A Bolder OODP for a Stronger Sector

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.

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:

African, Caribbean, and Black communities
Indigenous Peoples
People who inject drugs or share drug equipment
Women (cis and Trans women, including those from the communities above, who face systemic and social inequities, and are more likely to be exposed to HIV through a sexual or drug-using partner)
Gay, bisexual, Two-Spirit and other men who have sex with men, including Trans men

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.

Vision

Socially just systems. A powerful HIV sector. Healthy communities.

Mission

Through a social justice lens, we provide organizational development services and resources to strengthen the capacity of the HIV sector in Ontario to build healthier, equitable communities.
Wooden colored blocks of Jenga game.

Themes like:

Ensuring our services are responsive, but can also evolve as needs change

Helping our clients to support their hard-working staff
Working with clients to understand what a new generation of workers and leaders need and want to be successful in their careers and make a difference in their communities
Driving to innovation.

Our 3 Strategic Priorities

Wooden cubes with target icon and arrow pointing different direction
Paper craft art of speech bubble icon
  • 1
    https://www.health.gov.on.ca/en/pro/programs/hivaids/docs/oach_strategy_2026.pdf