The case of the New York HIV Planning Council, a participatory planning body created through Title I of the Ryan White CARE Act (P.L. 101-381), suggests that nonprofit service providers play an important role in social policy-making. Nonprofit providers are strategically positioned in the policy-making process "between" community and government, which provides them with a community advocacy orientation that is balanced by an ability to weigh competing needs. The case study shows that nonprofit providers who are most influential in the planning process are somewhat trusted by other Council members and are responsive to consumers. To some extent, the study also shows that nonprofit providers are able to transcend narrow self-interest. Still, the danger that heads of small nonprofit agencies will be driven by the imperatives of agency survival clearly emerged as a concern. Despite its problems, the New York HIV Planning Council process appears to be responsive to community needs. Survey results also show high member satisfaction. The many checks and balances built into the Council structure have helped to safeguard against dominance by government staff or nonprofit providers. The AIDS movement has also created a community that "watches" the Council and provides a sense of unity among all Council members that helps to counter-balance conflict. The dominance of AIDS movement ideology in the planning process, however, limits the range of policy options considered.
Learning Objectives: To understand the role of nonprofit service providers in community planning. To understand the planning process of the New York HIV Planning Council.
Keywords: Community Health Planning, HIV/AIDS
Presenting author's disclosure statement:
Organization/institution whose products or services will be discussed: New York HIV Planning Council
Disclosure not received
Relationship: Not Received.