Goals and Strategies
1. PROGRAMS: Strengthen AVP's focus and core programs using community-based models and strategies, with an emphasis on closing gaps in populations that AVP serves and supports.
A. Detail, evaluate and address gaps in services and programs for marginalized communities and less publicly acknowledged forms of violence.
i. Gaps in services and programs include engagement with communities in all five boroughs, economic empowerment and access to shelter.
ii. Marginalized communities include youth, people with disabilities, people engaged in sex work, transgender and gender non-conforming people, people of color and HIV-affected people.
iii. Less publicly acknowledged forms of violence include sexual violence, intimate-partner violence and hook-up violence.
B. Increase leadership programs, particularly for survivors and marginalized communities, through the Community Leadership Institute, to increase representation and engagement of those communities.
C. Expand and enhance community- and survivor-led anti-violence base building and campaigns that focus on marginalized communities and less publicly acknowledged forms of violence.
D. Solidify and grow a co-located legal-services program that provides services to LGBTQ and HIV-affected survivors of violence.
E. Advance a nationwide LGBTQ and HIV-affected anti-violence policy and research and educational agenda through the coordination of the National Coalition of Anti-Violence Programs.
2. COMMUNICATIONS: Increase AVP's visibility and awareness among the LGBTQ and HIV-affected and allied populations to encourage all people to support LGBTQ and HIV-affected safety and to take action against violence in ways that are safe and proactive.
A. Create a communications plan and a marketing plan, each with an emphasis on visuals and borough-specific materials. This strategy includes evaluating both the message and the visual brand for AVP, as well as creating a communications plan for NCAVP.
B. Build a base of staff spokespeople and external voices, through training on speaking to the media and writing op-eds.
C. Review and update, if necessary, AVP's messaging annually. At a minimum, this review will include an analysis of the messaging for accuracy, inclusiveness and anti-oppression and will cover the organization's Mission and Vision statement.
3. SYSTEMS/INTERNAL STRUCTURE: Enhance and integrate systems, structures, policies and procedures, and metrics to support programs, communications, fundraising, fiscal management and operations.
A. Assess AVP's internal structures, policies and procedures to assure integration of AVP's anti-oppression policy.
B. Enhance staff capacity and structure to maximize implementation of core programs through:
i. Standardizing staff structure, management and compensation;
ii. Increasing staff training and professional development; and
iii. Enhancing volunteer-management systems.
C. Ensure best practices and organizational efficiency with fiscal, administrative and operational management through:
i. Diversifying funding streams and growing reserves;
ii. Enhancing organizational capacity to maintain IT-related operational systems and to secure organizational data; and
iii. Implementing and measuring an impact-evaluation process for communications, fundraising and program work.
4. FUNDRAISING: Execute a fundraising strategy that focuses on building AVP's private donor base and engaging and maintaining all constituents.
A. Refine a multi-channel fundraising program that also engages under-represented groups of prospective donors.
B. Enhance databases to allow the Development Department to track gifts, fundraising activities, supporters and other metrics more effectively and efficiently.
C. Expand the capacity of the Development Department to bring in-house currently outsourced work.
D. Refine strategies for development, stewardship and retention of donors.
5. BOARD: Strengthen the Board's capacity and structures for visionary governance, effective fundraising and inclusive representation of the communities that AVP serves and supports.
A. Ensure the Board, committees and related activities represent and respect the diverse communities that AVP serves and supports, in its recruitment, fundraising and other forms of community engagement.
B. Assess and, as necessary, improve the Board's ability to be effective and visionary.
C. Continue to improve and measure Board and Board member performance throughout Board service.
D. Evaluate and continue to improve the Board's development focusing on leadership, Board member responsibilities, anti-violence work, anti-oppression, management, financial, fundraising and messaging skills.
E. Continue to assess and improve overall function and structure of the Board committees, the Friends of AVP Board, event committees and ad-hoc committees, based on the current and future needs of the organization.