1. Strategic planning Click to add name Pacific Sexual Diversity Network Leadership Development Suva, 1-5 June 2009

2. Overview of session

3. What is strategic planning? Process where an organisation: –Defines itself –Sets priorities for the future –Involves everyone within and connected to the organisation –Organises all the planned directions of an organisation into a consistent, logical whole

4. Strategic plans Are general – take a birds eye view Normally extend over 2-5 years Are used to inform annual planning or more detailed plans Encompass all of the work an organisation is doing

5. Why do we need strategic planning? To communicate with and to community, stakeholders, government, volunteers, staff To have an opportunity to consult about our work and future plans To reflect on what kind of organisation we want to be As a basis of action including workplans, project proposals, funding submissions As a tool to demonstrate to donors/funders that we are thinking strategically To formally document our plans so that everyone in the organisation is working towards the same goals To know where we are going!

6. Some qualifiers There isn’t one way to do strategic planning The planning process should be suited to your organisational needs The process is as important as the outcome The system we’ll use is a basic, common method of strategic planning

7. Basic steps 1.Determine mission 2.Assess current situation 3.Establish goals 4.Develop strategies to meet goals 5.Set objectives against strategies 6.Compile information into plan 7.Consult with stakeholders 8.Review & finalise 9.Assign responsibilities 10.Implement 11.Monitor and evaluate

8. Determine mission Normally a simple, singular statement that answers: What is the organisation’s purpose and intentions? Can start with the name of the organisation followed by ‘is…’ eg. The PSDN is… OR can start with ‘Our mission is…’

9. Assess current situation This information informs the planning process. Can be as complex or as simple as you need or want it to be. Should be an accurate description of what the organisation is currently doing. Emphasis on: –what has been achieved –the current successes or strengths –the current challenges or weaknesses

10. Establish goals Goals should be single statements of what you hope to achieve over the time of the plan. Should be simple, but very broad in scope. Shouldn’t have too many of them. Example of a goal: To reduce stigma and discrimination against MSM.

11. Develop strategies to meet goals Practical steps that will be taken to achieve the stated goals. Example: GOAL: To reduce stigma and discrimination against MSM. STRATEGIES: Campaign for greater community acceptance of MSM. Work towards inclusion of MSM in national HIV/AIDS strategy. Raise stigma and discrimination issues with key leaders and decision makers.

12. Set objectives against strategies These should be milestones or indicators that tell you whether you have taken the right action or enough action on the strategies. Important for evaluation of the strategic plan. Example: GOAL: To reduce stigma and discrimination against MSM. STRATEGIES: Campaign for greater community acceptance of MSM. Work towards inclusion of MSM in national HIV/AIDS strategy. Raise stigma and discrimination issues with key leaders and decision makers.

13. Example GOAL 1: To reduce stigma and discrimination against MSM. STRATEGY 1.1: Campaign for greater community acceptance of MSM. OBJECTIVE: Anti-stigma communication materials have been produced and distributed. STRATEGY 1.2: Work towards inclusion of MSM in national HIV/AIDS strategy. OBJECTIVE: MSM have been recognised in national HIV/AIDS strategy. STRATEGY 1.3: Raise stigma and discrimination issues with key leaders and decision makers. OBJECTIVE: Increased willingness by political and religious leaders to support MSM.

14. 1.Determine mission 2.Assess current situation 3.Establish goals 4.Develop strategies to meet goals 5.Set objectives against strategies 6.Compile information into plan 7.Consult with stakeholders 8.Review & finalise 9.Assign responsibilities 10.Implement 11.Monitor and evaluate TUESDAY THURSDAY NEXT THREE YEARS BY END OF JULY

15. Today’s process Large group: Review of draft strategic plan Determine remaining goals Small groups (4): Detailed revision and amendment of a section of the draft plan; new strategies and objectives developed Each group’s work will be passed on to the next group for review Large group: review the completed document If we finish early: commence consultation plan (to be completed on Thursday)

16. Time line 9 - 10.00 – overview and revision of existing plan Morning tea 10.15 – 11.30 – phase 1 11.30 - 12.30 – phase 2 12.30 – 1.30 – lunch 1.30 – 2.30 – phase 3 2.30 – 3.30 – phase 4 Afternoon tea 3.45 – 5.00 – review completed draft