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President and Chair's Message
Mission, Vision, and Values
2013 - 2018 Strategic Plan Update

    2013-2018 STRATEGIC PLAN

    SUPPORTING LIFESPAN COMMUNITY LIVING:


Rock for Dimes Toronto 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 following is an implementation status report two years into the plan.











  1. 1. EXPANDING MODC SERVICES AND ADVOCACY NATIONALLY

After more than 60 years of operating as Ontario March of Dimes, 2013 marked the year we merged our provincial and national corporations into a single entity, March of Dimes Canada. We have progressed to achieving this goal in four ways:

Service: MODC is now a service provider in all of our provinces and territories. Independent Living services were successfully marketed outside of Ontario for the first time in 2014 and Employment Services delivered employment supports in every province. Aphasia programs and Conductive Education have expanded to Western Canada.

Advocacy: MODC now has stakeholder status in British Columbia, Manitoba and Nova Scotia, and participant/observer status in Saskatchewan and Newfoundland. We have provided input on legislation and hosted Legislating Accessibility seminars for policy makers in a number of provinces.

Brand: We have been pleased at the strength of the “March of Dimes” brand outside Ontario and have been building relationships in all sectors to better educate the community about who we are and what we can offer.

Resources: One measure of national expansion is where we invest. In 2014-2015, MODC spent $10 million in the delivery of service, advocacy and public awareness outside of Ontario, up from $7 million at the start of this five-year planning cycle.
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2. BUILDING ALLIANCES AND RELATIONSHIPS TO STRENGTHEN THE COMMUNITY SERVICES SECTOR IN ONTARIO AND ESTABLISH A PRESENCE IN OTHER PROVINCES  

MODC has long supported a collaborative model to reduce service duplication, access expertise and resources, and improve efficiency. The theme of this Annual Report is engagement. In Ontario, we are engaging the community sector through collaboration in community planning and service delivery, such as joint provision of services to seniors, people with complex care needs, people with developmental disabilities, and caregivers. Nationally, we have used a collaborative model to identify community needs, building service partnerships in the brain injury, stroke, independent living and employment sectors. Examples of these relationships will be cited throughout this report. We have also built a network of volunteers for service delivery, advocacy and fund development. As well, we have grown our relationships with universities and the research community over the past two years
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  1. CE kids3. ENSURING FINANCIAL VIABILITY AND MANAGING RISK IN A TIME OF SERVICE EXPANSION AND FISCAL UNCERTAINTY

Our fiscal strategy is predicated on three goals: revenue diversification, increased discretionary revenue, and building reserves. Through revenue diversity, we have been increasingly successful in achieving the latter two goals. In the past three years we have built our reserves to a much more secure level, ensuring our capacity to meet future capital needs as well as operational funding. We have used our growing resources to invest in program development and fund a unique professorship at the University of Toronto School of Occupational Science, the focus of which is community engagement for stroke survivors. We have achieved our five year financial service targets and will exceed our five year revenue target by the end of year three.


MODC remains committed to enterprise risk management, ensuring sound and accountable management practices which are regularly reviewed and assessed by an internal audit consultant and an expert Risk and Audit Committee.
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  1. 4. REMAINING A SECTOR LEADER IN ADMINISTRATIVE SYSTEMS AND SERVICES

In 2013, MODC reorganized and introduced new executive management positions, including a Chief Administrative Officer and a Chief Financial Officer, who joined our Chief Operations Officer and the Chief Executive Officer. This has strengthened our senior management team and helped us address the rapid growth MODC has undertaken. New software has been implemented to manage scheduling, fixed assets and shared contacts, with particular attention to data security and privacy legislation.


Continuous quality improvement remains an annual objective included in the plans for all departments. We remain a sector leader in administrative systems and offer services to smaller health and community service organizations on a proprietorial basis. ​​​​​​​​​

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