This is for Reference

1. December 2020
PUP-OU Manila
OVERVIEW OF
STRATEGIC PLANNING
AMARO-BOHOL-DE LIOS

2. DEFINING PLAN & PLANNING
A plan is a systematic course of decisions and
actions for attaining a set objective.
Planning is the process of carrying out plans. It
involves setting goals and identifying strategies,
tools, and tactics to attain them.

3. TYPES OF PLANNING
Operational
Planning
Intermediate
Planning
Contingency
Planning
Strategic
Planning
What - the strategies and
tasks to be achieved /
completed.
Who - the individuals who
have responsibility for
each task strategy / task.
When - the timeline for
which the strategies/tasks
must be completed.
How much – the financial
resources available to
complete a strategy/task.
It is also called an
administrative planning. It
is usually done in the mid-
level management during
middle of the fiscal year.
The purpose of this kind of
planning is to allocate
organizational resources
and coordinate internal
subdivisions of the
organization.
It is a plan important in
effectively handling
significant issues that
interfere in getting the
organizational work done.
These are otherwise
known as the “Plan B”
with two major goals
including (a) To contain
the damage to or loss of
people and property and
(b) To continue the
company’s primary
operations without
interruption.
It is an organizational
management activity that
is used to set direction,
define priorities, focus
energy and resources,
strengthen operations,
and ensures that both
internal and external
stakeholders are working
towards a common goal.

4. CONCEPTS OF
STRATEGIC PLANNING
Strategy formulation is an analytical process of identifying the best suitable course of action to meet
organizational objectives and vision. Through this, the organization is allowed to countercheck its
resources, provides financial plan, and establish action plan in attaining the organizational goals. It is also
a systematic long-range planning activity and is either proactive or reactive but is future-oriented which
focuses on a 3-5-year operation of the organization. It generally aims to create an overview of the future
the organization desires and to design ways to make their plans into reality.

5. STEPS OF STRATEGIC PLANNING
Establishing
Organizational
Objectives
A vital part of any
strategy statement
is setting the long-
term objectives of
the organization.
Basically, strategy
is a medium of
realizing the
organizational
objectives
1 2 3 4 5 6
Analysis of
Organizational
Environment
This step requires
analyzing the
Strength,
Weakness,
Opportunities, and
Threats (SWOT
Analysis) of the
organization.
Formulating
Quantitative
Goals
This step involves
setting the
organization’s
quantitative target
values vis-à-vis
organizational
goals.
Objectives in
Context with
Divisional
Plans
Execution of plan
involves all units or
department of the
organization. Thus,
setting up targets
for every
department is
significant.
Performance
Analysis
This is done to
estimate the
degree of variation
between the actual
and the standard
performance of an
organization.
Selection of
Strategy
It involves
evaluation of the
alternatives and
selection of the
best course of
action after
considering
organizational
goals, strengths,
potential and
limitations and
external
opportunities.

6. CHARACTERESTICS OF
STRATEGIC PLANNING
The Strategic Plan
Includes Specific
and Tangible
Actions Assigned
to Individuals
The Strategic Plan
is Linked to The
Organization’s
Profit and Loss
Statement
The Strategic Plan
Incorporates
Specific Measures
to Evaluate
Progress
Strategic Plan is
Inclusive
Senior
Management
Collectively Owns
the Strategic Plan
The Strategic Plan
Incorporates
Operational
Realities

7. SCOPE OF
STRATEGIC PLANNING
External Assessment
Internal Assessment
Priority Issues and Programs
Vision, Mission, Values, and Philosophy
Goals
Objectives
Strategies
Policies and Procedures
Implementation
Evaluation

8. APPROACHES OF STRATEGIC PLANNING
Goals
Focus
Issues
Focus
Systems
Focus

9. APPROACHES OF STRATEGIC PLANNING
This is the most
common form of
strategic planning but is
also the least strategic.
This approach heavily
emphasizes on
establishing clear
business goals. Action
plans are then
developed to achieve
these goals.
Goals
Focus
This is right for you if:
a. You are confident on how your business
creates, delivers and captures value.
b. You are confident that you can identify
goals into the future.
c. Your business has very limited resources
in terms of people, time and money to
devote to a more comprehensive
strategic planning process.
d. You have established clear mission, vision
and values statements that are
understood by your entire business team.
e. There are very few, if any, critical issues
facing your business.
f. The internal and external environment of
your business is somewhat stable.
g. Decisions are made often in a top-down,
hierarchical fashion.
h. Your business has successfully
implemented a strategic plan within the
last two years.

10. APPROACHES OF STRATEGIC PLANNING
This approach is
sometimes referred to as
Critical Issues Panning.
Compared to Goals
Focused Approach, this is
somewhat more
strategic. It emphasizes
on a situational analysis
of the business. Then, it
moves to identifying the
issues impacting the
business; whereas, action
plans are determined to
counter the issues.
Issues
Focus
This is right for you if:
a. You are confident on how your
business creates, delivers and
captures value.
b. Your business faces several critical
issues that need further clarity.
c. Your business has very limited
resources in terms of people, time
and money to devote to a more
comprehensive strategic planning
process.
d. You expect or foresee major
changes in the internal and/or
external environment of your
business sector over the next year or
so.
e. Your management team struggles to
identify and reach consensus on key
issues and clear goals for the future.

11. APPROACHES OF STRATEGIC PLANNING
This approached is
considered the most
strategic and
comprehensive form of
strategic planning.
Systems Focused is non-
linear, organic, iterative,
intuitive approach to
strategic planning that is
best suited to
entrepreneurial minded
organizations. The value of
this approach is that it
provides the business a
big-picture perspective
cause and effect
relationship of its business
System
s
Focus
This is right for you if:
a. You would like clarity on how your
business creates, delivers and captures
value.
b. You would like more clarity on your
mission, vision, and values statements
before attempting to make major
decisions impacting the financial future of
your business.
c. You have struggle conform to any type of
strategic planning process.
d. You are unsure of your desired
competitive position and/or social
impact.
e. The external environment of your
business is constantly changing.
f. Decisions are made often in a bottoms-
up, organic fashion.
g. You have struggled in the past to adhere
to any type of business planning process.
h. Your business has never before
developed and implemented a complete
strategic planning process.

12. TECHNIQUES & TOOLS IN STRATEGIC PLANNING
VMOST: Vision, Mission, Objectives, Strategy, and Tactical
1
SWOT: Strengths, Weaknesses, Opportunities, and Threats
2
PEST: Political, Economic, Social and Technology
3
SOAR: Strengths, Opportunities, Aspirations, and Results
4

13. TECHNIQUES & TOOLS IN STRATEGIC PLANNING
Boston Matrix
5
Porter’s Five Forces
6
Maturity Model
7
Root Cause Analysis
8

14. EDUCATIONAL PLANNING
Educational planning in its most generic sense is the process of developing curriculum. It is
the application of rational, systematic analysis to the process of educational development
with the aim of making education more effective and efficient in responding to the needs and
goals of its students and society.
GOALS
Clarification of Educational
Objectives
a.Diagnosis of Present Conditions
and Recent Trends
Assessment of Alternatives
Translation of Plans into Actions Evaluation and Adjustments

15. PROCESS OF EDUCATIONAL PLANNING
1
a.Pre-Planning Stage
2
a.Planning Stage
3
a.Diagnosis

16. PROCESS OF EDUCATIONAL PLANNING
4
a.Formulation of Policy
5
a.Assessment of Future Needs
6
Costing of Needs

17. PROCESS OF EDUCATIONAL PLANNING
7
Target Setting
8
Feasibility Testing
9
Plan Formulation

18. PROCESS OF EDUCATIONAL PLANNING
10
Plan Elaboration
11
Plan Implementation
12
Plan Evaluation, Revision, &
Re-Planning

19. ROLE AND
IMPORTANCE OF
STRATEGIC PLANNING
IN EDUCATION A strategic plan effectively
organizes schools and their staff.
A strategic plan defines how success
is measured.
A strategic plan aids a school’s
board with governance decisions
and provides direction for the
future.
A strategic plan articulates a
shared vision, mission and values.

20. ROLE AND
IMPORTANCE OF
STRATEGIC PLANNING
IN EDUCATION
A strategic plan increases
communication and
engagement.
A strategic plan keeps everyone in a
school—from teachers to
administrators—connected.
The best reason of all for strategic
planning comes back to every
great school’s number one
priority: students.

21. THANK YOU!