PSGDN launches Pacific-led Strategic Plan 2025–2030

The Pacific Sexual and Gender Diversity Network (PSGDN) launched its Strategic Plan 2025–2030 in Nadi on August 19, setting out a five-year direction to strengthen Pacific-led leadership, build resilient National Member Organisations (NMOs), increase access to resources, and advance the rights, health and wellbeing of people of Diverse Sexual Orientations, Gender Identities and Expressions, and Sex Characteristics (PIDSOGIESC+).

The Strategic Plan marks an important point of evolution for PSGDN, informed by the organisation’s experience and learning and reflecting the direction of the Pacific PIDSOGIESC+ movement.

While the Plan covers 2025–2030, PSGDN is already in its implementation period. Work is underway to strengthen the organisation, its members and the systems required to deliver the Plan’s priorities and build a stronger and more sustainable regional institution.

A central focus of the Strategic Plan is the progressive development of PSGDN’s role as a regional grant-maker and financial intermediary, creating mechanisms through which resources can reach NMOs, community organisations, grassroots groups and movements more directly.

PSGDN Interim Chief Executive Officer Loata Tucika said the strategy reflected the organisation’s commitment to becoming more useful to the communities and organisations it exists to serve.

“Pacific communities are already doing extraordinary work, often with very limited resources. They are creating safe spaces, responding to crises, advocating for change and challenging discriminatory laws and systems,” Ms Tucika said.

“Our role is to ensure that organisations have the resources, systems and support they need to continue this work sustainably.”

The Strategic Plan comes at an important stage in PSGDN’s institutional development, following a period of significant organisational and financial uncertainty.

Launch of PSGDN Strategic Plan 2025-2030 at the Nalagai Hotel in Nadi, Fiji with NMO partners and stakeholders.

Despite these challenges, PSGDN continued serving its members, maintaining partnerships, delivering programmes and strengthening its internal systems.

Since 2025, the organisation has also been strengthening its grant-making, governance and organisational systems as part of putting the Strategic Plan into action and building the foundations of a stronger, more sustainable regional institution capable of managing resources responsibly, transparently and effectively.

The organisation has made progress in rebuilding its financial foundation, with renewed support from partners and funders demonstrating continued confidence in the value of a Pacific-led regional institution.

“This is not simply about becoming a big organisation. It is about becoming a more useful organisation to our community,” Ms Tucika said.

Under the Strategic Plan, PSGDN will develop a formal grant funding mechanism between Years 1 and 4, while continuing to support NMOs through existing programmes and projects.

The grant-making approach will support community-led priorities including advocacy, policy implementation, awareness raising, training, service delivery, technical assistance and organisational strengthening.

The strategy is designed not only to increase access to project funding, but also to recognise the organisational foundations communities need to operate sustainably. This includes support for governance, financial management, staffing, safety and security, data, technology, monitoring, evaluation and learning, and leadership development.

At the heart of this approach is a commitment to move resources and decision-making closer to communities, supporting locally led solutions and strengthening Pacific ownership of the development agenda.

PSGDN Regional Board Chair Dr Jason Mitchell said the Strategic Plan provided a roadmap for building a stronger, more sustainable and accountable regional institution.

“We are launching a commitment to a PSGDN that is stronger, more sustainable, more accountable and more member-led. A PSGDN capable of supporting Pacific-led solutions and moving resources and decision-making closer to the communities we exist to serve,” Dr Mitchell said.

He said the Strategic Plan was not solely a strategy for the Regional Board or Secretariat, but belonged to the wider network.

“Its success should be measured not simply by the activities PSGDN completes, but by whether our members and communities are stronger because of the work we do,” Dr Mitchell said.

The Strategic Plan places National Member Organisations at the centre of PSGDN’s regional model, recognising them as the foundation of the network and as leaders with the lived experience, knowledge and relationships needed to shape effective solutions.

Alongside strengthening its members, PSGDN will invest in its own institutional resilience through stronger governance, financial management, human resources, operational systems, safeguarding, transparency, compliance and risk management.

The PSGDN Regional Board has also reaffirmed its commitment to ensuring that the Strategic Plan moves beyond a planning document and into sustained implementation.

This includes strengthening governance and oversight, supporting financial sustainability, ensuring accountability for resources, and regularly assessing progress against the Plan’s priorities.

Board member Fagalima Tuatagaloa said implementation would require collective commitment across the network.

“Launching a Strategic Plan is one thing. Living by it is another,” Ms Tuatagaloa said.

“The Board is committed to good governance, accountability, sustainability and Pacific-led leadership, and to working alongside the Secretariat, our members, our partners and our communities to deliver the strategy through to 2030.”

The Strategic Plan also recognises emerging and evolving challenges affecting PIDSOGIESC+ communities across the Pacific, including HIV and AIDS, substance use, economic empowerment, technology-facilitated violence, safety and security, and anti-SOGIESC movements.

PSGDN will continue to adapt its programming through dialogue with members, while promoting Pacific cultural identities, creative industries and traditional storytelling as tools for advocacy, community engagement and social change.

The Plan further strengthens PSGDN’s commitment to research, data collection and evidence-based advocacy, with a focus on ensuring the lived realities of PIDSOGIESC+ communities help shape policies and services across areas including health, education, justice, climate change, social protection and humanitarian response.

PSGDN will also work to strengthen its financial sustainability through diversified funding, strategic partnerships, philanthropy, private-sector engagement and appropriate income-generating initiatives.

Ultimately, PSGDN’s success will not be measured simply by the growth of the organisation, but by the strength of its members and communities, the trust placed in the network, the integrity with which resources are managed, and the difference its work makes across the Pacific.

The Strategic Plan is grounded in PSGDN’s long-term vision of a Pacific where people of diverse SOGIESC can live with dignity, equality and self-determination, with access to the resources and support they need to thrive.

SGDN serves as the Secretariat of the regional network, working alongside its National Member Organisations to strengthen Pacific PIDSOGIESC+ leadership, facilitate access to resources and opportunities, and advance collective advocacy and Pacific-led solutions at national, regional and international levels.

ENDS