Thesis (Master in Management) -- University of the Philippines Mindanao, June 2016.

The Strategic Plan of Oblate Galilee Farm is focused on the following general issues and problems: a.) High dependence on the OMI Congregation (main office is located in Cotabato City, foreign donors and grants in order to keep the operations going; b.) operations of the high farms are highly affected by the assignment of the Farm Director that is not permanent or with longer tenure; c.) farm operations, finance, human resource manual and marketing strategy are not clearly defined. d.) there are more demand of the farm's product (dairy milk. Calamansi concentrate, vermin fertilizer and tilapia versus supply of production). And e.) Expenses exceeded the income in the farm. The strategies and methodologies being used to address the areas of concern are guided by the Conceptual Framework adapted from the Input and Output Model. The new Mission and Vision Statement are proposed to be updated and it will be anchored on the present goals and objectives of the OGF. The method of the study is through interview of the key persons of the farm and the farm workers. Research was also conducted using available data of OGF and the dairy industry data. Internal Analysis of the farm using the Internal Factor Evaluation (IFE) Matrix was used to draw the strength and weakness on its four functional areas of management?Marketing, Operations,, Finance, and Human Resource. The basis for strategic option was the result of the matrix. Productive mix of the products focusing on its four (4) products and assessment of the availability of the natural resources including the human resource were evaluated to come up with best strategy for the farm. External Factor Evaluation (EFE), SWOT Matrix and QSPM were conducted to come up with the strategies that would address the issues of the farm. Strategies for the human resource include the Farm Worker's Personnel Manual to be used as guide by OGF. Operations strategies include Transportation Model, PERT-CPM and a concrete Operation Flow Chart. Strategy for the finance includes definite targets to make monthly based on their existing operation in order to maximize production and augment revenue for the farm. The Marketing strategies are focused on the existing client base of the farm which is the parishioners of San Vicente Ferrer Parish in Antipas, the elementary and high school students and the loyal customers of the farm. Minimal revision will be made on the product logo, an additional line ?Since 1993? will be included just below the logo. The strategies in this paper are aimed to realize the following goals of the farm: a. competitiveness: increase farm production by at least 20% to meet customer demand and increase revenue; b. sustainability: to devise simple yet effective procedure in operations, finance, human resource and marketing management; c. financial leadership: to reduce financial dependence from foreign aides and the congregation of the Oblates of Mary Immaculate to sustain operation by at least 12% yearly in the next five years; d. social gains: to intensify information campaign on the benefits of organic/natural farming through education of the environmental advocates, Indigenous People and the underprivileged youth at least every quarter or 4x a year.