TRAINING ON DEPED’s

STRATEGIC PLANNING

CONTENT & PROCESS

May 20-24, 2013, Great Eastern Hotel, Quezon City

WELCOME

Eternal Father, thank you for this wonderful day. Thank you for bringing us safely to where we are now. May everything we do in this programbegin with You, and be done under Your guidance.

Dear God, there are many challenges to be faced and overcome in our country and company today.We can get ready to meet some of these challenges through this facilitation skills program.

May we be equal to the tasks ahead of us, ready to renew ourselves, ready to take on the new things, anxious to let go of old ideas that no longer fit, moving with confidence into the future, the future of DepEd and our country .

 

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Make us flexible enough to grow and change as needed, optimistic enough to see the new opportunities as we moveinto the changing landscape of the dynamicexternal environment and ourfunctions and responsibilities as leaders and employees of our organization.

Help us to be ready to embrace the gift of wisdom and move swiftly forward to apply what we learn for better leadership and organization support

These we ask through Jesus our Lord, Amen.

Instructions for Baseline

The DepED – PAHRODF Partnership2010-2015

Philippine-Australia Human Resource & Organization Development Facility

Development Assistance

Programme Strategy: The PAHRODF

Partner Organizations HROD Interventions

Statement of Commitment

Goals and Objectives Delivery StrategiesBilateral Development Agenda

Government of the Philippines Government of Australia

Statement of CommitmentObjectives

• Building human capital through improved access to and quality of education

• Building capacity of local government units to deliver essential service

• Supporting peace and development• Strengthening climate change adaptation and disaster

risk management • Transparent, accountable and effective governance• Supporting Sustainability and Replication

The group managing the programme strategy (HRODF) is Coffey International

Please refer to us: HRODF or the Facility

Department of Education• Rank 1: HRODF Core Partner

Thank you!

DAY 1

Training ObjectivesAfter the 4.5-day workshop participants will be able to improve and enhance their respective knowledge, skills, attitudes, and confidence in:

1. Developing Vision, Mission, Objectives, Key Result Areas and Performance Indicators;

2. Undertake External Environment Assessment, Internal Organization Assessment, and SWOT Analysis;

3. Formulate Operating plans and action programs, activities and tasks and resources required.

Inputs from Facilitators

Practice with cases

Individual work with coaching

Peer Review

Facilitator Review

Present model strat outputs

Morato’s Framework

Strategic Planning FrameworkUsing Top-Down Planning and Bottom-Up Planning

VMOKraPiSPATRes

Workshop Norms

Give 100% attention to the workshop. No attending to e-mails, facebook, etc.

Use nicknames when addressing to each other. No titles.

Do not stay with your home group. Try to mix with the other region.

Come on time for all sessions.

Expectations of Sponsors

Individually prepare strategic plan for a select unit to be chosen by DepEd facilitator

An individual strategic planning work plan to contribute to regional plan and ensure application of competencies learned

Energizer

Large Group Breakout - 60Time - 9:45AM

Hopes and Expectations of the ParticipantsTime - 10:00AM

DepEd’s Strategic Planning Process

A. Strategizing is about setting institutional goals and finding the best means to reach those goals.

ORIGIN DESTINATIONSTRATEGY

B. Strategizing bridges the chasm between where an organization is today and where it wants to go tomorrow.

C. Strategies are the best means by which an organization achieves its desired ends.

Adaptive Strategizing

Adaptive strategists take opportunities as they come along

Also known as incremental strategizing

Or strategizing by muddling through

Rational, Sequential and Analytical Strategizing

There are usually two sequential processes taken in the rational approach.

The first sequence is from the top to the bottom.

In the top-down sequence, the strategist draws a clear picture of where he or she wants the organization to go.

This is the organizational vision.

A vision is an idealized state desired three, five or ten years down the strategic road.

The strategist then articulates the reason for being or basic purpose for establishing the organization.

This is called the mission statement core values often accompany the mission statement.

From the vision and mission, the strategist goes further down to objectives, which are measurable end-results that determine whether the organization is getting close or farther from its goals.

Each objective is then translated into key result areas (KRAs) which are specific manifestations that the objective is being attained.

The KRAs, which are qualitative statements, are then quantified into no-nonsense performance indicators (PIs).

Based on the PIs, the organization then generates alternative strategies which can be employed to achieve these PIs.

The strategies are broken down into action programs, which are, in turn, cascaded into group activities and individual tasks.

Finally, the resources required to deliver the strategies, programs, activities and tasks (SPAT) are spelled out.

The second sequence usually taken in the rational approach is from the bottom up.

The strategist grounds the organization to the realities of the environment it operates in.

There are two grounding environments: the external environment which is the area, industry or sector affecting or being affected by the organization; and, the internal environment which is the organization itself.

The internal environment is composed of the resources, manpower, systems, processes, capabilities and constraints of the organization itself.

In the second sequence, the strategist must be able to determine the opportunities and threats (OT) in the external environment in relation to its vision, mission and objectives (VMO).

The strategist must also be able to distill the strengths and weaknesses (SW) of the organization according to the same vision, mission and objectives.

Next, the strategist juxtaposes the opportunities and threats (OT) from the external environment with the strengths and weaknesses (SW) of the internal environment in relation to the vision, mission and objectives (VMO) of the organization.

The result of this juxtaposition is the SWOT matrix shown in Diagram 4.

Rational Strategizing

Vision

Mission

Objectives

First Sequence

KRAsPIs

Strategy

Second Sequence

Internal Environment (the organization)

External Environment

(area, industry or sector)

StrategiesSWOT

VMOKraPiSPATRes

Adaptive vs Evidence-based

Why do we need to move from adaptive to evidence-based?

1. Come up with responsive strategies.

2. Make global breakthroughs in education.

3. Make use of the significant data that we have.

What is the basis of your strategy?

INTERNALEXTERNAL

LunchTime - 12:00NN

EnergizerTime - 1:00PM

VMOKraPiTime - 1:15PM

A. It aids in planning…… A road map to get from A to B

B. It is useful for surfacing, recognizing and reconciling alternative and frequently competing beliefs about an organization’s future state.

C. The lack of a clear vision can be fatal.

VISION

THE IMPORTANCE OF HAVING A …

VISION

A Clear Picture Of A Desired End-result

Specific And Tangible In The Imagination

A Crystallization Of What You Want To Create

Describes The Complete Result: The Whole Picture

Lofty Definition Of A Desired Future State

Deals With A Distant Future Point

Does Not Require Knowing How To Get There

Described In Qualitative, Subjective Terms

Noble, Worthy Of One's Commitment

Inspiring, Exciting, Really Desired

VISION

A Process:

Of Creative visualization

Of Picturing Vividly In The Mind A Desired End-result As Complete

Of Seeing Inwardly The Gap between The End-result and Current Reality

Involves Intuition And Imagination

VISIONING

Create a clear picture in your mind of what you want your organization to be like in the future.

Make your picture as vivid and detailed as possible.

Make it powerful enough to excite people to aim for it.

Do not think about hindrances, difficulties and ways to get there yet.

Let your imagination flow and picture what you really desire.

TIPS ON CREATING A VISION

Creates a sense of belonging, alignment, “togetherness”

Orients, and provides a sense of purpose and meaning

Captures people’s hearts, minds and spirits

Gives a sense of security, stability, and clear destiny – what the organization is becoming

Ennobles, empowers, and excites Inspires proactivity

WHAT A GOOD VISION DOES?

ElementsIdentify the elements of the vision

Elements: 1. “no child should be left behind” 2. all Filipino children have the right to good education3. good quality education = decent work/pay4. education is molding the character and increasing the

confidence of all learners so that they would be self-motivated, highly productive and morally upright citizens of the country

VISION an idealized state of being set in the future by an

organization (see page 4)

Every Child Educated,

Every Graduate Employed,

Every Citizen

Empowered.

Sample Vision Statement for a DepEd unit

EXERCISE 1

Craft your own Vision Statement.

Explain the Vision Statement.1. Must be your own unit’s statement (CO, RO, DO,

School)

2. You can draw or write the vision and identify the elements.

3. Write your vision statement using the elements

4. You might want to consider K to 12

DIFFERENCE BETWEEN VISION AND MISSION

MISSIONVISION Normally refers to the present. It is

a timeless explanation of the organization’s identity and ambition

When a mission is achieved it can remain the same and members of the organization can still draw strength from their common timeless cause

Associated with a way of behaving

Refers to a future state, a condition that is better than what now exists

When a vision is achieved a new vision needs to be crafted

When there are changes in the environment, the vision needs to be revisited.

Associated with a goal

DIFFERENCE BETWEEN VISION AND MISSION

MISSION a statement defines the basic purpose for being

of an organization

It is the very mandate of DepEd.

Hence, it cannot be stated far from the basic purpose of educating Filipino children

MISSION • Answers the following questions:

– Why do we exist?– What do we value?– What are our competencies?– Who are our stakeholders?

• It begins by reflecting one’s organizational beliefs

• It embodies your unit’s values and beliefs system

• It defines your unit’s overall purpose or reason for existence

Sample Mission Statement

EXPLANATION:

1. Academic excellence is suggested but the statement also recognizes that children have different brain preferences or intelligences as hinted by the phrase, “to the best of their abilities.”

2. Reaching one’s full potentials means stretching the mind, body and spirit of a person in a holistic and effective manner.

To educate all Filipino children

to the best of their abilities so

that they may reach their full

potentials.

Exercise 2

Craft your own Mission Statement.

Explain the Mission Statement.

OBJECTIVESare measurable end results. They are the desired

outputs and outcomes of the education process.

Generally, objectives fall under six R’s...

Reach

esponsiveness

atings

eturns

evenues

ecognition

Reach means access to education by the learners. It is the geographic (area) as well as the sectoral (student sector) coverage or sphere of influence of the education unit.

Responsiveness is the ability to satisfy the needs, wants and aspirations of parents and students and of employers who will hire the

graduates of the school system.

Ratings are the quantified assessments (i.e. numerical indicators of satisfaction) of the impact of education as calculated by widely-researched comparative statistics such as the national or local tests or ratings done through surveys of students, parents and other education stakeholders.

Returns represent the Return on the Education Investment

of Filipino taxpayers (both at the national and local levels).

Returns to the organizational unit may be translated into sustainability measures such as the ability to defray all expenses and ensure the provision of school facilities, teachers, learning materials and supplies for the future.

Revenues are the resources raised by the unit from both

the public and private sources of funds. Revenues can also come from the community itself, meaning the parents and civic-oriented

individuals or groups. 

Recognition is the reputation, prestige and image of the unit in the eyes of its immediate constituencies and in the eyes of the country as a whole. Recognition can come in the forms of awards, accreditations, and accolades.

Sample Objectives:

- Reach all Filipino children (in the area) through both formal and informal means

- be Responsive to the quality expectations of parents and students and the needs of the local community.

- attain high Ratings for the unit.- ensure that taxpayers receive their due

Return on education investments and to ascertain the sustainability of the Basic Education unit.

- receive Revenues that would enable the unit to provide for all its facilities, equipment, personnel and operating needs of the unit.

- gain Recognition as one of the best DepEd units in the country.

TO

EXERCISE 3

Craft your own objectives.

KEY RESULT AREAS (KRAs)manifestations that the Objectives are being realized.

They are stated in terms of focused performance parameters which must still be quantified

Performance Indicators (PIs) are the numerical measurements attached to the KRAs. These PIs are the targeted performance outputs

and outcomes

Objectives KRAs PIs

Reach

a. Gross Enrolment Rateb. Participation Ratec. Cohort Survival Rated. Dropout Ratee. Others

Put specific numbers here for the planning period. If planning for five years, then there should be a PI for each of the five years.

Responsiveness

a. Percentage of Graduates who find gainful employment

b. Percentage attaining level of skills and competencies set for each and every grade up to the end of K to 12

a. Precise percentageb. Precise percentage

Ratings

a. Rating scores attained in Actual Relevant Tests

b. Ratings given by parents/students in satisfaction surveys

a. Precise scores and exact ranking

b. Precise ratings

Objectives KRAs PIs

Returns

a. Percentage Return on Public Investment on Basic Education

b. Average Percentage Return on Education Investment of Parents.

c. Salary levels of graduates after K to 12 for those who opt for immediate employment

a. Precise percentageb. Precise percentagec. Average salary attained in

Pesos

Revenues

a. Resources raised from National/Local Governments for

Capital Outlays Personnel Services Operating Expenses

b. Resources raised from donors from community from parents

a. Precise amount of resources raised in pesos to defray all fund needs

b. Precise amount of resources raised in pesos

Recognition

a. Number of awards received by school staffb. Number of awards received by studentsc. Number of awards received by teachersd. Accreditation level attained

a. Precise numberb. Precise numberc. Precise numberd. Precise accreditation level

EXERCISE 4Craft your own KRAs and PIs for every Objective. If planning for a longer time period (say, five years) then come up with PIs for each of the five years.

A. Objective 1

1. KRA PI

2. KRA PI

3. KRA PI

B. Objective 2

1. KRA PI

2. KRA PI

3. KRA PI

C. Objective 3

1. KRA PI

2. KRA PI

3. KRA PI

Other Objectives

WriteshopTime - 1:45PM

Triad SharingTime - 2:45PM

Presentation of Model VMOKraPI to 20Time - 3:10PM

Large Group Processing/Include Facilitator Skills Observation

Time - 3:35PM

BreaktimeTime - 3:50PM

Journal Writing and Dyad SharingTime - 4:05PM

Selection and Assessment of Best Facilitators (Consultants Assessment)

Time - 5:30PM

End of Day 1