This document discusses strategic planning in education. It begins by outlining various theories of planning like rationalism, empiricism, and organizational development. It then defines key concepts like strategic planning and development planning. Several rationales for strategic planning in organizations are provided, including reorienting to community needs and establishing priorities. Common strategic planning models are explained, such as balanced scorecard, strategy maps, SWOT analysis, and OKRs. The strategic planning process is outlined as involving diagnosis, policy formulation, plan preparation, and monitoring. Finally, perspectives on strategic planning in education and the public sector are referenced.

1. DevEd 320.
Educational Planning
& Management
LEDELYN A. CONTANTE
PhD-DevEd Student
Concepts and
Rationale of
Strategic Planning

2. Outline:
Theories of Planning
Concepts of Strategic Planning
Rationale of Strategic Planning
Strategic Planning Process Models

3. Questions:
What are the considerations in
strategic planning?
How strategic planning is being done
in education?

4. Philosophical
Synthesis
Organizational
Development
Rationalism
Empiricism
THEORIES of
PLANNING
Planning has become an ubiquitous
activity engaged in by nations,
organizations and individuals.
Strategic planning is a systematic
process of envisioning a desired
future, and translating this vision
into broadly defined goals or
objectives and a sequence of steps
to achieve them.

5. Philosophical
Synthesis
It emphasizes a broad
approach to planning which considers
information on social, economic and
ethical conditions as well as the
environmental background of the
institution or organization for which
planning will be undertaken.
Synthesis, in philosophy, the
combination of parts, or elements, in
order to form a more complete view or
system. The coherent whole that results
is considered to show the truth more
completely than would a mere collection
of parts.

6. Rationalism
Rationalism looks at people as a utility
and defines human relations in
instrumental terms.
Rational planning models assume a
sequential, observable cycle that
includes setting of goals, determining
objectives, making plans, implementing
the plans, and reviewing results.

7. Organizational
development
Organizational development as a
planning approach focuses primarily on
ways to achieve organizational change.
The organizational development
approach includes a human relations
approach to innovation and change in
management style, employee
satisfaction, decision-making
processes, and the general health of
the organization.

8. Empiricism
Empiricism acknowledges the
importance of studies on system
behavior by public administrators,
economists and other social scientists
concerned with planning theory.
Empiricism is less normative, less
concerned with planned social change,
and uses a positivistic framework for
analysis.

9. Concepts
of Strategic
Planning
The concept of planning emerged out of the development
efforts and experiences of Third World countries when they
adopted planning as the major instrument in the pursuit of
their economic and social development.
Development planning is principally an act of deciding
ahead of time the what, the how, the when, and the who of
identifying and determining development goals, policies ad
plans; and serious setting of alternative
courses of action, procedures and strategies needed to
achieve the purposes of government institutions (NEDA,
1985).
In the crafting of development plans, socio- economic and
political development programs are treated separately but
are integrated within the context of national policies,
aspirations and goals.

10. Strategic planning is viewed as zeroing in on decision-making,
information, and the future. Its substance is concentrated on the
consideration of current decision options based on available data
and taken in the light of their possible effects and consequences over
time.

11. Strategic planning is also
defined by Peter Ducker
(1993) as the continuous
process of making
entrepreneurial decisions
systematically and with
the greatest knowledge of
their futurity, organizing
systematically the efforts
to carry out these
decisions and measuring
the results against the
expectations through
organized feedback.
Strategic Planning
Strategic planning is
concerned with
identifying
foreseeable thrusts
and weaknesses to
avoid and strengths
and opportunities to
pursue.
Strategic planning is
the effective
application of the best
alternative
information to
decisions that have to
be made to ensure a
secure future (Day,
1997).

12. On
Education
Strategic planning is considered as a set of
purposeful actions that influence an organization
in order to effect change. It is also regarded as a
methodology aimed at future change of a present
situation.
Strategic planning is viewed as long-term
planning in order to achieve a desired vision
for an organization or school. It defines the
what’s to be achieved (Herman and Herman,
1994).

13. On
Education
It is generally agreed by experts that an
acceptable definition of planning should embody
the following features, namely:
an external orientation
a holistic systematic approach
a process for formulating plans, objectives,
strategies and programs
use of systematic methods in the analysis of
strategic situation and alternatives
a commitment to action
a knowledge of results.

14. Rationale
of Strategic
Planning
Organizations need to plan for a number of reasons. These are:
To reorient the organization or institution to the needs
of the community. Community includes the mega
community, the macro community (the educational
system), and the micro community, which is the private
or the public sector education system. The necessity of
reorienting the institution to the needs of the
community has been underscored by Onuskin (1993)
when he commented that “In themajority of the
institutions there is a ... serious gap between their
activities and the actual societal and economic needs
of their countries.”

15. Rationale
of Strategic
Planning
Organizations need to plan for a number of reasons. These are:
Another serious consideration is that when people plan
for expansion, a certain level of minimum standard must
be observed. This will guarantee a certain level of
minimum quality performance. In a higher education
institution, such standard must cover the physical plant,
facilities, and faculty and staff. More significantly, it
should include student qualification and performance,
curriculum, methodology, evaluation procedures and
financing arrangements. This standard can be achieved
through surveys, studies, operations research, and cost-
benefit analysis.

16. Rationale
of Strategic
Planning
Organizations need to plan for a number of reasons. These are:
Effective strategic planning initiatives or efforts
can make the organization more responsive and
viable instrument for socio- economic
development of the nation. In the educations
sector, the primary objective is the delivery of
quality education in all levels. Total human
development and world competitiveness are the
main strategies adopted to attain this objective.

17. Rationale
of Strategic
Planning
Organizations need to plan for a number of reasons. These are:
There is a need to establish priorities because of
dwindling resources for sectoral services. There is
therefore a need to prioritize programs and
projects. Priority listing can be achieved by
formulating a set of quantified criteria reached
through consensus. Programs and projects can
then be prioritized thereby assuring the rational
allocation of scarce resources.

18. Rationale
of Strategic
Planning
Organizations need to plan for a number of reasons. These are:
While the knowledge explosion and the
emergence of new technologies brought about by
advances in science and information and
communication technology blur our vision and
make us less able to visualize the future, the
nullifying effect of the inundation of new
knowledge and technology for efforts in strategic
planning underscores the need for planning.

19. Rationale
of Strategic
Planning
Organizations need to plan for a number of reasons. These are:
Strategic planning means a more realistic
forecasting of events. Strategic planning always
involves some view of the future.

20. DevEd 320.
Educational Planning
& Management
LEDELYN A. CONTANTE
PhD-DevEd Student
Planning Models

21. Planning
Models
A model is defined as a set of variables classified as endogenous
and exogenous cause-effect relationships among these variables,
and the consistency of these relations.
A model attempts to explain the phenomenon characterized by the
endogenous and exogenous variables. A phenomenon is explained
when a model of its endogenous variables can be determined,
given those of the exogenous variables.

22. Strategic planning tools, or
models, are designed to
help organizations develop
their action plan to
achieve their goals.
Planning
MODELS

23. Balanced Scorecard
The Balanced Scorecard is a strategy management framework created
by Drs. Robert Kaplan and David Norton.
Objectives, which are high-level organizational goals.
Measures, which help you understand if you’re accomplishing your
objective strategically.
Initiatives, which are key action programs that help you achieve your
objectives.
It takes into account your:
Balanced Scorecard is an effective, proven way to get your team on the
same page with your strategy.

24. Strategy Map
A strategy map is a visual tool designed to
clearly communicate a strategic plan and
achieve high-level goals. Strategy mapping is a
major part of the Balanced Scorecard and offers
an excellent way to communicate the high-
level information across your organization in an
easily-digestible format.

26. Strategy Map
It provides a simple, clean, visual representation that is easily
referred back to.
It unifies all goals into a single strategy.
It gives every employee a clear goal to keep in mind while
accomplishing tasks and measures.
It helps identify your key goals.
It allows you to better understand which elements of your
strategy need work.
It helps you see how your objectives affect the others.
A strategy map offers a host of benefits:

27. SWOT Analysis
A SWOT analysis (or SWOT matrix) is a high-level model used
at the beginning of an organization’s strategic planning. It is
an acronym for “strengths, weaknesses, opportunities, and
threats.” Strengths and weaknesses are considered internal
factors, and opportunities and threats are considered external
factors.

28. SWOT Analysis

29. SWOT Analysis

30. PEST Model
Like SWOT, PEST is also an acronym—it stands for
“political, economic, sociocultural, and
technological.” Each of these factors is used to
look and determine what could affect an
organization’s health. The PEST model is often
used in conjunction with the external factors of a
SWOT analysis.

31. PEST Model

32. Gap Planning
Gap planning is also 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.

33. Gap Planning

34. OKRs (Objectives and Key
Results)
Objectives: What you want to achieve. Choose three to five
objectives that are brief, inspiring, and time-bound.
Key Results: How you’ll measure progress toward your
achievements. Set three to five key results (they must be
quantitative) per objective.
It’s designed to create alignment and engagement around
measurable goals by clearly defining:

35. OKRs (Objectives and Key
Results)
This model is effective in part because of its simplicity; it
also employs a “reverse” hierarchy that works to gain
buy-in and alignment from the ground up. You begin by
setting OKRs at the employee level and then flow
upward through the management levels. The OKR
framework is also effective because goals are continually
set, tracked, and re-evaluated so organizations can
quickly adapt when needed. This is a fast-paced,
iterative approach that flips the traditional top-down
strategic models.

36. OKRs (Objectives and Key
Results)
This model is effective in part because of its simplicity; it also
employs a “reverse” hierarchy that works to gain buy-in and
alignment from the ground up. You begin by setting OKRs at
the employee level and then flow upward through the
management levels. The OKR framework is also effective
because goals are continually set, tracked, and re-evaluated
so organizations can quickly adapt when needed. This is a
fast-paced, iterative approach that flips the traditional top-
down strategic models.

37. DevEd 320.
Educational Planning
& Management
LEDELYN A. CONTANTE
PhD-DevEd Student
Key Planning
Questions

38. Strategic planning is basically about systematically answering four key
questions. And each question corresponds to a set of specific planning
activities
THE STRATEGIC PLANNING PROCESS

40. Diagnosis
Any effort to plan has to start with a situation
analysis in order to identify problems and
successes and to determine the critical
challenges to be faced. Several terms are used
to designate this activity (analysis, diagnosis,
assessment, scanning etc.), the most common
being education sector analysis.

41. Policy
formulation
Policy formulation has to do with defining long-
term goals, which might well extend beyond the
medium-term plan, and with selecting major
strategies to reach these goals. It is partly
founded on the results of the sector analysis,
but it also depends on already existing
education policies and is further influenced by
the overall development policies of the country.

42. Plan
preparation
(medium-term
strategic plan) translating long-term policy goals into specific
measurable objectives and targets to be achieved
within a given time period;
designing systematic priority action programs for
reaching the objectives, with indication of the key
activities to be completed, the corresponding time
lines and the units responsible for each activity;
estimating the resources (human, physical and fi
nancial) needed to carry out the plan, calculating
the corresponding costs and balancing these with
the available resources.
The fi rst planning task is to prepare a medium-term
strategic sector plan. This basically consists of carrying
out the following activities:

43. Monitoring
Monitoring is the internal management
process, by which systematic information
about plan implementation is gathered and
analysed, with a view to identifying strengths
and weaknesses and formulating practical
proposals for taking the necessary action
(correction of problems or reinforcement of
successes) in order to reach the planned
results.

44. DevEd 320.
Educational Planning
& Management
LEDELYN A. CONTANTE
PhD-DevEd Student
Perspectives in
Strategic Planning

54. References:
Strategic planning: concept and rationale
http://www.iiep.unesco.org/en/publication/strategic-planning-
concept-and-rationale
16 Strategic Planning Models To Consider
https://www.clearpointstrategy.com/strategic-planning-models/#3
Strategic Planning in Education – 3 Keys to Success
https://www.thoughtexchange.com/blog/strategic-planning-in-
education-3-keys-to-success/
Strategic Planning Models: An Introduction to 5 Popular Models
By Jason Westland | Aug 19, 2020
https://www.projectmanager.com/blog/strategic-planning-models
theories, concepts, and rationale of strategic planning
https://studylib.net/doc/7450842/theories--concepts--and-
rationale-of-strategic-planning
Perspectives on Strategic Planning in the Public Sector
http://www.ipspr.sc.edu/publication/Perspectives%20on%20Strate
gic%20Planning.pdf
Perspective in Strategic Planning
https://www.slideshare.net/jobitonio/perspective-in-strategic-
planning
What Is Strategic Perspective?
https://smallbusiness.chron.com/strategic-perspective-14365.html

55. Thank you
for listening!