The work we do at PAN is collaborative and rooted in the issues identified by our member organizations. We begin with community-identified needs, followed by carefully considered data, and deliver results for community development, skills building and action. This process reflects three of our key values including accountability and stewardship, evidence-based action, and collaboration and partnership.
Our Members and Allies Survey is one of the primary tools to ensure alignment to these values, as well as our achievement of the outcomes identified in our strategic plan. The Members and Allies survey provides us an opportunity to learn how we are meeting our goals, hear about perceptions of our work, and offers respondents the opportunity to identify issues or directions across BC that PAN might consider addressing.
PAN started an annual evaluation process in 2015 to support reciprocal communication with our members and allies – please check out PAN Members and Allies Survey Comparative Insights from 2015-2018 for findings from the first four years of data collection for this survey. In 2021 revamped this survey to reflect our updated strategic plan. With this new survey we engaged PAN member organizations as well as key allies with whom we work closely, people with lived and living experiences who are actively engaged with PAN, and PAN staff and contractors. The key objectives of the 2021 Members and Allies Survey was to help assess PAN’s progress on our strategic plan objectives and how well the plan is meeting PAN member organizations needs, how well PAN’s programs and services, and communication tools are meeting members and allies needs. Between May and September 2021, a total of 195 PAN members and allies were invited to participate in the survey, of which 88 (45%) provided their response.
While there was a good representation from across BC, the Vancouver Coastal Regional Health Authority had highest representation (27%). More than half (56%) of the respondents reported that they have been involved with or partnered with PAN for over 6 years. Respondents reported to have 29,278 (n=23) members/clients, this does not account for individuals who may access services at more than one PAN member organization.
The following are summaries of findings from the Members and Allies Survey related to PAN’s four strategic directions:
PAN’s Strategic Direction #1: Strengthen knowledge-driven planning, decision-making, and implementation among PAN’s members and allies to respond to complex issues relating to HIV, hepatitis C and the social determinants of health
- PAN members and allies reported having a higher level of satisfaction and increased knowledge after using PAN’s services and programs.
- The participation for in-person events remained low, which is understandable given the COVID-19 pandemic, meanwhile respondents reported higher level of satisfaction and increase in knowledge after attending in-person events.
- PAN’s members and allies reported higher use, satisfaction, and increase in knowledge from services and programs, including virtual professional development, training and capacity building events, online resources, and eNews.
- Some challenges highlighted by survey participants in relation to strategic direction 1 include, collaboration with provincial partners, engagement with partners and priority populations, funding structure, engagement with people with lived and living experiences, cultural safety, post-covid uncertainties, lack of human resources, and lack of services for people complex needs.
- The survey highlighted the interest from members to bring in new programming to reach the undiagnosed and exploring new testing approaches.
- Respondents highlighted the importance of not losing the HIV focus of the work and needs in the province, especially in the face of competing public health issues.
PAN’s Strategic Direction #2: Strengthen our governance
- PAN’s members and allies suggested incorporating values around diversity and Indigenous cultural safety as an important way to strengthen governance. This has been a large focus of work for PAN’s staff and Board. Staff and Board survey respondents reflected on knowledge relating to TRC had reported it had improved considerably compared to the previous year however, there is more work to be done in applying the gained TRC knowledge and the principles of cultural safety into specific capacity-building, research, evaluation, or advocacy at PAN.
- The respondents also suggested building and deepening engagement with Indigenous organizations, communities, and elders.
PAN’s Strategic Direction #3: Ensure our sustainability
- Overall, there was a high level of agreement with statements related to PAN’s management and use of its administrative system/financial system, its work to ensure staff wellness and a supportive workplace.
- Respondents also suggested exploring new funding opportunities, maintaining a strong team (competent and inclusive of voices of PWLE) and staying aware of community needs.
PAN’s Strategic Direction #4: Provide a collective voice to respond to ongoing and emerging health and social justice issues
- While members and allies agreed that PAN provides a collective voice to respond to ongoing and emerging health and social justice issues, they also suggested PAN should continue deepening and broadening work with people with lived and living experiences of HIV, hepatitis C, drug use, and other experiences. Members and allies also suggested PAN provide voice to those that are otherwise unheard, break silos between members by creating spaces for partnerships, and foster and build relationships with partners outside HIV and hepatitis C sectors. PAN should also continue to highlight and support work that is happening outside of large urban areas.
- PAN could enhance operational support – continue to advocate for increased funding for the sector but also support organizations to diversify their funding streams and support smaller organizations.
Questions? Feedback? Get in touch!
Janak Bajgai, Evaluation Specialist