The OMB-MIN Y3K Multi-Purpose Cooperative (OMB-MIN-COOP) is a multipurpose cooperative organized by the officials and employees of the Office of the Ombudsman for Mindanao. Its programs are focused on extending assistance to its members. It has developed various cash loan facilities to alleviate the financial needs of its members. It also engages with the selling of grocery items and offers photocopying services to employees and outside clients of the institution as well as allowing consignment for entrepreneurial members who want to sell their products through the cooperative. The online survey conducted by the Cooperative Development authority (CDA) of the Philippines showed that out of the 18,000-registered cooperative, 91.7% claimed that their business operations were affected by the COVID 19 pandemic. These cooperatives experienced retrenchment, a decline in productivity of personnel, a decrease in production, and even closure. The operations of the OMB-MIN-COOP were not excused to the said effects of the pandemic. It is now facing the concerns brought by the implementation of the alternative work schedule and health protocols in the Office of the Ombudsman in Mindanao on OMB-MIN-COOP's income and members? patronage. This strategic plan paper used the conceptual framework adapted from the strategic management models of Fred David and Tim Mazzarol. This framework captures the method of how the strategies were created and the manner of its formulation and evaluation. It also shows the key factors of analysis when studying cooperatives., focusing on both its economic and social role. The conduct of the Strengths, opportunities, Weaknesses, Threats (SWOT) analysis and Quantitative Strategic Planning Matrix (QSPM) from the results of the External Factors Evaluation (EFE) and Internal Factors Evaluation (IFE) identified the priority strategy ? creating new investment opportunities and products and services to maximize the OMB-MIN-COOP's income growth. The proposed implementing programs in this strategic paper would result to a gradual increase in income in the cooperative?s operations as well as increase on the patronage of members. The strategies identified also aim to achieve the long-term objectives of the cooperative. The Gantt Chart of activities provided a schedule of the implementation and expected time of completion which arranged the tasks and manage the dependencies of each task. Finally, to help the cooperative track whether it has achieved its goals and objectives, key performance indicators are set. These indicators will serve as the gauge for the OMB-MIN-COOP to evaluate its performance and if needed, will be able to come up with programs to improve its processes and achieve its set objectives.