Capstone Project Part V: Action Plans/ Natasha House, Inc ********The Paper covers all of the information that was previously submitted for Natasha House, Inc. Please put all of the information together to make one who paper. Please Include the abstract and conclusion as well as the references.******** A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan. The Assignment (15–22 pages): Guidelines for each section of the Assignment are provided below. Part I. The Fundamentals (3–4 pages): The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan. 1. Identify and describe the core values of the agency. 1. Discuss the degree to which those core values are aligned with advocacy, leadership, or social change. 2. Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities. 2. Identify and describe the mission of the agency, organization, or community. 1. Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc. 2. Describe whether the mission statement promotes advocacy, leadership, or social change. 3. Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities. 3. Identify and describe the vision of the agency. 1. Evaluate whether the vision is aligned with the core values of the agency, organization, etc. 2. Describe whether the vision promotes advocacy, leadership, or social change. 3. Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities. 4. Identify and describe key stakeholders involved with the agency. 1. Discuss whether each stakeholder is internal or external to the agency/organization. 2. Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.). 3. Discuss how each stakeholder can be an essential element for gathering information to dev.

1. Capstone Project Part V: Action Plans/ Natasha House, Inc
********The Paper covers all of the information that was
previously submitted for Natasha House, Inc. Please put all of
the information together to make one who paper. Please Include
the abstract and conclusion as well as the references.********
A theme throughout this course has been that human and social
services professionals constantly apply theories and processes
to address issues and challenges. As a social change agent,
leader, and advocate, you should be able to apply relevant
theories and processes to implement and support change on a
local and global scale. As always, codes of ethics should
provide guidance as you attempt to bring about change. As the
final step in the development of your strategic plan, you will
develop an action plan for each year of the strategic plan. For
example, your plan might start off with strategic goals at the
local level with plans to take these goals national or
international in following years of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided
below.
Part I. The Fundamentals (3–4 pages): The fundamentals of a
strategic plan include identifying the core values, mission, and
vision, which represent the organizational identification (ID).
The Assignment requires you to develop the organizational ID
for the agency, organization, or community for which you will
develop a strategic plan.
1. Identify and describe the core values of the agency.
1. Discuss the degree to which those core values are aligned
with advocacy, leadership, or social change.
2. Explain how those core values contribute to the well-being of
individuals, groups, societies, or international communities.
2. Identify and describe the mission of the agency, organization,
or community.
1. Evaluate whether the mission statement is aligned with the

2. core values of the agency, organization, etc.
2. Describe whether the mission statement promotes advocacy,
leadership, or social change.
3. Discuss whether the mission statement provides evidence of
how the agency/organization contributes to the well-being of
individuals, groups, societies, or international communities.
3. Identify and describe the vision of the agency.
1. Evaluate whether the vision is aligned with the core values of
the agency, organization, etc.
2. Describe whether the vision promotes advocacy, leadership,
or social change.
3. Discuss whether the vision provides evidence of how the
agency/organization contributes to the well-being of
individuals, groups, societies, or international communities.
4. Identify and describe key stakeholders involved with the
agency.
1. Discuss whether each stakeholder is internal or external to
the agency/organization.
2. Describe the role each stakeholder has in the organization
(i.e. leadership, management, staff, recipient of services, etc.).
3. Discuss how each stakeholder can be an essential element for
gathering information to develop the strategic plan.
Part II. Needs Assessment (2–3 pages): A needs assessment is a
systematic way of determining the gap between what an agency,
organization, or community has and what is desired to meet the
needs of individuals, groups, communities, or societies. The
needs assessment will reveal whether there may be unmet
services. It can then provide information about those needs and
help inform your planning to meet them. The needs assessment
also consists of planning who you need to target, how you will
effectively gather new data, and/or how you will use existing
data to inform your planning decisions.
The Assignment:
1. Outline and describe steps you would take to conduct a needs
assessment.
2. State which stakeholders you would contact and why you

3. would contact the stakeholder.
3. Develop a stakeholder survey related to your professional or
societal issue.
1. The survey must contain at least 10 questions.
2. Provide a justification for each question on the survey.
3. Provide rationale for the type/format of questions on the
survey.
4. State how you would vary items on the survey based on the
role of the stakeholders who would complete it (administration,
leadership, staff, recipient of surveys).
Part III. Strategic Issues (4–6 pages):
After the needs assessment has been completed, the next
element of the strategic plan involves developing the strategic
issues. Key tasks associated with the strategic issues include
conducting a gap analysis, performing an environmental scan,
and developing stakeholder surveys. The actions are performed
so that you can conduct a SWOT analysis. SWOT stands for
STRENGTHS, WEAKNESSES, OPPORUNITIES and
THREATS. A SWOT analysis is used to help an agency,
organization, or community better understand the business and
environment in which it operates. The goal of developing
strategic issues is to list or map out all of the strengths and
weaknesses and then to do the same for all of the opportunities
and threats. This helps the organization identify a strategy for
planning. Opportunities that match the strengths are things that
should be pursued. Threats that particularly align with
weaknesses should be especially avoided when developing a
strategic plan.
1. Conduct a SWOT analysis. This analysis focuses on the
present state or condition of the organization and determining
where the organization would like to be. The difference between
the two represents the gap or the difference between where the
organization is currently and where the organization would like
to be. This gap could provide information on what might be the
major focus of the strategic plan.
2. Describe plans for conducting an environmental scan. The

4. environmental scan is a process that that gathers and interprets
relevant data on an agency, organization, or community to
identify external opportunities and threats.
1. Identify and describe internal conditions that might impact
the implementation of the strategic plan.
2. Address on how you would minimize the impact of those
conditions.
3. Identify and describe external conditions or competitors that
might impact the implementation of the strategic plan.
1. Address how you would minimize the impact of those
conditions.
2. Consider how you might plan to work with competitors to
meet the needs of your targeted agency, organization, or
community.
3. Identify and describe at least three strengths of the agency,
organization, or community.
1. State why each item on the list is a strength.
2. State how you plan to utilize each strength to positively the
impact the development or implementation of the strategic plan.
4. Identify and describe at least three weaknesses of the agency,
organization, or community.
1. State what causes each item on the list to be a weakness.
2. State how you plan to minimize the impact of the weakness.
5. Identify and describe at least three threats to the agency,
organization, or community.
1. State what causes each item on the list to be a threat.
2. State how you plan to minimize the impact of the threat.
6. Identify and describe at least three opportunities for
improvement for the agency, organization, or community.
1. State what causes each item on the list to be an opportunity
for improvement.
2. State how you plan to incorporate the opportunity to the
implementation of the strategic plan.
Part IV. The Technicals (4–6 pages): The technicals element
includes items such as developing strategic goals, strategies,
leading indicators of success, and performance targets for the

5. strategic plan. The technical elements represent the executable
part of the strategic plan. As you begin to develop the technical
elements, the executable part of your strategic plan, consider
the goals in relationship to internationalization and alliances.
Develop your strategic goals (Weeks 6 and 7). You must include
at least three goals on the list. The goals must address the
following:
1. Address issues such as globalization and how those issues
might impact the strategic goals of the agency, organization, or
community.
2. Identify potential alliances:
1. Identify opportunities for alliances with other agencies or
organizations.
2. State why the alliances are important.
3. Develop strategies for implementing goals. You must have at
identify at least two strategies for each identified goal. These
goals must be specific, measurable, attainable, and realistic.
4. Address issues of accountability.
5. Describe how you will address accountability for each of the
following:
1. Describe how your leadership will be held accountable for
execution of the strategic plan.
2. Discuss the following aspects of accountability for employee:
1. Identify who will be responsible for executing specific
aspects of the strategic plan.
6. Explain how employee accountability will be tracked.
7. Describe leading indicators of success. To determine whether
the agency, organization, or community will benefit from the
strategic plan, you must identify those things which would serve
as indicators of success. These indicators must be observable,
measurable, and quantifiable in some way.
1. Identify four indicators that would signify success with
regard to the strategic plan.
2. Discuss specifically how you would measure each indicator.
8. Identify performance targets. Performance targets represent
the level at which you would like to observe performance on

6. each indicator. They represent the desired level of performance.
For each performance indicator that you have identified, specify
the targeted level of performance.
Part V. Action Plans (2–3 pages): Develop action plans for each
year of the strategic plan. Your strategic plan should cover 3–5
years.
Support your Assignment by citing all resources in APA style,
including those in the Learning Resources.