STRATEGIC PLAN 2023-2027

Igniting Change

A Bolder OODP for a Stronger Sector

Our Strategic Plan

The development of our strategic plan is grounded in deep and meaningful conversations with our stakeholders about what they need from us, and their vision for OODP going forward. We are grateful for the time and energy of all who participated in this process.

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:

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 needs2https://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.

Straight to our priorities

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.

STRATEGIC PRIORITIES

Wooden colored blocks of Jenga game.

Building on our
current successes

OODP’s future is one of being a leading-edge organizational development Program grounded in racial equity, social justice and a commitment to Reconciliation with Indigenous communities.
Throughout the Plan, the reader will see other important themes that matter to OODP and our stakeholders.

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.
These themes will be used to determine the success measures for this Strategic Plan, and help us maintain accountability to our stakeholders.

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

Transform our services to continually respond to evolving sector needs and priorities.
Priority 1
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Call us +(380) 555 990 45

Wooden cubes with target icon and arrow pointing different direction

Deepen

Deepen our focus on collaboration to support effective HIV services and spark necessary responses to systemic barriers.
Priority 2
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Call us +(380) 555 990 45

Paper craft art of speech bubble icon

Boost

Boost our capacity to be accessible and responsive, and to maximize our reach and effectiveness.
Priority 3
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Call us +(380) 555 990 45

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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.

  • 1
    https://www.health.gov.on.ca/en/pro/programs/hivaids/docs/oach_strategy_2026.pdf
  • 2
    https://www.ohesi.ca/wp-content/uploads/2022/01/2018-HIV-care-cascade-Ontario-report.pdf