Our Vision |
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Strategic Plan 2003-2005 (abridged
version)
Preamble
Over the years, the PPASA has been recognised
as the leader in the field of sexual
and reproductive health. PPASA’s
strides have been influenced by its
ability to define its future through
the strategic plan.
In the year 2000, consultants were contracted
to guide the PPASA through this process.
These specialists introduced the PPASA
to a new methodology known as the Balanced
Score Card. This tool is known to be
instrumental in monitoring and evaluating
strategic plans. This aspect of management
tends to be a weaker component for many
institutions.
During middle of 2001, the organisation
took the bold step of crafting its three
(3) year strategic plan using the Balanced
Score Card. This proved to be a challenge
for the team, as firstly, there were
some team members not present during
the introduction of the tool, and secondly,
those who had received the orientation
had not yet had the opportunity of using
the Balanced Score Car model.
However, the team’s enthusiasm
sparked the members to inject their
energy, creativity and discipline to
the process and as a result of this,
the strategic plan was formulated with
success. It is the team’s goal
to review this plan annually to ensure
constant, updated input into the strategic
planning process.
This document has been tabled to governing
structures to allow for the opportunity
of providing input and ratification.
The success of this strategic plan will
be measured by the contribution made
by the PPASA in improving the sexual
and reproductive health status of South
Africans.
The involvement of partners will further
enhance the PPASA’s intention
of implementing innovative programmes
and uphold its principle of community
involvement.
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| The
Work of PPASA |
PPASA is a national,
non-profit organisation operating in
all nine of South Africa’s provinces
and is an affiliate of the International
Planned Parenthood Federation (IPPF).
As the largest NGO providing integrated
reproductive health education and services
in this country, it has improved access
and choice in services throughout its
60-year history. Over the past 10 years
the PPASA has evolved significantly
in an attempt to meet the growing sexual
and reproductive health needs of underserved
communities. During the past four years
alone its operations have grown threefold.
Following South Africa’s political
transformation, it has emerged as a
highly professional organisation with
clear plans and a solid strategic focus.
In line with the government’s
development strategies, the PPASA’s
work is guided by its commitment to
the development of the people. Its aim
is to ensure that people have the knowledge
to make informed choices about reproductive
issues that will be beneficial to themselves
and their communities. All of the PPASA’s
programmes are based on community needs,
and the organisation involves communities
in the monitoring and evaluation of
these programmes.
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| PPASA
Structure |
The
PPASA is structured as a membership
organisation. A volunteer-based National
Council, consisting of 21 delegates
from its 8 Provincial Committees, governs
it. The roles of the National Council
Executive Committee and Provincial Committees
are to support and advise the CEO and
the Provincial Directors respectively
on strategic and operational issues.
Each project is supported by a project
task team or project committee These
provide support for project managers
and staff. These task teams and committees
assist in programme planning, monitoring
and evaluation. The active, structured
involvement of volunteers means that
their skills are developed, resulting
in people becoming empowered and more
importantly, employable. Furthermore,
the PPASA’s experiences have shown
that any appropriate and holistic sexual
and reproductive health intervention
will positively affect the quality of
life of families and communities.
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| PPASA's
Programmes |
The PPASA’s programmes
include: Adolescent Reproductive Health
Services (ARHS); the Community-Based
Reproductive Health Service (CBRHS)
which is concerned with the distribution
of contraceptives and reproductive health
information; and the Sexuality &
Life Skills Education and Training,
which is characterised by the Men as
Partners programme, the Parent Education
Programme and the Women’s Wellness
Programme. The PPASA is also involved
in provincial, national and international
advocacy and lobbying for the greater
recognition of reproductive and sexual
health rights, as well as improved sexual
and reproductive health.
PPASA staff members maintain close ties
and develop partnerships with provincial
departments of health; national bodies
such as the Youth Policy and National
Contraceptive Policy Working Groups;
and international organisations such
as Pathfinder International and EngenderHealth. |
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| 4
Strategic Focus Areas |
| 1.
STRENGTHENING THE INSTITUTION |
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2.
RESOURCE DEVELOPMENT AND SUSTAINABLITY |
| Objective
1: |
To
strengthen organisational
capacity and its internal
communication systems. |
| Objective
2: |
To
ensure equitable distribution
of resources throughout
the organisation. |
| Objective
3: |
To develop and strengthen
planning, monitoring and
evaluation systems within
the organisation. |
| Objective
4: |
To develop and engage appropriate
human resources. |
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| Objective
5: |
To
consolidate, diversify and
increase funds through resource
mobilisation and investment. |
| Objective
6: |
To develop and implement
a comprehensive Financial
Management System. |
| Objective
7: |
To
develop and implement a
comprehensive Information
Management System for efficient
planning, monitoring and
evaluation. |
| Objective
8: |
To
identify and engage in income
generation activities. |
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| 3.
IMPROVING ADVOCACY AND LOBBYING |
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4.
PROGRAM EXPANSION AND DEVELOPMENT |
| Objective
9: |
To
advocate and promote community
and Stakeholders participation. |
| Objective
10: |
To develop and implement
strategies that will increase
the organisation’s
profile. |
| Objective
11: |
To
participate, influence and
monitor the effective development
and implementation of policies
and/or legislation at all
levels. |
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| Objective
5: |
To
increase access to Adolescent
Friendly Reproductive Health
Services (AFRHS) and information. |
| Objective
6: |
To
empower women to understand
SRH rights and enable them
to make informed decisions
about their sexuality. |
| Objective
7: |
To increase males’
involvement in the SRH. |
| Objective
8: |
To
design and implement innovative
cost-effective development-orientated
CBRHS in undeserved communities. |
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| New
PPASA Strategic Plan for 2005-2010 |
| Process
leading up to new Strategic Plan |
|
In
2003, PPASA embarked on a strategic
planning process with the aim of planning
ahead for the five-year period that
will precede the completion of the
2002-2004 planning period.
The objectives for the planning exercise
were:
To review the current Strategic plan
(2002-2004);
Define a “New “ strategic
direction; and
Determine the resources required to
implement the plan;
With the ultimate aim of planning
ahead for a stronger organisation
that better meets the needs of South
Africa in an efficient and effective
manner.
The
2005-2010 Strategy is a result of
a participatory review and planning
process that involved various levels
of representation within PPASA as
well as other Stakeholders. It included
the volunteers, senior staff of PPASA
and staff of the International Planned
Parenthood Federation (IPPF). The
planning process included various
components. It included a review and
a country situation analysis of the
sexual and reproductive health challenges
it faces. The objective of this was
to look at the country situation,
and what opportunities exist for PPASA
to fill the existing gaps. This process
included a review of the country’s
SRH strategy and discussions with
the Department of Health (DoH) regarding
gaps and opportunities for PPASA.
This process also aimed at reviewing
the country situation via the existing
PPASA strategic plan in order to determine
whether the organization through its
existing plan is working towards meeting
the SRH needs currently faced by the
country.
In
addition, as part of the planning
process a review of the process was
followed by IPPF Central Office in
developing its Strategic Plan was
done. This part of the process was
aimed at sensitizing PPASA Volunteers
and staff on the IPPF Strategic Planning,
in an effort to provide PPASA with
a framework that it could use in its
own planning process with emphasis
on the organization taking into consideration
the SRH needs and exiting environment
in the country.
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| As
a next step, the planning process went
through a SWOT analysis. This analysis
was conducted at two levels:
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A review of PPASA’s experience
in the past and a review of the
PPASA’s current Strategic
Plan (2000-2004) with regard to
what worked, what did not work,
and what needs to be improved,
an analysis of the strengths and
weakness currently faced by the
organisation; |
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A
review of the proposed Strategic
Focus areas with regard to the
challenges faced and opportunities
for the organisation. |
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The
planning group then reviewed the Vision
and Mission and suggestions were made
with regard to revisions that would
make the Vision and Mission more applicable
to the Strategic Focus Areas. Final
steps included further review of the
Vision and Mission, a review of the
marketing strategies aimed at enhancing
the image of PPASA, and the development
of Goals and Objectives for the next
five-year Strategic Planning Period.
Information
from the above was used in the development
of the Strategic Framework. Based
on this the PPASA staff were left
to use the framework as a guide in
further development and finalisation
of the Plan.
A
report reflecting the outcomes of
the discussions by the senior mangers
was be circulated to the National
Executive Committee, Provincial committees,
Project committees and staff members
for comments. The revised document
was ratified presented to the National
Council for ratification (see below).
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| PPASA
Strategic Plan 2005-2010 |
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| VISION:
A South Africa where every child is
a wanted child, where everyone enjoys
SRH rights and access to services and
a society free of sexual violence and
HIV/AIDS. |
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| MISSION |
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Pioneer
innovative and sustainable programmes
which address sexual and reproductive
health priorities |
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Influence
and contribute to the development
of sexual and reproductive health
priorities and policies |
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Champion
sexual and reproductive health
rights and priorities |
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| STRATEGIC
FOCUS AREAS |
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AIDS |
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Adolescents |
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Technical
Support |
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Sexual
Violence |
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Termination
of Pregnancy |
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Advocacy |
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| HIV/AIDS |
GOAL:
To reduce the rate of new HIV infections
OBJECTIVES: |
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Increase knowledge and understanding
of HIV/AIDS through education
and training by 50% |
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Ensure positive behavioural change
amongst targeted groups to include
safe sex practices is increased
by 50%. |
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Reduce
stigmatisation and discrimination
and promote a culture of openness
within communities about HIV. |
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Increase
men, women and children’s
awareness and skills in asserting
their sexual rights. |
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Lobby for the provision of treatment,
including care and support for
those infected and affected. |
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Strengthen
research-driven programmes that
respond to factors contributing
in prevalence of HIV/AIDS. |
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KEY
INTERVENTIONS:
Prevention
Training
VCT
Partnerships |
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| ADOLESCENTS |
GOAL:
To promote positive behavioural change
with regards to the SRH of all adolescents
OBJECTIVES:
To reduce the incidence of : |
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Teenage
pregnancy – 50% |
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STI’s
– 50% |
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HIV/AIDS
– 50% |
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Unsafe
Termination of Pregnancies –
10% |
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Sexual and gender violence –
20% |
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To
increase the number of young people
accessing ARHS by 50% in five
years. |
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To
improve job creation by 10% for
youth out of school by engaging
relevant stakeholders in the provision
of entrepreneurial skills. |
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KEY
INTERVENTIONS:
Focus on STI, Teen Pregnancy and HIV
Improve
access to services
Provide
Clinical services
Advocacy
programme
Access
to treatment |
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| TECHNICAL
ASSISTANCE |
GOALS: Services and
information to be accessible and appropriate
to all underserved communities
Improve
sustainability of services
OBJECTIVES: |
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Evaluate
and increase the current accessibility
of our services and potential
services and partnerships. |
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Strengthen
the capacity of other organisations
to develop and implement SRH services. |
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Increase
the awareness of the provision
of quality SRH services and rights
through effective marketing communication. |
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Improve quality of services within
the public sector (clinics) |
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KEY
INTERVENTIONS:
Evaluating and increasing current accessibility
Strengthening
the capacity of other organisations
Increasing
awareness amongst beneficiaries
Improving
quality of services |
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| SEXUAL
VIOLENCE |
GOALS: Reduce
incidences of gender violence
OBJECTIVES: |
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Incorporate
into education life skills modules
to address gender violence / equality
and sexual abuse. |
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Strengthen partnerships and capacity
with other organisations to maximize
implementation. |
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Increase awareness in SRH rights
for survivors and perpetrators. |
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Increase employee’s capacity
and sensitivity to ensure effective
implementation of programmes. |
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KEY
INTERVENTIONS:
Partnerships
Training
Capacity
building |
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| TERMINATION
OF PREGNANCY |
GOALS: Promote
access to safe termination of pregnancy
services and information to all South
Africa women.
OBJECTIVES:
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Remove
barriers to accessing free and
safe termination of pregnancy
services to all women. |
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Maintain
alliances with legislation that
promotes choice to TOP. |
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KEY
INTERVENTIONS:
Awareness
Position
Statement
Strengthening
the government health centres |
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| ADVOCACY |
GOALS: To
implement strategies that will increase
PPASA’s public profile.
OBJECTIVES: |
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Develop
and implement advocacy strategy,
position statements and messages. |
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To
improve and update the image of
the organisation. |
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To contribute to policy formulation
at provincial and national level
to enhance SRH service delivery. |
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To
collaborate and form partnerships
with relevant stakeholders. |
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INTERVENTIONS:
Identify Advocates
Training and Development
Appoint organisational Spokesman
Advocacy Plan
Produce evidence-based statements
Third party endorsements
Media Relations
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