Thesis (Master in Management)--University of the Philippines Mindanao, March 2011.

The UPSTREAM Foundation, Inc. is a non-stock, non-profit organization located in F. Inigo St., Davao City. It is one of the two accredited foundations in UP Mindanao and supports the School of Management (SOM) with its funds and resources generated through grant projects, researches, consultancies and training services conducted by the SOM faculty. The foundation has one project that funds its current operations with the Executive Director (ED) and the President as its active managers. However, the foundation is facing a challenge on sustainability as its current project will end by 2012. Its lean structure also poses potential problems since there is no one focused on the foundation?s operations. No one is available to offer 100% concentration to maximize the organization's potential in terms of expertise in implementing programs. The plates of the two managers are full with teaching loads and other administrative duties. A more pressing concern worth looking at, is that the foundation has no vision, mission and core values which will provide the social justification, legitimacy and its ?reason for being?. Limited product line and marketing them are likewise concerns that needs attention. The conceptual framework used to formulate a strategic plan for UPSTREAM involved three (3) stages which are: Strategy Formulation, Strategy Implementation; Strategy Evaluation. In the analysis of the foundation?s external environment, it used the STEEP Analysis Table that consolidated the opportunities and threats of the foundation out of the external factors being identified. It was further processed through another strategic formulation tool which is the EFE matrix that summarized and evaluated key factors in UPSTREAM?s external environment that offer positive prospects or pose a risk to its success. On the other hand, the paper used the SWOT Analysis table to analyze the internal environment of UPSTREAM. It was further processed through the use of IFE Matrix where it provided a basis for identifying and evaluating relationships among the foundation?s strengths and weaknesses in its function areas. The results of the EFE and IFE matrices were put together in the IE Matrix that helped in analyzing working conditions and strategic position of a business. The proposed strategies were identified and were again put together in the Quantitative Strategic Planning Matrix (QSPM) for the determination of the relative attractiveness of feasible alternate strategies for the foundation. There were four recommended strategies formulated: (1) identification of the foundation?s vision, mission and goals, (2) partnership with donor agencies and proposal development, (3) market development and (4) product line development. These will answer the foundation's challenge on direction setting, human resources and sustainability further explained through this paper.