Change necessitates the priority of healing through the wisdom of our ancestors.
We must apply traditional knowledge within practice frameworks as we prioritize culture and language throughout the delivery of our programs and services.
As we continue on this pathway, we must engage with Elders and Community Leaders for guidance to ensure nłeʔkepmx and syilx traditional values are reflected in the development of protocol agreements, policies, governance and laws.
strategic goals
Communicate with one voice:
Return rights and responsibilities to our people through the development and implementation of Governance and Laws:
Incorporate learning from Elders and Knowledge Keepers:
Grow caregiver networks in alignment with traditional and community values:
Integrate language & traditional teachings into programs and services:
keeping children with families and community
Historically a protection-based agency from governmentally-imposed policies, procedures and practices, our Board of Directors and Community Leadership prioritize an urgent and immediate transition to the use of culturally reflective prevention-based strategies across all SCFSS programs and services.
strategic goals
Bring and keep our children home:
Build trusting relationships:
Build community engagement and capacity:
Shift our focus from fear to love:
Align programs and services with our vision:
supporting the wellness of our communities
We support the wellness, growth and healing of our community members. One Voice is necessary as SCFSS and Member communities introduce a new way of thinking.
We recognize Post-traumatic Stress Disorder (PTSD) through intergenerational trauma continues to impact generations of our people. We acknowledge Post-traumatic Growth (PTG) as the healing that occurs when we share and collaborate with each other and our communities.
This philosophical change will shift our practice models, programs, services and work culture as we ensure our people possess the tools and skills to embrace change.
strategic goals
Engage community expertise to support our vision:
Adopt, embrace and implement cultural practice frameworks:
Build professional capacity:
Retain those committed to our vision:
Acknowledge Post-traumatic Growth (PTG):
Establishing stability to support our five guiding communities
Nomadic for years, SCFSS seeks to establish roots and infrastructure stability. Community consultation is crucial as we reassess our infrastructure in support and proximity of our five guiding communities.
This change must encompass the needs of our communities and presents an opportunity to work collaboratively with our communities and entertain space-sharing potential aimed at increasing community capacity.
strategic goals
Realign budgets to shift from protection to prevention:
Structure change management to achieve our collaborative vision:
Integrate programs and services to build community capacity:
Improve Information Technology support in current and post COVID-19 environment:
Improve prompt management reporting:
This Strategic Plan was created through the direction of our Chiefs and Board of Directors from our five guiding communities and will be reviewed and adjusted annually under the direction of SCFSS leadership. Progress of this plan will be reported in relation to the four Strategic Directions: Culture of Caring, Protection to Prevention, Growing Our People and Infrastructure Alignment.
Through the direction of the SCFSS Board, the Executive Director is responsible for defining and allocating appropriate resources across SCFSS to ensure ongoing implementation, monitoring and evaluation of this Strategic Plan.
We are committed to a collective response to the Call to Action through this Strategic Plan. We prioritize the four strategic directions and together create a pathway of change to exercise nłeʔkepmx and syilx inherent rights as we empower children, young people and families.
We are all somebody’s seventh generation.
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