Thesis (Master in Management) University of the Philippines Mindanao, 2024

Southern Philippines Medical Center-Blood Production Services (SPMC-BPS), previously known as Davao Blood Center (DBC), was a non-print organization. Its mission was to encourage voluntary blood donations and ensure the adequate, safe, affordable, and equitable distribution of blood and blood products. Donors’ safety and patient safety was the top priority of the blood center. Thus, donor selection and screening were strictly observed during blood donation. However, concerns such as attracting and recruiting blood donors including maintaining a pool of repeat donors were currently faced by the blood center. This also had implications for sustaining the operations efficiently while maintaining the quality and safety of the blood and blood products. To address its issues and concerns, the blood center performed strategic planning. This strategic plan adopted the conceptual framework from the Comprehensive Model of the Strategic Management Process by Fred David (2011) and incorporated the Mansmith Business Model by Josiah Go (2020). Furthermore, this framework was adopted because it provided a straightforward and useful method for formulating, implementing, and evaluating strategies since SPMC BPS has not yet undertaken a strategic planning process. The strategic plan used the primary data from SPMC-BPS. An interview, and information gathered from focus group discussions of the key personnel of the management of SPMC-BPS were also obtained. Furthermore, the strategy formulation of SPMC-BPS was anchored on the critical factors that were identified in the analysis of the external and internal environment. The following strategy had been identified: 1) the blood center would use the market penetration strategy to increase whole blood collection of both new donors and repeat regular blood donors and, at the same time identify a target segment of blood donors, 2) enhancing the operational efficiency of the blood center would ensure a reliable and sufficient blood supply to meet the increasing demand while maintaining high standards of quality and donor satisfaction and 3) financial sustainability which was vital of blood centers to maintain their operations, ensure the safety and quality of blood supplies, comply with regulations, invest in innovation and infrastructure, and respond to emergencies and public trust. It was the foundation on which the blood center could fulfill its mission of saving lives and improving public health. The implementation of strategic initiatives such as marketing, operational efficiency enhancements, and financial sustainability measures generated a range of positive impacts for the blood center. These impacts included increases revenue, improved financial stability, and enhanced operational efficiency. To monitor and evaluate its strategic initiatives, the blood center would use and identify the key performance areas and key performance indicators as an essential tool for monitoring and evaluation of the organization. Using the identified key performance area and key performance indicators with the monitoring target of each implemented strategy, the blood center performed a monitoring review to evaluate the performance of the blood center.