Strategy Development Team (SDT)



To produce and revise drafts of an overall Strategy for XRUK that:

  1. Will unify the movement under a common purpose that will take us closer to achieving our 3 demands.
  2. Is in keeping with the 10 Principles and Values and the Strategy Assembly’s mandate.
  3. Is agreed to by the Strategy Assembly.
  • Write proposals for XRUK's overarching strategy based on, and in accordance with, the movement's needs (as determined by the UKSA consultation process).
  • Consult with the external advisory board on strategic questions. Carefully consider all advice with the intention of acting on it.
  • To convene and respond to unanticipated situations that arise outside of the planning cycle and impact the strategy or require a strategic response, e.g. Covid-19.
  • Develop and maintain a set of strategy planning guidelines and tools to help circles and groups to implement the strategy and develop their own strategy and action plans.

No Domain at present.

What will the SDT do?

1. Generate proposals

Generate proposals for the Strategy that fulfil the criteria from Phase 1 of the Convergent Facilitation.
Ideas can come from the Strategy Assembly members, from discussions during open Saturday sessions, online, from presentations by groups within XR, etc.

2. Bring up anything controversial

When they hit anything that they expect will be controversial with the Strategy Assembly, the SDT bring that issue for discussion at a full session of the Strategy Assembly.

3. Consult with external advisors

SDT will pursue any information they require and invite experts and advisors as they see fit.

4. Integrate the wisdom of the Assembly

The Strategy Development Team will then integrate the outcomes of the Strategy Assembly’s discussions, in accordance with the criteria.

5. Write the drafts

Throughout, SDT will be drafting pieces of the Strategy based on the ‘needs’ generated by the Assembly The whole draft will be brought to the Strategy Assembly for integration, before it is finally agreed

How is this different from the UKSA?

The SDT is an elected group made up of members of the UKSA. It is formed for the purpose of writing proposals as this work can be done more efficiently with a smaller group of people. They do not make any of the strategic decisions.

The Strategy Development Team brings proposals.
The UK Strategy Assembly is the decision-making body.


Who will be in the SDT?

SASN propose the Assembly elect 7 of its members to the SDT (who can choose to co-opt an additional two people from outside, if they wish).

During the election process, certain qualities of individuals may be considered as the Assembly will want to ensure that the SDT has the skills and experience required to fulfil its mandate.

Here’s an (incomplete) list of qualities that you might consider when voting:

  • The team should include strategy experts and diverse backgrounds and experience
  • Works well in a team
  • Critical and creative thinking
  • Ability to work to deadlines & prioritise
  • Writing skills

Choosing the SDT


The 7 seats will be elected by Single Transferable Vote. This was chosen as it is a representative way of reflecting the desires of the whole group.

Assembly reps can each nominate one other Member. Candidates will have an opportunity to speak to the group.

Voting will be done online, outside of session time.


Candidates will be nominated through email by the UKSA Memebers.

Each email will have a brief statement explaining the nominee’s suitability which will be shared with the Assembly as a whole before the Thursday "hustings" session.

At the Thursday session there will be a limited time for nominees to introduce themselves to the full Assembly on Thursday, and to question them.

SDT and the External Advisory Panel

When working with the External Advisor Panel, advice given must be taken into full consideration by the SDT (and UKSA as relevant). The default course of action should be to act on and in accordance with advice or data that is deemed valuable and reliable unless sound reasons are presented for not doing so. The movement has a track record of ignoring external advice if it doesn’t align with entrenched or dominant points of view. We must be willing to leave our comfort zone, trust in other ways of doing things and be willing to learn from and act on advice from sources that may know more than we do.