Thesis (Master in Management) -- University of the Philippines Mindanao, April 2017

The Mahintana Foundation, Inc (MFI) is a private, non-stock, non-profit and social development foundation which began with a group of Dole Philippines? executives and professional in Polomolok, South Cotabato. MFI?s establishment in August 12, 1977 was prompted by the need Dole Philippines? to establish a social development organization in SOCKSARGEN. MFI's initial programs included immunization, establishment of water systems and reforestations of gullies and riverbanks in the communities near Mt. Matutum. MFI spun off from Dole Philippines in 1993 to allow it to access greater funds from external donor which augmented its programs and projects and leveraged its operations. In 2015, MFI earned recognition from Galing Pook Foundation, a foundation which searches and recognizes innovative projects by local government units across the country, as one of the most outstanding and innovative local governance programs that promote positive results and social impact, participation, empowerment, and sustainability in the Philippines. MFI faced many challenges such as dependence on donors for funding, limited technical capacities of staff and maturing key management staff and high staff turnover rate. Like most Non-Government Organizations, the foundation is reliant to donors for funding. It receives 33% of its grants from Dolefil while the other 67% is from other donors. These challenges are intensified b the additional pressure for NOGs to demonstrate cost efficient service delivery to its target communities. The above issues hinder the foundation to maximize its highest potential to attain breakthrough results in addressing society?s increasingly diverse challenges and opportunities. Hence, this strategic plan is prepared for MFI to improve its position as NGO, take advantage of opportunities in the external environment and minimize the potential impact of external threats. The strategic plan is guided by the Comprehensive Strategic Management Model with its strategy implementation and strategy evaluation sections modified to follow Continuous Quality Improvement (CQI) Framework framed on the Plan-Do-Study-Act (PDSA) Cycle. Following the model, the foundations external and internal environments were analyzed; the internal environment analysis focused on the foundation?s operational, marketing and financial performance. These external and internal factors are summarized and expressed quantitatively using the internal and External Factor Evaluation matrices. From these matrices, several strategy options were offered, analyzed using the Internal-external matrix and summarized using the Strength-Weakness-Opportunities-Threats matrix. Finally, proposed strategic option were selected using the Quantitative Strategic Planning matrix: 1) Strategy one focuses on strengthening proposal writing inclined towards Social Enterprise projects, 2) Strategy two focuses on strengthening of marketing strategies, 3) strategy three involves leveraging the foundation's track records and taking full advantage of public's increasing interest in transparency and accountability of NGOs and NPOs, 4) Strategy four involves strengthening Leakages and External support, and 5) Strategy five involves recruitment of eligible applicants with high competence on skills pertinent to the foundation's organization.