Strategic Plan

Strategic Plan Highlights
 
As Mary’s Center continues to grow and save lives, we are constantly thinking of ways to solidify our financial footing, improve our operational efficiency, anticipate the evolving needs of the community, and boost the quality of our services. 

With these goals in mind, our 2010-2012 Strategic Plan was developed by a 16-member Strategic Planning Committee comprising Mary’s Center board, staff, community partners, and external consultants.

Selected goals in our 2010-2012 Strategic Plan were defined in the context of external and internal factors we face in this three-year period. 

Dominant external drivers:
-Federally Qualified Health Center requirements
-Health care reform
-Economic recession

Dominant internal drivers are the need to:
-Build a more sustainable business model.
-Fully integrate the computer software systems we use to manage our finances and programs.
-Manage 266 percent growth in physical space following completion of capital improvement projects—by ensuring close communication among sites, limiting client attrition, and retaining high level of care. 

Below are selected goals for 2010-2012, arranged by theme:
Finance
-Increase public (D.C. and federal) dollars and, equally important, private donations.
-Review Mary’s Center assets and plan to generate income from real estate assets as appropriate, for instance, through rentals.

Operations Excellence
-Ensure effective use of our electronic medical records system.
-Establish a more balanced patient mix among those in public programs, self-payers, and those with private insurance.

Organic Growth
-Be prepared to hit the ground running when new facilities are ready to serve additional clients.
-Develop market for private insurance clients at new and renovated sites.

Opportunistic Growth
-Charge a board committee with evaluating opportunities for growth through merger and acquisition, diversification, or joint ventures. 
-Expand services by analyzing markets in Maryland and Virginia, identifying where service alliances can best be built, and seeking contracts with hospitals to reduce costs and/or expand partnerships.      

Learning and Human Capital
-Enhance and develop board capacity and leadership.
-Increase organizational flexibility by cross-training existing and new staff.

Customer Satisfaction
-Assess clients’ understanding of and satisfaction with the totality of Mary’s Center services.
-Empower clients to be messengers of Mary’s Center within their communities.                                       

Innovation
-Foster partnerships with service providers near new sites.
-Assess needs and analyze market for mental health and education programs in Maryland.