SETTING MILESTONES STRATEGY

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1 SETTING MILESTONES STRATEGY

2 TABLE OF CONTENTS Introduction 3 1. Our strategy map 5 2. Our vision 7 3. HIV and STIs in a changing world 9 4. Our added value Our objectives Our values Our brands Our network Multi-annual budget 27 Thank you 29 Definitions of core concepts 3 Abbreviations 31 1

3 INTRODUCTION Setting milestones is the strategic plan of Aids Fonds STOP AIDS NOW! Soa Aids Nederland for the period This strategic plan is focussed on realising our vision: the end of AIDS in a world where all people affected by HIV and STIs access prevention, treatment, care and support. Photo credit: Yvonne Brandwijk Photo credit: Marieke van der Velden Both evidence on the effectiveness of interventions and groundbreaking medical developments have paved the way for reaching important milestones. In the coming years we can have a lasting impact on HIV and STI epidemics, both internationally and in the Netherlands. To a large extent, we know what needs to be done to turn the HIV epidemic around. This is the time to be ambitious and use this knowledge, setting new milestones. To make a difference we need to invest in testing as the first step in the cascades of care. The earlier people have access to STI and HIV care, the better. We need to tackle barriers for people to lead sexually healthy lives. A stronger civil society will clear these barriers. We need more scientific knowledge to end AIDS and to make sure that people can access services. This strategic plan guides us in setting milestones to make sure that our vision becomes reality. As an organisation working both domestically and abroad, we see great opportunities in strengthening the links between our national and international work. We choose to present our strategy in English because the majority of our work is international; of course it includes all the important and substantial work we do in the Netherlands. Photo credit: Adriaan Backer Photo Photo credit: credit: Adriaan Michael Backer Jung 2 3

4 How to read our Strategy Map [1 } ] Our Strategy Map VISION The vision statement is an aspirational description of the world that we would like to realise in the future. MISSION The mission statement describes what we do as an organisation to achieve the vision. It describes our capabilities, focus and overall activities. LONG-TERM GOALS The outcomes are high-level results that we contribute to through our work. OBJECTIVES The objectives are measurable results that we aim to achieve through our activities and contribute to the long-term goals. The objectives are structured along 4 perspectives that are interrelated: The strategy map is a visual illustration of our organisation s strategy. In a detailed picture, it shows the logical relationship between resources, strategic investments and choices and the goals and objectives. In the following chapters we will further elaborate on the vision, long term goals, objectives and values that are described in our strategy map. Fig 1: Logical relationships between the levels of objectives in our strategy map PERSPECTIVES: PEOPLE: The objectives stated under people describe what we achieve for the people we serve in order to realise our long-term goals. ORGANISATIONAL STRENGTHS: The objectives stated under organisational strengths describe the skills and expertise we need as an organisation to deliver to the people we serve. ORGANISATIONAL INVESTMENT: The objective stated under organisational investment describes where we invest in as an organisation to build the internal strengths to deliver to the people we serve. RESOURCES: The objectives stated under resources describe what we need to achieve to bring in the resources that we need to build our strengths and capacity and deliver to people. Resources can be both monetary resources as well as staff resources. VALUES Our organisational values describe the beliefs and ideals that are shared by the people in our organisation on how we should do our work in the most desirable way. 4 5

5 [2 } ] Our VISION Our vision is the end of AIDS in a world where all people affected by HIV and STIs access prevention, treatment, care and support Photo credit: Harmen de Jong Photo credit: Adriaan Backer Our vision for the future is long-term and its realisation depends on many factors and actors. To reach this vision and to keep our focus, we have developed four long-term goals. The ten selected organisational objectives that are described later in this strategic plan are logically derived from these long-term goals. The achievements we make towards our objectives thus contribute directly to the long-term goals. Our long-term goals are: Fewer new infections We work to reduce the number of new HIV and sexually transmitted infections (STIs) in the Netherlands and internationally. Early detection and treatment of HIV and STIs is critical to prevent new infections. We therefore aim to scale up effective combination HIV prevention, which includes STI screening and treatment, behavioural interventions and the provision of antiretroviral therapy in an early stage of HIV infection. Early access to antiretroviral therapy (cart) for people living with HIV, and treatment of STIs, are important preventative measures for further transmission. We support scientific research to develop innovative approaches for reducing new infections. Preventing new infections also requires us to pay attention to structural barriers like discriminatory laws and legislation, stigma and lack of funding. More people have access to high quality services Everybody should be able to access the health services they need. We aim to ensure the increased availability of quality health services, including access for people from marginalised groups. With quality services, we mean the provision of patient centred STI and HIV prevention, counselling, testing 6 7 and treatment, based on the latest available evidence. Quality services also effectively deal with common co-infections, such as TB and Hepatitis, providing an integrated approach. And they promote sexual health in the broadest sense. These health services are provided by well-trained health workers who are non-judgmental and can create a safe and respectful environment. Long-term political and financial commitments are essential to realise the sustainable health systems that are needed. The needs of populations most affected are addressed in national policies We are committed to making sure that the rights and needs of the most affected populations are addressed in national policies and plans both nationally and internationally. Affected populations are in the best position to formulate their own needs. Strengthening local organisations of affected populations, supporting their meaningful participation in programmes and policy development, advocacy with and by affected populations, and participatory research are key strategies to achieving this goal. Civil Society influences expenditure Civil society plays a key role in addressing the rights and needs of people affected by HIV and STIs. And in holding governments and international agencies accountable for the development and implementation of comprehensive and effective policies. Including the allocation of funds. We work to support and strengthen civil society to take this role, particularly to influence how money is spent. Ultimately, this will ensure that the rights and needs of all people, and in particular those most affected by HIV and STIs, are respected and addressed.

6 [3 } ] HIV and in a changing STIs world The world around us is constantly changing. Scientific developments change the way we deal with STIs and HIV. Global economics change international power dynamics. Donors and governments change their priorities. To deal with this changing environment, we have identified the most important national and international developments and trends that drive our strategic choices for the coming years. We can end AIDS; HIV is becoming a chronic disease At the end of 212, 35 million people around the world were living with HIV. Sub-Saharan Africa remains most severely affected, followed by the Caribbean, Eastern Europe, and Central Asia. Worldwide, the number of new infections is falling: in 212 this number was 33% lower than in 21. The sharpest declines have occurred in Sub-Saharan Africa and the Caribbean. As a result of scientific Fig 2: Impact of antiretroviral treatment. Since the start of the epidemic, treatment averted 4.2 million deaths. Source: Global Update on HIV Treatment 213: Results, Impact and Opportunities. WHO/UNAIDS/UNICEF, June 213. Photo credit: Michael Jung 8 9

7 breakthroughs in anti-retroviral treatment, the number of people dying from AIDS-related causes is also declining in most regions. In effect, people living with HIV live longer than previous generations, leading to new challenges. However, where progress is seen in Sub-Saharan Africa and the Caribbean, other regions particularly the Middle East and North Africa and Eastern Europe and Central Asia - are lagging behind and require urgent attention 1. In the Netherlands, it is estimated that 25, people are living with HIV. And although worldwide the number of new infections is dropping, the number of new infections has not decreased in the Netherlands since 29. It remains stable at around 1,1 per year. The percentage of people living with HIV who are not aware of their positive status also remains high, at approximately 35%. The majority of new infections occur among men who have sex with men (MSM). The majority of people who are now on treatment are also MSM (59%). Increasingly, new infections are found among young MSM and MSM aged over 55. More than 4% of the heterosexuals living with HIV in the Netherlands come from Sub-Saharan Africa. Sexually Transmitted Infections are all around It is estimated that more than 34 million new cases of curable (bacterial) sexually transmitted infections (STIs) occur annually. Millions of viral sexually transmitted infections, other than HIV, also occur annually, attributable mainly to human herpes viruses, human papilloma viruses and the hepatitis B and hepatitis C virus 2. Worldwide, there may be 3 to 6 million HIV-infected people living with chronic hepatitis B 3. STIs have a major negative impact on sexual and reproductive health worldwide. In developing countries, STIs and their complications rank in the top five disease categories for which adults seek health care, and the presence of untreated STIs increases the risk of both acquisition and transmission of HIV 4. Despite this evidence and the high disease burden, controlling the spread of STIs continues to be under-addressed in most developing countries, and reliable data on STIs is mostly lacking. In the Netherlands, STIs also remain an issue of ongoing attention, particularly for MSM, people from specific ethnic groups, and youth. The incidence of chlamydia, hepatitis B and C is increasing. For people living with HIV, co-infections with other STIs are most common among MSM. Fig 3: Interventions among MSM in the Netherlands Source: Pre-exposure prophylaxis versus test and treat amongst men who have sex with men in the Netherlands (oral presentation). Ard van Sighem, Rob van den Hengel, Daniela Bezemer, Frank de Wolf. Amsterdam Institute for Global Health and Development. 4 June 213 Fig 4: Consultations and diagnoses in the Netherlands, Source: Sexually transmitted infections, including HIV, in the Netherlands in 212. Centre for Infectious Disease Control, National Institute for Public Health and the Environment, HIV and STIs in 213, Aids Fonds STOP AIDS NOW! Soa Aids Nederland, WHO: Global strategy for the prevention and control of sexually transmitted infections: : breaking the chain of transmission. Geneva: 27 3 Kourtis et al. HIV-HBV CoInfection-A global challenge. NEJM 212; 366: May WHO Sexually Transmitted Infections, Factsheet 11, updated May

8 ESTIMATEd resource NEEdS IN LOw- ANd MIddLE INcOME countries for programme AcTIvITIES by region 215 Sub-Saharan Africa Middle East and North Africa Caribbean and Latin America West and Central Europe Eastern Europe and Central Asia South and South-East Asia East Asia and Oceania Treatment, care and support Elimination of new HIV infections among childeren Behaviour change programmes Voluntary medical male circumcision Populations at higher risk Fig 5: Reasons for youth to have sex Source: 12 vragen over jongeren en seks, Seks onder je 25e, Seksuele gezondheid van jongeren in Nederland anno 212. Rutgers WPF/Soa aids Nederland, 212. Fig 6: Total estimated resource needs in 215 are estimated at US$ 24 billion, the majority is needed in Africa (53%) Source: Investing for results. Results for people. A people-centred investment tool towards ending AIDS. Joint United Nations Programme on HIV/AIDS (UNAIDS). 212 Addressing HIV and STIs can only effectively take place in the context of promoting sexual health. It is all about personal decisions, rights and choices and should be addressed as such. We have ample experience in promoting sexual health in the Netherlands. These experiences can further strengthen the sexual health perspective in our international work. We have more effective means than ever Recent research data show the importance of early detection and availability of treatment for reducing the disease burden and new infections. This is not only applicable to HIV, but also to STIs and hepatitis. Scientific breakthroughs with regard to Treatment as Prevention (TasP), Prevention of Mother to Child Transmission of HIV (PMTCT), preexposure prophylaxis (PrEP) and male circumcision are opportunities to turn the course of the HIV/ AIDS epidemic. However, despite optimism and falling figures, it is important to realise that we are not there yet: in 212, still, 2,3 million people were newly infected and 1,6 million people died of AIDS. In order to bring the number of new HIV infections and AIDS-related deaths to zero, urgent, intensified, strategic efforts are needed both internationally and in the Netherlands. The Investment Framework of UNAIDS has taught us that although wise investments can have significant effects, these investments do not often happen automatically. As a result, the benefits of recent scientific breakthroughs and other evidence are often not fully grasped. It is crucial to push governments and international donors, like the Global Fund to Fight AIDS, TB and Malaria, to use evidence to invest wisely and strategically. Being effective means integration The strong interlinks between HIV, STIs, sexual and reproductive health and rights, gender and human rights, call for an integrated response in our domestic and international work. STIs and HIV most frequently occur as a result of unsafe sexual intercourse, which calls for increased attention for sexuality and sexual health. An untreated STI makes people more vulnerable to HIV. Approximately one-third of people living with HIV are co-infected with hepatitis B or C and are at risk of serious lifethreatening complications. TB is the most common cause of AIDS related deaths. Integrated health services are needed to effectively address these common co-infections. In addition, human rights violations and gender inequality fuel the HIV epidemic and hinder people s access to prevention, treatment, care and support. Addressing rights violations and inequalities have a huge impact on HIV and AIDS. Being effective therefore means integrating different related issues and approaches in one response, with specific focus areas depending on the local context. International priorities are changing 215 will be a turbulent year, both politically and financially. The Millennium Development Goals are ending in 215, and although tremendous progress has been made since 2, most of the ambitious goals will not be achieved. A new development framework is being discussed, and will be highly influential in determining international priorities and funding beyond 215. The extent to which priority is given to HIV and STIs in this new framework is still unclear. Adding to the challenge is the felt decline in the general sense of urgency to address the issues of HIV and AIDS. This could be a negative side effect of the progress that has been made over the past decade. Substantial efforts are therefore needed to influence governments to keep HIV as an international focus area and increase attention for STIs. In addition, many of the countries with generalised epidemics have graduated from low-income status to middle-income status, where poverty-related donor aid is declining and the available funding for effective HIV/AIDS and health interventions may be compromised. We therefore need to focus on reviving and maintaining the sense of urgency among organisations, governments and donors. If we sit back now, all previous efforts may be lost

9 Photo Credit: Jacqueline Dersjant The economic crisis influences Dutch government expenditure The economic crisis has a severe impact on Dutch government spending on health and international development. National activities on HIV and STIs, including awareness raising campaigns for young people, have been negatively affected by government budget cuts resulting from the economic crisis. For international development, the overall budget is fixed at,7% of the Gross Domestic Product (GDP) and thus decreases proportionally to the GDP. Since the economic crisis seems far from over, these trends in budget reductions are likely to continue over the next few years. The Dutch MFS funding system for international development comes to an end in 215. MFS is currently the biggest government fund for international development through civil society, and is the largest source of income for many Dutch NGOs. In light of the current budget cuts and changing ideas on how international development cooperation should be organised, it is highly unlikely that a similar system and budget will become available after 215. Although our organisation is currently not receiving a grant through MFS, the ending of this funding structure will likely create intensified competition between Dutch NGOs over more limited funding possibilities. Changes in the division of income The division of the total income of our organisation has changed considerably over the past five years. Whereas in 28 the majority of our income came from private donations and lotteries, in 213 more than 5% of our income came from government subsidies. While income from private donations and lotteries remained relatively stable, with only a small decline, the budget for 213 is the highest in the history of the organisation. The large increase in income through institutional fundraising includes Dutch government grants and contributions from the Norwegian, British and American government to the Robert Carr Networks Fund. In 215, several Dutch government funds and programmes like the Key Populations Fund, the Opstap Fund and the SRHR Fund are ending. Our organisation receives significant programmatic grants through all three funds. Also, the present funding for the Robert Carr Networks Fund managed by Aids Fonds ends in 215. This funding mechanism is intended to last for a longer period but the first three years are meant as a project period in which the mechanism must prove its added value. The MaxArt programme, supported by the National Postcode Lottery, and The Bridging the Gaps programme, supported by the Dutch government, will also close in 215. Taking these developments into account, the division of our income is likely to change during the period of this strategic plan. It is important that we remain focused on a diverse set of income streams. For the coming years, our challenges are maintaining our current level of private donations and finding new ways of increasing donations. Raising funds through regular givers in the Netherlands is not easy at the moment, and the trends, plus expert opinion, suggest that it will remain so for the next 3-5 years. We need to continue our good relationship with the lotteries and access extra funding possibilities. Lastly, it is crucial that we strengthen our ability to acquire the more limited Dutch government funding and access more international institutional funding

10 [4 } ] Our added value [5] Our objectives Aids Fonds, STOP AIDS NOW! and Soa Aids Nederland have proven to be important players in the area of HIV and STIs, both in the Netherlands and internationally: strong on content, action and networking. The organisational merger has combined the strengths of the three brands and the internal integration of the work. Combined, we can deliver a strong set of mutually reinforcing actions and activities. The SWOT analysis that was carried out as part of the strategy development process shows that our organisation is able to make a difference in the national and international HIV and STI response and in the lives of individuals. We have a long-standing, substantial track record in the combination of implementing projects and programmes, setting the policy agenda, and supporting people living with HIV, which is recognised both internally and externally. Our staff is strongly committed to improve the national and international HIV and STI response, taking a people-centred, non-judgmental and rights- and evidence-based approach. We have expertise on essential issues, such as working with key populations. Research findings taken from our own research or from others, including national or international trends, are used to develop new approaches, programmes, policies and marketing campaigns. Also, the organisation is able and willing to act quickly upon sensitive or emerging issues in programmes as well as in advocacy and marketing. We have a strong international position, as we have been able to invest and fund promising initiatives. Aids Fonds has a reputation for funding work that others are often unwilling to fund. We see networking and collaboration as essential elements of our work, contributing to effectiveness, efficiency and scale-up. In terms of fundraising, the organisation depends on a variety of funding sources and has in-house expertise to fundraise among different actors. Aids Fonds and STOP AIDS NOW! are strong brands which are well-known and we have a strong base of regular givers. As described in the previous chapter, we have seen a large increase in income through institutional fundraising over the last few years. Our experience on sexual health is a strength that we would like to exploit and expand further. This could also be used in fundraising, to move away from the disease-focus and to make our issue more fun. While recognising these strengths, we also see possibilities for improvement. In order for the organisation to keep up with the ever-changing environment, we need to focus our actions more, where we can make most impact. There are opportunities to further increase our internal collaboration and exchange between different departments, and become more efficient. More importantly, we can further enhance our capacity to recognise and grasp opportunities quickly and effectively and invest more in innovation and entrepreneurship both in programmes as well as in marketing. As a relatively small organisation, our ability to move quickly and take calculated risks, forms an essential added value, enabling us to become widely recognised and make a difference. Below is a more detailed description of each of the objectives in the strategy map. The objectives are logically structured in four levels, starting with objectives at the level of people and moving down to objectives for organisational capacities, investments and resources. For each level, we have identified outcome indicators to measure progress. These indicators are included at the end of each of the four sections below. PEOPLE The following objectives describe what we intend to achieve for the people we serve. More people are tested To reduce the number of new infections and to avoid further illness and death, it is essential that people infected with HIV or an STI know their status as early as possible and access treatment. Starting cart early, significantly reduces the chances of developing AIDS and further transmission. Mother to child transmission rates can be reduced to less than 5%. Many STIs show no symptoms, but increase the chances of acquiring HIV. Knowing your status, and enrolment in treatment, thus becomes more important than ever. Currently, 5% of people living with HIV are unaware of their status. Increased testing is not about having the same people tested more frequently, but it is about taking a targeted approach to identify risks and getting the right people to test at the right moment. Effective treatment services include testing for regular coinfections. Most affected populations experience less barriers in accessing prevention, treatment, care and support Most affected populations face a combination of legal, financial, structural and social (stigma and discrimination) barriers in accessing prevention and health services. Most affected populations often are: MSM, sex workers, people who use drugs, people living with HIV, women and youth. Their involvement is essential to identify and address these barriers and to hold governments and service providers accountable. Removing barriers can be done through the provision of legal support; advocacy for law changes; or reducing stigma and discrimination by training teachers and health professionals. Civil society participates meaningfully in developing national policies related to HIV In order to effectively play its role of implementer, advocate and watchdog, civil society needs to be strong and well-funded. We will invest in strengthening the capacity of civil society to become skilled, sufficiently resourced, well-positioned and effective organisations, activists and networks. Linking and learning between different types of civil society groups should be encouraged. Good governance and longer-term financial sustainability of civil society groups is essential. In middle-income countries civil society can greatly benefit from our expertise in fundraising among the general public. More scientific knowledge on HIV and STIs is available More scientific research is needed to effectively fight the HIV and STI epidemics. There is not only a need for (fundamental) research on finding a cure for HIV and HIV vaccines, but also a need for behavioural and social research to develop approaches that are proven to be effective and efficient. We invest in more scientific knowledge in three ways: funding research by others; linking research to innovative programmes we initiate; supporting staff in contributing to scientific work

11 People: Indicators During the period of this strategic plan we aim to achieve: Photo credit: Linette Raven for Man tot Man ORGANISATIONAL STRENGTHS In order to reach the objectives we have formulated under people we need specific organisational strengths. The following objectives therefore describe the skills and expertise we need as an organisation to deliver effectively to the people we serve. Reaching the most affected We aim to excel in effectively reaching and empowering the populations that are most affected by HIV and STIs and strengthen their participation and involvement. This is where we can have the largest impact. The first step is to know who are the most affected groups in a certain context and then to develop effective and efficient strategies to reach and strengthen those groups. Promoting sexual health, instead of focusing on disease, can be an entry point. Learning from scientific research, from our own experience, and from other effective projects and programmes is essential to develop and implement these strategies. Kick-starting Being a relatively small organisation with limited resources, we have added value by kick-starting high potential programmes that arise from new evidence or promising practices. We invest in developing, implementing and researching innovative, and potentially high impact, approaches. Once a new approach has proven to be effective and efficient, we promote it among relevant stakeholders civil society, governments, and international agencies for scale-up and sustainability. A 5% annual increase in the percentage of women and men aged who have received an HIV test in the past 12 months, and know their results, in the countries we work in; A 1% annual increase in the percentage of key populations (e.g. MSM; sex workers; people who use drugs) that have received an HIV test in the past 12 months, and know their results, in the countries we work in; An annual increase in the number of people tested for STIs and HIV in the Netherlands; That in the Netherlands, 85% of people living with HIV know their status; An increased integration of STI services into existing health systems in the countries we work in; An increase in the global paediatric cart coverage to more than 95%; The publication of 25 scientific research papers per year on HIV and STIs to which we contributed; That CSOs in countries we work in, indicate that they are able to participate meaningfully in developing national policies related to HIV. Advocacy Advocacy is crucial to keep HIV, STIs and sexual health on the national and international agenda. We target Dutch, European and international policymakers and governments, aiming at the development and implementation of effective policies, legislation and laws, including the necessary budget allocations. Our advocacy work mostly takes place in partnerships. We also promote increased attention for the human rights and needs of the most affected populations, civil society participation and the need for more scientific research. In addition, we support and strengthen other civil society organisations in their national and international advocacy work. Organisational strengths: Indicators During the period of this strategic plan we aim to achieve that: We start 2 new projects every year; In all of our projects we are reaching the most affected; The Dutch government has a policy on HIV, STIs and sexual health and has allocated budget to affirm this policy; The EU has policies on HIV and STIs for the EU region (internal) and abroad (external); HIV, STIs and sexual health are priority issues in Dutch international policy; HIV is part of the post MDG development agenda. 6 See definition of core concepts ORGANISATIONAL INVESTMENT To increase our organisational strengths, we need to make targeted organisational investments. The following objective describes the investment we make as an organisation to build our strengths in order to deliver effectively to the people we serve. An entrepreneurial culture In order to be effective, we continuously focus and refocus on what works best, taking an entrepreneurial approach. In kick-starting initiatives, we act as social entrepreneurs 6. Further developing an entrepreneurial culture within the organisation will help us to excel in identifying new opportunities and taking appropriate and quick action. We will promote leadership throughout the organisation, meaning that people are inspired by our vision and are given freedom and flexibility to develop new solutions within the strategic framework. Being entrepreneurial means that we want to be proactive and accept taking calculated risks. Promoting an entrepreneurial culture does not mean that everybody should be an entrepreneur, but that we develop a culture in which all ingredients are present for entrepreneurship to flourish. Organisational investment: Indicators During the period of this strategic plan we aim to achieve that: Over 85% of staff members indicate that within our organisation, new opportunities are translated into concrete actions contributing to increased impact

12 Selling so-called ArtBags to raise funds for STOP AIDS NOW! Photo credit: Gerlinde de Geus RESOURCES The following objectives describe what we need to achieve to bring in the resources that we need to build our strengths and deliver to our target groups. Resources are both monetary resources and staff resources. Empowered professionals To achieve our vision, we need professional staff members who are really good at what they do and feel encouraged and inspired to walk the extra mile. Empowered people work effectively and autonomously within their domain. As an organisation, we will focus on getting and keeping the right people on board and aligning their function with their strengths, skills and knowledge. We will further improve the learning capacity within our organisation. We encourage mutual exchange and sharing of knowledge and experience between staff members. Before acting we take into account the lessons which we have learned in the past. Continuous attention for capacity development and a sense of autonomy are essential for developing the right attitude and skill-set and keeping people motivated. Diverse funding Aids Fonds STOP AIDS NOW! Soa Aids Nederland currently acquires funding through a diverse set of public and private income streams. Private donors include individual givers (supporters), foundations, lotteries and sponsors. Public donors include the Dutch government, RIVM, foreign governments, EU and UN. Over the past few years we have seen a growth in income from governments, while income from individual givers is declining. In the near and longer-term future we aim to maintain a diverse set of income streams, making sure our total income is growing and not depending on just a few donors. In order to do this, successful income streams need to be retained and new income streams need to be developed. To tap into new income streams we are willing to make calculated financial investments For private fundraising, continued investment in acquisition through face-to-face, direct mail, and increasingly online marketing, is important. Also, more attention will be given to retaining individual givers. In the medium term we see potential in the major donor segment and legacies. Major donor fundraising requires a radically different way of working. We will invest in building specific expertise and developing a network to effectively operate this market segment. We will continue to work closely with lotteries and explore new opportunities there. We also see possibilities for growth among private foundations. Depending on their size and way of working, they should either be approached as a major donor or an institutional donor. In the public space we will continue our ongoing relationship with RIVM for our work in the Netherlands. We will also continue to develop proposals for the Dutch Ministry of Foreign Affairs for our international work. However, it is likely that funding through this Ministry will decline considerably after 215. Therefore, we will set up a special taskforce to explore and map future fundraising possibilities at governments and institutions, including EU and UN. In addition we have the ambition to extend and increase funding for the Robert Carr Networks Fund after 214, and will therefore approach existing and potential new donors. Resources: Indicators During the period of this strategic plan we aim to achieve that: We realise a 5% annual income growth over the period of this strategic plan; All staff feel they have the support and autonomy to do an excellent job.

13 [6 } ] Our values [7] Our brands The six organisational values in the strategy map summarise the beliefs and ideals that are shared by the people in our organisation, about how we should do our work in the most desirable way. Below is a further description of what these values mean to us. These values guide our choices in programme development, implementation and marketing. Since 24 we have been operating successfully under three brands: Aids Fonds, STOP AIDS NOW! and Soa Aids Nederland. Working with three brands created opportunities to diversify our activities and fundraising and to tap into additional sections of the market. Maintaining a market leading brand means investing, evaluating and adjusting. However, preserving three brands is costly. We will need to strike a balance in maintaining the brands and keeping the costs as low as possible. We are therefore investigating the possibilities of ultimately operating under fewer brands. This will be a process in which we will carefully weigh advantages and disadvantages. Within the new strategy, the specific focus of each of the brands will be: Greater involvement People are at the centre of our work. Meaningful involvement and ownership of those directly involved is key to the success of our activities. We prioritise the greater involvement of people living with HIV (GIPA) and those most affected by HIV and other STIs, because they know best what they need. Human rights We are committed to the protection and promotion of the human rights of the people most affected by HIV and other STIs. Only by fulfilling their human rights, in a life free from stigma and discrimination, can all people fully access prevention, treatment, care and support. A rights-based and gender sensitive approach is at the core of our work. Engagement and partnerships We engage people to work together in achieving our vision. In our programming, fundraising and advocacy, we seek active cooperation with civil society, communities, governments, researchers, private sector, multilateral agencies and individuals. Engaging in dialogues is key. Bringing together different parties and worlds increases our expertise and impact. Broad engagement from the general public gives us a strong voice and enables us to do our work more independently. Activism We have to act now. Every year millions of people become newly infected with HIV and other STIs. We believe that immediate action is needed to support all those affected. We continue to organise a broad action movement that encourages individuals to participate and we will raise our voice when action is needed. We promote a rapid but concise way of working within our organisation, avoiding unnecessary delays. Transparency We are an organisation of professionals that values and demonstrates transparency and reliability towards our stakeholders and supporters. We are open and honest about what we do, why we do it, how we do it and what it costs. We comply with international standards. Impact We are focused on impact. Therefore, we promote the use of proven practices in our programming and activities or we work on the development of new effective approaches. This calls for on-going monitoring and evaluation of our results, gathering evidence, and flexibility to make adjustments. Photo credit: Harold Sikkema Aids Fonds focuses on ending AIDS and accelerating impact in the fight against HIV and STIs. Aids Fonds specialises in grant making, addressing the needs of key populations, including supporting people living with HIV, and research. Aids Fonds works both nationally and internationally. STOP AIDS NOW! is the collaborative initiative between Aids Fonds, Cordaid, Hivos, ICCO and Oxfam Novib concentrating on poverty and AIDS. STOP AIDS NOW! works in Sub-Saharan Africa, in countries with large generalised epidemics. It focuses on funding and implementing programmes in collaboration with local and international partners. Main program areas are youth and prevention, women and children, and HIV and STIs in combination with sexual and reproductive health and rights. Soa Aids Nederland implements national programmes in the Netherlands on HIV, STIs and sexual health, and advocates for the inclusion of effective and efficient ways of dealing with HIV and STIs in Dutch national policies. All brands support and strengthen civil society organisations, work with communities, implement the GIPA principle and promote human rights. Innovation to increase effectiveness and efficiency is always key. Important themes are Treatment as Prevention and reducing common co-infections. Advocacy is an important element of the work of all brands, aiming at keeping HIV on the international and national agendas. In addition, Aids Fonds and STOP AIDS NOW! are both strong fundraising brands, with a partly overlapping set of individual givers, private and institutional donors

14 [8 } ] Our network To achieve our goals and come closer to our vision, we work in partnerships. Collaboration with a wide variety of stakeholders is essential to make an impact. Therefore, we will continue our existing formal and informal collaborations and establish new strategic partnerships. Current partnerships Aids Fonds STOP AIDS NOW! Soa Aids Nederland has a history of collaborating with other key organisations and stakeholders, working in formal and informal coalitions, and setting up new partnerships. The selection of partners is driven by our ambition to be as effective as possible. We have long-standing working relationships with organisations of people living with HIV, most notably the Dutch HIV Association and the Global Network of People living with HIV/AIDS (GNP+). To increase collaboration and improve the HIV/AIDS response of Dutch development organisations, STOP AIDS NOW! was founded by Aids Fonds, Cordaid, Hivos, ICCO, and Oxfam Novib. We participate in international alliances and lobby groups, like the Stop Aids Alliance, and work closely with UN organisations and government agencies in the Netherlands and developing countries. In implementing projects and programmes, we always work with local organisations and/or community groups. In the Netherlands, the Ministry of Health, Welfare and Sports and the RIVM are key partners in the national HIV and STI response. As the national expertise centre on AIDS and STIs, we have strong connections to the Dutch community health services (GGD), general practitioners and hospitals who are responsible for providing HIV and STI services at the local level. We also have strong partnerships with other national expertise centres like Rutgers WPF on sexual health and Mainline on HIV and drug use. We also have strong ties to the Dutch research community through the research programmes we support. Our ambitions To achieve our objectives, we will build on the current partnerships and establish new 1 relationships. We can only have an impact on our objective More people are tested if we work more closely with all actors involved in each step of the process from campaigning and awareness-raising, to testing, to accessing treatment and ensuring adherence. In each context, we will analyse which step in the process needs most improvement to be able to engage with relevant actors for that particular step. Furthermore, the objective More people are tested also includes STIs and coinfections such as TB and hepatitis. Therefore we aim to tighten our relationship with organisations working on STIs and common co-infections, such as the World Health Organization (WHO), the KNCV Tuberculosis Fund, the STOP TB Partnership 2 and organisations working on hepatitis. Reaching the most affected requires that we are able to involve people that suffer most from HIV and STIs, but receive the least support. We will therefore seek partnerships with organisations that consist of, and work for, the most affected in our target countries, and we will intensify our collaborations with local and international networks of most affected populations, e.g. MSM, sex workers and people who use drugs. 3 Our objective Civil society participates meaningfully in developing national policies related to HIV implies that civil society organisations have the information, network and capacity needed to effectively influence policy makers. Making a difference on this objective requires us to build new partnerships with effective, existing national and international lobby platforms and linking our partner organisations to these platforms. To reach and involve the most affected populations it is necessary that they become well organised. Therefore, we will start new partnerships with organisations that specialise in strengthening civil 4 society. Achieving our objective More scientific knowledge means that we have to work closely with researchers and research institutes. We will intensify the collaboration with our current research partners and develop collaborations with additional relevant researchers and research institutes, linked to other programmes we implement. 5 Raising funds and increasing our annual income by 5% requires us to be creative in finding and building new partnerships. We have the ambition to develop new prospects and build sustainable partnerships with a range of public and private donors. Our focus is on international institutional donors and major donors in the Netherlands Photo credit: Marc De Clercq

15 [9] Multi-annual budget This multiannual budget builds on our present financial situation and the contracted programmes in the upcoming years. We focus on getting a better balance of investment for the five strategic goals we work on. After 215 a lot of the present funding through grants will end. However, we aim for a 5% annual increase in income by acquiring new grants, in combination with a growth in income from our individual donors and sponsors. Achieving this goal is dependent on how well we work. And on the availability of opportunities. So see this multiannual budget as an ambition. The ambition to achieve our vision: the end of Aids in a world where all people affected by HIV and STIs access prevention, treatment, care and support. Budget 214 Budget 215 Budget 216 Budget 217 Total 4 years 11,915 3,71 19, ,511 3,896 2,76 1,32 13,136 4,9 21,741 1,84 13,793 4,295 22,828 1,138 51,355 15,991 84,996 4,237 36,328 38,144 4,52 42,54 156,578 ZOU JE MET ME DURVEN ZOENEN, ALS IK HIV-POSITIEF ZOU ZIJN? SOPHIE HILBRAND SLUIT HIV UIT, NIET DE MENSEN MET HIV. Aids Fonds Stigma campaign Would you dare to kiss me if I were HIV positive? Photo Credit: Krijn van Noordwijk Assumptions: * 5% annual increase in income from 215 * After 215 new funding of 15 million per year is procured to replace the projects that have ended * 5% annual increase in total charity expenditure from 215, adjusted for the use of reserves ( ) * 5% annual increase fundraising expenses from 215 * 1% annual increase in cost of management and administration from hoepositiefbenjij.nl 27 4,72 5,962 19,32 1,5 4,36 34,422 2,843 1,158 38,423-2,95 21% 3% 95% 9% ,675-2,95 3,61 6,26 2,324 1,544 4,363 36,38 2,985 1,169 4,193-2,48 21% 3% 94% 9% ,251-2,48 2,642 6,463 2,144 2,38 4,45 35,737 3,134 1,181 4,52 21% 3% 89% 89% 2,774 6,786 2,836 2,52 4,673 37,57 3,291 1,193 42,54 21% 3% 89% 89% 13,89 25,416 8,67 7,133 17, ,767 12,254 4,71 16,722-4,143 21% 3% 92% 89%

16 Thank you The development of this strategy did not take place overnight. We invested in taking time for an inclusive process, involving a diverse group of stakeholders and experts. The process started in February 213 with an evaluation of the current strengths and weaknesses of the three brands and an analysis of our external environment. The different reports that were written fed into a SWOT analysis report, which guided further decision-making. The development of the strategy map took place over a series of strategy meetings with the management team. At regular times, decisions were discussed with team leaders and a group of critical thinkers. Valuable input on the last draft was collected during a discussion with over 7 staff members at Felix Meritis. External stakeholders were involved during all phases through face-to-face meetings and consultations and web-based surveys. We would like to take this opportunity to thank all people who have been involved in the development of this strategy. Your input, feedback and inspiring ideas have been instrumental in sharpening our thinking and fine-tuning our choices. Photo credit: Mathieu Ganier 28 29

17 Definitions of core concepts Abbreviations Civil society With the term civil society we refer to the wide array of non-governmental and not-for-profit organisations or informal groups of individuals that have a presence in public life. Civil Society expresses the interests and values of their members on a national, regional or global level. Civil Society includes community groups, non-governmental organisations, networks, activists, professional associations or foundations. Entrepreneurship In our work we define entrepreneurship as a specific mind-set, in which we are constantly developing innovative solutions to social problems. As social entrepreneurs we are focused on creating and sustaining social value. We pursue new opportunities, while continuously adapting and learning, drawing upon the best thinking in both the business and non-profit worlds. Grant-making Grant making is the practice of awarding funds to an organisation to undertake activities that serve our vision. This includes a transparent process of selecting the best organisation to do the work, a risk assessment of the grantee, and proper monitoring and evaluation systems. The grantee implements the activity independently from the grant-maker but based on agreed criteria, requirements and planning. The grantee informs the grant making organisation on the progress and end result through regular reporting. Implementation With the term implementation we refer to being directly involved in activities that benefit our target groups. This does not necessarily imply that we always have to have a physical presence in countries where we implement activities. Examples of activities in which we act as implementers are: developing and executing awareness-raising campaigns, stimulating linking and learning among project partners, education programmes for professionals, developing and testing innovative approaches with relevant partner organisations, involvement in research activities and advocacy activities. Innovation Innovation is the application of new solutions that meet new or existing requirements or needs. In our work an innovation is considered a process that brings together various novel ideas in a way that they can have a greater impact. Innovation differs from improvement in that innovation refers to the notion of doing something different rather than doing the same thing better. Kick-starting In our work we use the term kick starting to projects or activities where we develop innovative, and potential high-impact, approaches to achieve our vision. Kick starting implies being entrepreneurial. It means we give a push to an innovative idea. This kick-start can take several years, with the aim to prove the value of a new intervention or to scale up successful initiatives. Most affected populations With most affected we refer to those people in society that experience the biggest impact of HIV and AIDS but often receive least support. Impact of HIV can be direct (people who are at high-risk for getting HIV or people living with HIV) and indirect (children whose parents died of AIDS or caregivers). The groups that are most affected differ in each context. In general we focus on key populations (MSM, sex workers, people who use drugs), women and youth. AIDS cart GNP+ HIV MDG MSM NGO PMTCT PrEP RIVM Soa STI TasP TB UNAIDS WHO Acquired Immune Deficiency Syndrome Combination Antiretroviral Therapy Global Network of People living with HIV/AIDS Human Immunodeficiency Virus Millennium Development Goals Men who have Sex with Men Non-Governmental Organisation Prevention of Mother To Child Transmission Pre-Exposure Prophylaxis Rijks Instituut voor Volksgezondheid en Milieu (Dutch National Institute on Public Health and Environment) Seksueel Overdraagbare Aandoening (Sexually Transmitted Infection) Sexually Transmitted Infection Treatment as Prevention Tuberculosis Joint United Nations Programme on HIV/AIDS World Health Organization 3 31

18 colophon 214 Aids Fonds STOP AIDS NOW! - Soa Aids Nederland Design: Cover: Blikk Design Patrick van Zwieten Photography: Adriaan Backer, Gerlinde de Geus, Harmen de Jong, Harold Sikkema, Jacqueline Dersjant, Krijn van Noordwijk, Linette Raven, Marc De Clercq, Marieke van der Velden, Mathieu Ganier, Michael Jung en Yvonne Brandwijk. Printing: Nic Oud / Favourite Mail Amsterdam, January 214 Aids Fonds STOP AIDS NOW! - Soa Aids Nederland Keizersgracht GB AMSTERDAM The Netherlands Tel.: Fax: aidsfonds.nl, stopaidsnow.nl, soaaids.nl 32

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