LPMPC

Strategic Planning
Workshop

Jan. 7 – 9, 2011
Apolonia Hotel, J. Panganiban
Camarines Norte
OBJECTIVE

To bring the Officers,

Management and staff
Of LPMPC
to think and act
TOGETHER
on what matters
to their COOP and the
community
which they serve
 OWNERSHIP OF THE
PROCESSES
 Focus

 Participate actively
– Listen
– Express oneself

 Reconcile all ideas

 STRATEGIC PLANNING
• formal consideration of an organization's future course

• a process for determining where an organization is

going over the next year or more -typically 3 to 5
years, although some extend their vision to 20 years

• deals with at least one of three key questions:

– "What do we do?“
– "For whom do we do it?“
– "How do we excel?“

• In business strategic planning, the third question is

better phrased "How can we beat or avoid
competition?".
• In order to determine where the
organization is going, the organization:

– needs to know exactly where it stands

– then determine where it wants to go
– and how it will get there

• The resulting document is called the

"strategic plan".
 Where
are we now???
 2009 & 2010
Accomplishment Report
• Performance Highlights

– Members
– Lending Operation
– Share Capital
– Deposits Why???
– Net Surplus

• Challenges
 Opportunities
external conditions
Strengths that are helpful
to achieving Weaknesses
attributes of the objective attributes of
the organization the organization
that are helpful that are harmful
to achieving
the objective
Threats to achieving
external conditions the objective
which could do damage
to the business'
performance
 Internal Factors

 Members
 Officers
 Staff
 Resources
 Programs and
services
 Internal Factors
STRENGTHS WEAKNESSES
 What advantages do we
have? • What could we improve?
 What do we do better
than others?
• What must we avoid?
 What unique or lowest-
cost resources do we
have or we have access • What are people in our
to? market see as our
 What do people in our weakness/es?
market see as our
strength?
 External Factors

• Community –
people, economy
• Government
• National and
international
situation
• Competitors
• Technology
 External Factors

OPPORTUNITIES THREATS

• What are the • What obstacles do we face?

chances available? • What is our competitors
doing?
• What are the • Is technology affecting us?
interesting trends
we are aware of?
 SWOT Analysis
Internal Factors (s/w) External Factors (o/t)
Group I Group 3

Members Community – people and

Officers economy
Staff Government

Group 2
Group 4
National /international
Resources
situation
Programs and services
Competitors
Technology
Creative Use of SWOTs: Generating
Strategies

• How can we Use each Strength?

• How can we Improve each Weakness?
• How can we Exploit each Opportunity?
• How can we Mitigate each Threat?
 Matching & Converting
• Matching is used to find competitive
advantages by matching the strengths to
opportunities.
• Converting is to apply conversion strategies to
convert threats or weaknesses into strengths
or opportunities
• If the threats or weaknesses cannot be
converted, try to minimize or avoid them
• Do not eliminate too quickly any
candidate SWOT entry.

• The importance of individual SWOTs will

be revealed by the value of the
strategies it generates.

• A SWOT item that produces valuable

strategies is important.

• A SWOT item that generates no

strategies is not important.
 Strategic Plan
FACTORS SWOT ITEMS STRATEGIES
(Internal/External)
 2011 Work and Financial Plan
PROGRAMS ACTION PLANS TARGET DATE BUDGET RESPONSIBLE PERSON
Where
do
we
go
from
here?
 REVISITING
OUR VISION-MISSION
STATEMENT
 VISION STATEMENT

• Outlines what the organization wants

to be. It describes a future identity. It
concentrates on the future.
• A source of inspiration
• Describes what will be achieved if the
organization is successful
 Effective vision statement
• Clarity and lack of ambiguity
• Vivid and clear picture/Description of a bright
future
• Memorable and engaging wording
• Realistic aspirations
• Alignment with organizational values and
culture
 To become really effective…
• must become assimilated into the
organization's culture
• Leaders have the responsibility of
communicating the vision regularly
– creating narratives that illustrate the vision
– acting as role-models by embodying the
vision
– creating short-term objectives compatible
with the vision
– and encouraging others to craft their own
personal vision compatible with the
organization's overall vision.
 MISSION statement
 concentrates on the present
 defines the customer
 informs you of the desired level of
performance
 provides a path to realize the vision
 Defines the fundamental purpose of an
organization or an enterprise, basically
describing why it exists.
 serves as an ongoing and time-
independent guide
Format of mission statement

“We provide [what product or

service] to [target customer base]
for [end-user benefits] .”
 Goal-setting
 Membership
– Regular
– Associate
 Asset
 Share Capital (outstanding)
 Deposits (outstanding)
– Savings
– Special savings/Time deposits
– Kiddie Savers
 Goal - Setting
• Loans
– Loan releases
– Regular loans/Number of borrowers
– Microfinance loans/Number of borrowers
– LABMO loans /Number of borrowers
– Outstanding loans
– PAR ratio
• Others
- Agri-business projects
How do we go there?
 FOCUS ON YOUR VISION!

• Annualize your plans

– 2011 Work and Financial Plans

– 5 – year Performance Targets
– 1-year Strategic plan
2011 Proposed Budget
 The journey continues…
• Act and think together

• Draw the future of LPMPC

• Managing Future Growth

– Communicate
– Implement
– Monitor
– Review
– Update (catch up plan)
 Congratulations!

God Bless
LABO PROGRESSIVE MULTI-
PURPOSE COOPERATIVE
(LPMPC)