1. TRAINING ON DEPED’s STRATEGIC PLANNING CONTENT & PROCESS
July 29-August 2, 2013
DepED RO2 Conference Hall
Carig Sur, Tuguegarao City

2. Symbol for past 3 days

3. Formulating Strategies from PIs and SWOT Analysis
STRATEGIC PLANNING

4. 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
External
Assessment
Strengths 1. 2. 3.
Weaknesses
Opportunities
S-O
How can Strengths be Used to Exploit Opportunities?
W-O
How can Weaknesses be Overcome to Exploit Opportunities?
Threats
S-T
How can Strengths be Used to Counteract Threats?
W-T
How can Weaknesses be Overcome to Counteract Threats?

5. 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.

6. Guide Questions
How can my unit use its Strengths to Exploit the Opportunities in order for to us to achieve our VMOKraPi? 
How can my unit overcome its Weaknesses to Exploit the Opportunities in order to achieve our VMOKraPi?
How can my unit use our Strengths to counteract the Threats challenging the attainment of our VMOKraPi?
 How can my unit overcome our Weaknesses to counteract the Threats challenging the attainment of our VMOKraPi?

7. 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.

8. STRATEGIES
Major moves or significant changes in the way an organization wants to achieve its vision, mission and objectives.  
Finding the best means of achieving one’s goals. It also means bridging the chasm between where the organization is at today and where it wants to be tomorrow.

9. In the Strategic Planning and Management model of Dr. Eduardo A
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).
STRATEGIES

10. From the Top Vision Mission Objectives Key Results Ares
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

11. From the Bottom UP Strategies Strategic Option
Generated from SWOT Analysis
Strengths and Weaknesses (SW)
from Internal Assessment
Opportunities and Threats(OT)
from Internal Assessment
Ten Levels of Internal Assessment
Four Levels of External Assessment

12. 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.

13. 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:
Reality (and fearless forecast) of the External Environment at the four different levels
Reality of the internal environment at the ten different levels articulated in the Internal Assessment workbook.

14. From one priority PI, the strategist should ask this question:
“In how many ways can the organization meet its Performance Indicators?”

15. “In how many ways can my unit achieve 100% Participation Rate?
Strategic Options

16. Select your priority Performance Indicators (PIs)
Select your priority Performance Indicators (PIs). Ask, “In how many ways can my unit achieve these PIs?”
1. PI
2. PI
3. PI

17. 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
Review the NAT results
Identify and validate the gaps
Please refer to:
(page 8 of 11)
(page 9 of 11)

18. Example of Res Tasks People Physical Pesos Review the NAT results
Budget 1
Identify and validate the gaps
Budget 2
Please refer to:
(page 8 of 11)
(page 9 of 11)

19. Individual Writeshop of Live Case

20. Presentation of the Best Model of SWOT and SPAT

21. Pledge