Towards 2030: Second Quarter Update
18 Jul 2024
Last quarter, we gave an update on our progress towards the goals in Towards 2030, our strategic plan for 2024-2029. This document details 5 years of planning, helping us measure our progress towards a world where our communities live safely with dignity and wellbeing.
In our first update, we highlighted several aspects of our work, including the introduction of a new Director of South Australia role, our support for a Human Rights Act in SA, one of our biggest Midsumma Festivals to date, and Frida, our all-staff internal conference.
So, how did we measure up in the next period against this busy first quarter?
Expand the Reach and Impact of our Programs:
We are continuing to broaden our programs and services beyond HIV, to reduce the health inequalities that our communities face. In our alcohol and other drug (AOD) services, we provide a range of group supports, each focussed on a particular community and need.
The introduction of Anchor, our support group for queer men who want to change their alcohol use, fills a gap in our service offering and speaks to this expansion. Several studies such as Private Lives 3 have identified higher alcohol use in our communities.
Anchor was well received, with individuals noting they were relieved to find support for the prevalent high alcohol use among queer men. Attendees commented on the benefit of connecting with their peers, and the tangible takeaways and tools they were left with after the 8-week program.
Exercise Trusted Leadership:
We led the way for our communities when we left the platform X (formerly known as Twitter). Our goal here was to develop effective communication and engagement strategies and show that this platform does not serve the health and wellbeing of our communities.
Studies conducted by GLAAD and Amnesty International USA have shown an increase in anti-LGBTIQ+ rhetoric on X following Elon Musk’s acquisition of the platform. Hate speech advisory committees have been dissolved and protections for trans users removed.
Following our announcement, our communities rallied together to support our departure, with many commenting that they would follow suit and revisit their own relationship with social media. Our announcement became the one of the most highly engaged pieces of content on our social media channels to date.
Develop Our Communities:
As a community-controlled organisation with a workforce comprised largely of people from the communities we serve, developing our membership, volunteers and staff is an investment into the strength of our communities.
This quarter, we invested in our volunteer base in Adelaide, growing our numbers by almost 60 people. Through a diverse range of initiatives, including social media advertising and outreach at universities, we added significantly to our volunteer capacity.
Volunteers in Adelaide now work in a range of roles, including in reception and visiting older queer people in aged care. With the introduction of a new Volunteer Coordinator role in Adelaide, we expect our community engagement will continue to grow.
Build a Robust and Highly Adaptable Organisation for the Future:
Part of this goal involves strengthening our existing partnerships and identifying new opportunities for collaboration. In line with this, we released our second Reconciliation Action Plan, Innovate.
Innovate is all about forming closer relationships with First Nations organisations in our sector, like VACCHO and VAHS. These relationships will help Thorne Harbour improve the health and wellbeing of LGBTIQ+ First Nations people when they access our services. We hope to work tightly with both organisations and discuss how we can learn from each other to support Rainbow Mob.
As we approach the second half of 2024, we will continue to work towards our strategic goals, including expanding our programs, exercising trusted leadership, developing our communities and building a robust organisation for the future.