Strategic plan Mindanao studies Sago industry Ampalaya tea Consumers' perceptions Cooperatives Economic aspects Economic conditions Employment Family relationships Filipinos Food industry and trade Food safety Foreign countries Goat industry Migration, Internal Milkfish Politics and government Safety measures Sago palms Strategic planning This strategic plan was prepared for the Josefa Segovia Foundation, Inc. (JSF), a non-government organization (NGO) affiliated with the Teresian Association in the Philippines. The JSF has its office in Calinan, Davao City and has been serving communities in various parts of Davao City and Bukidnon since 1991. Like many NGOs, the JSF is heavily dependent on external funding for its operations. This is a major challenge for the JSF since the number of communities that need assistance are increasing, and the needs of those currently being assisted are also increasing. This paper is intended to assist the JSF in its commitment to be a significant partner in the development of the communities, particularly those in the rural areas in Davao City. The preparation of this strategic plan was guided by the framework developed by Fred David. The activities involved in the said framework are review of general performance, analysis of the external and internal environments, development of vision and mission statements, establishment of long-term objectives, evaluation of strategic options, implementation of the chosen strategy, and measurement and evaluation of performance. For this strategic plan, the general performance review was done by reviewing the internal documents of JSF, and also through interviews with some members of the board of trustees, the management and staff. They also participated in a workshop that was conducted to analyze JSF?s external and external environments. Based on the environmental scanning and the existing vision-mission statement, separate vision and mission statements were proposed, followed by the strategic goals. A quantitative strategic planning matrix (QSPM) was utilized to evaluate the general strategy, considering all the key success factors that were identified in the analysis of the external and internal environments of the JSF. It is recommended that the JSF consider implementing a product development strategy which got the higher QSPM score and appears to be more attractive option for attaining the proposed strategic goals, compared to market development. This will mean adapting a more holistic approach in providing product/services to the communities where JSF currently has some interventions. The products/services should focus on addressing the problems of low income and poor health condition, as well as capacity building. A logic model was formulated to guide the JSF in the implementation of the overall strategy. Separate logic models were prepared to provide general guidelines for the attainment of the strategic goals. Financial projections based on anticipated projects and estimated income from assets show that the JSF will be financially viable from 2009 to 2014. However, it is strongly recommended for JSF to review and improve the recording of its financial transactions. A broad plan is presented with the aim of guiding the JSF on the responsibility centers and timing for the monitoring and evaluation of the activities. Finally, it is proposed that various stakeholders take an active in providing feedback to help in the effective implementation of the strategies and the attainment of the strategic goals Vegetable trade Vegetables