Strategic Plan

I		Introduction
II		Methodology
III		Mission
IV		Vision
V		Strategic Objectives

A participatory methodology was used with the following fundamental points:

The future:
Generation of a common strategic vision

The creative:
Motivation of creativity and the emergence of innovative ideas

The participatory:
Demonstrated through collective decision making

The critical:
Objective appreciation of each of the participants, their actions, the institution and its environment

The motivation:
To achieve the participation and enthusiasm of the participants in what they do and produce

The experience:
The generation of institutional products shouldn't be seen as purely rational elements, rather as those that have an important affective-emotional component.

The process was initiated with personal interviews with each one of the individuals that make up the staff of the Association, as well as interviews with members of the Board of Directors, with the goal of reviewing the SOWT (Strengths, Opportunities, Weaknesses and Threats) analysis and its orientation.

The methodology used in the planning process was to formulate, in a participatory manner, the strategic vision of the future of the Association. The reflection and motivational analysis has created potential challenges and generated commitments. The planning process was initiated by looking for elements that unify, mobilize and promote commitments with the future of the Association in a creative and positive manner. The initial focus wasn't the identification of internal problems or personnel, nor to undertake a needs assessment, but rather to eliminate institutional pitfalls, generating new images and future developmental possibilities starting with existing potential and strategic visions of the future.

The strategic planning doesn't constitute the development and design of plans and indicators. It should generate a motivational source and strengthen personal commitments. It shouldn't be forgotten that it is the people, the human factor, that determines the desired future. A participatory workshop, put together at the request of the Association, was conducted over the course of two consecutive days. In the workshop a series of steps was presented that combine and balance individual duties, teamwork and plenary consensus to assure that all involved have an opportunity to participate. The legislation, synthesis and quality control of the products produced were partly a result of the facilitators.

The process included:

• A presentation of what strategic planning is
• Situational análisis using the SOWT technique, environmental and internal
• Establishment of a 2005 Common Strategic Vision draft
• Development and revisión of the Institutional Mission
• Instituational values
• Elaboration of the Strategic Objectives
• Elaboration of strategies