The strategic plan is designated to set the overall goals for Metro Gensan Harvest Christian Academy Inc. (MGHCAI) in response to current internal and external realities of the institution. MGHCAI is a private academic institution in General Santos City established on 2013 offering pre-school, elementary (Grade 1 to 6) and secondary (Grade 7 to 10) Christian education targeted to the less privileged. The organization aims to be a leading learning institution in basic education by producing outstanding graduates who are academically competent and grounded with Christian values. However, the record shows that the organization lacks financial and human resources leading to poor marketing effort and underutilization of school capacity which creates difficulties in meeting their objectives. Based on s thorough analysis of the external factors affecting the organization, it showed that MGHCAI should improve its response effectively to be able to take advantage of the opportunities and reduce the effect of threats. One of the opportunities that got the highest weight based in EFE matrix is the increase on income and expenditure of families in SOCCSKSARGEN, which affects parent?s capability in sending their children to study in private institutions. Meanwhile, the rigid regulatory requirement set by the Department of Education to private schools is the major threat identified. School owners are expected to comply with the mandated requirements; otherwise, the institutions permit to operate will not be issued. Additionally, the internal environmental scanning revealed that the company has a weak internal position. A developed plan for the next five years involving personnel programs, facilities, and finances has been devised by the proponent using various methodologies such as interviews, reviewing of secondary data, SWOT matrix, IE matrix, QSPM, and strategy map based on Robbins and Coulter (2012) strategic model framework. This plan articulates the five-year direction and priorities of MGHCAI and is intended to drive positive change within the organization. Two compelling strategies were selected, market penetration and product development which were derived from the results of the analysis and evaluation of alternatives. Market penetration strategy involves intensive promotional activities that will attract more customers whereas product development focuses more on enhancing customer?s experience and satisfaction by adding more school activities and facilities. Specific activities to implement the strategies, assignment of responsibilities, and a detailed timeline and budget have been provided to ensure implementation of the formulated strategies. KRAs and Performance Implementation are designed to allow controls and corrective action or monitoring and evaluation as well as reporting and accountability.

Thesis (Master in Management) -- University of the Philippines Mindanao, April 2019