Map and the Vision. This have to be communicated
down the line. So, I’d like to request that Management make
it as a requirement for any NEA representative in any
cooperative, they have to know it by heart. So that they can
contaminate the others. And then, for the GM of the
cooperative to also undergo this thing.

I noticed already that Administrator Masongsong did some briefing with some cooperatives, some of
them were ailing, based on your presentation, but I’d like all GMs to undergo, as part of our
communication program in understanding this thing. We have to realize it. Para tayong loko nito,
naggawa tayo ng goal natin, tapos inilagay lang natin sa folder at natulog na tayo. That’s why all
of this will depend on the action that we have to put. We communicate it, we understand it and
we give it our full support. Then, we can make the change. “
“So, I’d like to congratulate
management for having this, and I,
as the Secretary of DOE, I will be
monitoring what kind of effort, what
kind of action you’ll be doing, and I’ll
give you full support. Thank you.

And the action, moved, seconded, no

objections, the Strategy Map is
approved.”
• PRRD’s 5 - Point Electricity Agenda
• PRRD’s 6 - Reform Agenda
• PRRD’s 0 -10 Point Socio-Economic
Agenda
PRRD’s 5-Point Electricity Agenda

 Access to Electricity for All

 Power Availability at all times
 Power Reliability
 System Efficiency
 Cheap Electricity Rate
PRRD’s 6 - Reform Agenda
4. Rebuild the trust and confidence of
1. Restore the power to the people,
the people on our government in our
end elitist rule and the oligarchic
public institutions so that we can
regulatory-capture of our economy,
effectively deliver more on social
and level the playing field
services
2. Reduce poverty, raise the living
5. Reform society through nationalist
standards of our people through
cultural renewal, peace building,
massive infrastructure, modernizing
agriculture, supporting MSMEs, moral recovery and values formation
providing jobs, among others for our so that we can stand up within the
economic development community of nations as a sovereign,
united and respected Filipino people;
3. Regain our streets from crimes,
6. Re-engineer our government system
drugs and fight corruption to
to end monopolistic unitary system to
prevent our country from becoming
a decentralized federal system with a
a NARCO-state
strong and merit-based civil service
PRRD’s 0-10 point Socio-Economic Agenda
0. Law and order: stamp out criminality, drugs, 5. Pursue agricultural development, focusing on farm-level
smuggling, kidnapping, address traffic crisis, honor productivity, via support services to small farmers, improving
sanctity of contracts, etc. market access, and fostering agricultural value chain through
partnerships with agribusiness firms. This is part of broader rural
1. Continue and improve on current macro-economic and regional development strategy that includes promoting
policies: strengthen tax collection and tourism.
administration – reduce tax evasion, corruption
6. Address bottlenecks and land reform and management systems,
and smuggling in revenue collection agencies (BIR
including security of land tenure to make projects bankable,
& BoC).
thereby attracting investments in rural areas.
2. Reform the tax system to make it more
7. Strengthen basic education, focusing on skills in communication,
progressive, equitable, and globally competitive - math and logical thinking; provide scholarships for tertiary
including indexation to inflation of tax brackets for education, and address skills-jobs mismatches.
personal and corporate income taxes.
8. Promote S&T and CA (creative arts) to enhance innovative and
3. Strongly attract foreign, besides local, direct creative capacities- needed for self-sustaining inclusive
investments by: (a) easing constitutional economic development and participation in global knowledge economy.
restrictions and other PH laws; (b) enhance ease of
doing business (cut red tape); (c) enforce law and 9. Expand and improve the CCT, indexing grants to inflation while
order. tightening its administration.
4. Accelerate infrastructure spending, with at least 10.Step up implementation of RPRH Law to enable couples,
5% of GDP spending target; address bottlenecks in especially the poor, to have informed choice on the number and
the PPP program spacing of children they can properly care & provide for.
Guide and a Call for Action
• To the MCOs, leadership, management staff, partners and associates,
the MSEAC and BMCEC, the BOD, always be guided with the
corporate culture and good governance institutionalized in the NEA
and at your respective ECs.
• Continue the DREAMS nurtured in the REP through the NEA and EC
Movement in particular, as well as in the Electricity Consumers and
the Power Industry in general.
• Dream that everything conceptualized, developed and carried out in
the REP will redound to the benefit of the electric cooperative
movement in general and the MCOs (Member-Consumer-Owners) in
particular.
• Dream of continuing the REP and REC through the NEA, DOE and OP,
as well as of the Congress. With the NEA that is strong and faithful
to its mandate of total electrification in the countryside; dynamic
and responsive, a vanguard of sustainable rural development, in
partnership with globally-competitive ECs and empowered
Electricity Consumers, free of control and/or manipulation from the
powers that which serves the interests of the elite and oligarchs.

• Dream of a successful, viable, sustainable partnership between NEA-

EC-MCOs.
• Dream that the ELECTRICITY CONSUMERS through the NCECCO and its
convenors, the RECOBODA, ABDEC, MCPC, NL-EC-MCO, CARESPI, ECAP,
LeCARES and NEAADCOM, will be housed in not just contemporary and
functional building in the metropolis, but in a headquarters that is
truly in the service of, by and for the people, the MCOs.

• Dream of ECs business enterprises, such as the sub-transmission and

GENCO/IPPs, consumers bank, among others, thriving amidst the
competitive industry in the EPIRA environment, presently dominated,
if not monopolized by the elite in the industry.
• Dream of not just a strong, but consolidated and sustained MCEP
(Member Consumer Empowerment Program) at the sectoral,
barangay, municipal/city, provincial, regional and national levels.
• Dream of a successful, viable and sustainable foundation for, of and
by the Electric Consumers.
• Dream of a leadership in the NEA, ECs and MCOs represented not just
by a few, through the BOA, BOD, at the national, regional and
provincial levels, but multiplied down to the district (MSEAC),
barangay (BMCEC) and sectoral levels.
• Dream of an EC management, with partners and associates in the
Electric Cooperative levels that is not just united, solid and
consolidated, but are also competent, competitive and WORLD CLASS.
• Dream of a network of movement and political party represented not
just in the halls of Congress, but in the Executive branches of
government as well, down to the local government units with
representatives who truly bring the strong voice of the electric and
utility consumers, as well as, of the Electric Cooperative Movement.
• Dream for sustainable rural development consistent with the vision of
total human development in all aspects; be it economic, social,
political, cultural and environmental.