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 Agency
501 North Bay Street
Eustis, Florida 32726
Phone: 352-357-5550
Fax: 352-483-2298
The Quantum Leadership Group
5528 Boynton Gardens Drive
Boynton Beach FL 33437.
561-722-5402
Alvin@theqlg.com
2010 copyright Lake Community
Action Agency
all rights reserved
Lake Community Action
Board of Directors
Dorothy Everett,President
Leesburg Target Area
Low-Income Sector
John Christian, Vice President
Lessburg City Commission
Public
Nicie Allen Parks, Secretary
Eustis Target Area
Low-Income Sector
Linda Stewart, Assistant Secretary
Lake County Commissioners
Public
Catherine Lynum, Treasurer
NAACP
Private
Leroy Lee, Parliamentarian
Eustis Ministerial Brotherhood
Private
Evelyn Black, Member
Okahumpka Target Area
Low-Income
Iris Clas, Member
Goodwill Industries of Central Florida
Private
Bob Garaghty, Member
Lake County League of Women Voters
Private Sector
Robert Grenier, Member
Tavares City Council
Public
Michael Holland, Member
Eustis City Commission
Public
Walter McGriff, Jr., Member
South Lake Target Area
Low-Income Sector
Robert Ragin, Member
Southside Umatilla Area
Low-Income
Robert Thielhelm, Member-at-Large
Mount Dora City Council
Public
Charlotte Williams, Member
Head 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 President
Ms. 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 Director
James 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 President
continued

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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

16
17
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.

18
Notes

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

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

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