Strategic Planning for the Cooperatives Nationwide

This document is very essential in conducting strategic planning especially that it will give ideas and understanding how important strategic plan to the cooperative

1. WELCOME! El Grande Multi-Purpose Cooperative Strategic Planning 2021-2025 August 28, 2021 Pantukan , Davao de Oro MR. FREDDY C. NAVARRO, MBA,CMITAP Facilitator

2. “You and you alone set the limits of your performance. You and you alone set the limits of your success.” Emil Quinto

3. Knowing your self S E L F Serenity of thoughts Ego Longevity Faith D I S C I P L I N E 4 9 19 3 9 16 12 9 14 5 100 % A T T I T U D E 1 20 20 9 20 21 4 5 100 %

4. WHO AM I? An Introduction of the Facilitator 4

5. 5 EDUCATION:   Ruparan Elementary School With Honors 2005-2006   Ruparan National High School Salutatorian 2009-2010   University of Mindanao Digos College BS Accounting Technology 2013-2014 Campus Leadership Awardee, Academic Excellence Awardee   Master in Business Administration (MBA) With the GWA of 1.21 University of Mindanao Davao City  

6. 6 Citations:   Vice President UM Digos College, Supreme Student Council 2012-2013   President UM Digos College- Supreme Student Council 2013-2014   Took and passed the Capital Market Investment for Teacher’s Accreditation Program Dasmarinas Cavite, Manila Philippines 2018     Member Capital Market Institute of the Philippines Cavite Philippines 2018-Present   Member Council of Management Educators and Practitioners in the Philippines Present

7. 7 President- For Mindanao Council of Management Educators and Practitioners in the Philippines 2019-Present       General Secretary Sangguniang Kabataan Kagawad Association of Digos City 2007-2010   Insurance Adviser Climbs Life and General Insurance Cooperative 2015-2016    

8. 8 Working Experiences:   Branch Associate & Auditor Eight Under Par Pawnshop Operator Inc., Visayas and Mindanao March 2014-September 2014   Former Quality Control Analyst- Inbound and Outbound Call Centre United Kingdom Based Company Global Business Solutions Oct. 2014-Nov. 2015   Financial Consultant-Debt Reduction Specialist Global Business Solutions 2011-2013   Training Development Officer GBS Solutions November 2015-February 2016   Auditor/ Department Head of CAC Department BCS Credit Cooperative March 2015-June 2016

9. 9 Board of Director and Secretary Holistic Enhancement of Lives of the Poor Inc., 2018-Present Barangay Councilor-Elect Ruparan Digos City, Davao del Sur 2017-Present Chairman Committee on Finance and Appropriations Barangay Government of Ruparan 2017-Present  Chairman Committee on Rules, Ways and Means Barangay Government of Ruparan 2017-Present Chairman Biddings and Awards Committee 2017-Present College Professor University of Mindanao Digos College Teaching Financial Management subjects, Accounting Basics, Economics and any other related business subjects 2016-Present  

10. 10 A speaker of: -Financial Literacy in an academe, government sectors and corporate world in local, national and international venue -Leadership Training seminar- writeshop both in academe and government sector -Team Building Seminar-workshop -Individual Consultant for Cooperatives, and Private Sector  

11. Hello! I am Hon. Freddy C. Navarro, MBA, CMITAP Faculty member, University of Mindanao Digos Campus Facilitator 11

12. Workshop Overview 1. Clearly define the complete strategic planning process. 2. Explain how to create and execute a strategic plan . 3. Provide a common model that the entire organization can follow.

13. 13 Your name Position Why are you here? ( Expectations )

14. W h at is Strategy? 14

15. Strategy is an internal response of an organization to the demands of the external environment from a general point of view. 16

16. 17 Strategic planning helps us… establish priorities choose actions create a game plan allocate resources

17. 18 If you fail to plan, then you plan to fail. be proactive about the future improve performance open mind solve major issues at a macro level communicate what is most important Why do Strategic Planning?

18. 19 Ask… Where are we now? Where do we need to be? How will we close the gap? How will we monitor our progress?

19. 20 A Good Strategic Plan should… visionary flexible guide decision making at lower levels address critical performance issues balance between capability vs. want

20. 21 Pre-Requisites to Planning Leadership commitment. Who will do what? What will each group do? How will we do it? When is the best time?

21. 89,526,124 Whoa! That’s a big number, aren’t you proud? 22

22. In Community Development Ends Enhanced social functioning, self-reliance in problem- solving and decision-making, increased income and poverty reduction, access to support services, gender- fairness in society, among others. M e ans personnel, facilities, funding, training models, instructional materials, staff development, performance evaluation, technology, budgetary provision, site-based management, leadership style 23

23. The Strategic Process E nv i ron m en t al Scan B a ck ground Information S i tua t i onal Analysis S W OT Where we are Where we want to be How we will do it How are we doing Performance Me a s urem e n t Targets / Standards of P e r f or m an c e Initiatives and Projects Action Plans Performance M a n a gement Review P r o g r e s s Take corrective actions Feedback upstream – revise plans assessment baseline e v a l u a te specifics components Situation – Past, Present and Future S i g n i f i c ant Issues Align / Fit with Capabilities Gaps Mission & Vision Values / Guiding Principles Major Goals Specific O b j e c t i v es

24. 25 assessment

25. SWOT Analysis External Assessment: Marketplace, competitor’s, social trends, technology, regulatory environment, economic cycles… (you have NO control over these) Internal Assessment: Organizational assets, resources, people, culture, systems, partnerships, suppliers…

26. Pair Up! List* the organization ’ s strengths and weaknesses. List* the outside opportunities and threats. *at least ten each 10 mins.

27. 28 Baseline

28. Organization Profile Operating Environment Business Relationships Products and Services Organizational Culture Workforce Productivity Infrastructure Regulations Organizational Structure Customer Relationships Partner Relationships

29. Pair Up! Describe the operating environment in terms of Describe the business relationships in terms of 10mins. Products and Services Organizational Culture Workforce Productivity Infrastructure Regulations Organizational Structure Customer Relationships Partner Relationships

30. 31 Present to the group. Identify the GAPS between the reality and the ideal. Identify the specific actions that need to be done to achieve the IDEAL .

31. 32 Baseline components

32. VISION It all begins with an ideal vision , a panoramic view , a mega-dream of the kind of society that we want to establish for us and the children of tomorrow.

33. 34 Vision It must point to the future, without tying itself down with negative thinking about the past or present. It should identify a clear set of desirable conditions that is written in a format in which all components represent observable or measurable ends; It must communicate hope, energy, and destiny for all rather than discouragement, distrust or depression.

34. Sample Vision Statement We, at EMDC, envision a harmonious global community where progressive , critical thinking and active individuals take pride and dignity in their cultural and national identities. ü ü ü ü ü Use lots of adjectives. It is society-driven. End-oriented rather than activity-driven Outward-looking. Concise but comprehensive. Communicates hope for all to share. Must describe the ideal description of a community and its people at some point in the future Means of attaining it are excluded. Full of adjectives. Considers in advance the contribution of an agency in its realization. ü ü ü

35. Formulate the vision

36. 37 1. Answer the following questions and list down your answers: What kind of World (community, country) do you dream for you and your love ones to live? What kind of people do you dream to live in that ideal society?

37. 38 2. Make a social photography of our present society from the social, political, economic, cultural, and environmental millieu List down what you like in our current society which you can reinforce, legitimize, and/or rationalize. List down what you dislike in our current society which you can change

38. 3. Using adjectives, convert your answers in numbers 1 and 2 in a vision statement. 4. Polish the output in no. 3 to ensure that it communicates hope and inspiration for all (North Star). 5. Check the criteria for determining a good vision statement. 39

39. 40 Vision Statement Checklist It is society-driven. End-oriented rather than activity-driven Outward-looking. Concise but comprehensive. Communicates hope for all to share. Must describe the ideal description of a community and its people at some point in the future Means of attaining it are excluded. Full of adjectives. Considers in advance the contribution of an agency in its realization.

40. Strategy 41 is what we do.

41. 42 It is a precise description of what an organization does. It should describe the business the organization is in. It is a definition of “why” the organization exists currently. Each member of an organization should be able to verbally express this mission

42. To Explore the Universe and Search for Life and to Inspire the Next Generation of Explorers (NASA) Provision of holistic education for the development of perceptive, dynamic and talented young men and women as catalysts of social transformation. (EMDC) Sample Mission Statements Use verbs (NASA) or nouns (EMDC).

43. Put the adjectives stated in the vision statement in a multiple quadrant. List down your core competencies (where your organization is good at), core values, the industry that your organization is in, and the market/ publics/ clients that you intent to serve. Juxtapose nos. 1 and 2. Formulate your mission statement. What can your organization contribute to the realization of a part of the vision statement? STATEMENT CHECKLIST

44. STATEMENT CHECKLIST Use a noun form such as terms like production, provision, etc. of student graduates which critical descriptions of how they look like It must be broad enough to inspire all but narrow enough to have a focus Brief and concise Must NOT include the means in operationalizing it.

45. Strategy 46 V i s ion Mi ss ion Provision of holistic education for the development of perceptive, dynamic and talented young men and women as catalysts of social transformation. We, at EMDC, envision a harmonious global community where progressive, critical thinking and active individuals take pride and dignity in their cultural and national identities. The IDEAL WHAT WE CAN DO

46. 47 is what we can achieve.

47. Describes a future end-state – desired outcome that is supportive of the mission and vision. Shapes the way ahead in actionable terms (verbs). Best applied where there are clear choices about the future. Puts strategic focus into the organization – specific ownership of the goal should be assigned to someone within the organization. May not work well where things are changing fast – goals tend to be long-term for environments that have limited choices about the future.

48. Sample Goal Statement Eastern Manila Development Center will deliver the highest standard of education for foreign and local students in Rizal. Use action words.

49. V i s ion Mission Go a l Provision of holistic education for the development of perceptive, dynamic and talented young men and women as catalysts of social transformation. We, at EMDC, envision a harmonious global community where progressive, critical thinking and active individuals take pride and dignity in their cultural and national identities. Eastern Manila Development Center will deliver the highest standard of education for foreign and local students in Rizal.

50. objectives

51. 52 SMART Objectives S pecific M easurable A ttainable R ealistic T i m e - b ou n d

52. Relevant - directly supports the goal Compels the organization into action Specific enough so we can quantify and measure the results Simple and easy to understand

53. Realistic and attainable Conveys responsibility and ownership Acceptable to those who must execute May need several objectives to meet a goal.

54. 55 Eastern Manila Development Center will deliver the highest standard of education for foreign and local students in Rizal. Hire qualified and competent teachers. Provide up-to-date facilities.

55. Pair Up! Given the mission and goals, list at least 10 objectives for the organization. Be SMART . 1 0m i ns

56. 57 specifics

57. Action Plans gets the Goa l

58. Types of Operational Planning Standing Plans: 2 . P ol i c i es 3.SOPs 4.Rules and Regulations Single-Use Plans: 2 . P r o g r a ms 3.Projects Contingency Plans: alternative courses of action to cope with uncertainty and change

59. Action Plans identify the specific steps that will be taken to achieve the initiatives and strategic objectives – where the rubber meets the road support each objective • • points toward operations, procedures, and processes describes who does what, when it will be completed, and how the organization knows when steps are completed • • requires the monitoring of progress

60. Get in the action . As a group, draw an action plan for each specific objectives agreed upon. Write the plans on the action plan template. 1hour

61. 62 e v a l u a te

62. Hitting the Target Monitoring and Evaluation

63. Monitoring and Evaluation Format Period Covered 1. Introduction Prefatory Statement about the report Purpose of the Report Contents of the Reports Period covered by the report 2. Planned Outputs versus Actual Accomplishments For each of the major target outputs for the period covered, what is the level of performance or accomplishments? - No output? Below Plan? On Plan? Above- plan? What is the finding? What is the reason for such a performance, especially if the performance is no output, below plan or above plan?

64. Monitoring and Evaluation Format 3. Other Outputs not Included in the Plan What are the other outputs in the period covered by the report but were not included in the plan for the period? Describe what are these, why are these done, who did these, what resources were used, when are these done, where are these done? What commitments to customers, if any were done, and what are its implications to the vision, mission, and goals of the organization? 4. Problems Encountered and Recommendations What are the problems met that hindered and/or constrained the implementation of planned activities? What has been done about the problem by the concerned unit? What were the results? Are the problems addressed? What are your unit’s plan of action to address the problem? What management support, i.e. resource support, policy support, etc. are needed?

65. 66 Summing up

66. The Strategic Process E nv i ron m en t al Scan B a ck ground Information S i tua t i onal Analysis S W OT Where we are Where we want to be How we will do it How are we doing Performance Me a s urem e n t Targets / Standards of P e r f or m an c e Initiatives and Projects Action Plans Performance M a n a gement Review P r o g r e s s Take corrective actions Feedback upstream – revise plans assessment baseline e v a l u a te specifics components Situation – Past, Present and Future S i g n i f i c ant Issues Align / Fit with Capabilities Gaps Mission & Vision Values / Guiding Principles Major Goals Specific O b j e c t i v es

67. Integrate all components from the top to the bottom: V ision M ission G oals O bjectives A ction Plans R esources

68. Seek external expertise (where possible and permissible) Articulate your requirements to senior leadership if they are really serious about strategic execution

69. 70