Moveable Feast has served as a beacon of light for over thirty years, bringing healthy food and compassion to those struggling with chronic illness. The organization was founded during the height of the AIDS epidemic in 1989, to provide food, hope, and love to those living with HIV/AIDS, many of whom were members of the LGBTQ+ community. Moveable Feast has continued to support underserved and vulnerable communities in Baltimore, while also expanding its reach across Maryland and serving people with illnesses such as cancer, diabetes, and heart disease.
Food is at the heart of what we do, and our work has become even more important as more people in our community face food insecurity as a result of the pandemic and concurrent economic crisis. Through the challenges of this last year, Moveable Feast has continued to prepare and deliver medically tailored meals, support, and encouragement to our clients.
To meet the needs of our community, and further strengthen our organization, Moveable Feast will focus on the following five priorities: centering racial and social equity, growing and developing people, partnering to expand reach, demonstrating and improving impact, and engaging the community in our mission. We encourage you to read our strategic vision for 2021 – 2023 and join us as we work towards meeting the needs of our community and further strengthening our organization.
We’re rooted in our history and excited to be forging a path towards our future.
Strategic Plan Download
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Moveable Feast’s strategic plan was created in part thanks to the dedicated efforts and support of hyve and Culture Principles LLC.
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2021 - 2023 Goals & Progress
Review Moveable Feast’s accomplishments over three years of implementing the 2021 – 2023 Strategic Plan. Now, we look forward to continuing this work and releasing the 2024 – 2027 Strategic Plan in February 2024.
| Complete the Intercultural Development Inventory (IDI) |
| Develop and finalize equity roadmap and begin implementation by December 2021. |
| Create charter for Equity, Diversity and Inclusion Committee and define role of Committee and meet monthly to advance the equity roadmap. |
| Develop and implement intentional and inclusive approach to quarterly staff gatherings that builds a strong organizational culture by December 2022. |
| Identify priority areas for service delivery (i.e., populations, geography, health conditions, and impact) to determine targets for Moveable Feast’s current, new or increased services by June 2023. |
| Create an onboarding process that sets-up new staff for success and creates a sense of belonging; all new staff participate in 30/60/90-day check-ins and a six-month engagement discussion with at least 80 percent of new staff reporting that they feel equipped to do their job and feel a sense of belonging at Moveable Feast |
| Provide support and professional development of staff in management roles to improve manager skill and develop a mechanism to measure team effectiveness by December 2021. |
| Engage outside partner to complete compensation study and equity analysis of positions, salaries, etc. by December 2021 and approve and implement a Compensation Policy by December 2022. |
| Develop a Board leadership succession plan for Executive Committee and Committee Chair positions. |
| Facilitate a process for staff to create individual goals and professional development plans with at least 80% of staff utilizing the staff development funding. |
| Execute staffing and support plans for each department to manage staff and volunteer transitions and shortages resulting in a staff retention rate of 85%. |
| Determine capacity for healthcare contracts, evaluate structure to deliver on contracts, refine product, and establish go-to-market strategy and sales approach by December 2021. |
| Define and put into practice a quality, evidence-based intervention for people with diabetes as part of our existing and new healthcare partnerships that result in improved quality of life, improved health outcomes, and decreased healthcare costs. |
| Identify multi-year contracting possibilities with current and potential healthcare partners. |
| Identify opportunities for Moveable Feast to increase access to medically tailored meals for traditionally underserved populations and develop a three-year plan to increase access including a Medicaid strategy. |
| Revise and fully implement an affordable, medically appropriate and client-centered produce menu to deliver 10 servings of produce to all clients weekly. |
| Put in place the technology, infrastructure and staffing needed to deliver medically tailored meals through healthcare partnerships to grow the percentage of annual earned revenue generated from these partnerships to 13% of operating revenue. |
| Create a five-year roadmap to respond to the national call for Medicaid and Medicare-funded medically tailored meals and medical nutrition therapy. |
| Update pre-COVID menu plan and identify steps to phase-in meal modifications that address client feedback, implement dietary aspects of the diabetes intervention plan, and modify texture-modified meals. |
| Implement health outcomes tool, review data, and report on outcomes quarterly to funders, partners, and staff. |
| Create meaningful outcomes and metrics for all programs to demonstrate impact in food security and healthcare costs and establish program dashboard for reporting and analysis. |
| Determine approach and process for gathering client feedback on food, program delivery, and program access; implement client feedback approach and process. |
| Determine and implement a client-centered program evaluation methodology to ensure programs are improving the health and quality of life of those served. |
| Share vision, mission, values, and strategic priorities with partners, funders, donors, volunteers, and staff. |
| Engage with outside partner to conduct brand audit and develop a cohesive brand strategy; begin implementation of brand strategy to amplify brand to engage more supporters throughout Maryland. |
| Complete Phases 1 and 2 of the brand refresh in a manner that is inclusive of stakeholders and drives equitable outcomes. |
| Equip staff, volunteers, and Board with consistent messaging and build capacity with staff, volunteers, and Board on how to communicate Moveable Feast’s impact. |
| Implement brand strategy recommendations; using the equity filter, update materials and messaging to reflect brand refresh. |
| Determine where awareness of Moveable Feast needs to be increased and utilize social media and PR to increase individual giving and event participation and build new partnerships. |