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     SUPPORTING LIFESPAN COMMUNITY LIVING:

     2013-2018 STRATEGIC PLAN


In 2013, the MODC Board of Directors adopted a five year strategic plan, Supporting Lifespan Community Living. This plan recognized that people increasingly wish to remain in their own homes, as active community participants, throughout their lives. This goal is aligned with our vision of creating an inclusive society and our mission to maximize the independence, personal empowerment and community participation of people with physical disabilities. The goal of lifespan community living drives our services and delivery and will guide government funding decisions in the future. This report marks the end of the first year of this plan. 

Under this overarching theme, the Board approved four strategic priorities:

  1. EXPANDING MODC SERVICES AND ADVOCACY NATIONALLY: 
Our organization operated for over sixty years as Ontario March of Dimes. For the past fifteen years, we also operated a subsidiary corporation to expand services to Canadians living outside of Ontario. In May, 2013, these corporations consolidated their operations and now officially operate as a single, federally-incorporated charity, March of Dimes Canada.

This change signifies our commitment to grow our services nationally while continuing to meet the needs of Canadians with disabilities in Ontario. Over the past decade, the service delivery budget outside of Ontario has grown from $90,000 to over $7 million. In 2013-2014 for the first time, MODC had direct services and advocacy programs in all provinces and one territory in Canada.
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  1. BUILDING ALLIANCES AND RELATIONSHIPS TO STRENGTHEN THE COMMUNITY SERVICES SECTOR IN ONTARIO AND ESTABLISH A PRESENCE IN OTHER PROVINCES:  
There is a growing appreciation in our society that collaboration reduces service duplication and improves service efficiency while maintaining quality. This is particularly important with a growing demand for services during a prolonged period of fiscal restraint. Outside of Ontario, we also recognize the need to consult and collaborate with government, the private sector and other community organizations to identify service gaps as well as acquire an understanding of the various regulatory and funding environments within which the services will be developed and delivered. 

Our service delivery, advocacy and research are increasingly delivered in partnership with others. This has allowed MODC to expand services into other provinces to people with dual diagnoses, complex care needs, and those outside of our core constituency of people with physical disabilities. Examples of these alliances can be found throughout this report.
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  1. ENSURING FINANCIAL VIABILITY AND MANAGING RISK IN A TIME OF SERVICE EXPANSION AND FISCAL UNCERTAINTY:
Since 2003, MODC has adopted three fiscal strategies to ensure ongoing financial viability: revenue diversification, increase discretionary revenue, and build reserves to ensure adequate cash flow, capital investment, growth and financial stability. We have successfully addressed all three, and demonstrated very successful financial results in the past two years. The plan also established an aggressive 28% five-year growth plan. In 2013-2014, MODC revenue grew by 5.3%, putting the organization on target to achieve this goal. 

MODC is committed to enterprise risk management as outlined in the Management Discussion and Analysis. This is not simply risk aversion, but an understanding that growth, particularly diversification into new territory and new areas of service, requires a disciplined approach to assessing risk in order to successfully grow while ensuring sustainability. It also recognizes various vulnerabilities in our sector including competition for services, changing political environments, and changing population demographics. ​​​​​​​​​
  1. REMAINING A SECTOR LEADER IN ADMINISTRATIVE SYSTEMS AND SERVICES:
As one of the larger organizations in the community services sector, our administrative capacity and expertise provides funders and donors with assurances that we are adequately focused on accountability, efficiency and cost effectiveness. This makes MODC a consistent and reliable provider of services and a potential administrative resource to smaller service providers. These are attributes which funders acknowledge and for which they have expressed their ongoing and even increasing support. 

In anticipation of continued growth and national expansion, MODC restructured its senior management team and roles in our corporate resource departments, expanded Board representation from other provinces, and accelerated development of MODC Committees in other provinces to provide local support and direction to MODC initiatives. ​​​​​​​​​

MODC CE participant Chenoa 
 
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