Thesis (Master in Management) -- University of the Philippines Mindanao, 2023

In 2022, an evaluation conducted by the Regional Evaluation Team XI (RNET XI) revealed that Davao City is performing poorly in terms of nutrition program implementation, with an overall rating of 60.4%. Davao City’s performance along nutrition outcomes also scored very low at 39.29% because of the fluctuation malnutrition prevalence rates on most form of malnutrition among preschool children, decreasing OPT Plus coverage and having no reliable data on prevalence of nutritionally-at-risk pregnant women in the last 3 years. Moreover, there are several studies indicating that data generated by the OPT Plus at the barangay level exhibits data quality issues. Among the problems encountered involves perceptions of measurement, recording, and encoding errors and explained by a lack of training and explained by a lack of training, precision of instruments, and accountability. Furthermore, there are some indications that the OPT Plus results may also be susceptible to data manipulation where stunting rates are underreported (IPA, 2019). The Organizational Strategic Plan for Davao City Nutrition Office 2023-2025: Towards a More Responsive Local Nutrition Action aims to address the above issues and ultimately strengthen the organization that forms the Davao City Nutrition Committee and the Davao City Nutrition Office. This strategic Plan adopts the Framework by Bryson (1988), as it has all the elements most appropriate for public and non-profit organizations and government entities like the Davao City Nutrition Office. The entire process was subdivided into three major phases: Consensus Building, Strategy Formulation, and the Implementation process. Analysis of the external environment was implemented using the PESTLE framework, while analysis of the internal environment was conducted using the Burke-Litwin Model. Information for this analysis were gathered through review of relevant documents and publications, interview with Key Personnel and Focus Group discussions (FGDs). Key elements of the organization’s core values, consistent with their existing Mandate, Vision and Mission with the acronym W-E-C-A-R-E, which stands for Work Inclusiveness, empowerment Compassion, Accountability, Responsiveness and Excellence. Strategic Goals and Objectives were defined based on the targets of the Sustainable Development Goals, in particular, Goal number 2 which states: ”By 2030, end all forms of malnutrition, including achieving, by 2025, the internationally agreed targets on stunting and wasting in children under 5 years of age, and address the nutritional needs of adolescent girls, pregnant and lactating women and older persons”. To achieve the set goals and objectives, the plan shall be guided by the Seven Strategic Thrusts: 1. CNAP- Governed Strategic Actions; 2. Systematic and Efficient Systems for Internal Operations; 3. Multi-Sectoral Engagement for Wider Reach; 4. Improved Organizational Structure and Equitable Enhancement of the Competencies; 5. Data Quality Check for Better Decision-Making; 6. Responsive Nutrition Service Delivery; 7. Generation, Mobilization and Management of Resources. Relationship of all these elements is illustrated by the Strategy Map (Please physical book for the map). Strategic actions under each strategic thrust were designed and selected to maximize the already available resources and minimize additional costs from the government. Thus, many of the identified activities requires mostly fixed costs. On the other hand, other activities that requires additional costs were designed to be cost-effective for the city government of Davao and even included suggestions on generating resources outside the government