AMCOOP MPC

STRATEGIC PLANNING WORKSHOP

OBJECTIVES

Revisit Strategic Directions

Revisit Organizational Structure

Enhance Strategic Directions

STRATEGIC PLANNING

WHAT IS PLANNING?

Defined as the tool used to predetermine a course of action.

Is the tool managers use to master the future (results).

Bridges the gap between where we are and where we want to be.

STRATEGIC PLANNING

IMPORTANCE OF PLANNING

Plans will help everyone in the team understand his work. “WORK APPRECIATION”

For most effective economical use of personnel, equipment, facilities and money

Plans will allow everyone to help decide and think if how actions should be carried out. “PARTICIPATION”

For effective control of performance

Plans will help us avoid the pitfalls of “hasty” judgment and haphazard “action”

STRATEGIC PLANNING

ENVIRONMENTAL ASSESSMENT

Involves identifying and evaluating external forces that may control, influence and appreciate the organization.

These are the key opportunities and threats.

STRATEGIC PLANNING

ORGANIZATIONAL APPRAISAL

Involves identifying and evaluating internal forces that may control, influence and appreciate the organization.

These are the key strengths and weaknesses.

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

STRATEGIC PLANNING

THE SWOT MATRIX

STRATEGIC PLANNING

VISION SETTING

WHAT YOU WANT TO BE, WHAT YOU WANT TO DO AND WHAT YOU WANT TO HAVE

CREATION PRECEDES ACTION

STRATEGIC PLANNING

MISSION SETTING

MISSION

Also known as Key Objective

A statement of the fundamental commitments that an organization and its components are organized to achieve and that determine their purpose and nature.

STRATEGIC PLANNING

STRATEGIC OBJECTIVES & PROGRAMS

CRITICAL/GENERAL OBJECTIVESPre-determined results to be accomplished based on work analysis

WORK ANALYSIS

STRATEGIC PLANNINGSTRATEGIC OBJECTIVES & PROGRAMS

Systematic determination of those performance areas that are most vital to the achievement of an organization’s mission.

Management critical performance areas comprise planning, organizing, leading, and controlling, as appropriate.

Technical critical performance areas comprise the vital non-management work necessary to accomplish the mission.

SPECIFIC OBJECTIVES

STRATEGIC PLANNING

STRATEGIC OBJECTIVES & PROGRAMS

Pre-determined results to be accomplished based on need analysis

STRATEGIC PLANNING

STRATEGIC OBJECTIVES & PROGRAMS

NEEDS ANALYSIS

Systematic identification and examination of the needs that must be satisfied in order to achieve a certain objective.

Needs are determined by analyzing the standards for the critical objectives.

MISSIONULTIMATE OBJECTIVE

CRITICAL/GENERALOBJECTIVES SPECIFIC

OBJECTIVES

VISION

PRINCIPAL COMMITMENTS

WORK OBJECTIVES

NEED OBJECTIVES

STRATEGIC PLANNING

STRATEGIC OBJECTIVES & PROGRAMS

HIERARCHY OF OBJECTIVES

PROGRAMS

Continuing major tasks or group of works to be delivered or accomplished to achieve the objectives.

STRATEGIC PLANNING

STRATEGIC OBJECTIVES & PROGRAMS

PROJECTS

Time-bounded major tasks or group of works to be delivered or accomplished to realize the programs.

ACTIVITIES

Specific works to be done to meet the needs of each project

STRATEGIC PLANNING

STRATEGIC OBJECTIVES & PROGRAMS

STRATEGIC PLANNING

AMCOOP VISION

REVIEW OF VISION

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STRATEGIC PLANNING

AMCOOP MISSION

REVIEW OF MISSION

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STRATEGIC PLANNING

AMCOOP GOALS

REVIEW OF GOALS

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STRATEGIC PLANNING

AMCOOP OBJECTIVES AND STRATEGIES

REVIEW OF OBJECTIVES AND STRATEGIES

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STRATEGIC PLANNING

AMCOOP PROGRAMS AND PROJECTS

REVIEW OF PROGRAMS & PROJECTS

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STRATEGIC PLANNING

AMCOOP ORGANIZATIONAL STRUCTURE

REVIEW OF ORGANIZATIONAL STRUCTURE

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