The National MS Society's vision is a world free of MS.
The Society's mission statement is: We mobilize people and resources to drive research for a cure and to address the challenges of everyone affected by MS.
Due to territory expansions in 2010 and 2011, the size and scope of our Chapter had doubled as we began our 2012 fiscal year. A great deal of groundwork had been done to learn more about our new territory and how we could best deliver on our mission. We analyzed the current state against our desired state in program delivery, advocacy, volunteer engagement, fundraising, infrastructure and other key areas and identified gaps to address in our plans. We went through a visioning process in 2012 that invited input from all staff, chapter and city board members to the question, "When the Mid America Chapter is at its best, what does it look like?" We categorized the answers then held a board and senior staff retreat to address they key areas of program delivery, volunteer engagement, awareness, and revenue development. Ideas were further developed and refined and incorporated into our FY2013 plan. We developed goals, metrics and a tracking mechanism to report on our progress in each of these areas.
Goals for the current year are to:
Our five most pressing needs are:
As FY2012 started, we began as a chapter with a much larger service area and significantly larger constituent base - people with MS, caregivers, medical professionals, event participants, donors, volunteers and sponsors. We began implementing the plans we had put into place that included a new staff and governance structure and we connected a variety of constituents to each other and to the MS Society. Although the implementation went very smoothly, we did not see the fundraising growth for which we had planned. Although a good base of relationship building and best practices was built, we realized that the revenue growth we anticipate will take longer. For FY2013, we have introduced some additional revenue streams and are in developing a three year pro-forma to address how we can grow revenue in our most promising markets. We were able to expand our presence through hosting Talk MS programs in many communities, providing support for self-help groups and building relationships with health care professionals throughout our territory. Advocacy efforts in Missouri, Kansas and Nebraska received a new focus as we developed a coordinated approach to our state advocacy efforts and committed additional support. This was the first year of our new governance structure and we were pleased to see that the division of chapter board fiduciary and governance duties from the city board duties of community connections and presence worked well and created a great deal of local volunteer engagement. As part of a visioning process in 2012 that involved the staff, chapter and city boards, we identified some key areas in which to make an impact. These areas - increasing revenue, increasing awareness, increasing volunteer engagement, capturing and communicating the impact of our work and becoming an organization of choice are guiding our work this year. We have developed metrics for each area and a dashboard to share progress with staff and leadership volunteers.
Our objectives are to increase volunteer engagement on our state advocacy committees, in action alert and in other advocacy initiatives, to identify key issues/bills and legislators on which to focus our efforts and to develop and communicate our targeted legislative agenda.
The MS Society staff and volunteer partners are accomplishing high quality fund raising campaigns and program/service delivery. The ongoing challenge is continuing to recruit and retain high quality staff, build teamwork and provide professional development to continue to ensure that staff and volunteers have the tools they need to achieve our objectives..
We have worked hard to ensure that each member of our Board is fully engaged and contributing to the achievement of our goals. We have been very intentional in identifying prospective board members that will help us fit a strategic need. The board agendas are focused around our five strategic objectives so that our time and resources are directed towards our goals. We are continuing to strategically identify great board members and ensure that they are focused and engaged. We are focusing on increasing diversity of all types (age, gender, race, geography, etc.).
Indirect Public Support HelpIndirect public support represents revenue received through solicitation campaigns. This includes funding United Way and other federated fundraising organizations, but does not include donor designated contributions.
Earned Revenue HelpEarned revenue represents income generated in direct exchange for a product or service.Earned income includes income from government contracts.
Like many organizations, the Mid America Chapter felt the impact of the economic downturn and experienced significant declines in revenue in FY2008 and FY2009. We reduced expenses significantly while staying invested in our core mission related and operational areas. We sharpened ou focus on our areas of highest revenue potential. The result was a positive net income in FY2010 and ]FY2011. Although we missed our agressive revenue budget in FY2012, we managed expenses and achieved a positive net income. We continue to monitor expenses and cash flow and feel positive about achieving our revenue and mission delivery goals.
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