1. The document discusses various strategic planning models used by the National Economic and Development Authority (NEDA) to guide Philippine development planning, including models from 1993, 2001, and for the 2011-2016 period. 2. It also outlines the typical stages involved in strategic planning processes, such as situational analysis, goal-setting, policy formulation, budgeting, implementation, and evaluation. 3. The document provides examples of strategic frameworks developed by NEDA to guide areas of development planning like agribusiness, infrastructure, governance, and environmental management.

1. byEusebioF. MiclatJr.
DevelopmentPlanning & Budgeting, PSU (2004)

2. Roxanne Liza E. Garcia
Marz Josef B. Mazon
Vic Justin D. de Guzman
Randy Roger A. Gandol
Reporters:
Professor: Jo B. Bitonio
DM 214/ME 217 Strategic Planning

4. - 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.

5. - 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.

6. - In the field of economics and public
administration, strategic planning is viewed
as development planning. In this
perspective, development planning is the
process of determining in advance the best
possible way of achieving specified
development objectives within given time
period at the least possible cost.

7.  The most comprehensive and
perhaps most “revolutionary”
of the development plans was
the Five-Year Integrated
Socioeconomic Program for
the Philippines (1961-1964),
launched in the
administration of President
Diosdado Macapagal

8.  Its vision remained the prosperity of the people and its principal
goal the expansion of the gross domestic product by the
compound rate of 6 percent per year over the 1961-1965 period.
 To achieve this goal, its principal instrument was an annual
investment of P2,410 million or a total of P12,053 over the plan
period. This investment was to come from domestic saving,
which must increase from 12.7 percent of gross income in 1960 to
about 16 percent by 1965. What domestic saving could not
finance, some 11 percent of the programmed investment would
come from foreign investment. Other instruments for plan
execution were monetary, fiscal, and trade policies.

9.  The Four-Year Development Plan FY 1972-1975,
under President Ferdinand Marcos had two
distinguishing characteristics: (1) its espousal of a
new development strategy and (2) its use, for the
first time in Philippine planning, of a formally
specified macroeconomic model to underpin its
estimates.
 The Plan carried about the same vision and goals
as previous plans: higher per capita income (with
GNP increasing at an average rate of 6.9 percent
and per capita income increasing at an average of
3.7 percent, assuming a constant 3.1 percent
increase in population), greater employment,
more equitable income distribution, internal
stability, and regional industrialization and
development

10.  The Medium-Term Philippine
Development Plan 1987-1992 under
the administration of President
Corazon Aquino had the same
vision as previous plans—the uplift
and prosperity of the people.
 For the first time, however, the
alleviation of poverty was
mentioned as a major goal. Other
goals were: the generation of more
productive employment, the
promotion of equity and social
justice, and the attainment of
sustainable economic growth
where sustainable economic
growth was defined as growth of
the gross national product at 6.8
percent per year on the average

11.  The vision that illumined the
Medium-Term Philippine
Development Plan 1993-1998,
prepared in the administration of
President Fidel Ramos, was prosperity
for Filipinos and the uplift of many
from the clutches of poverty.
 The Plan cast the goal in positive
terms, however: “The goal of all
economic development efforts is the
development of the human person
and the improvement of the quality of
life

12.  The overriding objective of
the Medium- Term
Philippine Development
Plan (2001-2004), prepared
under the leadership of
President Gloria
Macapagal Arroyo, has
expanded to include the
eradication of poverty as a
major goal.

13.  The goal has four components, namely, (a)
macroeconomic stability with equitable growth based
on free enterprise, (b) agriculture and fisheries
modernization with social equity, (c) comprehensive
human development and protection for the
vulnerable, and (d) good governance and the rule of
law

14.  "Angat Pinoy 2004" or the Medium-
Term Philippine Development Plan
(MTPDP) lays the groundwork of the
Estrada Administration for
sustainable development and growth
with equity. Sustainable development
means growth without sacrificing
environmental sustainability while
growth is needed to generate
sufficient employment and livelihood
for everyone. And equity, so that this
growth will benefit everyone.

15.  The general principles for Angat
Pinoy 2000 are the acceleration of
rural development, expanded access
to basic social services, infrastructure
development and a globally
competitive industry and services. All
of these must be accompanied by
responsible fiscal management
.

16. PGMA'S 10-POINT DEVELOPMENT
AGENDA
1. Creation of six to ten million jobs BY
A. tripling loans for small business owners,
and
B. B. development of one to two million
hectares of land for agricultural
business
2. Education for all, THRU
A. the construction of new school buildings,
and classrooms,
B. provision of books and computers for
students, and
scholarships to poor families
3. Balance the national budget in view of the
country's debilitating deficit woes;
Strong Republic
2004–2010
THE BASIC TASKS
“The basic task of our Medium-Term
Philippine Development Plan for 2004-
2010 is to fight poverty and build
prosperity for the greatest number of
Filipino people. We must open up
economic opportunities, maintain
socio-political stability, and promote
good stewardship --- all to ensure a
better quality of life for all our citizens.
We will focus on strategic measures
and activities that will spur economic
growth and create jobs. This can only
be done with a common purpose to
put our economic house back in
working order.”
-
President Gloria Macapagal-Arroyo

17. 3. balance the national budget in
view of the country's debilitating
deficit woes;
4 . decentralization of progress and
development across the country
through the development of
transportation networks like the
roll-on, roll-off ferries and digital
infrastructure ;
5. provision of power and water
supply to all barangays;
6. decongestion of Metro Manila by
forming new cores of government
and housing centers in Luzon,
Visayas and Mindanao;

18. 7. development of Clark and Subic as the logistics center
in Asia;
8. automation of the electoral process;
9. peace agreements with rebel groups; and,
10. "closure of wounds" caused by divisions due to EDSA
1, 2 and 3.

19. Economic Growth
& Job Creation
Energy
Social Justice &
Basic Needs
Education & Youth
Opportunity
Anti-Corruption &
Good Governance
Fight poverty and build prosperity
for the greatest number
Trade & Investment
Agribusiness
Environment &
Natural Resources
Housing Construction
Tourism
Infrastructure
Fiscal Strength
The Financial Sector
Labor
Energy
Independence
Power Sector
Reforms
Responding to Basic
Needs of the Poor
National Harmony:
Automated Elections
National Harmony:
The Peace Process
National Harmony:
Healing the Wounds of EDSA
Basic Needs:
Peace and Order
Rule of Law
Education
Science &
Technology
Anti-Corruption
Bureaucratic
Reforms
Culture
Responsive
Foreign Policy
Constitutional
Reforms
Defense Against
Threats to
National Security
Source: NEDA 2004

20.  DP 2011-2016 is good
governance and anti-
corruption in achieving
inclusive growth, which creates
massive employment
opportunities and significantly
reduces poverty.
 “Inclusive growth, not the
trickle-down and jobless
growth that we had in the past
years, is the primary aim of the
Plan

21. The PDP 2011-2016 translates the President’s “Social
Contract with the Filipino People” into effective,
efficient and inclusive

24. The NEDA is the Philippines' social and
economic development planning and
policy coordinating body.
The National Economic and Development
Authority (NEDA), as mandated by the
Philippine Constitution, is the country’s
independent economic development and
planning agency. It is headed by the
President as chairman of the NEDA board,
with the Secretary of Socio-Economic
Planning, concurrently NEDA Director-
General, as vice-chairman. Several
Cabinet members, the Central Bank
Governor, ARMM and ULAP are likewise
members of the NEDA Board

25. Six government agencies are attached to the NEDA for purposes of
administrative supervision. These are the:
 Tariff Commission (TC);
Philippine National Volunteer Service Coordinating Agency (PNVSCA);
National Statistical Coordination Board (NSCB);
National Statistics Office (NSO); and
Statistical Research and Training Center (SRTC).
Moreover, the, Philippine Institute for Development Studies (PIDS) is
attached to the NEDA for policy and program coordination or
integration.

26. NEDA, 1993

27.  Development Planning Model (NEDA, 1993)
 Development Planning Process Model (NEDA, 2001)
 Strategic Framework for Special Development (2011-
2016)

28. Plans
Program
Projects
Fig.1 Development Planning Model (NEDA, 1993)
Policies
Strategies
Implementa
tion
Monitoring
Evaluation
Situational
Analysis
Goal
Objective

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

30. NEDA, 2001

31. Situation
Analysis
Project
Preparation
Goals
Objectives
Targets
Policies
Strategies
Program
Project
Identification
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

32. 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

33. - 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.

34. - 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 is measurable and
achievable.

35. 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.

36. - in order to effectively channel resources to
development programs and projects considered
strategic in the over all attainment of goal.
- 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.

37. - is the process of rational
listing of programs and
projects planned to be
undertaken within a given
time frame for the purpose
of enhancing the process of
asset generation and capital
accumulation for some
desired future benefits for
the institution. (Miclat,
2005).

38. - the costing of identified priority program and
projects.

39. - Results, in terms of outputs, after
a year of implementation, and
outcomes after about four to five
years of implementation, in
terms of effects and impacts, are
evaluated. These outputs and
outcomes are feed backed to
managers and planners for
decision-making and planning
process of updating the plan.

40.  Trade, Industry and Tourism
 Agribusiness
 Infrastructure Development
 Governance
 Special Development
 Sustainably Managed Environment

41. Production/
Investment
Promotion
Strategies Framework for More Vibrant Agribusiness
OUTPUT
PROCESS
INPUT
Vibrant Agri-
business
Food Security
and Safety
Value Adding/
Creation
Institutional
Development
and Linkages
Good AP/MP
Adoption of
Appropriate
Faming System
Value Adding/
Creation
Value Adding/
Creation
Value Adding/
Creation
Value Adding/
Creation
Value Adding/
Creation
Value Adding/
Creation
Value Adding/
Creation
Production
Investment
Promotion

42. INPUT
Policies and Plans
Livelihood Assistance
Law Enforcement and
Regulation
R&D/ Impact
Assessment Studies
Capability
Development
IEC and Social
Mobilization
PROCESS
Large Ecosystem
Management
Multi-stakeholder
Forestry Management
Coastal Resource
Management
Public-Private
Partnership
Disaster Risk
Management
Climate Change
Adaptation
OUTPUT
Habitat Protection
and Restoration
Environment and
Natural Resources
Integrity
Employment and
Livelihood
Watershed and Water
Supply Conservation
Natural/ Man-made
Hazards Prevention
Pollution Reduction
S
U
S
T
A
I
N
A
B
L
E
M
A
N
A
G
I
N
G
E
N
V
I
R
O
N
M
E
N
T
S
T
A
K
E
H
O
L
D
E
R
S

43. Strategies Framework for Infrastructure
Development
Agricultural
Development
Tourism/
Industrial
Development
Human
Resource
Development
Infrastructur
e Support
Poverty
Reduction
Ports, Airports, Access
Roads, Power & Comm.
AccessRoads,Power,
Communication
&WaterSupply
Irrigation,FC,
FMRs,Power&
Communication

44. National/Local Policies and budget
for Social Services (Health,
Education, Social Welfare and
Protection & Housing)
Social facilities, Typhoon resistant ,
School building, hospitals,
communication facilities
Scholarship programs
Training programs/
capacity building
Livelihood/ financial
assistance
Legal instruments/
policies
Infrastructure Support
Facilities
Health and Nutrition and
Population programs
/services
 NGA-LGU
Collaboration
 LGU Support
 Advocacy/IEC
 Public –
Private
Partnership
Job/Employment
Opportunities
Skilled/Competent
Manpower
Adaptive/Resilient
Communities
Road Network/Rural
Service Centers
Social Protection
Schemes
INPUTS PROCESS OUTPUT

45. RLAs
SUCs
LGUs
NGOs
POs
Capacity Programs
Incentive Systems
Disaster
Management
Trainings
Information
Sharing/ Interactive
Forum
Legal Instrument;
Policies( Good
Governance,
Transparency , etc.
Guidelines/
Circulars; Manuals
on Resource
Allocation and
Revenue Generation
Institutional
Development/
Partnership
Public Information;
Advocacy Campaigns
Mainstreaming
Disaster Risk
Adaptation
Civic Spiritedness/
Volunteerism
Performance
Evaluation
Monitoring the
implementation of
laws, rules and
regulation
More Adaptation;
Prepared
Communities
Competent LGU
Officials and
Personnel
Operational and
Reliable Public
Financial
Management
System
Peaceful and
Orderly
Environment
Accountable and
Transparent RLAs
and LGUs
Open and
Responsive
Communication
Schemes
RLAs
INPUT PROCESS OUTPUT

47.  The development of business strategies, including models
to conceptualize this development, is an important subject
in strategic planning. Most models are normative, showing
the stages that are seen as necessary or at least desirable in
the development of business strategies. It often departs
from the business mission, which is seen as the central
objective of the organization, to which the goals and
strategies are subordinated.
 The business mission determines what to analyze. After the
analysis, goals are formulated and worked out step by step
towards individual actions. Steiner is generally regarded as
the founding father of strategic planning. In his model,
published in 1979, several of the above-mentioned stages
can be recognized (see Figure 1).
(G. A. Steiner, 1979)

49. 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

50. 1. 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.
1. the collection of expectations of major outside interest
groups, namely, society, community, stockholders, customers,
suppliers and creditors.
2. Generation of expectation of major inside interest group
like managers, employees and staff.
3. Collection of data about the past performances of the
company, its current situation and the future.
4. Analysis of strengths and witness of the organization and
threats and opportunities in the environment.

51. - Covers the entire range of
managerial activities such matters
as motivation, compensation,
management appraisal and
control processes.

52. 6. Master and program strategies
7. Medium-range programming and programs
8. Short-range planning and plans

53. 9. Implementation of plans
10. Review and evaluation of plans

54. The second model is equally used in the
corporate world of business. It has seven
general step in corporate into a systems
model shown in figure (N. Capon et al..1987)

55. Information
Inputs
Planning Tools
Planning
Organization
Planning
Activities
Organizational
Planning
Environment
Planning
Process
outputs
Planning
Outputs/
Performance
Interface
Process
Input
Output

56. 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.

57. 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

58. 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.

59. This model is recommended for use by medium-
sized and small business and industrial
organizations and for government and non-profit
organizations.
This model differs from others in its emphasis on
application and implementation, values-driven,
decision-making, and on creatively envisioning the
ideal organizational future.

61. to make certain that there is organizational commitment to
the process especially by top management and major
stakeholders.
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.

62. - 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”.

63. - involves the organizations initial attempt to spell out in
detail the paths by which the mission is to be
accomplished
- done by analyzing the organization’s strengths and
weaknesses and of the external environment threats and
opportunities (SWOT).

64. - identification of gaps between the current organizational
performance and the desired future.
- to facilitate allocation of resources and identify possible
trouble spots.

65. - developed as a response to unanticipated factors in the
planning process.
- Involves the concurrent initiation of several tactical and
operational plans.

67. - 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.

68. INFORMATION
SYSTEM
Strategic Planning Model (Bell et al., 1989)

69. - includes identification of problems, definition of
policy objectives, and assignment of institutional roles
and resources.
1. Needs Identification
2. Problem Definition
3. Problem Analysis

70. 4. Program Selection
5. Generate Alternative Strategies
6. Program Design
7. Program Implementation
8. Evaluation

71. -focuses on a school or school district as the frame of
planning reference

72. Priority
Selection
Beliefsand
Values
External
Scanning
External
canning
Critical
Success
Factors
Vision#1
StrategicGoals
StrategicObjectives
Vision#2
NeedsAssessment
Whatis?Whatshouldbe?
DecisionRules
Achievable
Affordable
Meaningful
80%SuccessDevelopActionPlans
-Brainstorming
-ForceFieldAnalysis
-CostBenefit
-SelectBestAlternative
AllocateResources
and
OperatePlans
M
i
s
s
i
o
n
S
W
O
T
A
n
a
l
y
s
i
s
Strategic Planning Model (Herman and Herman, 1994)

73. 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

74. 7. Strategic Objectives
8. Decision Rules and Priority Selection
9. Action Plans
10. Allocate resources and operate plans

75. Ideal
Vision
MICRO
MACRO
MEGA
Identifyand
SelectNeeds
Make/But/Obtain
Resources
DefineCurrent
Mission
DeriveMission
Objective
Identify
SWOT
DeriveLongand
Short-Term
Missions
DeriveStrategic
Plans
DeriveTactical
andOperational
Plans
Implement
Determine
Effectiveness/
Efficiency
ContinuousImprove-
mentFormative
Evaluation
Revise/Improve
AsRequired
Strategic Planning Model (Kaufman et al., 2002)

76. 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

77. 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

78. Organization
and
Staffing
Investment
Programming
Environment
Scanning
Policy
Strategy
Formulation
Program/
Project
Identification
Vision
Budgetin
g
Implementatio
n
Evaluatio
n Plan
Update
Effect
Impact
Training
Project
Preparation
INTERNAL
EXTERNAL
S.W.O.T.
FRAMEWORK
MISSION
GOALS
OBJECTIVES
TARGETS
INPUT
OUTCOME
OUTPU
T
PROCES
S

79. Reference:
Miclat, Jr. Eusebio F. (2004) Development Planning & Budgeting,
PSU, 2004
Gonzalo M. Jurado (2003) Growth Models, Development Planning,
and Implementation in the Philippines. Philippine Journal of
Development Number 55, Volume XXX, No. 1, First Semester 200
Nico Nieboer
Strategic planning models: a step further
Delft University of Technology
OTB Research Institute for Housing, Urban and Mobility Studies
Delft The Netherlands accessed July 24, 2013
Educational_planning_models.doc CLSU Open University
www.openuni-
clsu.edu.ph/openfiles/.../educational_planning_models.do

80. Paul J. Myers, Ph.D. United States Army Aviation School and
Center (USAALS) Organizational Change Case Study
Organization Transformation Models: A Normative Approach to
Organization Development accessed July 27, 2013
Good Governance for a Better Tomorrow
Policy Agenda, Fiscal and Macroeconomic Updates
Philippine International Convention Center
Pasay City, Philippines
Philippine Economic Briefing 6 March 2012