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Strategic Plan

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The Current Status of HIV/AIDS Epidemic
Today there are over 33 million people worldwide who are living with HIV/AIDS.  More than 60,000 Canadians are estimated to be HIV positive.  Newfoundland & Labrador currently have 261 HIV positive individuals, of which 207 are male and 54 are female.  Newfoundland & Labrador has 542 persons with Hepatitis C.  (2011 stats Newfoundland & Labrador Communicable Disease Surveillance).

In the 25 years that the AIDS Committee of Newfoundland & Labrador (ACNL) has been in operation, the epidemic, like the virus, has been constantly changing.  The ACNL has been adjusting its approach to the changing nature of the virus and the epidemic.  To this end, we have made changes in our strategic directions by adding priority areas of Research, Development and Evaluation, Partnerships and Capacity Building.

This plan has been based upon consultations with staff, board members, volunteers and community partners

The above figures indicate why we need to restructure our programs and increase our efforts:

  • Most people are not aware of their HIV status thus community awareness through targeted education needs to be increased;
  • Stigma and discrimination continue to threaten people and communities at risk;
  • Poverty, homelessness and other social determinants are strengthening the epidemic;
  • People living with HIV have increasingly complex needs.

 

AIDS Committee of Newfoundland & Labrador
Since 1987 ACNL has developed programs and services that responded to the changing needs of the communities it serves.  We have a unique history; founded by a small group of volunteers determined to combat the misinformation about HIV/AIDS, the organization challenged the stigma associated with AIDS, developed support services for people living with HIV/AIDS, and fought for funding to respond to the epidemic.  ACNL worked with community partners, the government of Newfoundland and Labrador and was a leader in a coordinated response to HIV/AIDS in the province.  ACNL needs to renew its commitment to being the leader in the fight against HIV/AIDS through the creation of innovative programming and services that address the current issues and needs related to HIV/AIDS.  This strategic plan will increase our efforts in the areas of community health promotion and outreach programming,   community programs to address homelessness in the HIV/AIDS population and harm reduction programs and initiatives.  This strategic plan opens the door to creative thinking about the services we provide and opportunities for enhanced partnerships as we continue as the lead organization addressing HIV/AIDS in Newfoundland & Labrador.

Vision
Working together to create a province without HIV/AIDS and Hep C.

Mission
ACNL is a provincial organization committed to preventing the spread of HIV and Hepatitis C.  We work to support people living with/or affected by HIV/AIDS and Hep C.  ACNL advocates for change while networking on a provincial, regional, national and international level regarding HIV/AIDS and Hep C issues.

Philosophy
ACNL believes in and encourages advocacy to ensure individual and collective right to nonjudgmental education and support, thus encouraging responsible decision-making and personal empowerment.

 

Core Values
Meaning Involvement of People Living with HIV/AIDS

  • Commit to the meaningful involvement of persons living with HIV/AIDS and Hep C at all levels of the organization.

Equity and Access

  • Value the diversity and needs and contributions of our program and service users, volunteers, staff and supporters.
  • Provide targeted programming and services in order to realize optimal health outcomes.
  • Acknowledge that diversity in age, culture, (dis)ability, gender identity, sexual orientation and socioeconomic status is central to our work.
  • Recognize the presence and impact of discrimination and marginalization on individuals and communities living with/or affected by HIV/AIDS, Hep C and commit to eliminating them.
  • Ensure our services are accessible and our program inclusive of diverse perspectives.

Self-Determination

  • Partner with individuals and communities to enable them to take an active role in determining, planning and directing their health, care and well-being.
  • Provide confidential, responsive, respectful, sex positive, client-centred services that promote the health of PLWHIV/AIDS and or Hep C.
  • Create targeted strategies to meet particular needs of individuals and communities affected by HIV/AIDS.
  • Develop harm and risk reduction approaches to provide information, education and products to reduce risk of infection.
  • Commit to treating each of our staff, volunteers, service users and community partners with respect.

Strengths-based approach

  • Honor and recognize the work that we, our partners, and our communities have contributed to the work in fighting HIV/AIDS and Hep C.

 

Core Commitments

  • ACNL will be accountable to the communities with whom we work, our funding partners, and our supporters.
  • ACNL will engage with our communities for input to share information and to partner in program delivery.
  • ACNL will ensure our services demonstrate our professionalism and expertise.
  • ACNL will influence public policy that benefits the communities we serve.
  • ACNL will be creative when developing programs and services that advance our vision and mission.

 

Strategic Plan for 2012-2015
The ACNL Strategic Plan 2012-2015 will deliver effective and responsive programming built on the professional strengths of the organization and will acknowledge the roles and contributions of our partners to ensure improved and seamless integration and navigation of services for communities with whom we work.  2012 marks a year of new beginnings and our community development work will be highlighted throughout the workplan.

We will accomplish this through the development of a new organizational structure that better supports what we do.  We will support the work through program evaluation tools for review of our work.  We will explore funding options for the ongoing development of our programs and maintain our facilities.  We will participate and work with our networks to ensure better system integration that removes barriers to access for PLWHIV/AIDS and Hep C.  We will initiate and join partnerships that promote the creation of relevant and responsive HIV/AIDS and Hep C programming.

The ACNL will commit to the strategic plan and deliver improved, targeted services and programs for individuals and communities that increase accessibility and enable enhanced service delivery.  The organization will complete program evaluations geared to meet our organizational needs and ensure our programs and services are meeting our goals.  ACNL will participate in research and needs assessments that contribute to ongoing and improved program development initiatives and will provide us with feedback from our service users to inform our program development.

 

Priority Strategies and Objectives:

  1. Education, Information and Communication

ACNL will deliver targeted community outreach prevention education services developed under a model of community development ensuring they are determined  by the target population, produced and implemented by the target population thus enabling the communities to have ownership and the power to continue the work in their respective communities and organizations.  ACNL will expand outreach through communication strategies to reach both target populations and the general community with timely and credible information using a variety of modalities.

The objectives in this priority area are:

  • To increase the knowledge and awareness of the general population, targeted at risk individuals and communities, vulnerable people, and persons living with HIV/AIDS and Hep C around the social determinants of health and HIV/AIDS-Hep C issues;
  • To develop and implement an effective communication strategy.

 

  1. Community Based Outreach, Care and Support:

ACNL will develop three healthy living targeted programs for PLWHIV/AIDS and Hep C.  ACNL will continue to provide support services including peer
counseling, limited financial assistance, housing, harm reduction programs and referral to community and government services.  ACNL will strengthen partnerships with service providers to ensure good case management and increase access.  ACNL will continue recruitment of volunteers to better serve the support and education initiatives of the organization.  This action will result in an increase in meaningful engagement of volunteers and partners in our organizational programs.

The objectives of this priority are:

  • To increase ACNL’s ability to provide improved support services to PLWHIV/AIDS and Hep C;
  • To increase volunteer involvement;
  • To strengthen case management services in the community.

 

  1. Resource Development

ACNL will expand its volunteer base to support programs and services including the fund development initiatives.

ACNL will diversify its funding through the appointment of a fund development position to explore and develop initiatives and direct sponsorship of programs and services.  ACNL will develop a fund development strategy to reduce the risks of one funding envelope; ensure current programs are funded and future growth is possible, and increase ability to maintain facilities.

The objectives of this priority are:

  • To increase and diversify ACNL’s funding sources;
  • To increase volunteer resources.

 

  1. Research, Development and Evaluation

ACNL will contribute to the collection of information through community based and applied research.

The objectives of this priority area are:

  • To increase the research capacity of the ACNL to engage in community based research through the development of partnerships with academic institutions and organizations;
  • To increase evidence-based outcomes through evaluation.

 

  1. Partnership and Capacity Building

The ACNL believes that HIV/AIDS and Hep C can only be reduced if all stakeholders work together.  The ACNL will call upon other community based organizations and civil society to have partnerships for HIV/AIDS and Hep C programs and services.

The objectives of this priority area are:

  • To strengthen and increase partnerships between the ACNL and other community based organizations;
  • To increase the skills capacity of ACNL’s service users and staff.

 

Education, Information and Communication

  • To increase the knowledge and awareness of the general population,  targeted at risk individuals and communities, vulnerable people, and persons living with HIV/AIDS - Hep C around the social determinants of health and HIV/AIDS and Hep C issues;
  • To develop and implement an effective communication strategy.

Lead Team Member

Identify the needs of targeted populations, develop education and support programs with targeted groups, develop train-the-trainer tools and
implementation under a community development model  (refer to PHAC
workplan)

Provincial Coordinator HIV Services

Hold workshops and courses with partner organizations

Provincial Coordinator HIV Services

Identify priorities for future curriculum, workshops, publications and conference proposals and abstracts.

Provincial Coordinator HIV Services

Housing Manager

SWAP Manager(s)

Train Volunteers to meet program and support needs.

Provincial Coordinator HIV Services

Housing Manager

SWAP Manager

Develop a resource library of education and support tools

Provincial Coordinator HIV Services

Housing Manager

SWAP Manager(s)

Hold healthy living fairs and events

Provincial Coordinator HIV Services

Integrate SWAP and housing /shelter programs with education and support initiatives to increase case management

Provincial Coordinator HIV Services

Housing Manager

SWAP Manager

Adhere to program policies, core values and commitments in the development and implementation of all planned activities

All staff

 

Community based Outreach, Care and Support

 
  • To increase ACNL’s ability to provide improved support services to PLWHIV/AIDS and Hep C;

Lead Team Member

Implement PHAC proposed program for targeted support initiatives

Provincial Coordinator HIV Services

Maintain and expand care and support initiatives offering assistance and support for PLWHIV/AIDS and Hep C through volunteer development.

Provincial Coordinator HIV Services

Provide training in areas of boundaries, social service provisions, community referrals, SWAP, housing etc for empowerment of PLWHIV/AIDS and Hep C through a variety of modalities.

Provincial Coordinator HIV Services

& identified team members

Maintain community partnerships for appropriate referrals

Provincial Coordinator HIV Services

Develop case management practices between SWAP and Housing programs

Provincial Coordinator HIV Services

Housing Manager

SWAP Manager(s)

Evaluate programs

Executive Director

Program Coordinator and Managers

  • To increase volunteer involvement
 

Recruit and train volunteers for 1-800  helpline and report to funders

All program staff

Recruit and train volunteers to support programs and services

All program staff

  • To strengthen case management services in the community.
 

Implement two planning days a year to review and evaluate areas within the ACNL program and create strategies as a team

Executive Director

All team members

Create a case management team to review the Financial Assistance Fund and adjust accordingly.

Executive Director

All team members

In-service trainings in partnership with other community based orgs. To support the diverse range of programs and services.

Executive Director

Program Managers

Explore and participate in partnerships to increase ACNL’s housing program

Executive Director

Housing Manager

Explore and participate in partnerships to expand the SWAP program and increase supports to the Western ACNL office.

Executive Director

SWAP Manager(s)

 

Resource Development

 
  • To increase and diversify ACNL’s funding sources

Lead Team Member

Develop a comprehensive fund development strategy that identifies new and untapped funding sources with specific financial goals.

Executive Director

Board of Directors

BOD Finance Committee

Launch an annual signature event (Tommy Sexton Benefit) to raise awareness, educate and provide leverage for fund development program.

Board of Directors

Develop, submit and follow-up various grant proposals with program managers and coordinators.

Executive Director

  • To increase volunteer resources
 

Recruit and train volunteers to support the fund development strategy

Executive Director

Board of Directors

Develop internal partnerships with the HIV/Hep C program, SWAP and Housing in development of support program resources

Provincial Coordinator HIV Services

Housing Manager

SWAP Manager(s)

Recruit volunteers for all key areas of the organization

All team members

  

Research, Development and Evaluation

 
  • To increase the research capacity of the ACNL to engage in community based research through the development of partnerships with academic institutions and organizations.

Lead Team Member

Establish a research committee to identify research interests and needs.

Executive Director

Board Members

Program Managers

Submit proposals for selected topic; provide support to partners for application grants.

Executive Director

Research Committee

Develop and maintain ongoing collaborative research projects with community partners (i.e. ACNL needs assessment)

Executive Director

Research Committee

  • To increase evidence-based outcomes through evaluation
 

Provide in-service training on Outcomes Measurement and Monitoring

Executive Director

Board Members

Implement evaluation plan for all agency program and services

Executive Director

Provincial Coordinator HIV Services

All program managers and .

Implement Job Performance Evaluations

Executive Director

SWAP Manager(s)

Housing Manager

 

Partnership and Capacity Building

 
  • To strengthen and increase partnerships between the ACNL and other community based organizations

Lead Team Member

Develop ongoing relationships with corporate partners, government ministries/departments, donors, foundations, service clubs, community organizations and others

Executive Director

Board of Directors

All team members

Identify opportunities for knowledge exchange, knowledge transfer and health literacy workshops, conferences and events

Executive Director

Establish and improve media relations to increase ACNL’s public image

Executive Director

Establish stronger and more respectful relationships between ACNL’s programs and program staff

Executive Director

  • To increase the skills capacity of ACNL’s service users and staff
 

Increase and maintain ACNL’s technical capacity within the agency

Executive Director

Provide access to up to date information databases to support programs and services

Executive Director

Provincial Coordinator HIV Services

Facilitate staff presence, participation and knowledge transfer in conferences and committees, within the agency, locally, national and international within financial ability and benefit to the ACNL programs

Executive Director

Provide training on research methodologies

Executive Director

Provide training on evaluation methodologies

Executive Director

Explore point of care testing with Eastern Health and other partners

Develop Policy Review Committee

Executive Director

Program staff

 

Conclusion

This strategic plan was based on consultations completed with staff, Board members and partners by Marie Ryan, Management Consultant with, Goss, Gilroy Inc.  The Board of Directors would like to thank Marie for her detailed report on the consultations held in January 2011.  The Board would like to thank Gerard Yetman, Executive Director for his time in reviewing the programs of ACNL, development of detailed workplans, interviews with the staff and his preparation of the Strategic Plan to guide the organization over the next three years.  Special thanks to the staff of the ACNL for their work on all the supporting documents which will enable the organization to create ”A critical shift. With focus, we embrace these two days and follow a path together that builds on what we all seem to recognize as things that are imperative to our continued level of service to the community.  With work, we will be stronger and more cohesive and we will have a more provincial reach” (Strategic Planning Working Group, January 2011).

 

Supporting Documents

  • Policies and Procedures Manual – Short Term Shelter Program
  • Policies and Procedures Manual – Supportive Transitional Housing Program
  • Protocols – Safe Works Access Program (SWAP)
  • Human Resources Policies and Procedures Manual
  • ACNL By-Laws
  • ACNL Workplan  2012-2015

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