TY  - BOOK
AU  - Labastilla, Bobbie T., 
AU  - Gomez, Aurelia Luzviminda V., 
AU  - Ebarle, Exegesis Jedidiah N., 
TI  - Towards sustainable electrification: a strategic plan for SURSECO II, 2019-2023 
PY  - 2018///
KW  - Policy and Strategic Planning
KW  - M241
N1  - Thesis (Master in Management) -- University of the Philippines Mindanao, December 2018
N2  - The Surigao del Sur Electric Cooperative, Inc. II (SURSECO II) was established on September 10, 1079 as 115th electric cooperative (EC) in the Philippines. The cooperative operates as the sole electric power distributor of the first district of the Province of Surigao del Sur. Its franchise area is situated along the coastal parts of the province with a total land area of 3.365 square kilometers. In 2007 SURCECO II was recognized as among the country?s top performing Electric Cooperatives. Despite the said achievement, the organization faces threats brought by potential, technological and economic changes in its external environment. Among the main concern of SURCECO II is the change in government imposed operational standards. Due to financial and regulatory limitations, the organization is forced by maximize existing operational systems while it weaves through potential opportunities in financing major technological upgrades. Issues for the fast-changing business environmental hinder the cooperative from sustaining it organizational standing in the coming years. Hence, this strategic plan is prepared for SURSECO II to improve its business operational efficiency while taking advantage from its external environment and maximizing internal capacity. Fred David?s Strategic Management Model was utilized to guide this strategic plan. It made use of three interrelated phases of strategic management, strategy formulation, strategy evaluation. Strategy formulation was performed through identifying key factors in the organization?s external and internal environment. The factors were summarized into strengths, weaknesses, opportunities, and threats. External and internal Factor Evaluation matrices were used to quantitatively express the identified factors for the analyses. Strategic options were offered from the results of the analyses. This is expressed using Strengths-Weaknesses-Opportunities-Threats matrix. To arrive to a strategic choice, strategic options were evaluated using the Quantitative Strategic Planning matrix. Operational efficiency was identified as the strategic choice for SURSECO II. The said strategy suggests that by improving operational efficiency targeting the annual average interruption duration per gender consumer, SURSECO II will be able to sustain its market operational standing as it proactively look for arising opportunities. This can be attained by maximizing existing systems to act as early warning systems that will improve interruption response time
ER  -