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

National Housing Authority(NHA) being under the direct supervision of Department of Human Settlements and Urban Development (DHSUD) is mandated to address housing demands as one of the basic social needs of the lowest 30% of the Philippine population. The authority's task to engage in direct shelter production includes the development and implementation of a comprehensive and integrated housing program which shall embrace, among others, housing development and resettlement, sources and schemes of financing, and delineation of government and private sector participation through it regional and district offices. Over the years, data shows that NHA Regional Office 12?s performance based on housing programs and other support services remains to be below the national average. Further, existing programs and projects does not translate to efficient and effective delivery of public service as evidenced by low production, occupancy, budget utilization and budget disbursement rates. Hence, there is a need to dissect and evaluate current operational processes from project inception to turn-over and disengagement. This is useful in introducing improved approaches and procedures to improve or organizational performance considering both external and internal factors. This strategic plan paper examines various external and internal factors that impacts NHA XII performance, evaluate and suggests strategies to realize targets and deliver effective and efficient service using the comprehensive strategic planning framework developed by David (2011) and incorporating the sustainability Framework developed by Tavanti (2010). The Input and Matching Stages conducted for this study suggested that NHA XII needs to adopt "Product development" as the general strategy. Both external and internal attributes presented in the previous chapters were utilized in crafting implementable activities. Also, the sustainability framework was used as reference to harmonize environmental, social and economic aspect of each undertaking. Aligned towards achieving NHA?s VMG statements and objectives, the following specific activities are derived from SWOT, SPACE, IE Matrices and are achievable within the strategy implementation period of five years: (1) In anticipation of full manpower complement, NHA XII personnel are expressed to perform functions based on their position description and designations, (2) Improve the implementation of HRM and HRD interventions to develop necessary skills among personnel in supervisory and managerial level to increase engagement and partnership level both for inter-organization and among KSAs, (3) conduct capacity building among NHA XII personnel, KSAs, and stakeholders to improve the level of effectiveness and efficiency in delivering housing programs incorporating various legal, social and environmental/ecological aspects, (4) Adopt Quality Management System (ISO 9001: 2015) in regional level to ensure meeting of costumer and regulatory requirements and improve process effectiveness and efficiency in harmony with other KSAs in view of good governance and in preparation for regional accreditation. This will also translate to standard procedures and processes anchored on the achievement of planned results in implementing NHA housing programs, continuous monitoring of risks and continuous management of these processes and system, (5) Intensity public relation through operationalization of Public Assistance Desk and Freedom of Information (PAD-FOI) area where marketing and feedback mechanism will be implemented.