## 1 Introduction  
This paper is an extended version of the paper [1] published in the international conference: 6 th International Conference on Information Society and Technology, Kopaonik, Serbia, 2016. A strategic plan is a document that contains several strategic goals. It provides guidelines for domain development activities over a period of three to five years and determines the direction, priorities, actions, and responsibilities of implementation. Standard developmental priorities and goals of state and local administrative bodies are [2]: _Smart growth_--the development of a knowledge and innovation-based economy. _Sustainable growth_--promoting a more efficient economy that makes better use of available resources. _Inclusive growth_--promoting the development of sectors with high employment rates and accomplishing social and territorial cohesion. The strategic planning (SP) process is defined as the process by which managers of companies analyze internal and external environments to formulate the strategy and the allocation of resources to develop a competitive advantage in the industry that enables the achievement of the organization's objectives [3]. From the above definitions and the new needs of the organization, two key issues of formalization should be addressed and resolved in the context of strategic planning [4]:1. To define a conceptual framework for representing information/knowledge extracted from the internal and external environment of the organization. 2. To determine steps in the strategic planning process, type of information/knowledge, and formalize the strategic planning process itself. To allow a higher level of automation and formalization of the strategic planning process, the following tools and software have been utilized: competitive intelligence tools (CI) [5] and business intelligence (BI) [6]. These tools have not been integrated into all phases involved in strategic planning because they only provide reports and documents that decrease the agility of the subsequent revisions of the Strategic Plan [7]. [PERSON] [8] proposes ontology classification by the level of generalization and discusses four different types: upper, domain, task, and application ontologies. Most ontologies created for planning purposes are designed for specific domains: budget planning [9], public healthcare projects [4], public transport organizations, and action planning [10]. [PERSON] [11] discusses that formal ontology, as a discipline, and representation languages, based on formal ontological principles, are essential for achieving interoperability as one of the means of maximizing the added value of information artifacts. Methodologies used to develop ontologies specifically aimed at planning have been insufficiently researched. The continuous development and transformation of knowledge are the main reasons for the relatively small number of different methodologies for creating planning-oriented ontologies. The main advantage of using ontologies to describe knowledge of a continuously changing domain is their ability to develop and transform knowledge into a set of semantic descriptions and rules [12]. A schematic description of the strategic planning process can be found in [PERSON] [13]. That description defines several steps in strategic planning workflow that correspond with answering fundamental questions:  
1. Where we are now?--Understanding current state--starting position;
2. What result do we want?--Defining goals;
3. What deliverables (products/services) are provided?--Defining objectives;
4. How are we going to do it?--Defining the action plan;
5. How are we doing? Are we meeting goals?--Specifying monitoring activities;
6. Where do we want to be a year x?--Defining future vision. Analyzing the proposed description of the strategic planning workflow, the answer to the question \"where are we now?\" was obtained by the SWOT analysis of the observed region. The next steps in the SP process are to decide on the objectives and results to be achieved by applying a strategy.