Canadian Strategy on HIV/AIDS - Annual Direction-Setting Meeting

Gray Rocks Inn, Mont Tremblant, Quebec
October 29 - November 1, 2000

A Meeting to Remember

Last fall, the first annual Canadian Strategy on HIV/AIDS (CSHA) direction-setting meeting was held at Gray Rocks Inn. It was attended by 125 experts who represented the range of CSHA partners. They came from national and regional non-governmental HIV/AIDS organizations; national Aboriginal organizations; national professional HIV/AIDS organizations; federal, provincial and territorial government departments; and the Ministerial Council on HIV/AIDS.

Participants showed a remarkable degree of co-operation and involvement, creating an environment that contributed to an increased understanding of HIV/AIDS in Canada and a commitment to meet future challenges together. Using their unique expertise, they contributed to the establishment of ten new national strategic directions that will guide the CSHA over the next two to three years.

Setting the Course Together

The evolving epidemic means that the CSHA must continually change to meet new circumstances and demands. For this reason, the meeting had two objectives:

1. To launch an annual collaborative planning and direction-setting process for the CSHA; and
2. To identify broad strategic directions to guide the CSHA in fiscal year 2001-02.

These objectives were met and specific directions for future action established.

The 10 Directions

After assessing the current environment, participants broke into small groups to discuss key issues in greater depth. Guided by the reports from these groups, participants further discussed the issues and synthesized them into ten broad areas for action. These have become the 10 strategic directions that will guide the work of those involved in the CSHA over the coming years.

1. Mobilize Integrated Action on HIV/AIDS

Government departments at all levels, Aboriginal governments and community leaders will be mobilized to take coordinated and integrated action on HIV/AIDS, focussing on the determinants of health and on equal access to health care. This action will centre on people living with and vulnerable to HIV/AIDS.

2. Build Unique Approaches for Aboriginal Peoples Within the CSHA

A national Aboriginal HIV/AIDS strategy will be built in collaboration with Aboriginal peoples and their chosen communities. The strategy should be adequately funded, advance the unique needs of Aboriginal peoples, and be accepted by Aboriginal and non-Aboriginal stakeholders.

3. Build a Broad Information Strategy

A broad strategy will be built to obtain and promote the use of HIV/AIDS information in the CSHA. Qualitative and quantitative research; national, regional and local data and statistics; and anecdotal information will be analysed and synthesized in an effort to stay abreast of the ever-changing nature of the epidemic.

4. Get Public Commitment, Political Leadership and Funding

A renewed commitment by political leaders, partners and the Canadian public is needed to expand Canada's response to the HIV/AIDS epidemic. Efforts will be made to mobilize politicians, bureaucrats and community leaders in all sectors and at all levels to obtain increased funding for federal, provincial, territorial and Aboriginal HIV/AIDS strategies.

5. Build a Strategic Approach to Prevention

A bold, innovative prevention strategy that sets specific goals and outlines a step-by-step process to achieve them will be developed. This strategy will be based on the principles that guide the CSHA and will include culturally specific programs.

6. Build a Strategic Approach to Care, Treatment and Support

A strategy that ensures equal and seamless access to care, treatment and support for people living with HIV/AIDS will be developed. The strategy will work to remove systemic barriers to access to care, treatment and support.

7. Renew and Develop Human Resources

In response to an overall need for revitalization of human resources with expertise in HIV/AIDS, the CSHA will renew and sustain broad-based intersectoral human resources in community, social service, health and other sectors.

8. Engage Vulnerable Canadians

Vulnerable Canadians must be engaged in an inclusive and empowering manner in order to build unique approaches that are flexible, innovative and measurable.

9. Move to a Social Justice Framework

The CSHA will move towards a social justice framework that will involve all sectors and levels of government, and -- what is perhaps most important -- will include vulnerable populations in policy and program development, implementation and evaluation.

10. Develop a Five-Year Operational/Strategic Plan

A long-term planning process for the CSHA is needed. As a result, a five-year operational/strategic plan will be developed, including the development of S.M.A.R.T.E.R. (specific, measurable, attainable, realistic, time-limited, effective, relevant) objectives for the CSHA.

The Bigger Picture

These ten directions are not ends in themselves but are tools to help partners work together to realize the broader goals and policy directions of the CSHA.

The ten directions support the CSHA's three policy directions:

• enhanced sustainability and integration
• increased focus on those most at risk
• increased public accountability

They also support its six goals:

• prevent the spread of HIV infection in Canada
• find a cure
• find effective vaccines, drugs and therapies
• ensure effective care, treatment and support for Canadians living with HIV/AIDS, and for their families, friends and caregivers
• minimize the impact of HIV/AIDS on individuals and communities
• counter the social and economic factors that increase individual and collective risk of HIV infection.
  

The input of all partners is needed on an ongoing basis. These directions evolved from a collaborative effort, and they will be effective as strategic goals only to the extent that there is thoughtful participation from those that know the issues best.

The Next Steps

This first meeting of CSHA stakeholders at Gray Rocks revealed a strong sense of partnership and commitment. It generated dialogue among participants from many sectors and furthered the discussions launched in 1997 that led to the creation of the CSHA.

Planned for late April 2002, the next meeting will focus on ways participants can work together to implement the ten directions. Please see Health Canada's website for updates on Gray Rocks II.

The CSHA is a blueprint that relies on partnerships to succeed. The challenge is to make the partnerships, and the directions, a reality.