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Family Service Association | Strategic Plan

2017-2019

Strategic Priorities PROGRAMS & SERVICES Goals: Ensure cutting edge/competitive advantaged and community relevant programs and services Increase the all encompassing and holistic nature of our Agency and its services To provide the community with integrative, self-selective care that will sustain throughout one’s lifetime OUTCOMES 2019 A minimum of 75% of clients report improved well-being and positive impact on their lives 80% of those participating in FSA programs have increased their economic selfsufficiency Year 1 (FY’17) Objective (desired measurable results): By June 30, 2017, all of FSA’s consumers have increased the number of services utilized for a positive tangible impact. Key Strategic Actions: 

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Develop and implement an agency-wide intake and access process; common front door for the community to use to ensure that they are connected with the appropriate FSA program Eliminate program silos by ensuring all FSA Team members have an awareness of other FSA programs and services Align FY’17 budget with strategic planning priorities Continually scan the environment; develop and incorporate means of community assessment to ensure programs and services are developed to address needs Increase program manager and Agency capacity to use data in evaluation of program and services Explore provision of substance abuse services: reacquire license or partner with another agency Once agency intake and access is streamlined, develop strategic partnerships with local medical providers to begin to integrate our behavioral health/substance abuse services with them, moving toward a vision of treating the whole person 12

Family Service Association Strategic Plan  

This is an internal view of FSA's strategic plan for the years of 2017 - 2019

Family Service Association Strategic Plan  

This is an internal view of FSA's strategic plan for the years of 2017 - 2019

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