Background Information: Cedar Lake Community Center, LLC has been in existence since 2001, and their Human Services employees have worked relentlessly over the years to assist low-income families within the metropolitan city of Rasmussen, Minnesota. Cedar Lake Community Center, LLC has a mission statement that reads: To serve the community by promoting safety, permanency, and well- being of children and vulnerable adults, helping individuals achieve stability, and strengthening families. The agency provides outreach, intake, and assessment to assist clients from the local communities with a wide array of social service needs. Official stakeholders that support Cedar Lake Community Center, LLC are the local government, numerous community- based service providers from various disciplines, several local businesses, and concerned citizens throughout the service area. In 2001, the agency started with five employees, and throughout the years, has expanded its personnel exponentially to over 24 professionals. The initial Executive Director, Francine, who had been with the agency since 2001, submitted her resignation two months ago due to medical reasons. Although the Executive Director had been effective in bringing people together, there were concerns that the goals and objectives had not been met and that there began to be a lack of confidence in the former's Executive Director's ability to grow the organization. Alex was hired to replace Francine. One of Alex's first priorities was to reconfigure the structure of the organization to increase efficiency. As a result of the restructuring, several positions were eliminated. These key positions were integral in promoting the strong ties that existed throughout the years since the Cedar Lake Community Center began providing community-based social services. Once the community and Cedar Lake Community Center, LLC's partners learned of the changes, there was suspicion about the new leadership and the direction being taken with the agency. Stakeholders were split in their views of the changessome agreed that they were necessary to advance the goals of the organization, while others felt the new leadership was 'taking over' with a hidden agenda. After a team meeting, Alex was stunned to learn of the criticisms of his leadership style and decided to quit abruptly after strongly disagreeing with the subjective feedback he received. Where We Are Today: The agency is now facing a problem - Cedar Lake Community Center, LLC needs a new leader. The Assistant Director, who would typically take over in the absence of an Executive Director, declined the position and interim duties due to her retirement in 3 months. In conversation with the Assistant Director, your supervisor discussed top-notch professionals internally. Your name was at the top of the list due to your highly effective performance ratings annually. When approached, you were first intimidated but thought of the professional growth and numerous possibilities serving as an Executive Director will have for you once earning your bachelor's degree.

You are the new Executive Director of Cedar Lake Community Center, LLC. For the next six weeks, you are tasked with several leadership duties to continue the positive legacy of getting the agency "back on track" in your new leadership role. As a transformative leader, you will be communicating to stakeholders, specifically colleagues, about implementing a pilot program and developing a strategic plan.

This is the scenario I received:

"It has been two weeks since you have initiated research into the demographics of homelessness locally and throughout the state, as well as the availability of existing programs and services. You can now hypothesize the development of a new program based upon what you know at this point. Would the proposed program provide rental assistance? Would it be a program that extends the availability of resources through partnership with another agency or organization? Would it be the development of a combination of a variety of programmatic elements? You have the data to guide you towards designing a program that provides assistance for the homeless population and/or those facing homelessness. You are now ready to develop a strategic plan for this new program that you are developing by completing the Part I and Part II Project assignments."

These were the instruction given:

Part I: Strategic Plan

First, review a strategic plan for a homelessness program through an online search.

Next, develop a strategic plan in a Word document that includes the following:

• Propose the name of the homelessness assistance program to be implemented.
• Define the program's mission statement (which is separate from the organizational mission but an extension of the mission).
• Define, at minimum, four goals and outcomes for this new program that you are developing.
• Discuss the types of services the homelessness assistance program will provide.

Part II: Graphic

Develop a program budget graphic (e.g., figure, chart, table) that includes the following:

• Illustrate the budget, or financial breakdown, for how the $500,000 grant will be spent using the information defined in your strategic plan.

Now with all the information given, the terminology for me out of my range. I have come to find out that outlines on how to understand the instructions is more beneficial for me. I know and understand the Honor code, I just did not want a tutor to have "missing references" that is why I added all the information. Thank you in advanced.