This document discusses various planning models and processes. It describes Hudson's typology of 5 planning models: synoptic, incremental, transactive, advocacy, and radical. It also discusses Wilson's addition of mixed scanning, learning adaptive, and general systems models. Adams further grouped these typologies. The document contrasts the technicist, political, and consensual planning models and provides an example table comparing their processes, structures, and technologies. It defines endogenous and exogenous variables and discusses the NEDA development planning model which outlines policies, strategies, implementation, monitoring, and evaluation steps.

1. Planning
Process MPA 207

2. At the present stage of development is the transformation of the
whole complex of economic, social, relations of power and it is very
important that these changes were the most effective way, taking into
account the well-defined, scientifically- based priorities. Current trends
that are observed in the external environment and within the country,
necessitated, and the desirability of an overall economic development
strategy of enterprises, organizations, government bodies and local
government units

3. These and other questions of equally significant stature are ones that
business leaders cannot ignore. Indeed, if these leaders are to survive they
need to address them head-on. In doing so, they need to painstakingly
examine their current business strategies and hold them up to the new
realities and determine what needs to be changed. In short, they need to
re- invent their strategies! A failure to do so could prove fatal

4. The future is still the future – uncertain and ambiguous,
the data needs are seldom available and unforeseen events
still happens (Abraham, 2012)

5. Planning is a process to find a strategy that will achieve
certain organizational purposes that can be broken down
into steps and learned and the activities associated with it
ingrained into the culture and life of the organization)

6. It is clear that frenetic pace of change and
changing circumstances require the constant
renewing of one’s business models, defining a
unique market position and occupying it
otherwise the value will flow away from the
organization to the competitors (Abraham, 2012)

7. Planning becoming increasingly important to organizations. The tumultous
national and global economy has adversely impacted every industry, and
profession. Organizations have downsized and rightsized and are now
having to do much work with fewer resources. On a daily basis, executives,
managers, supevisors, and individual contributors are asked to do
significantly more; which requires all employees regardless of their level,
area of responsibility to function in an environment marked

8. On a daily basis, executives, managers,
supevisors, and individual contributors are
asked to do significantly more; which
requires all employees regardless of their
level, area of responsibility to function in an
environment marked by competing
priorities and multiple stakeholder groups.
Today’s organizational relaities make it more
essential to make proper and appropriate
business decisions. Such complexity
showcases the need for clear thinking, clear
communication and a clear directive – all
the product of effective thinking (Simerson
(2011).

9. Planning is a
fundamental part of our
lives. It is a process by
which by which one will
formulate its particular
intent, identify one or
more associated goals
and then decide on the
actions you will take to
realize your intent and
achieve your goal
(Simerson (2011).

10. Strategic Planning is inextricably interwoven into the
entire fabric of management. It is not something
separate and distinct from the process of management.
There is the shifting focus of management from
operations to strategy (Steiner, 1979).

11. Strategic Planning is inextricably interwoven into the
entire fabric of management. It is not something
separate and distinct from the process of
management. There is the shifting focus of
management from operations to strategy Steiner
(1979).

13. Typology of Planning Models
& Strategic Planning Process Models

14. )
- first scholar to develop a typology of planning
models.
- used the acronym SITAR for the five planning in
his topology.
S – Synoptic Model
I – Incremental Model
T – Transactive Model
A – Advocacy Model
R – Radical Model Hudson (1974)

15. Synoptic Model
- Identical to the popular rational model
- includes 4 classical elements
 Goal Setting
 Identification of alternatives
 Evaluation of means against ends
Implementation of design

16. Incremental Model
- suggests that planning is contained more by available
means than by the definition of the goals
- planned change at any level – institutional, sectoral and
national – typically represents small adjustments from
the past.

17. Transactive Model
- emphasizes interaction and interpersonal
dialogue and the process of mutual learning in
planning.

18. Advocacy Model
- underscores the confrontational characteristics
of decision-making.

19. Radical Model
- has two versions
 Spontaneous activism is guided by self-
reliance and mutual aid.
 Focuses on situational characteristics of
nations or systems that inhibit the equitable
distribution of goods and services.

20. Wilson (1989)
- Introduced three other alternative models in addition to the rational
and incremental models.
1. Mixed Scanning
2. Learning Adaptive
3. General System Models

21. Mixed Scanning
- more realistic that the rational
model and was passive than the
incremental model

22. Learning Adaptive
- treats planning as a process of social
learning built on individual psychological
development that is best realized in small,
non-hierarchical groups

23. General System Models
- attempts to use the idea of a system
as a unifying scientific paradigm

24. Adams (1991)
- group and classified into two groups the typologies developed by
Hudson and Wilson as well as other theorists.
Rational Interactive
Synoptic Political System
Resource Allocation Incremental
Resource Allocation Organizational Development
Manpower Advocacy
Rate of Return Learning Adaptive
Satisficing Mixed Scanning
- presents the most popular rational model in educational planning
literature and practice which calls it as the technicist model.

25. Actions
Programs
Policies
Goals
Rationale Planning Model
Bryson, 1947
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

26. Technicist Planning Model
- expert-driven, assumes a linear process of decision-making , levels to treat
the organization as a “black box” and severely limits the numbers of
variables examined to quantifiable indicators of educations effects.

27. Political Model
- views planning as a dynamic, shifting process of
interaction and exchange.
- it rejects the assumption of rational
decision- making

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

29. This model is inductive. It begins with issues which almost by
definition involve conflict, not consensus. The conflicts maybe over
end, means, timing, locations, political advantage, reasons fro
change, or philosophy or values and the conflicts maybe sever. As
efforts to resolve these conflicts and learn how to move ahead,
policies and programs emerge that Address the issues that are
politically rationale and politically acceptable to involved or affected
parties.

30. Consensual Model
- recognizes education as an open human system
located in a social environment too indefinite and
inconstant to allow easy generalizations.

31. Table 1
Comparison of Three Planning Models
Model Process Structure Technology
Technicist Analytical and
administrative
activities by oligarchy
of specialist
Centralized planning
offices; clear lines of
authority
Systems analysis, cost
benefit studies,
programming techniques,
MIS
Political Exchange, negotiation,
cooptation by various
stakeholding groups
Centralized goal and policy
mechanism; diffuse means
of articulation and less
formal and aggregation of
interests
Combination of formal
analytical and information
systems and less formal
information exchange
Consensual Dialogue,
consciousness-raising
Decentralized small face to
face groups
Delphi, team intervention

33. Strategic Planning Process
Models
Planning Model
- a set of variables classified as endogenous and
exogenous, cause effect relationships among
these variables and the consistency of these
relations.

34. Phenomenon
- it is explained when a model of its endogenous
variables can be determined, given those of the
exogenous variables.

35. Endogenous and Exogenous Variables
These are terms to describe internal and
external factors respectively affecting the
organization’s business production, efficiency,
growth and profitability. You are not able to control
all endogenous business factors. Likewise, you
can't control but should be able to see the
exogenous economy influence to your organization.
It is important to digest how these factors affect
your unique organization situation so you can
implement strategies and changes building a
stronger organization

36. Planning Model
• Modeling provides a logical, abstract template to help organize the
analyst's thoughts. The model helps the planners logically isolate and
sort out complicated chains of cause and effect and influence
between the numerous interacting elements in a situation.

37. Process
- defined as the series of steps or phases of
procedures and activities undertaken or followed
in doing a particular activity.
- can be reflected or drawn in illustration,
graphical or symbolic terms atypical of a model.

38. Planning Process Model
- provides proper guidance in what ought to be done in practice.
- also dictate explicitly what people ought to do in order for them
to act accordingly and behave rationally so as to ascertain the
successful completion of the step or process of activities.

39. Socioeconomic Planning Model
- the process of determining in advance the best
possible way of achieving specified development
objectives within given time period at the least
possible cost
Development Planning
- the process of determining in advance the best
possible way of achieving specified development
objectives within given time period at the
least cost

40. Development Planning Model
NEDA, 1993

41. Plans
Program
Projects
Fig.1 Development Planning Model (NEDA, 1993)
Policies
Strategies
Impleme
ntation
Monitoring
Evaluation
Situatio
nal
Analysis
Goal
Objective

42. Six Major Steps
1. Goal-setting
2. Situational information
3. Policy/Strategy formulation
4. Plans/Programs/Projects
5. Implementation
6. Evaluation

43. Development Planning
Process Model
NEDA, 2001

44. Situation
Analysis
Project
Preparati
on
Goals
Objectives
Targets
Policies
Strategies
Program
Project
Identificati
on
Investment
Programming
Budgeting
Implemen-
tation and
Monitoring
Evaluation
and Plan
Update
Feedback loop
Figure 2. Development Planning Process Model (NEDA, 2001)
Studies
Planning
Programming
Budgeting
Implementation
Evaluation
researches

45. Eight steps
1. Situational analysis
2. Goal/ objective/ target setting
3. Policy/ strategy formulation
4. Program/ project identification
5. Investment programming
6. Budgeting
7. Implementation and monitoring
8. Evaluation and plan update

46. Situational Analysis
- require the conduct of survey
and research studies
- the survey calls for the
gathering of socio cultural,
demographic, economic,
physical and natural data and
information in the environment
shall also be undertaken indicating root
and present performances, programs
and projects, manpower resources,
budget and buildings, facilities and
equipment
- the data are analyzed and projected in
order to identify issues and parameters,
constraints and problems, and resources
and opportunities which are used as
inputs in planning.

47. Setting of goals, objectives and targets
- a goal is a broad statement of an image of
the future the organization seeks to achieve.
- objectives which emanates from the goal,
refers to medium-range expectation which is
pursued to satisfy the goal
- target is the most specific statement of
purpose which us measurable and
achievable.

48. Policies and Strategies
- framed, more specific policy statements and strategies formulated
for each area of concern to as social, economic, physical, political
and developmental administrative aspects for a particular period.

49. Program and Project Identification
o in order to effectively channel resources to
development programs and projects considered
strategic in the over all attainment of goal.
o prioritization of program and project is done
through the conduct of feasibility studies to a listing
of priorities viewed as responsive to the
development needs of the people.

50. Budgeting
- the costing of
identified priority
program and
projects.
Implementation
Actual carrying out of funded
priority programs and projects by
concerned offices and individuals
of the organization or the sectoral
agency of government

51. Corporate Business
Planning Models

52. Steiner, 1997
- devised and used extensively
by a number of business
companies in the US providing
different products.

53. Informatio
n flow
Expectations of
inside group
Society
community
Stockholders
Customers
Suppliers
creditors
The
Plan
to
plan
Decisions
and
Evaluation
rules
Evaluation of
environment
Opportunities
Threats
Company
Strengths
Expectations of
inside groups
Top managers
Hourly workers
staff
Data Base
Past Perform
Current Sit
Forecasts
Expectations of
inside groups
Top managers
Hourly workers
staff
Master
Strategies
Mission
Purposes
Objectives
Program
Strategies
Medium
Range
Programming
and
Programs
Short
range
planning
and plans
Implementa-
tion of plans
Review and
evaluation
of plan
Strategic
planning
Tactical
Planning

54. A. Planning Premises
1. Plan to plan
2. Expectations of major outside interest
3. Expectations of major inside interest
4. The data base
5. Evaluation of the environment and the
company

55. Planning Premises are divided into two types:
I. Plan-to-plan and gathering substantive information needed
in the development.
- substantive planning premises consist of 4 sub-steps of
data gathering known as corporate appraisal or credit.
a) Collection of expectations of major outside interest groups, namely,
society, community, stockholders, customers, suppliers and creditors.
b) Generation of expectation of major inside interest group like
managers, employees and staff.
c) Collection of data about the past performances of the company, its
current situation and the future.
d) Analysis of strengths and witness of the organization and threats and
opportunities in the environment.

56. B. Formulating Plans
6. Master and program strategies
7. Medium-range programming and programs
8. Short-range planning and plans

57. C. Implementation and Review
9. Implementation of plans
10. Review and evaluation of plans

58. Strategic Planning Model
(Capon et al, 1987)

59. Information
Inputs
Planning
Tools
Planning
Organization
Planning
Activities
Information
Inputs
Planning
Process
outputs
Planning Outputs/
Performance
Interface
Process
Input
Output

60. A. Planning of Inputs
1. Information Inputs
- data collected externally and internally for
planning purposes
2. Planning Tools
- models and conceptual frameworks employed to
organize and analyze the information inputs
3. Planning Organization
- concerned with the people and organizational
positions that are involved in planning and their
degree of involvement and influence in the process

61. B. Planning Processes
4. Planning Activities
- the what and how of planning
5. Organizational Planning
- covers the internal environment in which planning takes
place.
- includes relationships between planning and line
management

62. c. Planning Outputs
6. Planning Process Outputs
- comprise the plans as to their contents, tools, and strategies
7. Planning Outputs / Performance Interface
- concerned with what happens after the plans are produced
- it deals with the evaluation process of organization’s performance versus
planned goals and represents the key feedback component of the planning
process

63. Applied Strategic Model
(Goodstein et al., 1993)
• It puts emphasis on application and implementation,
values-driven decision-making and on creatively
envisioning the ideal organizational structure.

64. Planning to
plan
Mission
Formulation
Contingency
Planning
Implementation
Performance
Audit
Gap
Analysis
Values
Scan
Integra- ting
Action Plans
Strategic
Business
Modeling
Application
Considerations
Environmental
Monitoring

65. 1. Planning to plan
A. Environmental Monitoring
- gathering of data on the macro,
industry, competition, and
organization’s internal environment
B. Application considerations
- continuous application aspects as to the
integration and checking of the plans

66. 2. Values Scan
examination and
analysis of the beliefs
and values of the
stakeholders, top
management and the
planning team
 involves developing a
clear statement of
what business the
organization is into
and attempting to
fulfill in society or the
economy
- should answer the questions of
“what”, “whom”, “how” and “why”

67. 4. Strategic Business Modeling
 involves the organizations initial attempt to spell out in
detail the paths by which the mission is to be accomplished
 by analyzing the organization’s
strengths and weaknesses and of
the external environment threats
and opportunities (SWOT)

68. 6. Gap Analysis
 identification of gaps between the current
organizational performance and the desired future
 to facilitate allocation of resources and
identify possible
trouble spots

69. 8. Contingency Planning
developed as a response to unanticipated
factors in the planning process
 initiation of several tactical and
operational plans

70. Educational Planning Models

71. 1. Circular Model (Bell et al, 1989)
• developed by the Northwest Regional
Educational Laboratory in cooperation with
the Oregon Education Coordinating Council to
increase both intra-system and inter-system
planning effectiveness in the state.

72. Figure VI
INFORMATION
SYSTEM

73. A. Strategic Planning
• includes identification of
problems, definition of
policy objectives, and
assignment of institutional
roles and resources
 1. Needs Identification
 2. Problem Definition
 3. Problem Analysis

74. B. Tactical Planning
 4. Program Selection
 5. Generate Alternative Strategies
 6. Program Design
7. Program Implementation
8. Evaluation

75. Herman and Herman Model (1994)
• focuses on a school or school district as the frame of
planning reference

76. Mission
SWOT Analysis
V
I
S
I
O
N
#1
Critical
Success
Factors
Internal
Scanning
External
Scanning
Beliefs
and
Values
Vision
#2
Needs
Assessment
What
is?
What
should
be
Strategic
Goals
Strategic
Objectives
Priority
Selection
Decision
Rules
Achievable
Affordable
Meaningful
80%
Success
Develop
Action
Plans
-Brainstorming
-Force
Field
Analysis
-Cost
benefit
-Select
best
alternative
Allocate
Resources
and
Operate
Plans

77. A. Strategic Planning
1. Vision #1
2. a. Beliefs and values
b. Environmental
scanning: Internal and External
c. Critical Success factors
3. Vision #2
4. Mission Statement
5. Strategic Goals
6. SWOT Analysis

78. B. Tactical Planning
7. Strategic Objectives
8. Decision Rules and Priority Selection
9. Action Plans
10. Allocate resources and operate plans

79. Kaufman and Associates Model 2002

80. Micro
Macro
Mega
Ideal
vision
Define
Current
Mission
Identify
and
Select
Needs
Derive
Mission
Objective
Identify
SWOT
Derive
Long
and
Short
Term
Missions
Derive
Strategic
Plans
Derive
Tactical
And
Operational
Plans
Make
/
Buy
/
Obtain
Resources
Implement
Continuous
Improvement
Formative
Evaluation
Determine
Effectiveness
/
Efficiency
Revise / Improve
As Required
Scoping
Planning
Implementation
And
Continuous
Improvement

81. A. Scoping
1. Ideal Vision
 2. Identify and select needs
 4. Derive mission objectives
 3. Define current mission
5. Identify SWOT
6. Derive long and short-term mission
7. Derive strategic plan

82. C. Implementation and
Continuous Improvement
8. Derive tactical and operational plans
9. Make / buy / obtain resources
10. Implement
11. Continuous improvement / formative evaluation
12. Determine effective and efficiency. Revise /
improve as required

83. Strategic Planning Process
Model

84. Effect
Impact
Evaluation
Plan
Update
Implementation
Budgeting
Investment
Programming
Program /
Project
Identification
Policy
Strategy
Formulate
Vision
Environment
Scanning
Organization
And
Staffing
Training
Project
Preparation
Internal
External
SWOT
Framework
Mission
Goals
Objectives
Targets
Input
Process
Output
Outcome

85. 1. Preparation
a. Organizing and staffing
b. Training
a. External environment
b. Internal organization
d. Strategic Planning framework
c. SWOT Analysis

86. 3. Vision, mission, goal, policy,
objective and target setting

87. Sources
• Stanley Charles Abraham (2012). Strategic Planning: A
Practical Guide for Competitive Success Emerald Group
Publishing
• Eusebio F. Miclat (2005) Strategic Planning in
Education: Making Change Happen. Rex Bookstore
• Stanley Charles Abraham (2012) Strategic Planning: A
Practical Guide for Competitive Success.
https://books.google.com.ph/books?isbn=1780525214
• John M. Bryson 2004. Strategic Planning for Public and
Non Profit Organization. Jossey-Bass A Wiley Imprint.

88. Physically and digitally reforming the
government on all sizes

89. Parag Khana (2016)
Ever expanding infrastructure matrix
64 M kms roads
4 M Kms of railways
2 M km of pipelines
1 M Km of internet cables

90. We are literally building the world, we will build more infrastructure on the
next 40 years
o Rule of thumb: 1T$ for basic infrastructure of every
1B people in the world;
o Connectivity optimize on the distribution of people
and resources around the world;
o Transferring technologies, knowledge, policies,
people, resources Parag Khana (2016)

97. ASEAN’s e-Readiness Are
We Ready for the
Networked World?

100. Republic Act 11032 or the Ease
of Doing Business Act of 2018,
In the e-participation index (EPI), the Philippines leaped 48 notches
— to 19th from the 67th ranking it posted two years ago
Janina C. Lim (2018),

101. changing Jobs and Enterprises?
How Technology is

102. The study, called ASEAN in Transformation: How
Technology is changing Jobs and Enterprises, has
found that around 56% of salaried workers in
South East Asia are at high-risk of losing their jobs
in the near future. This 56% comprises of about
137 million workers, amongst which those
working in the garments industry are the most
vulnerable. The garments industry, which includes
textiles, clothing, and footwear, employs about 9
million people across South East Asia, of whom
the majority are young women.

103. Shift from the manufacturing industry to Service producing industries
Tourism
Health Care
Retail
90%

106. PERCENTAGE OF WAGE WORKERS AT HIGH RISK OF AUTOMATION IN KEY SECTORS IN ASEAN-5

107. “Trade war and costs speeding shifts
of production to ASEAN and USA”
[Next Big Future, Sep. 21, 2018]

108. Technology has changed business in the evolution of making more profit in
business with high speed, to get more customers, to be able to serve more
people worldwide, to improve the product and services quality, speed up a
business process, less use of human power in high-risk intensive works

109. Are we ready?
World of constant disruption and innovation”
URGENT NEED to groom digital leaders for Philippine
businesses to grow and remain relevant in the future