STRATEGIC PLAN

FOR PLANNING
PREPARED BY:
MAUREEN G. FERNANDO-PRAFEROSA
 GUIDE
QUESTION:

What is strategic How does strategic In what possible

planning? planning work in ways will you use
educational strategic planning?
management?
 STRATEGIC PLANNING
is an organizational management activity that is used to
set priorities, focus energy and resources,
strengthen operations, ensure that employees and other
stakeholders are working toward common goals, establish
agreement around intended outcomes/results, and assess
and adjust the organization’s direction in response to a
changing environment
 STRATEGIC PLAN FOR
PLANNING
• developed by Ernesto Franco for strategic
planning of the DEPED or
SUC/University
 STRATEGIC PLAN FOR
PLANNING
Its appropriate adaptation is necessary to be
relevant to the type, nature, size, mission, student
clientele, environmental aspects, and
organizational capability and managerial
leadership of the institution.
 STEP#1 FIGURE STEP#3

ANALYSIS OF FRANCO’
1. ANALYSIS OF
EXTERNAL INTERNAL
S ORGANIZATION, THE
ENVIRONMENT.
STRATEG DEPARTMENT OR
UNIVERSITY OR
STEP#2 IC PLAN SCHOOL
STEP#4

VISION, FOR LONG-TERM

MISSION &
VALUES
PLANNIN DECISIONS ON
STRATEGIC ISSUES
ANALYSIS FOR G AND STRATEGIES FOR
CHANGE INSTITUTION
 STEP 1
Analysis of external environment in
which the institution operates, and the key
issues revolved around.
• analysis of students
• analysis of forces for change in educ
system
• analysis of existing programs
 THE RESULT:
What programs/services WE
MIGHT DO, might expand, might
try, or might drop?
 STEP 2
VISION, MISSION AND VALUES
ANALYSIS FOR CHANGE
• Legal mandate
 THE RESULT:

WHAT WE WANT TO DO!

 STEP 3
ANALYSIS OF INTERNAL
ORGANIZATION, THE DEPARTMENT
OR UNIVERSITY OR SCHOOL
• Human and non-human resources and
capability
• Programs, Services, and projects
• Performanace & outputs
 THE RESULT:

WHAT WE CAN DO! AND

CANNOT DO!
 STEP 4
LONG-TERM DECISIONS ON
STRATEGIC ISSUES AND
STRATEGIES FOR INSTITUTION
• Vision,mission statement,
policies,strategies
• Programs,projects, and student
services
• Detailed work plans & schedule
• Outputs, impact, plans and Linkages
 THE RESULT:

WHAT WE SHOULD DO!

INPUTS-PROCESS-
OUTPUTS
 INPUTS-PROCESS-OUTPUTS
INPUTS OUTPUTS

Students/Pupils Public examination

THROUGHOU results
TS
Teachers Attrition rates
Pupils--interest:
aspirations
Facilities Pupil perception of fulfillment
Teachers--teaching of:
Finance technique,pupils activity
• Cognitive objectives
Facilities--usage of special • Affective objectives
Organization rooms, library
• Social objectives
Finance--regularity of • Economic objectives
Extra school
payment(staff,exp. on
electricity & water

www.reallygreatsite.com
 INPUTS-PROCESS-OUTPUTS
INPUTS

Students/Pupils e.g Distance of home in relation to mode of travel; Home

conditions.
Highest professional qualifications; years of teaching
Teachers
experience.

Facilities Size of land; age of school

Finance
Grants (per capita); scholarships.

Organization Teacher workload; presence of modern curricula.

Location (Rural/Urban); presence of adverse surroundings.

Extra school

www.reallygreatsite.com
 INPUTS-PROCESS-OUTPUTS

THROUGHOU
TS
Students/Pupils Pupils interest; pupil aspirations

Teaching technique; pupil activity

Teachers

Facilities Usage of Special rooms; usage of library

Finance Regularity of payment of staff salary; expenditure on electricity and

water
Number of class test per year; amount of homework
Organization
assigned per term
Action on health problems; community development
Extra school
programmes.

www.reallygreatsite.com
 INPUTS-PROCESS-OUTPUTS

OUTPUTS

Public examination results

Attrition rates(drop-out, repetition and absenteeism)

Pupils perception of fulfilment of;

Cognitive Objectives Prepare for further studies;

Affective Objectives Develop a good character;

Social Objectives Understand and get along with people of other races;

Be able to get as “good’’ a job as possible; manage money

Economic Objectives
matters, including savings and investment.
Strategic planning is worthless -
unless there is first a strategic
vision.”
-John Naisbitt