Concluding Remarks

o Hogar San Camilo is dedicated to helping Lima’s people and families with HIV/AIDS by providing medical, psychological, counseling and religious services. The Hogar follows the Camillian congregation doctrine which helps impoverished and

marginalized people living with diseases.

Table 21

Comprehensive Strategic Plan

Mission: To provide wellbeing to people with HIV/AIDS in Peru and their families, so they can live a dignified, happy and healthy life. This will be achieved by providing a holistic support model to the patients and their families that follows Hogar San Camilo’s values of honesty, trust, respect and community.

Vision: To be recognized by 2020 as a reference in Peru and Latin America regarding holistic wellbeing support to people affected with HIV/AIDS and their families, allowing them the opportunity to live a dignified, happy and healthy life

Organizational interests Long-term objectives Cardinal Principles Values

1. Sustainably help marginalized people of Lima living with HIV/AIDS by giving them holistic services.

2. Increase the flow of funding in order to finance its operations, grow in the future and best assist its patients.

3. Create more facilities and increase capacity to provide services to more patients. Specially targeting the regions and cities of Peru where the impact of the HIV/AIDS is higher.

4. Gain brand recognition among stakeholders and increase the awareness of Hogar San Camilo’s activities in other organizations through increased marketing activities resulting in increased donations.

5. Gather more sustainable volunteers that can commit to Hogar San Camilo values and be a support to the patients.

6. Consolidate data more efficiently in order to further increase the tools needed to request funding.

7. Make the new medical center focused on physical treatments a profitable and sustainable operation.

LTO1: 40% of accepted proposals in Multi Sectorial

Strategic Plan 2020

LTO2: Credibility and

financial information 2020 LTO3: Sustainable operation by funding and volunteering

1. Influence of third parties 2. Past and present ties 3. Counterbalance of interests

1. Market penetration by targeting specific Peruvian companies that presently donate to Hogar San Camilo by requesting funds for specific actual programs.

2. Follow a horizontal integration by merging the Hogar San Camilos from Lima, Arequipa and Huancayo.

3. Follow a retrenchment strategy concerning the present programs and activities offered in order to keep, eliminate or merge programs.

4. Develop an internal process management strategy by developing a strategic vision for Hogar San Camilo that will enable it to increase funding from donors. b) To ensure the economic and financial health of the Hogar’s programs and both diversify

e) Promote respect for the environment via the proper with the public sector and donors.

i) Encourage the consolidation organizational data to facilitate decision making.

j) Constantly train staff to achieve professional development

k) Encourage organizational alliances in the social sector in Lima with other NGOs, universities and the government.

l) Maintain the highest safety standards for the protection of patients.

Balance Scorecard Short-term objectives

Internal Learning Perspective

STO 2.2 Indicator: Number of hours attended to training per worker (accumulative)

STO 3.3 Indicator: Volunteers in each Volunteering position created.

Monthly evaluation

STO 4.1. Indicator: Organizational Chart up to date yearly reports of operations every six months to main administration and Board of Directors STO 4.2 Indicator: Reports on results of joint projects (every semester) STO 4.3. Indicator: Reports of activity of the platform

STO 5.2. Indicator: Number of association which HSC is member - yearly evaluation

Process Learning Perspective

STO 2.1. Indicator: Number of modules (marketing, finances, projects) used by the Hogar

STO 5.1. Indicator: Cost reduction by strategic alliance operation Clients Learning Perspective

STO 1.1. Indicator: Number of programs implemented

STO 1.2. Indicator: Key contacts of Multi Sectorial team up to date in database

STO 1.3. Indicator: Number of programs executed Financial Perspective

STO 3.1. Indicator: Key persons contact of each donors up to date Satisfaction survey of current donors

STO 3.2. Indicator: Number of donors adopting / Number of adoption or sponsorships

STO 1.1: Pilot Programs

2017 STO 2.1: Data management

system 2015 STO 3.1: Consolidated donor

information 2016 STO 4.1: Overarching

organizational chart 2017 STO 5.1: Strategic alliances with NGOs 2016

consolidated data 2016 STO 3.2: Adoption incentive

program 2018 STO 4.2: Increased communications with other

STO 1.3: Programs for Multi

Sectorial Members 2018 STO 3.3: Sustainable

volunteer positions 2019 STO 4.3: Information sharing

2019

o Due to increased education, economic stability and government support, HIV/AIDS rates are declining in Peru. This decrease in HIV/AIDS is in line with Hogar San Camilo’s goals. However, it also limits Hogar San Camilo’s relevance regarding future funding. Despite the disease’s eradication being unlikely, its decline minimizes the disease’s urgency with respect to viruses and could potentially cause donors to contribute to other causes. Additionally, Hogar San Camilo competes for funding with many other NGOs throughout Peru.

o The proposed vision for Hogar San Camilo is its announcement and commitment to transform itself and become a leading referenced NGO in the future. To make this transformation, the organization will stay dedicated to the commitment, the quality care of patients and families living with HIV/AIDS, wellbeing of the greater

community, effective management of both information and administrative duties and the maximization of internal efficiency. The organization’s mission is focused on the main drivers of change that affect future policy and help it accomplish its goals.

o With respect to the importance of organizational guidance, there are several factors related to uncertainty that are important for an organization to cope with. The present atmosphere reveals that Hogar San Camilo’s affairs are influenced by a number of macro-environmental factors. Specifically, the political situation in Peru could have profound effects on the Hogar’s operations.

o San Camilo has five internal strengths and weaknesses. The strengths are holistic services, its spreading awareness programs, its number of tailored programs, its experience in the industry and its skilled workforce. The organization’s weaknesses are high financial dependency, no consolidated data, lack of strategic vision, low brand recognition and poor leadership.

o Hogar San Camilo has seven organizational interests that it is willing to accomplish.

All these interests are aligned with the mission and vision of the institution. Its two core competencies are (a) the holistic services and programs offered, enabling it to reach people from all ages and (b) its open door services, enabling it to help anyone who is affected by HIV/AIDS regardless of their age, gender, sexual orientation or connection to the disease.

o Hogar San Camilo has five long-term objectives. These long-term objectives will allow the Hogar to reach its vision by 2020 while reaching its interests and that of its stakeholders. The long-term objectives are (a) to be a recognized contributor of ideas and plans in the development of the Multi Sectorial Strategic Plan, (b) to be one of the NGOs focused in HIV/AIDS capable to submit information of credibility, (c) to sustainably run programs by having monthly support of two sponsors/donors and twenty permanent volunteer positions, (d) to create synergy among all four Hogar San Camilo sites, and (e) to increase the awareness of Hogar San Camilo activities at a Latin America level.

o The four retained strategies proposed for Hogar San Camilo are defense strategies.

They are feasible and consistent with the Hogar’s ethics and resources as well as ethically accepted and aligned with the Hogar’s long-term objectives for 2020. By following the four proposed strategies, Hogar San Camilo should be able to reach its vision by 2020.

o Hogar San Camilo’s short-term objectives are aligned with its long-term objectives.

The short-term objectives include (a) creating pilot programs, (b) increased communication with stakeholders, (c) installing a data management system, (d) creating a sustainable volunteer program, and (e) increasing its membership to other HIV/AIDS associations. In order to achieve this, Hogar San Camilo will follow the

organization policies for each strategy, respect the environment, promote social responsibility and effectively manage change.

o The Balance Scorecard is a useful tool for monitoring the proper accomplishing of the short-term objectives and long-term objectives. Since Hogar San Camilo is focusing on defensive strategies, the activities and objectives are related to cost reduction and increasing funding rather than increasing return on investment.