2. Workshop Overview
Clearly define the complete strategic
planning process.
Explain how to create and execute a
strategic plan.
Provide a common model that the entire
organization can follow.
3. • Your name
• Position
• Why are you here? (Expectations)
5. What is Strategy?
Strategy is an internal response of an
organization to the demands of the
external environment from a general
point of view.
6. Strategic planning
helps us…
• establish priorities
• choose actions
• create a game plan
• allocate resources
7. Why do Strategic Planning?
If you fail to plan, then you plan to fail.
be proactive about the future
• improve performance
• open mind
• solve major issues at a macro level
• communicate what is most important
8. Ask…
Where are we now?
Where do we need to be?
How will we close the gap?
How will we monitor our progress?
9. A Good Strategic Plan should…
• visionary
• flexible
• guide decision making at lower levels
• address critical performance issues
• balance between capability vs. want
10. Pre-Requisites to Planning
Leadership commitment.
Who will do what?
What will each group do?
How will we do it?
When is the best time?
12. In Community Development
Ends:
Enhanced social functioning, self-reliance in problem-
solving and decision-making, increased income and
poverty reduction, access to support services, gender-
fairness in society, among others.
Means:
personnel, facilities, funding, training models,
instructional materials, staff development, performance
evaluation, technology, budgetary provision, site-based
management, leadership style
13. The Strategic Process
assessment baseline components specifics evaluate
Where we are Where we want to be How we will do it How are we doing
• Environmental • Situation – • Performance • Performance
•Mission & Vision
Scan Past, Present Measurement Management
and Future
•Values / Guiding
• Significant
• Background • Targets / • Review
Principles
Issues
Information Standards of Progress
Performance
•Major Goals
• Align / Fit with • Initiatives and
• Situational • Take corrective
Capabilities Projects
Analysis actions
•Specific
• Gaps • Action Plans
• SWOT • Feedback
Objectives upstream –
revise plans
19. Pair Up!
• Products and Services
Describe the operating • Organizational Culture
• Workforce Productivity
environment in terms of
• Infrastructure
• Regulations
• Organizational Structure
Describe the business
• Customer Relationships
relationships in terms of • Partner Relationships
10mins.
20. Present to the group.
Identify the GAPS between the reality
and the ideal.
Identify the specific actions that need
to be done to achieve the IDEAL.
22. VISION
It all begins with an ideal
vision, a panoramic view,
a mega-dream of the kind
of society that we want to
establish for us and the
children of tomorrow.
23. VISION
It must point to the future, without tying itself
down with negative thinking about the past or
present.
It should identify a clear set of desirable
conditions that is written in a format in which
all components represent observable or
measurable ends;
It must communicate hope, energy, and destiny
for all rather than discouragement, distrust or
depression.
24. Sample Vision Statement
We, at EMDC, envision a harmonious
global community where progressive,
critical thinking and active individuals
take pride and dignity in their cultural and
national identities.
Use lots of adjectives.
ü It is society-driven. End-oriented rather than activity-driven
ü Outward-looking.
ü Concise but comprehensive.
ü Communicates hope for all to share.
ü Must describe the ideal description of a community and its
people at some point in the future
ü Means of attaining it are excluded.
ü Full of adjectives.
ü Considers in advance the contribution of an agency in its
realization.
26. 1. Answer the following questions and list down
your answers:
What kind of World (community, country) do
you dream for you and your love ones to live?
What kind of people do you dream to live in
that ideal society?
27. 2. Make a social photography of our present
society from the social, political, economic,
cultural, and environmental millieu
List down what you like in our current society
which you can reinforce, legitimize, and/or
rationalize.
List down what you dislike in our current society
which you can change
28. 3. Using adjectives, convert your answers in
numbers 1 and 2 in a vision statement.
4. Polish the output in no. 3 to ensure that it
communicates hope and inspiration for all
(North Star).
5. Check the criteria for determining a good
vision statement.
29. Vision Statement Checklist
1. It is society-driven. End-oriented rather than
activity-driven
2. Outward-looking.
3. Concise but comprehensive.
4. Communicates hope for all to share.
5. Must describe the ideal description of a
community and its people at some point in the
future
6. Means of attaining it are excluded.
7. Full of adjectives.
8. Considers in advance the contribution of an
agency in its realization.
31. Mission
It is a precise description of what an
organization does.
It should describe the business the
organization is in.
It is a definition of “why” the organization
exists currently.
Each member of an organization should be
able to verbally express this mission
32. Sample Mission Statements
To Explore the Universe and Search for Life
and to Inspire the Next Generation of
Explorers (NASA)
Provision of holistic education for the
development of perceptive, dynamic and
talented young men and women as catalysts
of social transformation. (EMDC)
Use verbs (NASA) or nouns (EMDC).
33. MISSION STATEMENT CHECKLIST
1. Put the adjectives stated in the vision statement in a
multiple quadrant.
2. List down your core competencies (where your
organization is good at), core values, the industry
that your organization is in, and the market/ publics/
clients that you intent to serve.
3. Juxtapose nos. 1 and 2.
4. Formulate your mission statement. What can your
organization contribute to the realization of a part of
the vision statement?
34. MISSION STATEMENT CHECKLIST
5. Use a noun form such as terms like production,
provision, etc. of student graduates which critical
descriptions of how they look like
6. It must be broad enough to inspire all but narrow
enough to have a focus
7. Brief and concise
8. Must NOT include the means in operationalizing it.
35. Vision Mission
We, at EMDC, envision a Provision of holistic
harmonious global education for the
community where development of
progressive, critical perceptive, dynamic and
thinking and active talented young men and
individuals take pride and women as catalysts of
dignity in their cultural and social transformation.
national identities.
The IDEAL WHAT WE CAN DO
37. Goal
Describes a future end-state – desired outcome that is
supportive of the mission and vision.
Shapes the way ahead in actionable terms (verbs).
Best applied where there are clear choices about the
future.
Puts strategic focus into the organization – specific
ownership of the goal should be assigned to
someone within the organization.
May not work well where things are changing fast –
goals tend to be long-term for environments that
have limited choices about the future.
38. Sample Goal Statement
Eastern Manila Development Center
will deliver the highest standard of
education for foreign and local
students in Rizal.
Use action words.
39. We, at EMDC, envision a
harmonious global community
Vision where progressive, critical thinking
and active individuals take pride
and dignity in their cultural and
national identities.
Provision of holistic education for the
Mission
development of perceptive,
dynamic and talented young men
and women as catalysts of social
transformation.
Eastern Manila Development Center
Goal will deliver the highest standard of
education for foreign and local
students in Rizal.
41. SMART Objectives
Specific
Measurable
Attainable
Realistic
Time-bound
42. Objectives
Relevant - directly supports the goal
Compels the organization into action
Specific enough so we can quantify and
measure the results
Simple and easy to understand
43. Objectives
Realistic and attainable
Conveys responsibility and ownership
Acceptable to those who must execute
May need several objectives to meet a goal.
44. Eastern Manila Development Hire qualified and competent
Center will deliver the teachers.
highest standard of
education for foreign and Provide up-to-date facilities.
local students in Rizal.
45. Pair Up!
Given the mission and goals, list at least
10 objectives for the organization.
Be SMART.
10mins
48. Types of Operational Planning
Standing Single-Use Contingency
Plans: Plans: Plans:
alternative
2.Policies 2.Programs
courses of
3.Projects
3.SOPs
action to cope
4.Rules and with uncertainty
Regulations and change
49. Action Plans
• identify the specific steps that will be taken to achieve
the initiatives and strategic objectives – where the
rubber meets the road
• support each objective
• points toward operations, procedures, and processes
•
• describes who does what, when it will be completed,
and how the organization knows when steps are
completed
•
• requires the monitoring of progress
50. Get in the action.
As a group, draw an action plan for
each specific objectives agreed
upon.
Write the plans on the action plan
template.
1hour
53. Monitoring and Evaluation Format
Period Covered _________________________
1. Introduction
- Prefatory Statement about the report
- Purpose of the Report
- Contents of the Reports
- Period covered by the report
2. Planned Outputs versus Actual Accomplishments
- For each of the major target outputs for the period covered, what is
the level of performance or accomplishments? - No output? Below
Plan? On Plan? Above- plan? What is the finding?
- What is the reason for such a performance, especially if the
performance is no output, below plan or above plan?
54. Monitoring and Evaluation Format
3. Other Outputs not Included in the Plan
- What are the other outputs in the period covered by the report but
were not included in the plan for the period?
- Describe what are these, why are these done, who did these, what
resources were used, when are these done, where are these done?
- What commitments to customers, if any were done, and what are its
implications to the vision, mission, and goals of the organization?
4. Problems Encountered and Recommendations
- What are the problems met that hindered and/or constrained the
implementation of planned activities?
- What has been done about the problem by the concerned unit? What
were the results? Are the problems addressed?
- What are your unit’s plan of action to address the problem? What
management support, i.e. resource support, policy support, etc. are
needed?
56. The Strategic Process
assessment baseline components specifics evaluate
Where we are Where we want to be How we will do it How are we doing
• Environmental • Situation – • Performance • Performance
•Mission & Vision
Scan Past, Present Measurement Management
and Future
•Values / Guiding
• Significant
• Background • Targets / • Review
Principles
Issues
Information Standards of Progress
Performance
•Major Goals
• Align / Fit with • Initiatives and
• Situational • Take corrective
Capabilities Projects
Analysis actions
•Specific
• Gaps • Action Plans
• SWOT • Feedback
Objectives upstream –
revise plans
58. Get Early Wins (Quick Kills)
to create some momentum
Seek external expertise
(where possible and
permissible)
Articulate your requirements
to senior leadership if they
are really serious about
strategic execution