LCAA-Strategic-Plan-2011-13-V3-spreads[1]

Lake Community Action Agency, Inc.

Strategic Plan 2011-2013


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Table of Contents

Message from Board President ................................................................ 3

Message from Executive Director ............................................................ 5

Agency Overview, History, Mission, Vision and Values ..................... 6

Our Approach .................................................................................................. 7

Goals, Strategic Priorities, Strategies and Outcome Measures ...... 8

I. Overall Agency ............................................................................................. 8

Head Start/Early Head Start .............................................................. 8

Community Service Block Grant ..................................................... 9

Weatherization ....................................................................................10

II. Creating an Organizational Culture ...................................................11

III. Create Public/Private Partnerships ...................................................13

Strategic Cycle ...............................................................................................15


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This strategic plan was compiled and written by Dr. Alvin jackson for the Lake Community Action Agency. No portion of this document may be reproduced without written consent.

Lake Community Action Agency501 North Bay StreetEustis, Florida 32726Phone: 352-357-5550Fax: 352-483-2298

The Quantum Leadership Group5528 Boynton Gardens DriveBoynton Beach FL [email protected]

2010 copyright Lake Community Action Agencyall rights reserved

Lake Community Action Board of Directors

Dorothy Everett,PresidentLeesburg Target Area Low-Income Sector

John Christian, Vice PresidentLessburg City Commission Public

Nicie Allen Parks, SecretaryEustis Target Area Low-Income Sector

Linda Stewart, Assistant SecretaryLake County Commissioners Public

Catherine Lynum, TreasurerNAACP Private

Leroy Lee, ParliamentarianEustis Ministerial Brotherhood Private Evelyn Black, MemberOkahumpka Target Area Low-Income Iris Clas, MemberGoodwill Industries of Central Florida Private

Bob Garaghty, MemberLake County League of Women Voters Private Sector Robert Grenier, MemberTavares City Council Public Michael Holland, MemberEustis City Commission Public

Walter McGriff, Jr., MemberSouth Lake Target Area Low-Income Sector Robert Ragin, MemberSouthside Umatilla Area Low-Income Robert Thielhelm, Member-at-LargeMount Dora City Council Public Charlotte Williams, MemberHead Start/Early Head Start Policy Council Private

Lake Community Action Agency path/road map for success is directed by our (1) Mission Statement, (2) Two-fold Vision Statement and (3) Needs Assessment. It is from these three that specific action take place. We will continue to provide services for our children, families and community in the areas of education, health and nutrition, weatherization and career opportunities, etc. LCAA has a proud history of advocating for its employees and volunteers’ professional development needs. Everyone is provided training and resources needed to be successful. The agency also benefit with the professional and dedicated help of our partnerships. Everyone has something to offer, as we work together to make the community healthy. They’re not only knowledgeable, but conscientious.

Let me share with you some of the agency’s greatest Successes this year…

Community Services Block Grant – American Recovery and Reinvestment Act (CSBG-ARRA)

This past year through the American Recovery and Reinvestment Act (ARRA) funds, the Lake Community Action Agency received $360,462 that was used to provide assistance to two-hundred and thirty-five (235) families. The Agency started a pre-employment program which was used to help provide assistance to finding employment and providing employability skills training for clients

who had been recently affected by the economy. Through the efforts LCAA, Workforce Solutions Group was successful in finding fifty-six (56) people jobs. Along with this, LCAA focused the ARRA dollars on training, employment and education. Through this new initiative LCAA was able to place eighty-seven (87 )individuals in CNA classes, of which forty-five (45) have completed the classes. Through the efforts of the ARRA funds, LCAA was able to provide rental assistance in support of housing to over one-hundred and twenty-four (124) families.

Head Start/Early Head Start Achievements 2009 – 2010

In accordance with the Head Start Act of 2007 the Head Start Program should have at least 50% of the teachers in center based programs with a baccalaureate or advanced degree in early childhood education by September 30, 2013. Teachers in our program continue to pursue their education in the field of early childhood education. Currently there are sixty-three (63) teachers of which thirty-four (34) have a Childhood Development Associate (CDA) certification, thirteen (13) Associate Degrees, thirteen (13) Bachelor Degrees and three (3) Master Degrees. Our short term goal is to have at least one teacher in each classroom to have their four year degree in early childhood education. We have a great partnership with Lake-Sumter Community College which works with our teachers on their educational

Message from the Board PresidentMs. Dorothy Everett


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Greetings:

As you all know, some time ago we adopted the phrase: “One Agency … One Team … One Purpose …” as the defining statement for our agency. As we move up the path of excellence, there are some necessary steps towards this agency reaching its fullest capacity to achieve optimum performance.

One of the steps we are going to take is bringing alive our Strategic Plan. Strategic is defined as “showing sound planning; useful or important in strategy; the science of planning movements and operations; a clever plan or system….” All of the aforementioned definitions clearly articulate what I envision our Strategic Plan in guiding our steps in accomplishing our ultimate mission, “Promoting Self-Sufficiency for Children and Families”.

Through this process, we have created a blueprint to establish a business culture that is value-driven, empowers our employees, and clearly defines and enables success. (Our values will permeate the culture and become evident to the public as the characteristics we exhibit while conducting our day-to-day business.) Our values will permeate the culture and become evident to the public as we exhibit these values while conducting our day-to-day business.

The Strategic Plan will serve as the foundation for annual work plans and provides guidance to employees as they contribute to the Agency’s mission and vision on a daily basis. Programs and funding will be leveraged through a series of Private/Public partnerships to maximize the delivery of all the agency’s services and programs.

Once again, I reiterate, Lake Community Action Agency, Inc. is One agency with several programs under its umbrella. When One program shines the agency shines. In the same respect, when One does not perform well, we all don’t perform well. Change is not always easy but it is necessary. This Strategic Plan involves each program and their operations. Also, each program has specific goals, strategic priorities and outcomes. This Strategic Plan will clearly articulate how we plan to achieve desired results and the projected impact or results of the activity within each program.

I invite you all to join me in what we do best: “Helping People … Help Themselves …”

Respectfully submitted,

James H. Lowe, CCAP Executive Director

Message from the Executive DirectorJames H. Lowe, CCAP

plan to obtain their associate degrees, and the University of Florida who accepts our teachers into their four year program. For those teachers interested in the field of early childhood education we also have a partnership with Lake Technical School, where you can obtain a Childhood Development Associate.

Our partners have assisted us with mass screening, hearing/speech services, dental services, evaluations and linkage to special services for our children, financial support for our children and a family, reading to our children, donation of their time and the list goes on. The success of our program depends greatly on the partnerships formed.

Weatherization Department Achievements

Our Weatherization Department has experienced great success over the past year in the communities that we serve throughout Lake County. The primary focus of the weatherization program is to reduce the monthly energy burden on low-income households by improving the energy efficiency of the home. Our Weatherization Department has exceeded that goal by improving the health and safety of the clients served. Our Weatherization Department achieved over 100% production in weatherized units in each month under the ARRA for performance established by the Florida Department of Community Affairs and the Department of Energy. Since the inception of ARRA our Agency has weatherized over 152 homes in the past year with over three-hundred and eighty (380 )individuals benefiting from the weatherization program. Client utility bills have been reduced upon

average by 14.37%. This translates into an approximate monthly utility bill reduction of over $50.11 per month saving for our weatherization clients. Through the weatherization program and the stimulus funding our agency has retained over thirty-three (33) construction related jobs over the past year in Lake County pumping over $1.54 million dollars into our local economy. In addition, we have expanded the weatherization department office space to expand services to other areas of Lake County. As a result of the Stimulus Act, the Agency will significantly improve the quality of life for more than one-hundred and fifty (150) families in the coming year and create jobs to stimulate our local economy. The Weatherization Assistance program is making a difference in helping the lives of low-income citizens of Lake County and aiding in the effort of creating more healthy communities in the areas we serve.

Message from the Board Presidentcontinued


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Our Approach

The purpose of this document is to provide Lake Community Action Agency with a clear mission statement, goals, strategic priorities and outcome measures.

A goal is defined as a statement of general purpose and direction — it is the ultimate end result. The goal is the accomplishment toward which all of your effort is directed.

There are three (3) overall goals:

1. To help families become self-reliant, i.e., obtain skills (employment, home ownership and money management, parent involvement (school) for social and economically challenged families/children.

2. To create an organizational culture that reflects the Agency’s core values, mission, and vision; to provide timely and accurate business, human resource, information technology, customers service, outreach and training within consistent and accountable processes.

3. To create Public/Private Partnerships to leverage funding and maximize LCAA abilities to help families become self-reliant.

Within these goals are clearly articulated Strategic Priorities (Objectives), Strategies (Inputs) and Outcome Measures. In keeping with the principles of Results Oriented Management and Accountability (ROMA), the strategic priorities or objectives are statements describing what the activity will achieve; strategies or inputs are resources a program uses to achieve program objectives (within some of the strategies we will utilize benchmarks for comparative purposes) and finally outcome measures, which is an quantitative assessment of the results, effects or impact of a program activity compared to its intended purpose.

Mission:

Promote self-sufficiency by reducing and eliminating barriers that contribute to the instances of poverty through a variety of programs to improve the standards of living.

Vision:

Lake Community Action Agency strives to become the premier agency in building partnerships that provide professional services to children and families.

Our Values:

• Good moral character: To live, act and speak in ways that make you a person possessing moral and honest traits.

• Fiscal accountability: To be good stewards of agency funds.

• Professionalism: Our knowledge, experience and positive attitude sets us apart as the Best Community Action Agency.

• Quality service delivery: We meet our customers’ (internal and external) needs with professionalism and integrity.

• Good work ethics: We make it happen, and our methods matter every bit as much as our results.

• Program accountability: To promote self-sufficiency and eliminate barriers that contributes to the instances of poverty.

• Strong partnerships: Through our partnerships we will leverage funds and programs.

• Honesty and integrity: Honesty is never compromised.

The Lake Community Action Agency: Forty-Four Years of Community Involvement

During the agency’s forty-four (44) years of existence, the Lake Community Action Agency geared much of its energy toward mobilizing available local, state and national resources, coordinating programs and activities to avoid duplication and assuring that opportunities existed for low-income families to become self-sufficient.

Lake Community Action Agency has been an effective vehicle for deliverance of services; developing innovative approaches and advocating the needs of the elderly and disadvantaged, children, youth and families.

It was the Lake Community Action Agency that served as an advocate and catalyst to get many of the “people” programs started in Lake County. Some of these programs were spun-off to other groups and agencies and some are still being operated by LCAA, Inc.

Agency Overview and History


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Goals, Strategic Priorities, Strategies and Outcome Measures

Strategic Priority C: Help families become self-reliant, i.e., obtain skills (employment, homeownership, money management, and parent involvement in school), for social and economically challenged families/children.

Strategies:

1. Recruitment - enroll clients in agency’s employment job training & retention program.

2. Family Survey = Family Partnership Agreement (FPA) - to assess each family for their immediate needs; establish benchmarks as a basis to set long and short term goals; to measure incremental changes to show progress while in the Community Action (CA) continuum.

3. Family Service Worker (FSW)- maintain current referral sources; establish new partnerships with agencies that can assist the family beyond or in conjunction with Community Action (CA) programs; to provide active case management.

4. Parental involvement - communicate to families their responsibilities for program participating, encourage training and volunteerism

Outcome Measures:

• At least 85% of parent participation in parent involvement activities

• Increase participation in (FPA) by 30%

• Move families to self suffiency by 15%

I. Overall Agency Goal

To help families become self-reliant, i.e., obtain skills (employment, homeownership, and money management, parent involvement (school) for social and economically challenged families/children.

All other goals support the Overall Agency Goal.

Part 1. Head Start/Early Head Start

Head Start/EHS are comprehensive child development programs which serve children from birth to age five, pregnant women, and their families. They are child-focused programs and have the overall goal of increasing the social competence of young children in low-income families. “Social competence” means how effectively the child deals with both his and her every-day present environment and develops the skills to deal with later responsibilities in school and life. Social competence takes into account the interrelatedness of social, emotional, cognitive, and physical development. Head Start services are also family-centered, following the tenets that children develop in the context of their families.

Strategic Priority A: By 2013, increase number of qualified teachers and staff.

Strategies:1. Recruit and hire teachers with four

year degrees.2. Provide financial resources for

existing staff to obtain four year degrees.

3. By 2013, require all Center Managers to have a four year degree.

Outcome Measures:

• Increase the number of qualified teachers by 50% for the Head Start Program.

• Staff is prepared to implement five (5) state-of-the-art teaching programs based on Head Start standards and approaches that will enhance each child’s ability to learn.

• Increased credibility with School Board supervisors and elementary school teachers.

• 50% of teachers possessing a four year degree.

Strategic Priority B: Prepare children for academic success in the following areas: literacy, math, science, physical education, social/emotional, approaches to learning (problem solving).

Strategies:

1. Recruitment

3. Screening to identify student strengths and areas for improvement.

3. TEACH skills (e.g., literacy, math, science, etc.)

4. Evaluate student progress, RETEACH if necessary

Outcome Measures:

• Each child will show progress in at least five out of eight domains based upon documented prior performance.


Our strategic goals define what we seek to fulfill as a community action agency. They reflect the unique challenges that Lake Community Action Agency faces as an agency committed to “helping people to help themselves.” The goals simultaneously and strategically focus on community partnerships that will assist with the building of healthy and strong communities in Lake County.


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Part 2. Community Service Block Grant

The Family Self Sufficiency Program (FSSP) represents a multi-faceted approach to the organization and service delivery of locally available social services in order to help eligible families become self-sufficient and independent of all forms of public assistance. The program is designed to identify the needs of the participating families and to deliver a comprehensive and coordinated set of services to facilitate their efforts to achieve and maintain economic self-sufficiency.

Strategic Priority A: To increase the number of locally available social services to help families become self-sufficient while decreasing the dependency on all forms of public assistance.

Strategies:

Develop, implement, and document aggressive outreach activities to eligible participants, supporting agencies, and the general public.

3. Develop a service plan for each family or individual and implement these plans through the Contract of Participation.

3. Conduct monitoring sessions to review the progress through case management.

4. Track the participant’s progress within the program.

Outcome Measures:

• 100% of participating families will complete an Individual Development Plan along with short and long term family goal setting.

• 50% of unemployed or under-employed adults enroll in and complete career oriented education programs {including Education Plan-College, etc.- Florida Agriculture & Mechanical University (FAMU).

• 50% of unemployed or under-employed adults secure employment related to training.

• 100% of FSSP families with school age children will develop an Education Plan.

• 100% of FSSP families with children ages 0-5, including pregnant mothers, will receive referral for enrolment into the Head Start/Early Head Start Program.

• 60% of children of FSSP households that are enrolled in public school will be monitored and steered to one of the following:

a. Elementary School – Supplemental Education Services {SES}

b. Middle School- Advancement Via Individual Determination (AVID)Program, College Reach-Out Program (CROP) and Take Stock In Children (TSIC)

c. High School - Science, Technology, Engineering and Math (S.T.E.M), Advanced Placement,

Dual enrollment or Career Development; Job/Technical Schools or Colleges {i.e. FAMU}.

• 50% of FSSP households will be enrolled in one or more of the following:

a. Lake Community Action Agency (LCAA) Weatherization Assistance Program

b. Individual Development Account

c. Asset Building

d. Financial Education

e. Kid Care

Strategic Priority B: Ensure that youth ages 0-18 receive a nutritional and balanced meal during the summer months (non-school period).

Strategies:

1. Increase the number of food sites that will reach the majority of youth to be served

3. Improve communication with targeted audience (parents of youth 0-18)

Outcome Measures:

• Achieve a 10% increase in participation annually

• Increase youth accessibility by 60% in 2 years; 80% in 4 years; 90% in 6 year

Part 3. Weatherization

(Emergency Home Repair/ Home Energy Assistance) Maximize the utilization of weatherization funds to increase Lake Community Action Agency’s gross revenues and reduce energy costs for as many low income families in Lake County as possible. Provide services to low income families and expand to median income families to improve their health, safety, and energy efficiency.

Strategic Priority A: Maximize weatherization funds.

Strategies: 1. Implement cutting edge methods of

energy efficiency through adaptations and partnerships with local utilities and energy programs such as Energy Star and Green Building that will maximize the client’s savings through innovative approaches with installation of the latest energy technology available.

2. Implement “fee for service” and ancillary programs through offerings of energy audits and energy education to municipalities & community development organizations throughout Lake County.

3. Create partnerships with Lake County Economic Development, Neighborhood Stabilization Program (NSP), United States Department of Agriculture (USDA), Environmental Protection Agency (EPA) & Lake and Sumter Emergency Recovery (LASER) to supplement Weatherization Funding to provide a better completed unit or rehab of the qualified home.

Outcome Measures:• Increase the number of homes

weatherized by 30% annually. (weatherization and home repair)

• Reach 10% more new eligible clients annually through community outreach and strategic partnerships.

• Assist over 150 families. • Gain additional referrals to increase

monthly totals of completed units. • Certify at least 30 new clients monthly

and complete an average of 10 weatherized units per month.

Strategic Priority B. Reduce the number of repeat applicants.

Strategies:1. Provide client with eight hours of

home maintenance education

Outcome Measures:

• Reduce the number of repeat clients with three or more services in an 18 month period by 10% annually through energy education and establishing priority list.


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II. Create an Organizational Culture

Create an organizational culture that reflects the Agency’s core values, mission, and vision; provide timely and accurate business, human resource, information technology, customer service, outreach and training within consistent and accountable processes.

Strategic Priority A: Increase the level of quality and efficiency - deliver outstanding service (project management, time management, customer service, business operations).

Strategies:

1. Develop customer service standards and practices for all employees (performance measures).

2. Provide focused customer service training (job specific).

3. Develop a customer service awareness and information seeking survey to establish baseline, track trends, and implement focused public information programs.

4. Increase employee proficiency in specific job skills.

5. Develop systematic controls for routine business functions.

6. Utilize cross-functional teams to make process improvements.

7. Promote standard project management principles.

Outcome Measures:

• Continue to meet the needs of customers, children, and families, thereby providing service satisfaction.

• Increased number and value-added benefit of operational and technology improvement initiatives.

• Reduce number of complaints by 10%.

Strategic Priority B: Retain and recruit a high-quality, diverse workforce.

Strategies:

1. Continue to recognize and value employees.

2. Develop meaningful reward and recognition programs for employees who exemplify the agency’s values and demonstrate outstanding work separate from annual salary increases.

3. Attract, retain, and develop a high-performance, team-oriented diverse workforce.

4. Partner with Florida Agricultural & Mechanical University (FAMU) and other educational organizations to provide employee training and staff recruitment.

5. Establish recruiting message for all jobs postings and recruiting materials that clearly articulates the agency’s core values that are sought in new hires.

Outcome Measures:

• Number of employees receiving recognition

• Performance objectives and annual review are completed in a timely, as scheduled.

• Number of new hires that successfully complete their introductory period.

• Number of new hires that receive excellent performance reviews.

• Number of new training sessions offered and number of participants.

• 90% of training evaluations indicate that training directly applicable and relevant to employee’s specific job function.

Strategic Priority C: Create an employee development program that clearly identifies and articulates leadership values and qualities of the agency.

Strategies:

1. Institute employee development course to be offered at regular intervals throughout the agency to provide awareness of roles, responsibilities and expected behavior and conduct to be aligned with agency values.

2. Implement a leadership training program. The components must emphasize teamwork, corporate and leadership values.

3. Institute weekly staff meetings from Executive office throughout the agency to ensure the integration of vision, mission, values and culture throughout the agency.

4. Develop and implement internal communications strategy.

5. Benchmark Fortune 500 “Best Places to Work” companies for possible implementation of selected workplace practices.

6. Provide cross-functional and team training to improve efficiency, provide opportunity and build skill redundancy.

7. Develop annual work plans that align with the implementation of the strategic plan.

8. Develop departmental work plans that align with agency work plans and the strategic plan.

9. Develop individual work plans or performance plans that align with agency work plans and the strategic plan.

Outcome Measures:

• Staff meetings held on a regular basis (weekly) 90% of the time.

• 100% of agency leadership complete leadership development program in year one.

• Agency annual work plan complete in a timely fashion.

• Department work plans demonstrate direct alignment to strategic plan.

• 90% of employee performance plans complete on time, as scheduled.


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Strategic Priority D: Create proactive media coverage and promote agency’s successes.

Strategies:

1. Proactively create media coverage.

2. Write stories for articles, editorial and electronic media.

3. Seek opportunities to promote the agencies’ accomplishments.

4. Promote community involvement by employees participating in other service organizations.

5. Seek opportunities for key staff to be guest speakers at community based functions and events.

6. Serve as Community Action experts on other agencies board and committees, city, county, school district and economic development planning processes, etc.

7. Create and identify funding for a Public Information Officer position, to facilitate external and internal communications.

Outcome Measures:

• Improved quality and increased quantity of media coverage.

• Improved public awareness of Agency’s services and accomplishment.

• Increased credibility in the community and with partners.

• Hire Public Information Officer.

a. To present to at least 50 business and social groups per year.

b. To write two (2) feature articles per month, to be distributed to all media outlets, partners and churches.

c. To produce a monthly staff newsletter, emphasizing agency’s vision, mission, goals, and values. Included success stories and outcome progress.

Strategic Priority E: Develop a 10 Year Capital Improvement Plan (CIP) to improve/enhance agency facilities and capabilities.

Strategies:

1. Develop a 10 year Capital Improvement Plan (CIP) that includes technology and infrastructure.

2. Ensure financial efficiency of the Capital Improvement Plan (CIP) delivery.

3. Update financial plan annually to account for full cost approach, including operations and maintenance costs to ensure sufficient long-term funding.

4. Increase information technology effectiveness and efficiency.

5. Obtain a larger child care facility to expand services offered in the Mount Dora community.

Outcome Measures:

• The ability to anticipate, plan and fund capital projects.

• To stay current with value-added technological enhancements.

• Identified location for Head Start/ Early Head Start facility in target area.

III. Create Public/Private Partnerships

Create Public/Private Partnerships to leverage funding and maximize LCAA abilities to help families become self-reliant i.e., (workforce training, job placement, home ownership, money management, staff development and continuing education), for the purposes of delivering a comprehensive and coordinated set of services to facilitate, achieve and maintain economic self-sufficiency.

Strategic Priority A: Continue to expand strategic private/public partnerships.

Strategies:

1. Continue to partner with Florida Agricultural & Mechanical University (FAMU) and other educational Institutions.

2. Networking to identify potential partners through business and social related groups (i.e. chambers, Ministerial alliances, economic development, workforce alliances, medical associations, private donors, local government, etc.)

3. Personal contacts -- public meetings, Business to Business events, and one-on-one meetings.

4. Develop a strategic communication plan to communicate the benefits of existing partnerships (ask others to join).

5. To increase positive media coverage by 50%.

6. To present to at least 50 business and social groups per year.

Outcome Measures:

• Expand Partnership Pool by 15%.

• Leverage agency funding by $$950,000.0 with partners.

Strategic Priority B: Develop partnerships with educational institutions to develop curriculum and training programs.

Strategies:

1. Meet with industries; identify job types and skill sets required.

2. Assist partners with developing customize training programs based on job types and skill sets required by industry for job placement.

3. Enroll unemployed and underemployed into programs.

4. Monitor program for completion by students.

5. Negotiate with industry job placement strategies and commitments.

6. Provide continuing education and degree programs for agency staff.

7. Continuous communication and monitoring between workforce programs and employer partners for accuracy of training and delivery of skill sets.

Outcome Measures:

• Customized training delivered skills sets for job performance success

• Number of students recruited for training

• Number of students that complete training

• Number of students placed in jobs

• Identify where job placements took place (companies)

• Types of jobs placed

• Leverage dollar amount of training



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Strategic Priority C: Create economic development partners for job creation.

Strategies:

1. Create a Strategic Economic Development Plan that targets high employment opportunities.

2. Identify existing employers who are looking to expand and create jobs, provide technical and regulatory assistance through expertise of partners.

3. Identify new and innovative industries to relocate to Lake County,

highlight comprehensive customized training partnerships, and provide technical assistance (assisting industries in navigating through the regulatory and approval processes).

4. Negotiate job placement strategies with industry.

5. Provide pre-employment assistance to the industry through partners.

6. Conduct follow-up interviews with employers and employees to adjust training programs as needed.

Outcome Measures:

• Number of jobs created

• Total payroll created

• Number of industries expanded or new

• Total dollar amount of expansion or new industry

• Overall economic impact (increase in tax roll, indirect jobs created, goods and services purchase, etc.)

The Strategic Cycle

This Strategic Plan is part of a cycle of planning, budgeting, implementation, evaluation and reporting that the Lake Community Action Agency uses to maximize efficiency and effectiveness. The Strategic Cycle, and this Strategic Plan, is the product of participation by the Governing Board, executive management and program leaders. The Governing Board sets overall policy direction and establishes strategic priorities. Executive management and program leaders develop strategies to implement Board direction, as well as success indicators to evaluate progress. Annual work plans will be updated each year, and monthly reports will indicate success or outcome levels for each program.

Aspects of the Strategic Cycle overlap. While the Strategic Plan is being developed, reporting, and evaluation takes place based on the previous year’s Annual Work Plans. At the same time, budget targets are being developed for each of the programs, and performance measures are being developed for the following year’s Annual Work Plans – so while outputs from one step feed into the next, several activities within different steps of the Strategic Cycle are completed concurrently.

Within the annual Strategic Cycle, specific scrutiny is placed on strategy alignment, success, shortfalls and opportunities for improving the process. As part of this annual cycle, programs are analyzed for project scope, schedule and budget compliance. Based on this analysis,

the Board and executive management discuss and determine further agency strategic priorities- initiatives that receive increased budget and resource consideration in order to expedite implementation.

This Strategic Plan provides guidance to employees as to how they contribute to the Agency’s mission. The strategies outlined herein will be budgeted and implemented through a series of activities designed to drive LCAA’s success. Implementation responsibilities are assigned to organizational units, and form the basis for employee performance plans upon which annual performance is evaluated.


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Notes

LCAA-Strategic-Plan-2011-13-V3-spreads[1]

Documents

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