Up Front
I am pleased to report that the
Multiple Sclerosis Association of America had the equivalent of a “summit” at
our headquarters in September. We were able to combine our meetings of the
Board of Directors with our Healthcare Advisory Council, and getting so many
professionals from coast to coast together in one place at one time was no
easy task! Additionally, representatives from the National Multiple Sclerosis
Society (NMSS) and the Consortium of Multiple Sclerosis Centers (CMSC) were
also invited to attend, along with members of MSAA’s executive staff
and MSAA’s regional directors from around the country.
During these dynamic meetings, we were able to brainstorm and participate in strategic discussions on how we might work together to achieve our collective mission of responding to the needs of the MS community. We are considering collaborating on individual projects that could involve sharing information, recruiting volunteers, raising support from the corporate and public sectors, and discovering ways to provide greater service to the MS community.
As MSAA continues in its mission, the idea of strategic relationships is
of considerable importance. To follow is an overview of why we need to explore
working in cooperation with other MS organizations, and what we hope to accomplish.
Our Thoughts on Strategic Relationships
MSAA was founded in 1970 on a fundamental principle that not enough was being
done for individuals with MS. Since that time, our organization has been
working with one goal in mind: to ease the day-to-day challenges of people
with MS and their care partners.
While many important programs and services have been implemented over these
33 years, our recent progress has been prolific. We have become a truly national
organization by offering services in all 50 states, attracting Board members
from across the country; we have established a national Healthcare Advisory
Council of respected professionals who are experts in their fields; we have
expanded regional office operations by opening new offices and reaching more
areas; and we have diversified our fundraising to secure the income needed
to finance our vital programs. This is all in addition to the ongoing expansion
and improvement of our existing programs and services, while developing and
piloting new ones.
Testimonials from our clients emphasize how much MSAA has made a difference in peoples’ lives, and the respect we have earned from professionals in other organizations is solid evidence that we have earned our rightful place as an important entity serving the MS community. But with success comes even greater responsibility to reflect on how to help more people in more places, ensuring optimal delivery of our mission.
Given the realistic limitations of volunteer time and financial resources,
we need to look at our collective environment and examine all aspects of
potential strategic considerations of partnerships in an effort to maximize
services, bridge gaps, and avoid duplication.
Our single mission is to help people with MS and their care partners. How
can we possibly see greater returns and results collectively than we are
currently experiencing from our isolated individual efforts? Could our mission
statements be both fulfilled and enhanced by our effort to work in cooperation
with one another?
This is our thinking in regards to the exploration of working more closely together. While we need to respect one another’s independence and diversity, cooperating and partnering on certain projects to reach more people, to share more information, and to develop innovative programs and materials, will ultimately benefit everyone associated with the MS community. This is a noble effort worthy of our time and consideration on behalf of the people we serve.