Long Range Planning Committee Primer

San Francisco Pride Celebration Committee, Inc.

Committee Structure & Authority

The Long Range Planning Committee is one of the standing Board Committees of San Francisco Pride.

Reference: 2.2 Committee Structure, lines 36-37

Key Points:

The committee is co-chaired by the duly elected Board committee chair and the Executive Director
This is the only committee specifically designated as co-chaired in the bylaws
All Board committees’ authority is limited by the Bylaws (Article 7, Section 1)

Core Responsibilities

1. Strategic Plan Development

The committee is responsible for developing strategies for long range planning for the organization, including an organizational strategic plan.

Strategic Planning:

Create multi-year strategic plans (typically 3-5 years)
Set organizational vision and mission alignment
Identify strategic priorities and goals
Develop actionable objectives
Create implementation timelines

2. Strategic Monitoring

The committee monitors the organization’s progress toward strategic goals.

Monitoring Activities:

Track progress on strategic objectives
Review key performance indicators (KPIs)
Assess milestone achievement
Identify barriers to success
Report progress to the Board

3. Strategic Review

The committee reviews and updates strategies for long range planning.

Review Process:

Conduct annual strategic plan reviews
Assess changing external environment
Evaluate organizational capacity
Recommend plan adjustments
Ensure continued relevance of goals

Reference: 2.2 Committee Structure, lines 36-37

Co-Chair Model

Shared Leadership

The unique co-chair structure brings together Board and staff perspectives:

Board Committee Chair Brings:

Board member viewpoint
Community connections
Volunteer insights
Governance perspective

Executive Director Brings:

Operational knowledge
Staff perspective
Day-to-day realities
Implementation expertise

Collaborative Decision-Making

Both co-chairs share:

Meeting facilitation
Agenda development
Committee leadership
Board reporting
Strategic guidance

Strategic Planning Process

Environmental Scanning

Assess internal and external factors:

Internal: Organizational strengths, weaknesses, resources, capacity
External: Community needs, trends, opportunities, threats, competitive landscape

Stakeholder Engagement

Gather input from:

Board members
Staff
General members
Community partners
Event attendees
Donors and sponsors
LGBTQ+ community organizations

Goal Setting

Develop SMART goals:

Specific
Measurable
Achievable
Relevant
Time-bound

Implementation Planning

Create detailed action plans:

Assign responsibilities
Set timelines
Allocate resources
Identify success metrics
Plan evaluation methods

Communication

Share the strategic plan with:

Full Board (for approval)
Staff (for implementation)
General membership
Major stakeholders
Public (as appropriate)

Key Strategic Areas to Consider

Mission Alignment

Ensure all strategic initiatives advance the organization’s mission.

Financial Sustainability

Plan for long-term financial health:

Revenue diversification
Operating reserves
Major investments
Fiscal responsibility

Community Impact

Maximize positive impact on the LGBTQ+ community:

Community needs assessment
Program effectiveness
Reach and inclusivity
Social justice advancement

Organizational Capacity

Build internal capacity to achieve goals:

Staffing levels and expertise
Volunteer engagement
Infrastructure and systems
Technology and tools

Partnerships & Collaboration

Strengthen external relationships:

Community partnerships
Sponsor relationships
Government relations
Inter-organizational collaboration

Diversity, Equity & Inclusion

Embed DEI in all strategic planning:

Leadership diversity
Program accessibility
Community representation
Equity in resource allocation

Planning Cycle

Year 1: Strategic Plan Development

Conduct environmental scan
Engage stakeholders
Draft strategic plan
Present to Board for approval

Years 2-4: Implementation & Monitoring

Execute strategic initiatives
Monitor progress quarterly
Report to Board regularly
Make adjustments as needed

Year 5: Comprehensive Review

Evaluate plan outcomes
Assess achievement of goals
Gather lessons learned
Begin next planning cycle

First Committee Meeting

At the first committee meeting following the October Board meeting, the committee should:

1. Co-Chair Confirmation

Confirm Board committee chair (elected by committee members)
Confirm Executive Director as co-chair (automatic per bylaws)
Discuss how co-chairs will collaborate

2. Organizational Matters

Review committee scope and responsibilities
Discuss meeting schedule for the year ahead
Submit annual meeting calendar to staff by January 1

3. Strategic Plan Status Review

Review current strategic plan (if exists)
Assess progress on strategic objectives
Identify any plan updates needed

###4. Strategic Planning Cycle

Determine where organization is in planning cycle
If in development year: Plan strategic planning process
If in implementation years: Establish monitoring schedule
If approaching renewal: Prepare for comprehensive review

5. Stakeholder Engagement Planning

Identify key stakeholders for strategic planning input
Plan engagement activities
Schedule listening sessions or surveys

Suggested Meeting Cadence

Recommended Frequency: Quarterly (4 times per year)

Increase Frequency During:

Strategic plan development year (meet monthly)
Major strategic initiative launches
Significant environmental changes requiring strategic response

Rationale:

Strategic planning is long-term, not day-to-day
Quarterly allows for meaningful progress tracking
More frequent meetings during plan development ensure momentum
Balance between oversight and allowing implementation to proceed

Meeting Duration: 90-120 minutes (longer sessions for strategic work)

Annual Calendar

October-December (Q1 of Fiscal Year)

October: First committee meeting; confirm co-chairs; review strategic status
November-December: Q1 strategic plan progress review

January-March (Q2)

January: Submit annual meeting calendar to staff (by Jan 1)
February-March: Q2 strategic plan progress review; mid-year planning session

April-June (Q3)

April-May: Q3 strategic plan progress review
June: Monitor Pride event strategic objectives

July-September (Q4)

July-August: Annual strategic review; Q4 progress assessment
September: Fiscal year-end strategic assessment; plan for next cycle

Strategic Planning Cycle (3-5 Year Cycle):

Year 1: Develop new strategic plan
- Months 1-3: Environmental scan, stakeholder engagement
- Months 4-6: Goal setting, draft plan development
- Months 7-9: Refinement, Board approval process
- Months 10-12: Launch and communication
Years 2-4: Implementation and monitoring (quarterly reviews)
Year 5: Comprehensive review and new cycle planning

Key Deadlines:

January 1: Annual meeting calendar due to staff
Varies: Strategic plan approval by Board (timeline depends on planning cycle)

Reference: Annual Timeline

Working Relationships

With the Board

The committee:

Presents strategic plan for Board approval
Provides regular progress updates
Recommends strategic direction
Aligns Board decisions with strategic goals

With Other Committees

The committee collaborates with:

All committees: Align committee work with strategic plan
Budget & Finance: Ensure financial alignment
Policies & Procedures: Create policies supporting strategy

With Staff

The Executive Director (as co-chair) ensures:

Staff input in planning process
Operational feasibility of strategies
Staff engagement in implementation
Integration with day-to-day operations

Key Documents to Review

2.2 Committee Structure - Committee scope and authority
2.1 Objectives and Goals - Organizational objectives
Current Strategic Plan (if exists)
Annual reports and performance data
Budget documents for resource planning

Best Practices

Data-Driven Planning

Use quantitative and qualitative data
Track measurable outcomes
Base decisions on evidence
Evaluate effectiveness regularly

Flexibility

Build in contingency plans
Allow for course corrections
Adapt to changing circumstances
Balance stability with agility

Inclusivity

Engage diverse voices in planning
Consider multiple perspectives
Ensure accessibility of planning process
Reflect community diversity in goals

Transparency

Share planning progress openly
Communicate goals clearly
Report results honestly
Welcome feedback and input

Document Prepared: January 4, 2026