TRAINING ON

DEPED’s
STRATEGIC
PLANNING
CONTENT &
PROCESS
July 29-August 2, 2013
DepED RO2 Conference Hall
Carig Sur, Tuguegarao City
Symbol for
past 3 days
 Formulating
Strategies from
PIs and SWOT
Analysis
STRATEGIC
PLANNING
From the major Strengths and Weaknesses and the
major Opportunities and Threats, the strategist can
then put these conclusions into a two dimensional
grid as follows:
Internal Assessment Strengths Weaknesses
1. 1.
2. 2.
3. 3.
External
Assessment
Opportunities
1. S-O W-O
2. How can Strengths be How can Weaknesses be
3. Used to Exploit Overcome to Exploit
Opportunities? Opportunities?
Threats
1. S-T W-T
2. How can Strengths be How can Weaknesses be
3. Used to Counteract Overcome to Counteract
Threats? Threats?
• The Strategist must remember that the
SWOT Analysis should be made from
the point of view of the unit in relation
to its:
– Vision
– Mission
– Objectives
– Key Result Areas
– Performance Indicators.

• In formulating Strategic Options, the

strategist can use the SWOT grid.
Guide Questions
A. How can my unit use its Strengths to
Exploit the Opportunities in order for to us
to achieve our VMOKraPi?
B. How can my unit overcome its
Weaknesses to Exploit the Opportunities in
order to achieve our VMOKraPi?
C. How can my unit use our Strengths to
counteract the Threats challenging the
attainment of our VMOKraPi?
D. How can my unit overcome our
Weaknesses to counteract the Threats
challenging the attainment of our
VMOKraPi?
Guide Questions
• From the different Strategic Options
generated which strategies should your
unit take? Why? Why not the others?

• Evaluate the Strategic Options according

to the VMOKraPi set. The more the
strategies meet the VMOKrapI, the better
suited they are for the unit.
S
T Major moves or significant
changes in the way an
R organization wants to achieve its
A vision, mission and objectives.
T
E Finding the best means of
achieving one’s goals. It also
G means bridging the chasm
I between where the organization is
E at today and where it wants to be
tomorrow.
S
• In the Strategic Planning and
Management model of Dr. Eduardo A.
Morato, Jr., there is a recommended
methodology for doing Rational,
Sequential and Analytical Strategy
Formulation
• The recommended methodology should
start either from the top (and goes down
to the bottom) or start from the bottom
(and goes up to the top).
From the Top
Vision
Idealized Picture of the Organization and What Will Happen to its Client System

Mission
Basic Purpose of the Organization

Objectives
Measurable End Results

Key Results Ares

Manifestations or Indicators that the Objectives are being met

Performance Indicators
Precise measurements of the Key Result Areas

Strategies
Best Means of Delivering PIs
From the Bottom UP
Strategies

Strategic Option
Generated from SWOT Analysis

Strengths and Weaknesses Opportunities and Threats(OT)

(SW) from Internal Assessment
from Internal Assessment

Ten Levels of Internal Four Levels of External

Assessment Assessment
Top Down Strategizing
• Starting from the top means that the
strategizer is beginning from his/her
ambitious goals or dreams. These goals or
dreams are encapsulated in the Vision,
Mission, Objectives, Key Result Areas and
Performance Indicators.

• Select the most important or priority

Performance Indicators to start the
process of strategizing. PIs of lesser
importance can be done later.
Bottom Up Strategizing
• Starting from the bottom means that the
strategist is anchoring the organization to
the realities at the ground level.
There are two ground levels:
1. Reality (and fearless forecast) of the
External Environment at the four
different levels
2. Reality of the internal environment
at the ten different levels articulated
in the Internal Assessment
workbook.
From one priority PI, the strategist should
ask this question:

“In how many ways can the

organization meet its
Performance Indicators?”
“In how many ways can my unit
achieve 100% Participation
Rate?
100% Participation Rate
1.
Strategic Options 2.
3.
4.
• Select your priority Performance Indicators
(PIs). Ask, “In how many ways can my unit
achieve these PIs?”

1. PI

2. PI

3. PI
Example of SPAT
Objectives To Improve NAT Score
Strategies Improved competency through use
of technical education

Programs Online Learning

Teacher Development Program

Activities Develop a Program Design

Tasks 1. Review the NAT results
2. Identify and validate the gaps
Example of Res
Tasks People Physical Pesos

1. Review the Budget 1

NAT results

2. Identify and Budget 2

validate the
gaps
Individual
Writeshop
of
Live Case
Presentation of the
Best Model of
SWOT and SPAT
Pledge