DATE: June 01 – 04, 2026 |
Venue: Tandang Sora Hall, TESDA Women's Center, TESDA Complex, East Service Road, South Luzon Expressway, Fort Bonifacio, Taguig City |
Type: In-country Program (ICP) |
ORGANIZERS: Colombo Plan Staff College (CPSC), and Technical Education and Skills Development Authority (TESDA), Philippines
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BACKGROUND
Organizational and strategic planning in TVET is not only a procedural exercise but it is a platform for aligning institutional values, driving innovation, strengthening shared accountability, and cultivating a results-driven planning culture across TVET institutions. In the context of the present reforms being introduced in TESDA institutions by the Technical Education and Skills Development Authority (TESDA), planning must therefore move beyond compliance and routine document preparation toward a strategic, proactive, purpose-driven, and reform-oriented practice.
The proposed In-Country Program on Organizational Planning / Strategic Planning in TVET is designed by Colombo Plan Staff College (CPSC) to strengthen TESDA’s planning capacities, while embedding the behavioral competencies and leadership mindset required to support foresight, institutional alignment, collaboration, change management, and reform ownership. It is anchored on the TESDA Best 8-Point Agenda and the cross-cutting priority of Mindset and Behavior Change, with emphasis on enabling officials and personnel to lead reforms with strategic clarity and shared accountability.
The Philippine TVET system continues to play a pivotal role in workforce development, employability, national development, and inclusive economic growth. However, TVET institutions and offices must respond to fast-changing demands in industry, technology, governance, stakeholder expectations, and learner needs. This requires planning processes that are evidence-based, values-driven, participatory, measurable and adaptable.
Building on the existing focus of the program book on strategic planning, institutional transformation, leadership, quality assurance, industry responsiveness and digital readiness, the revised program gives stronger emphasis to behavioral transformation, strategic thinking, environmental scanning, scenario planning, monitoring, performance review, and the development of institutional or regional strategic plans aligned with TESDA’s Best priorities.
The In-Country Program on Organizational Planning / Strategic Planning in TVET is designed to strengthen TESDA’s planning capacity, strategic thinking, behavioral competencies and reform ownership. It shifts the emphasis from planning as a routine administrative requirement to planning as a strategic leadership process that aligns values, priorities, innovation, monitoring and shared accountability.
Through the integrated sequence of theme papers, workshops and action planning exercises, participants will develop practical tools and draft strategic plans aligned with the TESDABest 8-Point Agenda. The program also supports a culture of continuous improvement, foresight and evidence-based decision-making, enabling TESDA offices to respond more effectively to future challenges while maintaining clarity of purpose and commitment to institutional transformation.
OBJECTIVES
The training program is designed to:
- Promote a shift in the mindset of the TESDA institutions from routine, compliance-based planning to strategic, values-driven decision-making aligned with the TESDA’s Best 8-Point Agenda.
- Enhance the strategic thinking and planning capabilities of officials and personnel within TESDA, particularly in translating institutional priorities into clear plans, targets, responsibilities, and reform actions by means of APACC QA tools.
- Strengthen behavior-related competencies essential for strategic leadership, including collaboration, innovation, accountability, change readiness, and reform ownership.
- Foster a culture of continuous improvement and foresight by equipping participants with practical tools for environmental scanning, scenario planning, risk awareness, monitoring, and performance review.
- Enable participants to prepare institutional strategic plans and personal commitment statements that reflect shared accountability, mindset transformation, and measurable implementation pathways.
EXPECTED OUTPUTS
By the end of the program, the participants are expected to produce the following tangible outputs:
- Draft institutional strategic action plans, summarizing institutional priorities aligned with the TESDA’s Best 8-Point Agenda, including objectives, strategies, indicators, responsible units, timelines, and monitoring arrangements.
- Environmental scanning and scenario planning templates that identify priority issues, future trends, opportunities, risks, and implications for TESDA institutions.
- Strategic leadership and behavior change competency matrix focusing on collaboration, innovation, accountability, reform ownership, and change leadership.
- Results-based monitoring and performance review tools, including draft indicators, milestones, scorecard elements, and feedback mechanisms for tracking reform progress.
EXPECTED OUTCOMES
By the end of the training, the following outcomes are expected:
- Enhanced strategic thinking and planning capacities among TESDA officials and personnel.
- Greater reform ownership and leadership commitment, as shown through action plans, team outputs, and personal commitment statements.
- Improved institutional readiness to implement change initiatives, monitor performance, respond to future challenges and align planning with measurable results by means of APACC QA benchmarks.
- Draft institutional strategic plans that align with the TESDA’s Best 8-Point Agenda and reflect behavior and mindset transformation principles.
- Improved collaboration and shared accountability amongst TESDA Offices and relevant stakeholders in translating policy directions into practical implementation plans.
PROGRAM CONTENTS
| Special Lecture: | From Compliance-Based Planning to Purpose-Driven Strategic Reform |
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Purpose: To introduce the strategic
direction of the program and frame organizational planning as a
values-driven, reform-oriented, and results-focused leadership
function. |
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| Theme Papers: | |
| Theme Paper 1: | TESDA’s Best 8-Point Agenda and Strategic Planning Architecture for TVET |
| Purpose: To connect TESDA’s strategic priorities with
institutional planning processes. Focus: The paper will explain how the TESDABest 8-Point Agenda can be translated into goals, strategies, indicators and implementation pathways at institutional and regional levels. Expected Outcome: Participants will be able to identify priority planning areas and align their action plans with TESDABest directions. |
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| Theme Paper 2: | Strategic Thinking, Environmental Scanning and Scenario Planning for TVET Reform |
| Purpose: To equip participants with tools for
foresight and future-oriented planning. Focus: The paper will discuss environmental scanning, scenario planning, trend analysis, stakeholder mapping and risk identification as inputs to strategic decision-making. Expected Outcome: Participants will understand how to anticipate future challenges and opportunities and use foresight tools in preparing strategic plans. |
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| Theme Paper 3: | Behavioral Competencies for Strategic Leadership: Collaboration, Innovation, Accountability and Reform Ownership |
| Purpose: To embed behavior and mindset transformation
into the strategic planning process. Focus: The paper will focus on behavior-related competencies needed by TVET leaders and personnel, including collaboration, innovation, accountability, adaptive leadership, communication, and ownership of reforms. Expected Outcome: Participants will be able to link strategic planning with leadership behavior, team culture, and institutional readiness for change. |
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| Theme Paper 4: | Results-Based Monitoring, Performance Review and Continuous Improvement in TVET Planning using APACC QA metrices |
| Purpose: To strengthen the link between planning,
implementation, monitoring, and institutional
learning. Focus: The paper will discuss results chains, performance indicators, milestones, feedback loops, quality assurance considerations, and continuous improvement mechanisms that support strategic plan implementation by means of utilizing APACC QA metrices and benchmark tools. Expected Outcome: Participants will be able to design monitoring mechanisms that track progress and support evidence-based decisions. |
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| Theme Paper 5: | Technology-Enabled and Evidence-Based Planning for Agile TVET Institutions |
| Purpose: To build on the existing program book’s
emphasis on digital transformation while aligning it with the proposal’s
focus on strategic planning capacity. Focus: The paper will introduce practical uses of digital tools, data dashboards, institutional information systems, and AI-enabled analysis for planning, monitoring, and decision support in TVET. Expected Outcome: Participants will understand how technology can support strategic clarity, timely monitoring, and responsive institutional management. |
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| Theme Paper 6: | Developing Institutional Strategic Plans: Translating Priorities into Actions and Commitments |
| Purpose: To guide participants in converting program
learning into draft institutional strategic
plans. Focus: The paper will provide a practical framework for setting objectives, defining initiatives, identifying indicators, assigning responsibilities, sequencing implementation, and developing personal and team commitments. Expected Outcome: Participants will be ready to prepare actionable strategic plans and commitment statements that reflect TESDA’s Best priorities and mindset transformation principles. |
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| Workshops / Group Work Activities | |
| Workshop 1: | Strategic Mindset Shift and Values-Driven Planning Lab |
| Purpose: To help participants examine the difference
between compliance-based planning and strategic, values-driven
planning. Workshop Activity: Participants will review current planning practices, identify routine or compliance-heavy habits, and redesign them into strategic planning behaviors aligned with TESDABest. Expected Output: A planning mindset-shift map and a list of values-driven planning commitments. |
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| Workshop 2: | Environmental Scanning and Scenario Planning Workshop |
| Purpose: To provide practical tools for foresight,
environmental scanning, and scenario-based
decision-making. Workshop Activity: Groups will conduct a scan of internal and external factors affecting TESDA planning, develop plausible scenarios, and identify strategic implications for TVET reform. Expected Output: An environmental scan matrix, scenario planning worksheet, and priority issue list. |
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| Workshop 3: | Strategic Leadership and Behavior Change Competency Framework |
| Purpose: To strengthen the behavior-related
competencies required for strategic leadership and reform
ownership. Workshop Activity: Participants will map competencies such as collaboration, innovation, accountability, and change leadership against their office responsibilities and identify improvement actions. Expected Output: A strategic leadership competency matrix and personal commitment statements. |
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| Workshop 4: | Results-Based Monitoring and Continuous Improvement Workshop |
| Purpose: To connect strategic plans with measurable
implementation, monitoring, and performance review. Workshop Activity: Participants will develop results chains, indicators, milestones, risk notes, and review mechanisms for selected strategic priorities with the help of APACC QA metrics and benchmark tools. Expected Output: A monitoring scorecard or results-based implementation tracker. |
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| Workshop 5: | Institutional Strategic Action Planning Workshop |
| Purpose: To consolidate the week’s learning into
practical plans for TESDA Central Office and Regional
Offices. Workshop Activity: Groups will prepare draft institutional or regional strategic plans aligned with TESDA’s Best practices, including objectives, activities, responsibilities, timelines, outputs, expected outcomes, and monitoring arrangements. Expected Output: Draft institutional strategic action plans ready for presentation, refinement, and possible adoption. |
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| Workshop 6: | Action Plan Session |
| Formulating Institutional Strategic Action Plans for TESDA
Reform The final action planning session will enable participants to integrate the learning from the theme papers and workshops into practical strategic action plans. The session will focus on the direct application of TESDA’s Best priorities, behavior and mindset transformation, results-based monitoring, and shared accountability. In this final session, participants will:
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INSTRUCTIONAL STRATEGIES
This In-country program will adopt a practice-oriented and output-focused learning approach. Short expert inputs will be followed by structured workshops, group work, case analysis, guided planning exercises, peer review and action planning. The learning design connects the background/rationale, objectives and expected outcomes of the proposal with the preparation of practical outputs that participants can apply in TESDA planning processes.
The methodology will include:
- Expert-led theme papers and special lecture sessions.
- Hands-on workshops and group work activities.
- Environmental scanning, scenario planning and monitoring exercises.
- Case-based discussion of strategic planning challenges in TVET.
- Peer review, experience sharing and facilitated reflection.
- Preparation and presentation of institutional or regional strategic action plans.
- Personal commitment statements to reinforce reform ownership and mindset change.
Each theme paper will be linked to a corresponding workshop or action exercise so that participants can immediately apply concepts to institutional or regional planning realities.
Theme Papers: The theme papers will provide conceptual and practical insights into TESDA strategic planning, mindset transformation, foresight, behavior-related leadership competencies, monitoring, and digital support for planning and action plan development.
Workshops: The workshops will translate the theme papers into practical
outputs such as planning mindset-shift maps, environmental scans, scenario
worksheets, competency matrices, monitoring scorecards, commitment statements,
and institutional or regional strategic plans.
Action Plan: The action
planning process will enable participants to prepare draft plans that reflect
the TESDABest 8-Point Agenda, strengthen reform ownership, and provide a clear
basis for implementation and performance monitoring.
PARTICIPANTS’ PROFILE
The program is intended for thirty (30) participants from TESDA, Central Office and Regional Offices. The target group may include planning officers, division chiefs, regional directors or their representatives, program managers, quality assurance personnel, curriculum or training managers, and other officials or personnel involved in strategic planning, institutional development, performance monitoring, and reform implementation.
DATE AND VENUE
Date: June 01 -04, 2026.
Delivery
Mode: Face-to-face, with provision for online or synchronous
delivery if required.
Venue: Tandang Sora Hall, TESDA
Women's Center, TESDA Complex, East Service Road, South Luzon Expressway, Fort
Bonifacio, Taguig City
FACILITIES REQUIREMENTS
To conduct the program smoothly, the following facilities are required:
- Training hall with flexible seating for group work and presentations.
- Laptop computers for participants and resource persons.
- Stable internet connection.
- Audio and video equipment.
- Multimedia projector, projection screen, and presentation clicker.
- Whiteboards, flip charts, markers, and workshop materials.
- Printing or copying support for templates, worksheets, action plans, and evaluation forms.
PROGRAM MANAGEMENT
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Program Schedule
