FIVE-YEAR STRATEGIC PLAN 2008-2013
In March 2008, Ontario March of Dimes adopted a five-year strategic plan, Creating an Inclusive Society, which concluded in March, 2013. While not all of the 2008 goals were achieved, overall five-year performance met or exceeded most expectations:
- Gross revenue growth fell far short of the five-year target, due to the loss of a major contract in 2009. This constrained actual five-year growth to 4.2%, with total revenues of $92.8 million in 2012-2013 vs. a target of $113.5 million. Net performance, however, was far better than gross performance. Net fee revenue exceeded target by 37%, fund development net results were 63% higher than plan, while administrative costs were 8.5% lower than anticipated. As a result, we exceeded our growth in total net discretionary revenue over the past five years by 15.6%.
- In 2012-2013, the number of persons receiving our services exceeded 55,000, far higher than the 45,000 anticipated in 2008, while annual service hours exceeded 2 million as planned.
- March of Dimes continues to expand its constituency both geographically and demographically. Service and advocacy has grown nationally. We are serving many more consumers with cognitive, mental health, complex and multiple disabilities. As a result of an aging society, we have experienced a 50% growth in the number of consumers with arthritis, joint, muscular and back injuries. Sixty-two percent of the people we serve are over 55 years of age. Ninety percent of our consumers have annual incomes below $30,000, 77% below $20,000 and 30% below $10,000.
- Supporting caregivers was a goal of the 2008 plan and we have remained committed to this, organizing an international caregiver conference in 2011, developing our first caregiver peer support groups, and piloting a caregiver training program, in partnership with McMaster University and Victorian Order of Nurses Canada (VON Canada).
- Ontario March of Dimes, having incorporated a national subsidiary in 2001, realized its goal of becoming one single national entity and brand, March of Dimes Canada.
- In 2008, MOD made a commitment to build its base of volunteers. Strong success in this area has led to over 7,500 volunteers contributing 102,000 hours of service. This represents growth in our volunteer-delivered services such as Peer Support, DesignAbility®, BeFriending®, and our hospital visitation programs — Linking Survivors with Survivors and Peers Fostering Hope.
- Building stakeholder relationships was a key goal of the 2008 plan. Partnerships with both community organizations and for-profit businesses helped expand our services and resources. Internally, consumer satisfaction surveys and quality of working life studies showed very high satisfaction with March of Dimes by our service recipients and employees. We have developed action plans based on the very positive feedback to maintain and continue to improve satisfaction in the future.
- As planned, the implementation of new software and hardware has resulted in improved systems for accounting, payroll, scheduling, time and attendance management, contact management, internal communications and information sharing. We have also committed to a broader use of social media, which expanded over the past year.
Near the end of 2012-2013, the MOD Board of Directors approved a new strategic plan, Supporting Lifespan Community Living. There were no changes to the vision, mission or values of the organization though becoming national, nor have our core strategic directions changed. However, the new plan will focus on the following strategic priorities:
1. Supporting Lifespan Community Living:
Increasingly, people wish to remain in their homes, as active participants in their communities throughout their lives. This goal drives our service priorities and we believe will guide government funding decisions in the future.
2. Expanding MODC Services and Advocacy Nationally:
While MODC will continue to deliver and develop services in Ontario, our commitment to becoming a national organization will result in a broader range of MODC-delivered services across Canada in the coming years.
3. Building Alliances and Relationships to Strengthen the Community Service Sector in Ontario and Establish a Presence in Other Provinces:
Within Ontario, there is a growing demand by funders for greater accountability and capacity, which will result in consolidation and collaboration within the community services sector. We are committed to supporting this direction. Outside of Ontario, we recognize the need to consult and collaborate with government and community organizations to identify service gaps as well as acquiring an understanding of the regulatory and funding environments within which services will be developed and delivered.
4. Ensuring Financial Viability and Managing Risk in a Time of Service Expansion and Fiscal Uncertainty:
Over the past 35 years, March of Dimes has experienced 2,000% growth, 50% in the past decade. The impetus for this was an investment in community development in Ontario in the 1970s which led to subsequent rapid service growth. National expansion will provide new challenges to continued growth, requiring greater investment as well as incurring risk, as we build services and brand awareness.
5. Remaining a Sector Leader in Administrative Systems and Services:
As one of the larger organizations in the community services sector, our performance edge is defined, in part, by our administrative diversity, capacity and expertise. As funders become more focused on accountability, efficiency and return on investment, our unique mix of quality services, administrative capacity, infrastructure and cost effectiveness positions us as both a safe and reliable service provider and a support to smaller providers within our service sector.