|Guide to Strategic Planning Process for a National Response to HIV/AIDS: Strategic Plan Formulation (UNAIDS, 1998, 32 p.)|
|IV. Producing a strategic plan document|
The whole process of strategic plan formulation will produce political support and working partnerships even before a final plan is produced. However, the plan cannot be used to the fullest until it has been written up and circulated for comment, amended where necessary, and approved by the relevant government structures.
The shape of the strategic plan will depend very much on the level at which planning has taken place, and the level of detail of the plan. What follows is one suggestion that brings the principles and priority areas that may have been decided at the highest level together with the strategies that may have been formulated more locally.
Description of the planning process, including organization, consultations and groups involved in situation and response analyses and plan formulation.
Simple overview of the history of HIV, the current situation and the response, including major partners.
¨ Guiding principles
¨ Broad strategies
¨ Institutional framework
Priority Areas and Strategies
¨ Brief description of the priority areas for action, including rationale for their being considered priorities, general objective for the area, and broad strategy
¨ For each priority area: key elements in need of response
¨ For each key element:
· specific objectives
· strategy, with its various steps,
- key initiatives
- partnerships identified
- resources, including their source
A description of responsibilities and management mechanisms, including for monitoring and evaluation, support for emerging strategies, accountability, etc.
The strategic plan should be circulated as widely as possible before being finalized among all groups involved in the response. The opinions of all the major groups consulted during the situation and response analysis should be sought; if necessary the plan should be revised to take their concerns into account before a final draft is circulated. This consultation process may be focused into a final workshop bringing together all the major interest groups, or may take place over several months of circulation and revision of drafts. The plan should be legitimized by the highest political authority - national plans may need to be approved by the presidents office or parliament, sectoral plans by the minister and regional plans by the regional assembly or governor.
Once it has been finalized and approved, the plan should be disseminated to all those who have participated in the strategic planning process, and to everyone with an interest in the response or whose partnership is sought. This will include:
· ministries and departments in all social, economic, and development sectors;
· academic institutions concerned;
· groups already working in the response;
· communities affected by HIV;
· local and international development organizations;
· local and international donors; and
· private sector companies and organizations.
These groups should use the national plan to guide their contribution to the response - to help them identify the strategies and the priority areas to which they can best contribute, to give them ideas about partnerships, and to help them match resources to needs.
A strategic plan that creates space for both public and private initiative, guiding both towards a clear goal, is one that will do most to change the situations that make people vulnerable to HIV/AIDS and its impact. UNAIDS and its cosponsors are committed to supporting countries as they develop dynamic and inclusive plans to respond to the specific and ever-changing situations which drive HIV and obstruct development.