Investment Profile

Mary's Center for Maternal and Child Care

Investment Highlights

Mary’s Center provides healthcare, family literacy, and social services to individuals whose needs too often go unmet by the public and private systems. Mary’s Center uses a holistic, multipronged approach to help each participant access individualized services that set them on the path toward good health, stable families, and economic independence.

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mary-center_minorDATES & AMOUNT OF INVESTMENT

2004 – 2008 | $3,385,507

INVESTMENT OPPORTUNITY

Mary’s Center aspired to strengthen overall community health by delivering integrated human services to support individual and family well-being, and by expanding. In addition to expanding services and facilities at its current location in Adams Morgan, they hoped to expand to Ward 4 of Washington, DC and to several locations in Northern Virginia and suburban Maryland—adjacent to Washington, DC.

KEY ACCOMPLISHMENTS

Mary’s Center now has a clear plan for expansion and organizational growth. It opened its first satellite offices to reach greatly underserved children, youth, and families: one in Ward 4, Washington, DC, in an area previously served by one doctor, and one in Silver Spring, Maryland. The new clinics are well positioned to quickly scale impact. 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 CFO and hired a COO and director of outcomes in January 2006. Improvements to build a solid board began 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 resulted in $650 thousand a year for three years in direct funding, with expected continued funding beyond that time; increased funding through improved reimbursement rates of $322 thousand through Medicaid; and $150 thousand in liability insurance savings for a total annualized financial benefit of approximately $1.1 million.

Financial Accountability: Completely reorganized the finance function under the direction of the new CFO. Made changes in staffing to bring on board the talent required to support a growing, more complex organization. Selected a new accounting system and redesigned the accounting “architecture” to generate meaningful, timely financial reporting, improving the overall financial management, compliance, and discipline of the organization. Hired a higher level management information system director to improve organizational capability and reporting.

SEE MORE HIGHLIGHTS IN THE CASE STUDY

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