AVAC

Global Advocacy for HIV Prevention

aka AVAC   |   New York, NY   |  www.avac.org

Mission

AVAC accelerates the ethical development of and global access to effective HIV prevention options, as part of a comprehensive and integrated pathway to global health equity.

Ruling year info

1997

Executive Director

Mr. Mitchell J Warren

Main address

244 Fifth Avenue Suite 2919

New York, NY 10001 USA

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EIN

94-3240841

NTEE code info

Alliance/Advocacy Organizations (R01)

AIDS (H81)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Blog

Programs and results

What we aim to solve

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Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

AVAC

AVAC currently focuses in four priority areas: 1. Develop and advocate for policy options to facilitate the expeditious and ethical development, introduction and use of AIDS vaccines and other new prevention technologies. 2. Ensure that rights and interests of trial participants, eventual users and communities are fully represented and respected in the scientific, product development, clinical trial and access processes. 3. Monitor the AIDS vaccine field and mobilize political, financial and community support for AIDS vaccine research as part of a comprehensive response. 4. Build an informed, action-oriented global coalition of civil society and community-based organizations exchanging information and experiences.

Population(s) Served
Adults
Adolescents

Where we work

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

AVAC’s vision for a world without AIDS and with global health equity guides our work.

Our mission is to accelerate the ethical development of effective HIV prevention options and ensure access to those options for everyone who needs them as part of a comprehensive and integrated path to global health equity.

HIV prevention research is accelerating, but global prevention targets are off track. Critical goals set by UNAIDS for 2020, of less than 500,000 infections, were not met. In that goal post year, infection numbers were 1.5 million, three times more than the target. It’s a prevention crisis in the midst of profound advances in research—more HIV prevention options than ever before are moving through the pipeline of research and development or have proven effective. But will they reach those who need them most?

This contradiction can be seen in the global response to COVID-19. Science moved with commitment and solidarity to develop interventions, faster than ever before, that protect against SARS-COV-2. But innovation and political will failed when it came time to deliver those interventions everywhere they have been needed.

To advance our mission for HIV prevention and global health equity, our strategic plan outlines three pillars in order to anticipate and respond to new complexities in HIV prevention, position our work to advocate for resilient health systems that center communities and prioritize social justice, and invest in robust, mutually empowered partnerships that achieve far-reaching results.

TRANSLATE: AVAC serves as a bridge between the scientific field and communities where research happens. We share research findings, develop and support evidence-based advocacy by our partners, and amplify the voices, perspectives and needs of affected communities.

ADVOCATE: AVAC mobilizes to ensure programs, products and policies are evidence-based, inclusive and effective. We are committed to advocacy and action founded on principles of power-sharing. We foster the development of skilled and informed advocates.

CATALYZE: AVAC cultivates and sustains partnerships that shape and leverage an ecosystem of advocacy for clinical trials, products, programs and policies that advance HIV prevention and global health equity.

In addition to the three major pillars, AVAC’s strategic plan integrates four key enablers that are essential to success:

Commitment to equity, diversity and inclusion (EDI)
Equitable Partnerships
Team Culture
Operational Efficiency

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person),

  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve,

  • With whom is the organization sharing feedback?

    The people we serve, Our staff, Our board, Our funders, Our community partners,

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We ask the people who gave us feedback how well they think we responded,

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback,

Financials

AVAC
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

AVAC

Board of directors
as of 3/10/2022
SOURCE: Self-reported by organization
Board chair

Blair Hanewall

Consultant

Term: 2019 - 2025

Alexandre Menezes

Global Health Strategies

Anne-Marie Duliege

Pancreatic Cancer Action Network

Mitchell Warren

AVAC

Elizabeth Bukusi

KEMRI

Sarah Schlesinger

Rockefeller University

Jintanat Ananworanich

Moderna

David Cook

Forma Therapeutics

Vuyiseka Dubula

Stellenbosch University

Blair Hanewall

Consultant

Catherine Hankins

McGill University

Susie McLean

Consultant

Kenly Sikwese

Afrocab Treatment Access Partnership

Jesse Milan, Jr.

AIDS United

Marina Caskey

Rockefeller University

Linda-Gail Bekker

Desmond Tutu Health Foundation

Jeffrey O'Malley

United Nations Development Programme

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No

Organizational demographics

SOURCE: Self-reported; last updated 10/20/2021,

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Male, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 10/20/2021

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.