History

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2016

In 2016, TSKI had opened an additional 20 branches within the first quarter as part of the 5 year plan set by the Management and Board of Trustees before the end of 2015. The expansion plan is called “20/20 Vision” that is delivering 1 Million clients by the end of 2020. This poses a great challenge to the methodology thus tightening the grip involve with coming up with an updated manual processes and procedures which would guide all staff among PKK operations to full compliance of the processes and policies related to the program.

Movie

2013

In 2013, it took some time for the organization to make adjustments among its processes, implementation and approaches for everyone to fully adapt to its new approaches. However during the year, TSKI had almost fully implemented the new PKK 2 approach to almost 98% of its branches and thus the name PKK 2 had been simplified PKK, all understood as a revised model including its structures, processes, requirements as well as staff compliments. The program was also tested with a Yolanda Calamity which hit almost 45 branches, with a portfolio base of P206,000,000 and a total of 49,000 clients. With the new methodology, the clients were able to sustain their obligations due to the flexibility the approach offers. After a year’s time, TSKI can fully declare a full recovery of its accounts, writing off a very minimal number of clients due to decreased business activities in their areas.

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2009

In 2009, TSKI started rolling out on selective regional and provincial areas in the Philippines its PKK 2 implementation. During the roll out experience and evaluation, it was realized that the model has high demands on staff training especially on its Unit Managers to fully implement the product. Threats also came out especially on the areas of monitoring considering the distance the Distrcit Manager has to travel and the demands of his/here time to visits each Unit Offices. Eventually, TSKI adjusted its approach thereby maintaining the PKK 2 approaches while going back to the basic structure of a branch with the branch managers as head and is supported by its Program Unit Supervisors. During the years, it was challenged with issues like client drop outs, monitoring and delinquency and staff turn-over. Although some operational branches had been closed, it did not hamper the TSKI management to pursue the work in progress of its product development. The string and robust compliances related to process on product development documentations, procedural requirements and implementation as per its Quality Management Systems approach had enabled the Operations to deliver performance while improving its product methodologies.

Location

2007

In 2007, TSKI established its Quality Management System and was certified by Certification International Philippines as compliant to ISO 9001:2000

Location

2006

In 2006, TSKI implemented the Phase II of Fundacion Codespa-funded Program in the Establishment of Business Development Services Program in the Philippines.

Movie

2002

In 2005, TSKI was the first NGO accredited in Visayas & Mindanao to provide health services (hospitalization) for the whole family of clients in partnership with the Philhealth Corp. of the Philippines.

Movie

2001

In 2001, TSKI opened its first branch outside Western Visayas - Talibon, Bohol. Also in 2001, together with 6 other partners, TSKI founded the Opportunity Microfinance Bank, the 1st microfinance bank in the Philippines.

Movie

1999

In 1999, TSKI opened its 6th Branch in Roxas City - the first outside Iloilo Province and first for the pilot for PKK

Movie

1996-98

In 1996-98, because of the downturn in its operations, management reviewed the Grameen methodology and came out with its own group lending product called Proyekto Kauswagan sa Katilingban (PKK)

Movie

1994-95

In 2001, TSKI opened its first branch outside Western Visayas - Talibon, Bohol. Also in 2001, together with 6 other partners, TSKI founded the Opportunity Microfinance Bank, the 1st microfinance bank in the Philippines.

Movie

1994-95

In 1994-95, TSKI established its first set of branches: Metro Iloilo Branch in Jaro, Iloilo City, Guimaras in Jordan, Guimaras, Southern Iloilo Branch in Miagao, and Northern Iloilo in Sara.

Movie

1993

In 1993, TSKI started its first credit line for group lending under the National Livelihood Support Fund (NLSF, now NLDC) for Php4M.

Movie

1992

In 1992, Prof. Yunos from Bangladesh visited Iloilo City and presented the Grameen Bank Methodology; getting convinced with the idea, TSKI signed a memorandum of agreement with Agricultural Credit Policy Council (ACPC) to implement a Grameen model of group lending methodology

Movie

1989

In 1989, TSKI together with other five (5) microfinance organisations established a national network called Alliance of Philippine Partners in Enterprise Development (APPEND).

  • 2016

    In 2016, TSKI had opened an additional 20 branches within the first quarter as part of the 5 year plan set by the Management and Board of Trustees before the end of 2015. The expansion plan is called “20/20 Vision” that is delivering 1 Million clients by the end of 2020. This poses a great challenge to the methodology thus tightening the grip involve with coming up with an updated manual processes and procedures which would guide all staff among PKK operations to full compliance of the processes and policies related to the program.

  • 2013

    In 2013, it took some time for the organization to make adjustments among its processes, implementation and approaches for everyone to fully adapt to its new approaches. However during the year, TSKI had almost fully implemented the new PKK 2 approach to almost 98% of its branches and thus the name PKK 2 had been simplified PKK, all understood as a revised model including its structures, processes, requirements as well as staff compliments. The program was also tested with a Yolanda Calamity which hit almost 45 branches, with a portfolio base of P206,000,000 and a total of 49,000 clients. With the new methodology, the clients were able to sustain their obligations due to the flexibility the approach offers. After a year’s time, TSKI can fully declare a full recovery of its accounts, writing off a very minimal number of clients due to decreased business activities in their areas.

  • 2009

    In 2009, TSKI started rolling out on selective regional and provincial areas in the Philippines its PKK 2 implementation. During the roll out experience and evaluation, it was realized that the model has high demands on staff training especially on its Unit Managers to fully implement the product. Threats also came out especially on the areas of monitoring considering the distance the Distrcit Manager has to travel and the demands of his/here time to visits each Unit Offices. Eventually, TSKI adjusted its approach thereby maintaining the PKK 2 approaches while going back to the basic structure of a branch with the branch managers as head and is supported by its Program Unit Supervisors. During the years, it was challenged with issues like client drop outs, monitoring and delinquency and staff turn-over. Although some operational branches had been closed, it did not hamper the TSKI management to pursue the work in progress of its product development. The string and robust compliances related to process on product development documentations, procedural requirements and implementation as per its Quality Management Systems approach had enabled the Operations to deliver performance while improving its product methodologies.

  • 2007

    In 2007, TSKI established its Quality Management System and was certified by Certification International Philippines as compliant to ISO 9001:2000

  • 2006

    In 2006, TSKI implemented the Phase II of Fundacion Codespa-funded Program in the Establishment of Business Development Services Program in the Philippines.

  • 2005

    In 2005, TSKI was the first NGO accredited in Visayas & Mindanao to provide health services (hospitalization) for the whole family of clients in partnership with the Philhealth Corp. of the Philippines.

  • 2002

    In 2002, MSI-BDS was also tasked to develop educational and training programs that would equip its managers, supervisors and staff to respond to the growth of the organization by offering a 1 year course in MBA, a tie-up graduate program with PCU.
    TSKI was recognized by the Peoples Credit and Finance Corporation (PCFC) as its Visayas Flagship partner and was accredited as Training Institute for Grameen Bank Replicator.

  • 2001

    In 2001, TSKI opened its first branch outside Western Visayas - Talibon, Bohol. Also in 2001, together with 6 other partners, TSKI founded the Opportunity Microfinance Bank, the 1st microfinance bank in the Philippines.

  • 1999

    In 1999, TSKI opened its 6th Branch in Roxas City - the first outside Iloilo Province and first for the pilot for PKK

  • 1996-98

    In 1996-98, because of the downturn in its operations, management reviewed the Grameen methodology and came out with its own group lending product called Proyekto Kauswagan sa Katilingban (PKK)

  • 1994-95

    In 1994-95, TSKI established its first set of branches: Metro Iloilo Branch in Jaro, Iloilo City, Guimaras in Jordan, Guimaras, Southern Iloilo Branch in Miagao, and Northern Iloilo in Sara.

  • 1993

    In 1993, TSKI started its first credit line for group lending under the National Livelihood Support Fund (NLSF, now NLDC) for Php4M.

  • 1992

    In 1992, Prof. Yunos from Bangladesh visited Iloilo City and presented the Grameen Bank Methodology; getting convinced with the idea, TSKI signed a memorandum of agreement with Agricultural Credit Policy Council (ACPC) to implement a Grameen model of group lending methodology

  • 1989

    In 1989, TSKI together with other five (5) microfinance organisations established a national network called Alliance of Philippine Partners in Enterprise Development (APPEND).

Vision

A truly Christian Development Organization that endeavours to see self- sufficient families responding to the needs of their Community and pursuing a collective effort for their development

Mission

To make the love of Jesus Christ be felt by the poor in our midst by providing opportunities that promote spiritual transformation and total human development

Goals

● To develop small and micro scale enterprise by providing financial assistance for additional capital needed to increase productivity and income.

● To create employment opportunities for the un-employed and under-employed through the expansion of business enterprises.

● To assist in building up local church and communities through the help and contributions of its members as a result of improved business operations.

Core Values

Commitment to Serve the Poor:

Our mission is a calling to witness the kingdom of God and bring abundance in life, especially to our poor brethren. To serve the poor portrays deep care for human sufferings and demonstrates God’s unlimited concern for humanity.

Humility:

Serving the poor involves humility in all aspects of life. Always seeing to it that the welfare of the people we serve will be the priority and not the organization’s own pride. Their needs are facilitated by having a servant-heart that reflects pure and sincere compassion of God. Humility is letting God take control over our lives.

Respect:

Men and women are made in the image and likeness of God. They - regardless of race, religion, color, culture, class, gender and age - have an intrinsic value and dignity. Thus they should be served with respect.

Integrity:

TSKI believes that its faithfulness to God’s calling is anchored on its people who have strong moral principles, reliability and trustworthiness. It is then imperative for all to recognize and fulfil their obligation to the fullest

Stewardship:

Men and women of TSKI are given opportunities to demonstrate their God-given role as stewards to create and develop new things, to manage the resources, to work and be entrepreneurial, to make decisions for their own lives and families, to promote the good of others, and to be accountable for all these resources entrusted to them. These are all aimed to build communities to protect the creation and the environment and promote the well-being of all.

Transformation:

Total human development reflects a state of transformation in the lives of the people. This is the guiding principle of the organization in which the people it serves will be mainstreamed to opportunities in order to experience holistic change by the grace of God.

Organizational Heads

Partners