Summary of Key Priorities
Financial Stability and Steady Growth
While the organization’s financial picture is good, this plan focuses on ensuring that in three years, there is more diversity in funding, including less reliability on government funding. This will lead to improved cash flow and more flexibility in how AVP allocates funds. Despite the threats and uncertainty, we anticipate incremental growth lead by a new Development team, a reinvigorated and consistently growing board and an improved culture of fundraising throughout the organization.
Reinvesting in Infrastructure and People
There is always a need for more programs, services and organizing from AVP and while AVP staff often rise to the occasion to meet the demands, in the next three years, we need to shore up our own infrastructure and systems to be able to sustain more significant growth later. This plan invests heavily in staff, board and community development and leadership, in terms of professional development and deepening the benefits offered to staff. Space and IT upgrades will also be essential to allowing staff to efficiently do their jobs and ensuring that AVP is truly a safe, welcoming place for staff and community members that matches our anti-oppressive, survivor-centered and trauma informed framework. Along with that priority comes a renewed commitment to ensuring we better reflect the communities we serve by increasing the representation of those who are most marginalized and impacted by violence in leadership on staff, the board and in the larger social justice movement.
Clarifying Our Work, Increasing Visibility and Impact
In this plan, we revisit AVP’s vision, mission and goals, which we did not do during this strategic planning process. This review will help us better articulate our role in preventing violence in LGBTQ and HIV affected communities. Program depth rather than a tremendous expansion is emphasized in this plan. There is a strong desire to develop systems to measure our impact and effectiveness, evaluate where we need to place resources, and to document and share models for various aspects of our work. We believe that this combined with improving our ability to tell our story and the stories of those we work with, will increase AVP’s profile and visibility locally and nationally. By 2020, AVP should celebrate its 40th anniversary as a more recognized thought leader and effective anti-violence advocate.
Tracking Our Progress
This bold plan for AVP’s future requires a deep commitment on the part of the board, staff, and leadership of the organization. Following adoption of the plan, AVP will begin crafting an operational plan for the first year of objectives and strategies. Measurements have been included for every strategy in the plan to ensure AVP has a roadmap (within a roadmap) for keeping progress on track. Through collaboration between AVP’s Executive Director, MTEAM, and Board leadership and committees, all areas of the plan have been assigned lead personnel to ensure success.
With the 2018-2020 plan, AVP will move out of its current transitional and crisis-management mode into a place of strengthened stability, impact, visibility and leadership.
If the statistics on the rates of violence against LGBTQ communities are any indication, the work of AVP and the national coalition, NCAVP, will only prove to be more crucial in the coming years. The AVP of 2020 will be better equipped, better resourced, and better positioned for an uncertain future, filled with opportunities to effect change.