Our Strategic Plan

In 2022, the Board of Directors, together with our staff, created a 3-5 year Strategic Plan to guide the growth of the Falmouth Service Center.

The five key priority areas are as follows:

Economic Empowerment: Distribute more food and financial assistance to more clients

  •      FSC’s priority will always be to provide the most nutritious food to the most people in need.  To do this, we are prioritizing a gradual increase in the amount of food available as well as ensuring a range of high-quality offerings.

  •      Provide food to any household in need from any zip code.

  •      Increase our engagement with underserved communities.

  •      Bring more of our services to a larger community, e.g., mobile markets and more community outreach.

  •      Re-establish a year-round free client clothing room.

  •     Provide more financial assistance and additional resources to clients in need of emergency assistance with critical basic expenses including rent/mortgage, utilities, and transportation.

Diversity, Equity and Inclusion (DEI)

  •      FSC has a diverse client base with a range of ethnicities, backgrounds, and languages represented.  We are committed to increasing the diversity of our board, volunteers, and staff.

  • Ensure all constituents have a voice, feel welcome and included.

  •      Establish a board DEI Committee and develop a clear vision and mission statement for our Diversity, Equity, and Inclusion strategy.

  •      Hire a Director of Community Engagement and DEI.

Regional Leadership

  • Work even more closely with regional partners to identify and address gaps and needs in our area.

  •      Become a more visible advocate on FSC mission-related issues like food insecurity, affordable housing, homelessness, child and elder care. 

Marketing, Outreach & Communication

  •       Increase donor, client, community partner and volunteer understanding of FSC’s mission, values and the services we provide.

  •       Solicit regular feedback from all constituents to ensure an open dialogue.

Infrastructure/Resources

  •    Ensure the infrastructure and financial resources are in place to support FSC’s mission in the community in the short and long term.

  •       In order to sustain growth and deliver more services, increase our fundraising capabilities, including hiring a Director of Development and Communications.

  •       Provide the staff and volunteers with the necessary resources, technology and space in order to meet our strategic goals.

Where We Are Today

In May 2025, after three years, we have achieved nearly 80% of the goals of our strategic plan with tremendous community support, staff and board leadership, and volunteer commitment.  Key highlights include:

  •        Distribution of groceries from the food panty has increased 53.5%

  •    We have distributed over 1.1 million pounds of food through all of our food programs for the last 2 years.

  •        The number of households served by our food programs has increased 93% since May 2022.

  •        We continue to be a welcoming place for all of our neighbors and are reaching more underserved communities than ever before

  •        Construction of a free clothing and housewares space for food clients to utilize is well underway and expected to open in September 2025.

Planning For the Future 

Since the launch of the plan in 2022, the needs of our community have grown significantly. As a result, the Bard has decided to review the plan in 2025 and refresh the list of initiatives, while remaining committed to the five established priorities.

Our updated Strategic Plan will be drafted with input from clients, volunteers, community partners, board and staff.  Everyone’s feedback in important as we create our top priorities for the near future.