Provided by: Julie Henderson, General Manager
Embracing Change to Strengthen Our Future
The past year marked a period of meaningful transition for OSCIA. Change is never undertaken lightly, but it is essential when an organization is committed to remaining relevant, resilient and member focused. Throughout 2025, OSCIA embraced change to better position the organization in support of its three strategic directions.
First, we continued our organizational transition to build a culture rooted in collaboration—one where every role matters, every voice is respected, and collective success is prioritized. Second, we focused on growing our governance framework by strengthening board accountability, encouraging proactive leadership, and better aligning board activities with member value. This work also included aligning our people and financial resources with our shared passion for improving farm practices across Ontario. Third, we reinforced our commitment to building strong partnerships that grow Ontario agriculture, communicate OSCIA’s unique value in sector innovation, and enhance the benefits delivered to our members.
These strategic directions guided decision-making throughout the year and laid the groundwork for long-term organizational sustainability and impact.
2025 Highlights
A significant milestone in 2025 was the continuation of the Executive Director recruitment process, originally intended to support OSCIA’s historical leadership model. As the year progressed, it became clear that this structure would not best support the organization’s future needs. In response, OSCIA adopted a new leadership model with the creation of a General Manager position, supported by a Management Council. This shift reflects a more collaborative, team-based approach to leadership and decision-making, better aligned with the organization’s evolving scope and complexity.
To support organizational growth and service delivery, several new positions were introduced throughout the year to strengthen internal capacity and enhance the organization’s ability to deliver on its strategic priorities. These additions were designed to improve communication, coordination and program delivery across departments, ensuring that OSCIA remains responsive to member needs and well-positioned to support ongoing and future initiatives. Specific consideration was also given to organization structure, with a focus on succession planning and reverse succession planning to ensure operational continuity during periods of transition.
Operational improvements were also a key focus. An Human Resources Information System (HRIS) was implemented to electronically manage and securely maintain human resources records, improving efficiency and compliance. Office workstations were updated to address health and safety considerations, enabling improved ergonomic movement and supporting staff well-being.
OSCIA invested in its people and governance through several engagement and development initiatives. In the spring, a joint visioning session was held, bringing together Regional Communication Coordinators (RCCs) and Board Directors to align their distinct perspectives and define clear roles and responsibilities to strengthen shared organizational direction. An all-staff training event was held in the fall that fostered collaboration and shared learning. The organization also renewed its office location for an additional three-year term, ensuring stability and continuity.
Strategic planning remained a priority, with the successful completion of OSCIA’s three-year Strategic Plan providing a clear roadmap for the organization’s future. Program growth was supported through the securing of several new programs, extending agreements through March 2028 and ensuring continued value delivery to members.
In support of sector advancement and education, OSCIA donated the Mobile Technology Lab trailer to the University of Guelph, reinforcing its commitment to innovation and knowledge sharing.
Finally, OSCIA participated in an OMAFA meeting to update our provincial partners on the organization’s new forward-looking vision and to highlight the work accomplished over the past year, strengthening relationships and reinforcing OSCIA’s leadership role within the sector.
Looking Ahead to 2026
As we look forward to 2026, OSCIA will continue building on the strong foundation established this year. Key priorities include enhanced management and board training, the development of clear and concise metric reporting to support informed board decision making, continued implementation of the Strategic Plan, and immediate recruitment to fill vacant roles.
The organization will also explore new funding opportunities to diversify revenue streams and further support member benefits. Expanding communication channels—both internally and externally—will remain a focus to ensure transparency, alignment and strong engagement with members, partners and stakeholders.
Closing Remarks
The progress made in 2025 reflects the dedication of OSCIA’s staff, board and members, all working together through a period of change with a shared commitment to the organization’s mission. While transformation can be challenging, it is through these efforts that OSCIA is better positioned to deliver value, foster innovation and support Ontario agriculture well into the future.
Thank you for your continued trust, engagement, and support as we move forward together.
Julie Henderson, General Manager
