The Vegetable Industry Council of Southern Mindanao Inc. (VICSMIN) is a non-stock, non-profit organization which envisions to become a highly recognized and proactive advocacy group. Its mission is to unify stakeholders and catalyze the development of a globally competitive and sustainable vegetable industry in Southern Mindanao. Its services include market-matching or linking farmers to market, event-organizing (conference and vegetable trade fairs), policy advocacy, business and trade opportunities, and facilitation of techno-transfer training. It serves as an information center for the vegetable industry in Southern Mindanao. VICSMIN has been operating for over 15 years, with assistance from support organizations such as UP Mindanao and Department of Agriculture (DA). It sources its funds mainly from membership fees and annual renewal fees for its members, as well as fees from conferences and forums. Its regular activities include trainings on vegetable production and marketing which are funded by DA. Sustainability has been a major concern of the organization. It has no effective succession planning and no training of future officers from the existing pool of members. Existing officers are full-time farmers and are exactly the same set of officers of another SEC-registered entity whose nature of business is into marketing of vegetables. Officers also lack basic skills on how to manage an organization such as basic bookkeeping, presiding meetings, preparing basic financial reports and handling conflicts, among others. This strategic plan paper for VICSMIN was conducted to assess the internal and external environments of the organization, and outline five-year strategies for the organization. Despite the development in the literature on strategic management frameworks for non-profit organizations, this strategic plan for VICSMIN uses the strategic management framework developed by David (2011). While David?s strategic management framework is widely used for profit organizations, it is still the most relevant strategic management framework for VICSMIN compared to those developed by Steiss (2003) and Kong (2008). David (2011) clearly and comprehensively defined how strategies would be evaluated, identified and implemented considering the analyses of the internal and external environments of the organization. However, the Intellectual Capital (IC) concept of Kong (2008) were incorporated in the Organization and Human Resources review to comprehensively discuss human capital, structural capital and relational capital, which are relevant in the context of VICSMIN. The external environment of VICSMIN was assessed and results showed that VICSMIN has a weak external position. The internal environment was also assessed which indicates that VICSMIN?s internal performance is below average. The identified strengths, weaknesses, opportunities and threats in the analyses of the internal and external environments were subjected to SWOT matrix, SPACE matrix and IE matrix to identify the strategic options of VICSMIN. These tools suggest that the strategic options of VICSMIN are 1) product development and market penetration; 2) business process improvement and 3) retrenchment. These strategic options were further subjected to Quantitative Strategic Planning Matrix to identify the most attractive strategic choice for VICSMIN. Results show that the most attractive strategic choices are product development, market penetration and business process improvement. The implementation of the proposed strategies is projected to result to a 40% increase per year in funds from external sources; conduct of farmer field schools and market linkage; developed new markets; improved capacity of officers on performance of management functions; and increase in membership by 20% per year.

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