Setting milestones

SETTING
MILESTONES
STRATEGY 2014 -2017
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
16
5. Our objectives 17
6. Our values 22
7. Our brands
23
8. Our network
24
9. Multi-annual budget 27
Thank you 29
Definitions of core concepts
30
Abbreviations
31
01
INTRODUCTION
Photo credit: Yvonne Brandwijk
Photo credit: Marieke van der Velden
‘Setting milestones’ is the strategic plan of Aids Fonds – STOP
AIDS NOW! – Soa Aids Nederland for the period 2014 - 2017. 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.
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.
Photo
credit:
Michael
Jung
Photo
credit:
Adriaan
Backer
02
Photo credit: Adriaan Backer
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.
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How to read our Strategy Map
[1||}‘] Our Strategy Map
VISION
LONG-TERM GOALS
The vision statement is an aspirational description of
the world that we would like to realise in the future.
The outcomes are high-level results that we
contribute to through our work.
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.
MISSION
OBJECTIVES
The mission statement describes what we do as an
organisation to achieve the vision. It describes our
capabilities, focus and overall activities.
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:
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:
• RESOURCES:
• 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.
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.
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05
[2||}‘] Our VISION
Photo credit: Harmen de Jong
“Our vision is the end of AIDS in a world where all
people affected by HIV and STIs access prevention,
treatment, care and support’’
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:
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.
Fewer new infections
The needs of populations most affected
are addressed in national policies
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.
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.
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Photo credit: Adriaan Backer
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
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[3||}‘] HIV and STI in a changing
world
s
We can end AIDS; HIV is becoming a
chronic disease
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.
At the end of 2012, 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 2012 this number was 33% lower than in 2001.
The sharpest declines have occurred in Sub-Saharan
Africa and the Caribbean. As a result of scientific
08
Photo credit: Michael Jung
Fig 2: Impact of antiretroviral treatment. Since the start of the epidemic, treatment averted 4.2 million deaths.
Source: Global Update on HIV Treatment 2013: Results, Impact and Opportunities. WHO/UNAIDS/UNICEF, June 2013.
09
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 attention1.
number of new infections has not decreased in
the Netherlands since 2009. It remains stable at
around 1,100 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 40% of the heterosexuals living with HIV in
the Netherlands come from Sub-Saharan Africa.
In the Netherlands, it is estimated that 25,000
people are living with HIV. And although worldwide
the number of new infections is dropping, the
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 2013
1
HIV and STIs in 2013, Aids Fonds – STOP AIDS NOW! – Soa Aids Nederland, 2013
Sexually Transmitted Infections are all
around
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.
It is estimated that more than 340 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 virus2. 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
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 4: Consultations and diagnoses in the Netherlands, 1995-2012
Source: Sexually transmitted infections, including HIV, in the Netherlands in 2012. Centre for Infectious Disease Control, National Institute for Public Health and the Environment, 2013
2
WHO: Global strategy for the prevention and control of sexually transmitted infections: 2006-2015: breaking the chain of transmission. Geneva: 2007
Kourtis et al. HIV-HBV CoInfection-A global challenge. NEJM 2012; 366: May 10 2012
WHO Sexually Transmitted Infections, Factsheet 110, updated May 2013
3
4
10
11
ESTIMATEd rESOurcE NEEdS IN LOw- ANd MIddLE INcOME cOuNTrIES
fOr prOGrAMME AcTIvITIES by rEGION 2015
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: 102 vragen over jongeren en seks, Seks onder je 25e, Seksuele gezondheid van jongeren in Nederland anno 2012.
Rutgers WPF/Soa aids Nederland, 2012.
Fig 6: Total estimated resource needs in 2015 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). 2012
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.
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.
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.
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 2012, still, 2,3 million people were
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
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goals will not be achieved. A new development
framework is being discussed, and will be highly
influential in determining international priorities
and funding beyond 2015. 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.
International priorities are changing
2015 will be a turbulent year, both politically and
financially. The Millennium Development Goals are
ending in 2015, and although tremendous progress
has been made since 2000, most of the ambitious
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Photo Credit: Jacqueline Dersjant
The economic crisis influences Dutch
government expenditure
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 2015. 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.
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 0,7% 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 2015. MFS
is currently the biggest government fund for
international development through civil society,
and is the largest source of income for many Dutch
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 2008 the majority of our income came
from private donations and lotteries, in 2013 more
than 50% 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 2013 is the highest in
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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 2015, 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 2015. 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 2015.
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.
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[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.
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.
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.
PEOPLE
Civil society participates meaningfully
in developing national policies related
to HIV
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’.
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.
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.
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.
The following objectives describe what we intend to
achieve for the people we serve.
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 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, 50% 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.
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.
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
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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.
Advocacy
ORGANISATIONAL INVESTMENT
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.
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.
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 . 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.
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Organisational
strengths: Indicators
During the period of this strategic plan we
aim to achieve that:
• We start 20 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.
Kick-starting
Photo credit: Linette Raven for Man tot Man
An entrepreneurial culture
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.
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.
People: Indicators
During the period of this strategic plan we aim to achieve:
• A 5% annual increase in the percentage of women and men aged 15-49 who have received an HIV test in the
past 12 months, and know their results, in the countries we work in;
• A 10% 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.
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6
See definition of core concepts
19
RESOURCES
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.
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.
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 2015. 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 2014, and will therefore approach existing and
potential new donors.
20
Selling so-called ‘ArtBags’ to raise funds for STOP AIDS NOW! Photo credit: Gerlinde de Geus
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.
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.
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[6||}‘] Our values
[7] Our brands
Since 2004 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
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.
Activism
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.
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.
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.
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.
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.
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.
22
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.
Photo credit: Harold Sikkema
Greater involvement
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:
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.
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[8||}‘] Our network
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.
3
Our ambitions
To achieve our objectives, we will build on
the current partnerships and establish new
1
objective
‘Civil
society
participates
meaningfully in developing national policies related
relationships.
to HIV’ implies that civil society organisations have
We can only have an impact on our objective
to effectively influence policy makers. Making a
‘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
the information, network and capacity needed
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
society.
Achieving
our
objective
‘More
4
scientific
knowledge’ means that we have to work closely
with researchers and research institutes. We
will intensify the collaboration with our current
and organisations working on hepatitis.
research partners and develop collaborations
‘Reaching the most affected’ requires that we are
institutes, linked to other programmes we
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.
24
Our
with additional relevant researchers and research
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.
25
Photo credit: Marc De Clercq
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.
[9] Multi-annual budget
ZOU JE MET ME DURVEN ZOENEN,
ALS IK HIV-POSITIEF ZOU ZIJN?
SOPHIE HILBRAND
SLUIT HIV UIT, NIET DE MENSEN MET HIV.
26
hoepositiefbenjij.nl
Aids Fonds Stigma campaign ‘Would you dare to kiss me if I were HIV positive?’ Photo Credit: Krijn van Noordwijk
This multiannual budget 2014 – 2017 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 2015 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
2014
Budget
2015
Budget
2016
Budget
2017
Total
4 years
11,915
3,710
19,720
983
36,328
12,511
3,896
20,706
1,032
38,144
13,136
4,090
21,741
1,084
40,052
13,793
4,295
22,828
1,138
42,054
51,355
15,991
84,996
4,237
156,578
4,072
5,962
19,302
1,050
4,036
34,422
2,843
1,158
38,423
3,601
6,206
20,324
1,544
4,363
36,038
2,985
1,169
40,193
2,642
6,463
20,144
2,038
4,450
35,737
3,134
1,181
40,052
2,774
6,786
20,836
2,502
4,673
37,570
3,291
1,193
42,054
13,089
25,416
80,607
7,133
17,522
143,767
12,254
4,701
160,722
-2,095
21%
3%
95%
90%
-2,048
21%
3%
94%
90%
0
21%
3%
89%
89%
0
21%
3%
89%
89%
-4,143
21%
3%
92%
89%
4
-424
-1,675
-2,095
0
-797
-1,251
0
0
0
0
0
0
0
0
-2,048
Assumptions:
* 5% annual increase in income from 2015
* After 2015 new funding of € 15 million per year is procured to replace the projects that have ended
* 5% annual increase in total charity expenditure from 2015, adjusted for the use of reserves (2014-2015)
* 5% annual increase fundraising expenses from 2015
* 1% annual increase in cost of management and administration from 2015
27
Thank you
28
Photo credit: Mathieu Ganier
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 2013 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
70 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.
29
Definitions of core concepts
Civil society
project partners, education programmes for
professionals, developing and testing innovative
approaches with relevant partner organisations,
involvement in research activities and advocacy
activities.
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.
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.
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.
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.
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.
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.
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
30
Abbreviations
AIDS
Acquired Immune Deficiency Syndrome
cART Combination Antiretroviral Therapy
GNP+
Global Network of People living with HIV/AIDS
HIV
Human Immunodeficiency Virus
MDG
Millennium Development Goals
MSM
Men who have Sex with Men
NGO
Non-Governmental Organisation
PMTCT
Prevention of Mother To Child Transmission
PrEP
Pre-Exposure Prophylaxis
RIVM
Rijks Instituut voor Volksgezondheid en Milieu
(Dutch National Institute on Public Health and Environment)
Soa
Seksueel Overdraagbare Aandoening
(Sexually Transmitted Infection)
STI
Sexually Transmitted Infection
TasP
Treatment as Prevention
TB
Tuberculosis
UNAIDS Joint United Nations Programme on HIV/AIDS
WHO
World Health Organization
31
colophon
© 2014 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 2014
Aids Fonds – STOP AIDS NOW! - Soa Aids Nederland
Keizersgracht 392
1016 GB AMSTERDAM
The Netherlands
Tel.: +31 20 - 62 62 669
Fax: +31 20 - 62 75 221
aidsfonds.nl, stopaidsnow.nl, soaaids.nl
32