STRATEGIC PLAN 2023-2027
Igniting Change
A Bolder OODP for a Stronger Sector
Our Strategic Plan
ABOUT
OODP
The Ontario Organizational Development Program (OODP) was established in 1995. It was a response to AIDS Service Organizations (ASOs) calling on the provincial government to offer them long-term organizational development resources to ensure they could meet their missions and serve communities effectively.
Today, OODP offers a suite of services to our clients, who are ASOs and HIV-funded programs throughout Ontario. Services include leadership coaching, planning and workshops on various organizational development topics. We offer customized consulting support that meets ASOs where they are at with what they need. In addition, we develop and disseminate free resources on many capacity building topics that can be used with or without our help. Our roster of consultants offer a deep understanding of the work of ASOs. They bring rich and diverse lived experience and identities, and include people living with HIV/AIDS.
Throughout our history, we have been dedicated to meeting the needs of the HIV sector in innovative and meaningful ways. We are proud to contribute to creating healthy communities where few get HIV and no-one dies from AIDS.1https://www.health.gov.on.ca/en/pro/programs/hivaids/docs/oach_strategy_2026.pdf
Our New Plan
When we set out to develop this strategic plan, we wanted to engage in extensive dialogue with our clients, sector partners and other stakeholders. We understood that core to our process was that their voices be centered. We engaged the support of an external consultant and started with an environmental scanning process that included:
Reviewing sector trend reports and current research on the capacity needs of ASOs
Disseminating an online survey to Executive Directors and Board Chairs
Conducting in-depth interviews with our partners, funders and clients
Deepening the data gathered through holding a Thought Leader session that allowed us to dig in to the data and articulate the key themes emerging from it
Taking all that we had learned to that point, we had a series of planning sessions to explore our key strengths, challenges and strategic opportunities. We explored what mattered to the future of OODP, and why. We thought about what success would look like for us 4 years from now, and beyond. Strategic priorities were identified, and a Strategic Plan was crafted and tabled with the AIDS Bureau.
WHAT THE FUTURE HOLDS
The planning process was an important opportunity for us to thoughtfully discuss who we are, who we want to be and what kind of change we want to make with the organizations and sector we serve.
Anchoring all our discussions was a recognition that the work of ASOs and HIV-funded programs has become more complex over time. At the heart of this complexity is acknowledging that certain individuals and communities are at higher risk of contracting HIV, due to experience profound and growing inequity, including:
This inequity is a result of service barriers and structural violence that are rooted in colonization, white supremacy, racism, homophobia, transphobia and other oppressions that prevent access to prevention, testing, diagnosis, access to treatment and ongoing support to meet health needs1https://www.ohesi.ca/wp-content/uploads/2022/01/2018-HIV-care-cascade-Ontario-report.pdf. From a social determinants of health perspective, these inequities differentially impact at-risk communities. The pandemic has amplified these inequities, and eradicating them is a call to action for ASOs. It is a call to action for OODP too.
At the heart of OODP’s work is our commitment to offer organizational development support to ASOs and HIV-funded programs as they strive to meet their missions. Through this planning process, we have re-imagined our own mission and vision and have crafted new values that point us toward an approach to organizational development that is anchored in racial equity and social justice. These foundational statements also support us to clearly commit to Reconciliation with Indigenous communities. We will offer support to ASOs and HIV-funded programs to operate effectively, meet community needs and actively eradicate the profound service and structural barriers that must be broken down if we want to see a meaningful decline in HIV and AIDS in Ontario.
STRATEGIC PRIORITIES
Building on our
current successes
Themes like:
Ensuring our services are responsive, but can also evolve as needs change
Below, each strategic priority is described along with accompanying goals. We recognize that strategic planning today must be a flexible exercise which features ongoing reflection about the environment. This reflection may surface opportunities and risks that require a strategic response that focuses on certain aspects of the Strategic Plan over others.
Our 3 Strategic Priorities
transform
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Deepen
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Boost
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THANK YOU
The organizations and programs we work with, and the communities they in turn serve, are at the heart of everything we do. Our deepest thanks to all who helped bring this strategic plan into being.
- 1https://www.health.gov.on.ca/en/pro/programs/hivaids/docs/oach_strategy_2026.pdf