Reporters:Melchor C. Agpasa

Rodel P. HaclaBrian L. Quero

Professor: Jo B. BitonioDM 214 Strategic Planning

Planning Model - a set of variables classified as

endogenous and exogenous, cause effect relationships among these variables and the consistency of these relations.

- attempts to explained when a model of its endogenous variables and exogenous variables.

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

- first scholar to develop a typology of planning models.

- used the acronym SITAR for the five planning in his topology.

S – Synoptic ModelI – Incremental ModelT – Transactive ModelA – Advocacy ModelR – Radical Model

- Identical to the popular rational model - includes 4 classical elements

Goal Setting Identification of alternatives Evaluation of means against endsImplementation of design

- 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.

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

- underscores the confrontational characteristics of decision-making.

- 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.

- Introduced three other alternative models in addition to the rational and incremental models.

1. Mixed Scanning2. Learning Adaptive3. General System Models

- more realistic that the rational model and was passive than the incremental model

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

- attempts to use the idea of a system as a unifying scientific paradigm

- group and classified into two groups the typologies developed by Hudson and Wilson as well as other theorists.

Rational Interactive

Synoptic Political SystemResource Allocation IncrementalResource Allocation Organizational

DevelopmentManpower AdvocacyRate 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.

- 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.

- views planning as a dynamic, shifting process of interaction and exchange.

- it rejects the assumption of rational decision- making

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

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

- 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.

- 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.

- 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 possible cost

NEDA, 1993

Plans Program

Projects

Fig.1 Development Planning Model (NEDA, 1993)

Policies Strategi

es

Implementation

Monitoring

Evaluation

Situational

Analysis

Goal

Objective

1. Goal-setting2. Situational information3. Policy/Strategy formulation4. Plans/Programs/Projects5. Implementation6. Evaluation

NEDA, 2001

Situation

Analysis

ProjectPreparatio

n

GoalsObjective

sTargets

PoliciesStrategie

s

Program Project

Identification

Investment

Programming

Budgeting

Implemen-tation

and Monitorin

g

Evaluatio

n and Plan

Update

Feedback loop

Figure 2. Development Planning Process Model (NEDA, 2001)

Studies

Planning

Programming

Budgeting

Implementation

Evaluationresearches

1. Situational analysis2. Goal/ objective/ target setting3. Policy/ strategy formulation4. Program/ project identification5. Investment programming6. Budgeting7. Implementation and monitoring8. Evaluation and plan update

- 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.

- 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.

- 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.

- 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.

- the costing of identified priority program and projects.

ImplementationActual carrying out of funded priority

programs and projects by concerned offices and individuals of the organization or the sectoral agency of government

Steiner, 1997 - devised and used extensively by a number of

business companies in the US providing different products.

Information flow

Expectations of inside group

Societycommunity

StockholdersCustomersSupplierscreditors

The Plan to

plan

Decisions and

Evaluation rules

Evaluation of environmentOpportunities

ThreatsCompanyStrengths

Expectations of inside groups

Top managersHourly

workersstaffData BasePast

PerformCurrent SitForecastsExpectations

of inside groups

Top managersHourly

workersstaff

Master Strategies

MissionPurposes

ObjectivesProgram

Strategies

Medium Range

Programming and

Programs

Short range

planning and

plans

Implementa-tion of

plans

Review and

evaluation of plan

Strategic planning

Tactical Planning

1. Plan to plan2. Expectations of major outside interest3. Expectations of major inside interest4. The data base5. Evaluation of the environment and the

company

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.1. 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.

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

6. Master and program strategies 7. Medium-range programming and

programs 8. Short-range planning and plans

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

Information Inputs

Planning ToolsPlanning

Organization

Planning Activities

Information Inputs

PlanningProcess outputs

Planning Outputs/

Performance Interface

Process

Input

Output

1. Information Inputs - data collected externally and internally for

planning purposes2. 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

4. Planning Activities - the what and how of planning5. Organizational Planning

- covers the internal environment in which planning takes place.- includes relationships between planning and line management

6. Planning Process Outputs - comprise the plans as to their contents,

tools, and strategies7. 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

It puts emphasis on application and implementation, values-driven decision-making and on creatively envisioning the ideal organizational structure.

Planning to plan

Mission Formulatio

n

Contingency Planning

Implementation

Performance Audit

GapAnalysi

s

Values

Scan

Integra- ting Action Plans

Strategic Business Modelin

g

Application Considerations

Application Considerations

Environmental Monitoring

Environmental Monitoring

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

- 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”

- 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)

- identification of gaps between the current organizational performance and the desired future

- to facilitate allocation of resources and identify possible trouble spots

- developed as a response to unanticipated factors in the planning process

- initiation of several tactical and operational plans

- 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.

INFORMATION SYSTEM

STRATEGIC PLANNING

CO

NTR

OL

TACTICAL PLANNING

Program

Monitoring

and Evaluation

Needs ID

Problem

Definition

Problem

A

nalysis

Program

Selection

Generate Alternative Strategies

Pro

gram

Des

ign

Pro

gram

Impl

emen

tatio

n

- includes identification of problems, definition of policy objectives, and assignment of institutional roles and resources

1. Needs Identification 2. Problem Definition 3. Problem Analysis

4. Program Selection

5. Generate Alternative Strategies

6. Program Design

7. Program Implementation

8. Evaluation

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

Mission

SWOT Analysis

VISION

#1

Crit

ica

l S

ucc

ess

Fa

cto

rs

Inte

rna

lS

can

nin

g

Ext

ern

al

Sca

nn

ing

Be

liefs

a

nd

Va

lue

s

Vis

ion

#2N

eeds

Ass

essm

ent

Wha

t is?

Wha

t sho

uld

be

Str

ateg

ic G

oals

Str

ateg

ic O

bjec

tives

Prio

rity

Sel

ectio

n

Dec

isio

n R

ules

Ach

ieva

ble

Aff

orda

ble

Mea

ning

ful

80%

Suc

cess

De

velo

p A

ctio

n P

lan

s-B

rain

sto

rmin

g-F

orc

e F

ield

An

aly

sis

-Co

st b

en

efit

-Se

lect

be

st a

ltern

ativ

e

Allo

cate

Re

sou

rce

sa

nd

Op

era

te P

lan

s

1. Vision #1 2. a. Beliefs and values

b. Environmental scanning: Internal and External

c. Critical Success factors3. Vision #24. Mission Statement5. Strategic Goals6. SWOT Analysis

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

MicroMacroMega

Ideal vision

Def

ine

Cur

rent

Mis

sion

Iden

tify

and

Sel

ect

Ne

eds

Der

ive

Mis

sion

Obj

ectiv

e

Iden

tify

SW

OT

Der

ive

Long

and

Sho

rt T

erm

Mis

sion

s

Der

ive

Str

ate

gic

Pla

ns

Der

ive

Tac

tical

And

Op

erat

iona

l Pla

ns

Mak

e /

Buy

/ O

btai

nR

esou

rces

Impl

emen

tC

on

tinu

ou

s Im

pro

vem

en

tF

orm

ativ

e E

valu

atio

n

De

term

ine

Eff

ect

ive

ne

ss /

E

ffic

ien

cy

Revise / ImproveAs Required

Sco

ping

Pla

nnin

g

Impl

emen

tatio

nA

nd C

ontin

uous

Impr

ovem

ent

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

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

EffectImpact

EvaluationPlan

Update

Implementation

BudgetingInvestment

Programming

Program / Project

Identification

PolicyStrategy

FormulateVision

Environment Scanning

Organization And

Staffing

Training Project Preparation

Internal

External

SWOT

Framework

Mission

Goals

Objectives

Targets

Input

Process

Output

Outcome

a. Organizing and staffing b. Training

a. External environment

b. Internal organization

d. Strategic Planning framework

c. SWOT Analysis

Strong people make just as many mistakes as weak ones do.. But the difference is: The strong ones admit their mistakes, laugh about them & learn from them.