The document outlines the strategic planning process which includes analyzing the internal and external environment, setting goals and direction, and developing strategic and operational plans. It discusses key steps like environmental scanning, defining the mission and vision, setting targets, and creating action plans with objectives, strategies, timelines and responsibilities. The planning process results in strategic and operational documents that guide implementation, and it is monitored and assessed on an ongoing basis to ensure goals are achieved.

1. STRATEGIC PLANNING &
MANAGEMENT
(The Planning Process)
by: ALVIN L. GUILLERMO, MAeD
PhD-Educ. Management-Student
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2. PLAN AND PLANNING
-a plan is the product of a planning process in
which a direction to a desired destination
ROADMAP REMEDIABLE ROBUST

3. STRATEGIC PLANNING
-process of setting goals, deciding on actions to
achieve those goals
-used by planners to replace the traditional term
known as long-range planning
COMPREHENSIVE THOUGHTFUL
WELL-PLACED
NATURE

4. PURPOSE OF A STRATEGIC PLAN
1. Communicate the
priorities of an
organization,
2.Ensure that employees
and stakeholders work
toward common goals,
mission, vision and
strategies.
3. Focus energy and
resources,
4. Establish agreement
around intended
outcomes/results
5. Strengthen operations
6.Assess and adjust the
organization's direction in
response to a changing
environment.

5. STRATEGIC PLANNING PROCESS
- a collective, institution or organization-wide
process for developing creative initiatives that
channel resources to fulfil the institution's mission
and take maximum advantage of trends in the
external and internal environment process of
setting goals, deciding on actions to achieve those
goals, and mobilizing the resources needed to take
those actions.

6. MAIN FOCUS OF STRATEGIC PLANNING PROCESS
1.Premising
through
environmental
scanning
2.Purpose setting:
envisioning and
missioning
3. Policy
formulation
4.Priority setting
and phasing
5. Practical
reforms(structures,
styles)
6. Projection of
costs
7.Procedure of
monitoring and
assessment

8. A STRATEGIC FORMULATION (THE ADA FRAMEWORK)

9. 1. STRATEGIC ANALYSIS
This activity can include conducting some sort of
scan, or review, of the organization's environment
(for example, of the political, social, economic and
technical environment).
- driving force in the environment
- SWOT of institution

14. 2. SETTING DIRECTION
- Planners carefully come to conclusions about
what the organization must do as a result of the
situation analysis.
- Goals should be designed and worded as much
as possible driving force in the environment

15. - Strategic "philosophy". This includes identifying
or updating the mission, vision and/or values
statements.
1. Mission statements are brief written
descriptions of the purpose of the organization.
An overall mission statement
A specific purpose statement

16. 2. Vision statements are usually a compelling
description of how the organization will or should
operate at some point in the future and of how
customers or clients are benefiting from the
organization's products and services.

17. 3. Values statements list the overall priorities in
how the organization will operate.
-Moral values are values that suggest overall
priorities in how people ought to act in the
world.
-Operational values which suggest overall
priorities for the organization.

18. TARGET SETTING
1. Knowing government’s dreams or intentions
(or policy directions or points on
government’s agenda) for the next few
years.
2. Translating each of the strategic policies into
specific, measurable and achievable targets to
achieve each of the policies.

22. 3. STRATEGIC ACTION PLANNING
Goals
(ends)
Objectives
Strategies
(means)
Tactics
Responsibilities
Timeline
-Action planning is carefully laying out how
the strategic goals will be accomplished.

23. PLANNING PARADIGM

24. STRATEGIC PLANNING AS A PROCESS
The process may be formal or informal and is typically iterative, with
feedback loops throughout the process.
Some elements of the process may be continuous and others may be
executed as discrete projects with a definitive start and end during a
period.
The end result is the organization's strategy, including a diagnosis of the
environment and competitive situation, a guiding policy on what the
organization intends to accomplish, and key initiatives or action plans
for achieving the guiding policy.

25. STRATEGIC PLANNING AS AN INPUT
 Data is gathered from a variety of sources, such as interviews with
key executives, review of publicly available documents on the
competition or market, primary research (e.g., visiting or
observing competitor places of business or comparing prices),
industry studies, etc.
 Inputs are gathered to help support an understanding of the
competitive environment and its opportunities and risks.

26. STRATEGIC PLANNING AS AN OUTPUT
-The output of strategic planning includes
documentation and communication describing the
organization's strategy and how it should be
implemented, sometimes referred to as the strategic
plan.
 diagnosis
 guiding policy
 strategic plan

27. STRATEGIC PLANNING AS AN OUTPUT
• Monitoring
progress
towards the
objective
MONITORING
DOCUMENT
• Plan a financial
statement
FINANCIAL
DOCUMENT
• Describe the
expected
financial
performance of
the organization
ANNUAL
BUDGET

28. STRATEGIC ACTION PLAN/PROGRAMING
•An action plan goes beyond
policy statements (options and
strategies) and list of activities
to further define and prioritize
actions, activities and required
resources .
ACTION PLAN
•Programming in preparation for
implementation by translating
the policy directions to
operational terms
PREPARATION FOR
IMPLEMENTATION
•In this section, efforts are made
to programme the activities
required to implement each
policy direction by establishing
the timing, indicating the
needed resources, distributing
responsibilities, preparing the
budgets, etc.
PROGRAM
ACTIVITIES
•Task of planners is to identify
and order the concepts to be
used such as objectives, results,
actions, activities,
measurements, resources, etc
HUMAN RESOURCE

29. PROGRAM IMPLEMENTATION

30. PROGRAM IMPLEMENTATION

31. COSTING AND BUDGETING
 It's common to develop an annual plan (sometimes
called the operational plan or management plan),
which includes the strategic goals, strategies,
objectives, responsibilities and timelines that should
be done in the coming year.
 Usually, budgets are included in the strategic and
annual plan, and with work plans.

32. COSTING AND BUDGETING

33. COSTING AND BUDGETING