April 26, 2022, La Carmela De Boracay Hotel

2. Josefina B. Bitonio, DPA
IGPS - LNU
Overview of the
Strategic Planning
Process
Josefina B. Bitonio, DPA
IGPS - LNU

3. 1980’s Michael Porter
Competitive Strategy
and competitive
advantage
Public-sector
strategic
planning

4. Change

5. Our world today has been described by the acronym VUCA (volatile,
uncertain, complex, and ambiguous). Thus, In this rapidly changing
world, organizations and individuals need to engage in continuous
learning.
1 2 3 4 5

7. Kurt Lewin’s Force – Field Theory of Model Change (1940)
A theory thar argues that some two sets of opposing forces within an
organization determine how the change will take place
Level of
Performance
(efficiency)
Time
2016-2021 2022-2027
Forces for
change
Resistances to
Change
Options:
1. Increase
forces for
change
2. Reduce
resistances
3. Both
Unfreeze Change Refreeze

8. Unfreeze
• Preparing to change
• Communicate reasons
for change
• Ensure success:
Understand why
change has to take
place
Create a vision
Communicate the
vision
Encourage
feedbacks
Change
• Actual change is
being implemented
• People will take time
to support the change
• Communicating the
reasoning behind
reasons for change
• Be open to questions
• Be prepared to hurdle
• Get more people
involved in the
process
Refreeze
• People need to be
advised to continue
working on the new way
• Making the change
relatively permanent

9. 0-10 point Socioeconomic Agenda and is geared towards
the Ambisyon Natin 2040
2030 Sustainable Development Goals
• ICA, ILO, WOCCU, ACCU
Philippine Development Plan; Philippine Cooperative
Development Plan
• Various Local Development Plans
• Various Stakeholders Plan
i.e RCO/SAO/NAC
Top Down – Bottom
Up Approach
Hierarchy of Plan

10. Actors Advancing Development
in a Country
Government
NEDA
LGUs
Public Sector Private Sector
Business
Civil Society Orgn.
NGOS
Councils

11. What is a strategic plan for
CSOs?
A strategic plan extends your mission
into easy-to-track, measurable
projects and goals. Your strategic
plan defines where your organization
wants to go and outlines how to get
there. As factors change along the
way, your strategic plan should be
consulted or adjusted, making it a
valuable guide for your operations.
Your strategic plan defines where your
organization wants to go and outlines
how to get there. The SP extends your
mission into easy-to-tract measurable
projects and goals. Your plan should
be consulted or adjusted as you
encounter changes.
Strategic Plan for
CSOs

13. o How can they create greater and more
enduring public value? How can they build on
organizational strengths and take advantage
of opportunities while minimizing
organizational weaknesses and overcoming
challenges to their organizations?
o How can they formulate desirable
strategies and implement them effectively?

14. Learn, Unlearn, Relearn
To shape future,
One must be
willing to
change their
paradigms
As the velocity
of change
accelerates,
historic
paradigms are
surrendering to
new.

15. Learn, Unlearn, Relearn
 Self aware, open understanding,
open to constructive criticisms
 Learn and grow from past mistakes.
 Challenge what you think you know
(know conventional truth and half
truth)
 Step outside your circle of
influence.
 Develop principles, shape your
skills, bridge and blend ideas with
practicality.
 Self changes for the better.
 Repeat cycle.
• The paradox of life. We have more
knowledge but less judgement, more
experts but less solutions, We need
to listen more, speak less. We need
to deep down into ancient book of
wisdom that we used when we once
created them.
• Change is not merely necessary to
life. It is life.
• It is life that requires us to adopt and
constantly learn because the future
is fluid not frozen.

16. The ABCs of Strategic Planning
Where You are ?
Mission and mandates
Structure and systems
Communications
Programs & services
People and Skills
Budget support
Where you want to be?
Mission and mandates
Structure and systems
Communications
Programs & services
People and Skills
Budget support
How to Get there?
Strategic plan
IT & HR plans
Communications
Hiring & training
Budget Allocations
Vision, Mission
and Goals
STRATEGIC
ISSUES
Strategy
formulation
Strategy
Implementation
Bryson and Alston, 2004
A
B
C

17. Create Public Value
Meet mandates and fulfill missions
Produce fundamental decisions and actions that
shape and guide what the organization is, what it
does, and why it does it
Organize
participation
Create ideas for
strategic action Build a winning
coalition
Implement
strategies
Purposes and Functions of Strategic Planning
(Bryson, 2004b, p 25)
Securing the future

18. • Create public value by meeting mandates
by fulfilling your missions. In order to do
so, the organization must produce
fundamental decisions and actions that
shape and guide what the organization is,
what it does, and why it does so.
Producing those decisions and actions
requires an interconnected set of activities
that organize participation, create ideas for
strategic actions, build a winning coalition
and implement strategies
Create
public value

19. Planning Models for CSOs
• Issue –Based Planning - to truly understand the issues and
determine how to address them.
• Gap Planning - referred to as a “Need-Gap Analysis,” “Need
Assessment,” or “the Strategic-Planning Gap.” It is used to compare
where an organization is now, where it wants to be, and how to
bridge the gap between. It is primarily used to identify specific
internal deficiencies.
• Goal-Based Strategic Planning - is the reverse of issue-based.
This approach works backward from the future to the present. It all
starts with your organization’s vision. goal time frames are typically
about three to five years. Stakeholders will create action plans for
each goal and begin tracking and measuring progress.

20. Issue-Based Planning

22. Creating Ideas
Real strategists
get their hands
dirty digging for
ideas, and real
strategies are
built from the
nuggets they
uncover.

23. Exercise: Draw 4 lines connected to each
other

24. Strategic Planning to Strategic Management

25. Internal
Strength
Weaknesses
External
Opportunities
Threats
Environmental
Scanning
Vision
/Mission
Reasons
for
existence
Objectives
What to
accomplish
By
When
Strategies
Plans to
achieve
the
mission
&
objectives
Policies
Guidelines
for decision
making
Strategy Implementation
Programs
Activities
needed to
accomplish a
plan
Budget
Cost of
the
Programs
Procedure
Sequence
of the
thing to
do the
job
Performance
Evaluation &
Control
Strategy Formulation
Strategic Management Model
F e e d b a c k s

26. Who are our
stakeholders?
Stakeholders are
people, groups. Or
institutions which are
likely to be affected
(positively or negatively)
by a proposed
intervention or
programs/projects/activi
ties that can affect the
outcome of the
intervention.
- Local Government Units
- Political parties
- Technology/service
providers
- Suppliers
- Buyers
- Affected groups
- Interested partied
Stakeholders Analysis
Stakeholders
include:

28. Stakeholder SWOT (stakeholdermap.com)

31. Strengths Weaknesses
Opportunities Threats

34. Vision
• How do you formulate a
vision – is it for the sector?
Or Organization (SAO,
RCO)?
• Where do you see your
organization in 3-5 years?
• What is that big goal that
could polarize your team?
• One big target that everyone
in the organization can
contribute to?

36. Oxfam = A just world without poverty (5
words)
Human right Campaign – Equality for
Everyone (3)
Habitat for Humanity – A world where
everyone has a decent place to live up (10)
World Vision - Our vision is to leave a
sustainable world for future generation (11)
Gawad Kalinga - Building a nation empowered
by people with faith and patriotism (10)

37. Mission • Why do you exist?
• Where are you
going?
• Why should you go
there?
• What do you do for
them
Our purpose . . .

38. Hierarchy of Purpose
• Purpose. What is the purpose of
the organization and how is that
purpose best pursued? What is
the strategic vision supporting this
purpose?
• Priorities. Given the stated
purpose and vision, what matters
most to the organization now and
in the future? What are its
priorities now and over the next
two to five years?
Some go on meaning, purpose that
pulls you toward the future, pulls you
through all type of challenges and
difficulties

39. National Alliance of
Cooperatives
Section 1. Composition. The National Alliance of
Cooperatives (NAC) shall be composed of
the Sectoral APEX Organizations (SAOs). Each
represented by not more than three (3)
two (2) shall serve as permanent members while
(1) shall be an alternate representative.
Section 2. Functions. As the overall consultative
and coordinating body with the Authority, the
following functions:
1.To participate in the formulation and
implementation of the cooperative development
plan at the national level;
2.To promote and uphold the cooperative
3.To conduct forums, consultations and such
necessary in the promotion of their advocacies
reasonable fees therefor, as may be permitted by
4.To submit to the Authority reports on every
participated;
5.To disseminate relevant information, engage
activities in order to stress the significance and
cooperatives in the society and in the economy
participation therein; and
6.To adopt internal rules for the operation of the
the approval of the Authority
Sectoral Apex Organizations
(SAOs)
Section 1. Composition of Sectoral APEX
Organizations (SAOs). Initially, the SAO shall
be composed of one (1) representative from
each RCOs and representatives from each
type of cooperative that the Authority may
identify to have representation in the SAO.
Section 2. Functions. As the overall
consultative and coordinating body with the
Authority, the SAO shall have the following
functions:
1.To represent such cluster in the National
Alliance of Cooperatives in the performance
of the Alliance’s role and functions;
2.To promote and uphold the cooperative
principles and values;
3.To conduct forums, consultations and
such other necessary activities pertaining to
the specific cluster and to collect reasonable
fees therefor, as may be permitted by the
Authority;
4.To submit to the Authority reports on
every activity conducted or participated;
5.To make policy proposals and to engage
in negotiations to protect member’s
livelihoods, jobs and local communities;
and
6.To adopt internal rules for the operation
of the SAO subject to the approval of the
Authority.
Regional Clustered Organizations
(RCOs)
Section 1. Composition of Regional Clustered
Organizations (RCOs). There shall be automatic
membership of all qualified primary cooperatives,
federations of cooperatives to the cluster based on their
authorized business activities in their Articles of
Cooperation.
Unions shall join the education and advocacy cluster. In
the case of sectoral cooperative unions, they shall join
the cluster where the sector belongs.
There shall be six regional clustered organizations
(RCOs) for every region, as follows:
1.Credit and Financial Services, Banking, Credit Surety
Fund and Insurance;
2.Consumers, Marketing, Producers, and Logistics;
3.Human Services: Health, Housing, Workers, and Labor
Service;
4.Education and Advocacy;
5.Agriculture, Agrarian, Aquaculture, Farmers, Dairy,
and Fisherfolk; and
6.Public Utilities: Electricity, Water, Communications,
and Transport.
Section 2. Functions. As the overall consultative and
coordinating body with the Authority, the RCO shall
have the following functions:
1.To represent in the SAO the clusters in the region;
2.To promote and uphold the cooperative principles
and values;
3.To conduct forums, consultations and such other
necessary activities pertaining to the cluster in the
region and to collect reasonable fees therefor as may be
permitted by the Authority;
4.To submit to the Authority reports on every activity
conducted or participated; and
5.To make policy proposals and engage in negotiations
to protect member’s livelihoods, jobs and local
communities.

41. Values
• What is the DNA of your organization?
• What do you value?
• What are the cultures and
norms of your organization?
• What character should we
possess and carry all the time?

42. • What values are important to the
organization?
• How would you describe the organization if
it’s a person?
• What is “the way you do things around
here?”
• What is not acceptable behavior?
• What values drives performance?

46. AUTONOMY AND
INDEPENDENCE
EDUCATION, TRAINING
& INFORMATION
COOPERATION AMONG
COOPERATIVES
CONCERN FOR
COMMUNITY
DEMOCRATIC MEMBER CONTROL MEMBER ECONOMIC PARTICIPATION
VOLUNTARY AND OPEN
MEMBERSHIP
SELF-
HELP
SELF-
RESPONSIBILITY
EQUALITY
HONESTY OPENNESS
SOCIAL
RESPONSIBILITY
DEMOCRACY
CARING FOR
OTHERS
SOLIDARITY
Co-ops Principles are practical applications of co-op values
Co-op / Ethical values are the foundation of the co-op principles
EQUITY

47. SAO’s Tagline:
Taglines- creating a memorable dramatic
phrase, informative and easy to remember;
Some Examples:
1. BDO – “We find ways”
2. PAL – “The Heart of the Filipino”
3. New Ford Explorer: “Always Unstoppable”
4. Metro Bank: “Your in Safe Hands”
5. Lenovo: “Keeping up with Tech Trends That Matter”
6. LBP: “We help you Grow”
7. SACDECO: “Reaching out, Enriching Lives”
8. ICCB: Kontento Ka na, Aasenso ka pa”
9. M. Lhulier: “Madali, Mabilis, Maasahan”
10. Robust: “Ilabas ang Lakas”

49. SPECIFIC
(simple, sensible,
significant)
MEASURABLE
(meaningful,
motivating)
ATTAINABLE
(agreed,
attainable)
RELEVANT
(reasonable, realistic and
resourced, results-based)
TIME BOUND
(time-based, time limited, time/cost
limited, timely, time-sensitive)
Set
SMARTER
Goals
EFFICIENT
(less time, less resources
but with better results)
RELATED TO MEMBERS
(Responding to members
needs)

50. Why we need strategy
Strategic planning is one way to help
organizations and communities
deals with their changed
circumstances. It intended to
enhance the organization’s ability to
think, act, learn strategically. It helps
organizations clarify and resolve the
most important issues they face.

51. • To set directions and priorities.
• To manage time and other
resources.
• Better thinking.
• Better decisions.
• Better results.
• To improve the health of the
organization.
Why we
need
strategy?

52. Develop and implement effective
strategies, but organizations
should also remain open to
unforeseen opportunities as well.
Too much attention to strategic
planning and reverence for
strategic plans can blind the
organization to unplanned and
unexpected yet incredibly useful
sources of information, insights
and actions.
Identify
Obstacles

53. • RCO/SAO
• Consultative
Meetings
• Strategic
Planning
2022
• Strategic
Planning
• Review and
Formulation of
CDP
• Policy
Recommendatio
ns
• Review and
Assessments
2023
• CDF M & E
Policy
Recommendat
ions
• Review and
Assessments
2024
• CDF M & E
• Policy
Recommendat
ions
• Review and
Assessments
• Disseminate
significance
and impact of
cooperatives in
the society
• Policy
Recommendati
ons
• Review and
Assessments
2025
Y1 Tactical
Plan
Implementation
Y2 Tactical
Plan
Implementati
on
Y3 Tactical
Plan
Implementati
on
Y4 Tactical
Plan
Implementati
on
2026
Y4 Tactical
Plan
Implementati
on

54. Assumption: There will be a consensus on goals, policies, programs and
action necessary to achieve organizational aims or there will be someone
with enough power and authority that consensus does will not matter
Actions
Programs
Policies
Goals
Rationale Planning Model
Bryson, 1947
Decisions and actions that shape and guide
what the organization is, what it does, and
why it does so

55. Issue areas
Policies and programs
More general
Policies
Most General Policies
Political Decision Making Model
Bryson, 1947

56. Metrics
KPIs KRIs
Analytics
Results
• Performance Measures and Targets
• What are the measures of your
strategic priorities?

57. KPIs
If success was a place, how
would you know if you got
there?
Outputs, outcomes and impact are terms used to
describe change at different levels. Outputs are
the products, goods and/or services which result
from a development intervention.
These are designed to produce outcomes – the
short- to medium-term effects of an intervention –
and eventually impacts. Whilst the terms are in
common use, there is great inconsistency in how
they are interpreted.

58. Strategy
Implementation • Clarification of the mission to be
pursued and issues to be
addressed,
• Development and exploration of
strategic alternatives,
• and an emphasis of the future
implications of present decisions.
Feedbacks

59. What is going to
move the needle in
the vision?

60. It’s all about alignment
• Alignment with the
leadership team
• Alignment with the vision
and strategy
• Alignment with the whole
organization

61. • Need to align team to
execute the plan
• Who are the key people in
the organization responsible
in the function areas?
• What are the gaps as far as
key functions?
• Are there people responsible
for more than one area?
Human Resource
Each
person
developing
self
discipline
to do their
part

62. Get people on the same page
Ensure that people and stakeholders are working towards
common goals

63. • Communicate simply and clearly
• Get buy-in
• Match goals and motivation
• Capability to execute
How do
you get
alignment?

64. Strategy is about choices
Co-op: Securing the Future

65. Strategy Map

66. Workshop 8 :STRATEGIC MANAGEMENT OPTIONS
Goal
1 2 3 1 2 3 1 2 3 1 2 3
93 89 91
Your choice
which criteria
to use
C R I T E R I A
Magnitude
Acceptability
Relevance (VMO)
Doability/Viability
Cost-Effective
Impact
Sustainability
T O T A L 100
A
Goal Goal Goal

67. Workshop 8 :STRATEGIC MANAGEMENT OPTIONS
Goal
1 2 3 1 2 3 1 2 3 1 2 3
93 89 91
Your choice
which criteria
to use A or B
CR I T E R I A
Clarity
Consistency
Appropriateness
Adequacy
Effectiveness
Efficiency
Sustainability
Others
T O T A L 100
B
Goal Goal Goal

69. The main idea of a strategy
map is that each strategic
objective is represented by a
shape, usually oval. Very
rarely are there more than
20 objectives. Tracking too
many will dilute your overall
message, making your
strategy difficult to
communicate.

70. Vision and Mission (2022-2025)
PPA with Success
Indicators
goals
Goals
SDG, AMBISYON 2040, CDP
Core Values

71. ACTION PLAN
Program
/Project
TIMELINE Duty Bearers
PP #1
PP #2
PP #3
PP #4
Success Indicators
80% issues
addressed
100% operational
manual developed

72. Environmental
analysis scanning
Strategy
formulation
Strategy
implementation
Evaluation
and control
Willingness to
do whatever it
takes . . .

73. The greater majority of Filipinos are
decent, God fearing, law abiding
men and women. Even in the civil
service, the greater majority of the
employees are honest and willing to
work hard. The problem with these
desirable Filipinos is that they
belong to the “Silent Majority”.

74. Life and learning
are collaborative
journeys. Make
things happen
Happy
Planning
Movers and shapers of the coop movement