There are more than 5 million people with Alzheimer’s disease in the United States and 35 million worldwide. These numbers are expected to skyrocket to as many as 16 million and 115 million people, respectively, by mid-century. The potential of earlier diagnosis and the development of better treatments may significantly change the experience of Alzheimer’s for millions of people. In the meantime, the cost of care will rise dramatically. These factors will provide unprecedented challenges and opportunities to the Association over the coming years.
In fact, never has the case for accelerated progress been more urgent. Ten thousand baby boomers turn 65 each day and the 85-plus population is one of our fastest-growing population segments. While Alzheimer’s disease already costs $203 billion in the United States alone, this number will increase to $1.2 trillion by 2050 unless we find a way to prevent, treat or delay Alzheimer’s disease in the very near future.
The Alzheimer’s Association is the global leader in Alzheimer’s advocacy, research and support. To enhance and strengthen this leadership position, as well as expand the depth, breadth and pace of the Alzheimer’s movement, we have committed to do more.
The foundation of the FY15 – FY17 Strategic Plan is a bold, 10-year vision for the Alzheimer’s disease movement, going beyond what the Association can achieve on its own. This vision, and this first of three strategic plans to accomplish it, sets clear milestones for the Alzheimer’s Association to accelerate progress. While it will not be possible to achieve this vision alone, the Association has a unique role to play in changing the course of Alzheimer’s and supporting millions of people living with the disease.
Note: All references to Alzheimer’s disease include related disorders.
The Alzheimer’s Association’s core values are forged by our commitment to the highest ethical standards and drive our priorities, commitments and organizational decisions. Our reputation is the ultimate asset, and these core values guide our behaviors, judgments and how we accomplish our mission:
Integrity: We assure and maintain transparency in our relationships with each other and with our various constituencies.
Commitment to Excellence: We lead through innovation, maximize technology to its fullest and relentlessly increase our knowledge.
Inclusiveness: We operate in a spirit of inclusiveness by providing opportunities and forums for our many stakeholders to be represented and heard across activities throughout the Association.
Diversity: We vigorously encourage and welcome the power of diversity, especially those who have been underserved or under-represented.
Consumer Focus: We seek to understand, learn from and meet the needs of individuals with Alzheimer’s disease, their families and caregivers.
Accountability: We keep our commitments and make measurable progress to achieve our mission.
There are five strategic goals that are decidedly interdependent. Each is a priority and will be strategically implemented throughout the Association in a variety of ways. Each goal has a single over-arching strategic objective which will move forward the mission of the Alzheimer’s Association. Progress on strategic objectives will be measured and achieved through priority activities.
Strategic Goal: Increasing Concern and Awareness
Strategic Objective: Continue commitment to strengthen the momentum of the Alzheimer’s disease movement by increasing concern about Alzheimer’s disease; increasing unaided awareness of the Alzheimer’s Association in the Champions audience by 50 percent; and increasing constituent engagement through activities to support all strategic objectives.
Strategic Goal: Advancing Public Policy
Strategic Objective: Steadily increase the Association’s influence with policymakers to achieve effective implementation of the National Alzheimer’s Plan and established federal and state policy priorities. Accomplish this by executing strategies to develop knowledgeable, professional, productive relationships with state policymakers; mobilizing Alzheimer’s advocates in a comprehensive, coordinated and activist-oriented plan to engage their members of Congress; and through the political activities of a respected and growing sister organization, the Alzheimer's Impact Movement.
Strategic Goal: Enhancing Care and Support
Strategic Objective: Increase the number of service contacts provided through quality measured Association programs and services directly delivered through chapters and the national organization through alz.org and the Contact Center by 50 percent.
Strategic Objective: Conduct an assessment to identify appropriate standards and evidence-based programs to ensure delivery of quality care, including supportive and diagnostic services. The results of this assessment will lead to collaboration with others within the broader dementia related field to achieve outcomes.
Strategic Goal: Accelerating Research
Strategic Objective: The Alzheimer’s Association continues to be the respected leader and largest non-profit funder in advancing international Alzheimer’s research. We are committed to maintaining our leadership role in convening, collaborating and coordinating to advance research and to playing a significant role in the direction and funding of research into the care, cure and prevention of Alzheimer’s disease through the expansion of private and public funding efforts, domestically and abroad.
Strategic Goal: Growing Revenue Support of the Mission
Strategic Objective: Achieve significantly greater Association-wide mission impact by growing contributed revenue by an average of 8 percent per year and additional growth through the nationwide research campaign toward the five-year goal of doubling all Association revenue to $450 million by 2019, through the development of an Association-wide philanthropic culture (including boards, staff and volunteers at national and chapters) that fully embraces, prioritizes and invests in partnerships, fundraising and revenue growth priorities as essential keys to the success of the mission.