Guiding Principles of SFAF's Board of Directors

The all-volunteer board of directors at the San Francisco AIDS Foundation uses a board governance model developed by John Carver. This model, often referred to as the "Carver" or "Policy Governance" model, provides a thoughtful framework to help guide the board in their important work.

Ultimately, the board is responsible for determining what SFAF is today and what it should be tomorrow. The board articulates specific "ends" statements which describe their vision of our work in the epidemic. Then it is up to the staff to engage in activities consistent with those ends. Agency activities are called "means" in this model.

SFAF's board has determined that the broadest end (traditionally the "mission statement") toward which our organization should work is "end the pandemic and human suffering caused by HIV." Other ends statements articulated by the board include:

• "Decrease the impact of HIV in San Francisco and Bay Area."
• "Create programs that are innovative, measurable, and extendible, grounded in the intersection of evidence, research and practice."
• "Serve as thought leader and facilitator to enhance the relationship between science, public policy and advocacy."

In crafting ends statements, the board addresses the following: "What good" is SFAF providing in the world? "For whom" is it providing it? And "at what cost?" (Cost is rarely a budget figure; it is the more difficult matter of prioritizing the various types of "good" the Foundation could provide, as well as clarifying what it will not do.)

Creation of SFAF's ends statements is a dynamic process. Ends statements are modified based on changing needs and a changing environment. Board members speak with, meet with, and consult a wide variety of individuals, including clients, policy-makers, health care professionals, activists, staff and volunteers, and other service providers in order to inform their ends deliberations.

SFAF has been extremely fortunate to work under a board of directors so committed to thoughtful governance. Our ability to take risks (i.e., needle exchange), to change our services design (i.e., housing), to continue to serve individuals at greatest need and frequently marginalized (disenfranchised gay men and injection drug-using men and women), and remain a stable viable organization at the same time is singularly due to thoughtful board governance. It may not be sexy. But it is clearly essential if we hope to end the HIV pandemic and the human suffering caused by AIDS.

Ends Statements of the San Francisco AIDS Foundation

(Rev. 2007)

End the pandemic and human suffering caused by HIV

1. Decrease the impact of HIV in San Francisco and Bay Area.
2. Create programs that are innovative, measurable, and extendible, grounded in the intersection of evidence, research and practice.
   
   • Utilize sound research methodologies to discover programmatic opportunities where SFAF can deliver innovative solutions for care and prevention.
   • Rationalize program plans w/metrics (outcomes measures).
   • Package and extend programs to other communities locally, nationally, globally.
3. Serve as thought leader and facilitator to enhance the relationship between science, public policy and advocacy.
• Stimulate, support, and disseminate research.
• Support policies -- including public funding -- that are evidence-based.

Core Values of the San Francisco AIDS Foundation

• Choice
• Integrity
• Effectiveness
• Justice
• Knowledge
• Compassion