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Strategic planning

Strategic planning. Pacific Sexual Diversity Network Leadership Development Suva, 1-5 June 2009. Click to add name. Overview of session. What is strategic planning?. Process where an organisation: Defines itself Sets priorities for the future

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Strategic planning

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

  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 • Determine mission • Assess current situation • Establish goals • Develop strategies to meet goals • Set objectives against strategies • Compile information into plan • Consult with stakeholders • Review & finalise • Assign responsibilities • Implement • 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. TUESDAY • Determine mission • Assess current situation • Establish goals • Develop strategies to meet goals • Set objectives against strategies • Compile information into plan • Consult with stakeholders • Review & finalise • Assign responsibilities • Implement • Monitor and evaluate THURSDAY BY END OF JULY NEXT THREE YEARS

  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

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