For 90 years, FSA has been grounded in a mission to support the most vulnerable and marginalized members of our communities.
A clear message emerging from the strategic planning process is that FSA is building its future directions from a strong foundation.
The consultations confirm that FSA has a solid, recognized value base with participants giving strong support to our mission of "strengthened families and individuals in just and supportive communities".
Our inclusive definition of family resonates with many people. The message emerged that a concerted effort is needed to further raise public awareness of this inclusive definition, particularly among those who are poised to help FSA increase its profile and build on our work.
FSA’s commitment to anti-oppression also resonates strongly with our community stakeholders, staff and volunteers as a critical, core value. Recognizing that oppressed groups often encounter barriers to full access and participation, FSA is resolutely committed to being inclusive by ensuring that our services, employment, Board membership and volunteer opportunities are open to all.
We also seek to eliminate broader systemic barriers to participation, by inspiring, teaching and exerting influence. We will lead by example: our Board, staff and volunteers will exemplify the diversity of Toronto’s communities and our services will respond to the needs of marginalized groups. Training our staff, volunteers and community in our anti-oppression policy and culturally competent practices is a priority so that we can act as a positive force for equity.
Participants in our community and staff consultations affirmed FSA’s service excellence, learning and leadership, and challenged us to publicly celebrate who we are and what we stand for.
FSA also has a strong foundation in the integrity and expertise of its staff, volunteers and partnerships. Our sphere of influence is considerable and our community connections strong. The consultations affirmed that our vision to “be a leader in strengthening families and communities—to be innovative, dynamic and fully involve people from diverse populations” is a valid one. As such, we are well positioned to grow strategically.
Change can be disruptive, but FSA has a long history of resilience to change and, in fact, of embracing it. We recognize that innovation is impossible in the absence of change. This knowledge has guided our decision making in pursuing new directions, crafting new programs and services as well as making decisions to exit or not to enter programming areas.
While acknowledging that there are a range of forces affecting our agency and sector, we are determined that change at FSA will be values-driven and directed by our mission and vision.
The strategic directions, which will inform our development over the next three to five years, are not intended to provide detailed, step-by-step instructions for our operations. Our intention is for them to serve as a compass to guide decision making - enabling staff to develop flexible adaptive responses to our environment.
The strategic directions will be submitted to FSA Toronto's Board of Directors for approval in November 2004. Once the directions are approved, they will take effect formally on April 1, 2005.
The task of turning our strategic directions into an operational plan for the agency belongs to FSA's staff, Board and Strategy Team. Using the directions as a guide, teams within the agency will determine activities that will help us accomplish our goals from year to year, with the Board of Directors approving each year's annual plan.
The strategic directions document is entitled For People. For Change. In the fall of 2004, these words were adopted as the tagline for Family Service Association of Toronto, reflecting our direct service to individuals and families as well as our community work in the areas of public policy and capacity building. For People. For Change. also reflects the agility inherent in our organization and our focus on evolving to meet the needs of the communities we serve, our staff and FSA’s long-term viability.
| Foundations for Change | Directions for Change | Evaluating Change | Context for Change | Process for Change | References & Supporting Materials | Strategic Planning Task Force | FSA Mission, Vision & Values |