Thesis (Master in Management) -- University of the Philippines Mindanao, July 2021

The Department of Science and Technology XI (DOST XI) is a regional government agency that serves as the focal point for planning, implementing, and monitoring Science, Technology, Engineering and Innovation (SETI) programs, projects, and activities (PPAs) within Davao Region. As the frontline office in Davao Region, the DOST XI offers a pool of SETI products and services which are all tailored towards the socio-economic benefit of individuals, organizations, businesses and communities. Referred to as core competencies, these SETI products and services are divided into three major groups: (1) the Technology Transfer; (2) S & T services; and (3) R & D for Development and Innovation. As an organization that prioritizes customer satisfaction, DOST XI continuously grows to become a reputable public office that is proficient in Quality Management System (QMS). From 2009 to 2015, DOST XI effectively maintained its ISO 9001:2008 certification which is a manifestation of the organization?s ability to steadily provide products and services that meet the customer and all statutory and regulatory requirements. The organization also maintains its accreditation with ISO/IEC 17025 which covers the microbiology, chemistry, and metrology laboratories. On top of the long-maintained QMS, DOST XI also earned Presidential recognition under the Philippine Quality Award (PQA) Program twice. It was awarded PQA Level 1 Award for its Commitment in Quality Management System in 2014 and the PQA Level 2 Award or Proficiency in Quality Management System in 2019. In 2021, the organization started to pursue another performance excellence principle which is the Performance Governance System (PGS). These three performance excellence principles shall form part of the DOST XI Performance Excellence Framework. Anchoring on the QMS principles of ISO 9001:2015, the Performance Excellence principles of PQA, and the Performance Governance principles of PGS, DOST XI shall integrate all key elements into the Integrated Governance and Performance Excellence framework which shall also serve as the Strategic Plan framework to achieve its mid-term 2025 Vision long term 2030 Strategic Position. Following the Integrated Governance and Performance Excellence framework, DOST XI begins by scanning the various elements in the environment, both external (CHAPTER II) and internal (CHAPTER III), which altogether accounts for the assessment for the current state of the organization. The analysis of external environment (CHAPTER II) was done by looking at key external elements such as political, economic, societal, technological, legal and environmental and identifying what prevailing factors would have significant impacts on the current and future performance of the organization. The analysis of the internal environment (CHAPTER III) was done by assessing the current approaches, deployment, learning and integration of the various processes of DOST XI service and product delivery as well as the levels, trends, comparisons, and integration of the past performance of the DOST XI based on the PQA six (6) categories, namely leadership, strategy, customers, workforce, operations and results. After completing the assessment of the internal and external environment, DOST XI proceeds to define its envisioned future state (CHAPTER IV), to include both the medium-term Vision 2025 and the long-term Strategic Position 2030. The organization then proceeds with the development of the strategic goals and objectives which are also linked with the results of the external and internal environment analyses (CHAPTER V), where it should be noted that all strategic goals shall be adopted, cascaded, and deployed for implementation and monitoring by the core and support functions of DOST XI. These strategic goals are translated into implementation plans or execution roadmaps with target outcomes and specific strategic contributions for all core and support functions (CHAPTER VI) as well as tools and approaches for measurement and analysis (CHAPTER VII). Lastly, the organization lays down the resource management approaches to support the implementation of the DOST XI Strategic Plan (CHAPTER VIII). Through the Strategic Planning process, DOST XI will now be pursuing its Vision 2025 which is to become an agile and proactive organization with mastery in providing excellent public service through SETI for Inclusive and sustainable development of Mindanao. DOST XI also crafted a clear position statement for 2030. It wants to become an international benchmark for governance in the provision of smart SETI products and services up to the grassroots level for inclusive and sustainable development in Mindanao. To be able to achieve these, DOST XI will be pursuing the five-pronged strategic goals: (1) intensified SETI collaborations; (2) increased investment in SETI-based infrastructure and PPAs for MSMEs, start-ups, enterprises, and communities; (3) enhanced and broadened organizational capabilities on the delivery of SMART SETI to include requirements of Industry 4.0/fire and innovations for the New Normal; (4) strengthened deployment and broaden the accessibility of SETI solutions for resilient and sustainable communities; and (5) build strong R & D and Innovation Ecosystem in Mindanao.