Mary's Center for Maternal and Child Care provides an integrated set of health care, education, and social services that embrace a culturally diverse community.

Synopsis:

Mary's Center is a stronger organization and considerably better positioned to extend its reach to underserved communities in the District of Columbia, Maryland, and Virginia. Its effectiveness and sustainability have increased substantially as well. Despite delays in hiring a COO, its CEO continues to strategically and incrementally implement the growth plan.

Key Accomplishments:

Mary's Center now has a clear plan for expansion and organizational growth. It opened its first satellite office to reach greatly underserved children, youth, and families in Ward 4, Washington, DC, in an area previously served by one doctor. The new clinic is well-positioned to quickly scale impact. Mary's Center overall expects to serve an additional 5,000 children and youth in the coming year. Mary's Center became a Federally Qualified Health Center, bringing funding and critical liability coverage. Other noteworthy accomplishments that contributed to improved capacity and increased effectiveness include:

• Planning and Focus: Completed business planning in January 2005, facilitated by Monitor Group, resulting in a well-defined expansion plan for growth into underserved areas of DC and possibilities for growth in Maryland and Virginia.

• Human Capital-Board and Management

  • Fully integrated Chief Financial Officer and hired a Chief Operating Officer and Director of Outcomes in January 2006.

  • Improvements to solid board begun with the addition of two new members.

• Capitalization/Revenue: Receiving status as a Federally Qualified Health Center stabilized model of revenue generation for organization and results in $650 thousand a year for three years in direct funding with expected continued funding beyond that time, increased funding through improved reimbursement rates through Medicaid of $322 thousand, $150 thousand in liability insurance savings for a total annualized financial benefit of approximately $1.1 million.

• Financial Accountability: Completely reorganizing the finance function under the direction of the new CFO. Making changes in staffing to bring on board the talent required to support a growing, more complex organization. Selecting a new accounting system and redesigning the accounting "architecture" to generate meaningful, timely financial reporting, improving the overall financial management, compliance, and discipline of the organization. Hiring of a higher level management information system director will improve organizational capability and reporting.

Key Information

Date, years, and stage of VPP Investment:	April 2004; 1.75 years (early stage; partially funded)
Capital committed and disbursed by VPP:	$3,386,507 committed; $864,507 disbursed
Estimated children to be served in 2010:	18,900
Revenue increase & % budget growth:	$7.6 to $9.0 million - 18% in three years
Leveraged funding:	N/A
Expansion to new places and coverage:	One new center in new neighborhood. Pending formal relationship with Washington Adventist Hospital.