C 209 Task 2.edited

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I C 209 Task 2: Business Strategy Strategic Management Latrica Okoro Western Governor’s University 12/2/2023

Executive Summary FSS of Louisiana (Family Support Services of Louisiana) is a nonprofit governmental organization that operates solely in Louisiana. The agency is responsible for several functions including Child welfare, child protection, foster care, adoptions, disaster relief, food vouchers, and cash assistance. ( For this analysis, the food voucher and cash assistance were discussed in depth) FSS is a household name across Louisiana. Everyone will know where to come to get help and we will provide those services efficiently. The new vision statement is that FSS of Louisiana cares for the well-being and safety of Louisiana's people, we seek to eradicate food insecurity in our community and help all become self- sufficient. The new mission statement for FSS of Louisiana will be: FSS of Louisiana is working to build a better Louisiana by protecting families and children, increasing food security, helping individuals become more self-sufficient through education and training, and being a community resource during disasters and hard times . FSS of Louisiana's new value statement will be: FSS of Louisiana will treat all members of society with the utmost respect and decency . We will provide quality service by serving our clients with warm hearts and kind smiles. We will provide services ethically, honestly, and with integrity. Strategy Execution for FSS of Louisiana will be increasing our managers in each office from one to two. We will be upgrading our training system to give new training for all. Training that will give managers support in areas of how to be transformational leaders and how to communicate effectively. We will be hiring new employees who are capable of being productive to get our desired results. We will have a leader and employee buy-in to ensure the organization and goals are accomplished. We will implement policies and procedures relevant to the organization's goals, values, mission, and regulation standards. We will allocate funding for each of the organization's departments and have a detailed plan on how money is to be used. We will adopt a corporate culture that is healthy and suitable for the production and execution of the strategic plan. We will identify the objectives and goals for the organization and reward outstanding performance of our employees. Financial Evaluation Our finances are determined by the funds we receive from the federal and state government. This part will not change. We are a nonprofit government agency, so we are not supposed to have a surplus of funds at the end of the fiscal year. We have a 0% or negative ROI. We plan to make cuts to certain programs in areas that are not serving our customers or employees adequately. We will reallocate those funds to create new programs, upgrade systems, upgrade training, and develop a reward system. Our cost to benefit the strategy will be an increase in client and employee satisfaction with the agency, an increase in clients served, and less employee turnover. Conclusion In conclusion, FSS of Louisiana is striving to have more brand awareness amongst its Louisiana residents. We seek to provide services to help people out in trying times. We want to help people out of poverty by providing food vouchers for food and cash assistance for basic needs while they apply for jobs

or get the training necessary to obtain better jobs. We are focused on streamlining our application and interviewing process by implementing AI technology as well as having professionally trained individuals to handle their case management needs. FSS of Louisiana SWOT analysis was done to discover strengths and weaknesses as well as threats and opportunities. We do not recommend that moving towards international markets is the best thing for this agency. The agency deals with daily deadlines and sensitive information we do not trust outside entities with. Moving towards automation may be more effective. Automation will give clients aid in filling out applications and save analysts time when processing applications by having some information prefilled. We plan to continue to train and build and secure systems to mitigate risk threats such as disasters and data breaches. Our execution strategy is to hire more, promote within, train effectively, build systems, and have a winning corporate culture. We will continue to expect our ROI's to be in the negative due to the type of agency we are however we do intend to have cost benefits such as employee and client satisfaction increases for years to come.

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FSS New Vision, Mission, and Value Statements Vision for a business is a futuristic view of where management wants to take the company (Thompson, 2022). Vision is important because it directs the company in the direction of how to operate the company. The previous vision statement just says that the FSS of Louisiana cares about the well-being of its people. The new vision statement is that FSS of Louisiana cares for the well-being and safety of Louisiana’s people, we seek to eradicate food insecurity in our community and help all become self-sufficient. The new statement keeps the focus on the well-being of the people of Louisiana, but it adds a forward-thinking statement regarding the agency seeking to eradicate food insecurity. The statement is still short and memorable. The vision should be easy to communicate down the line to lower-level employees and managers. The vision is a vision many people can believe in and rally behind. The new mission statement for FSS of Louisiana will be: FSS of Louisiana is working to build a better Louisiana by protecting families and children, increasing food security, helping individuals become more self-sufficient through education and training, and being a community resource during disasters and hard times . This statement goes into depth about what FSS goals are for the community of Louisiana. A good mission statement identifies three things: Who, What, and Why (Thompson, 2022). The new mission statement identifies that the agency is the FSS of Louisiana. It identifies the customers or clients as Louisiana residents. The

mission statement also identifies what FSS of Louisiana does, which is helping children and families by protecting them, providing them with means of purchasing food, referring them for employment and training programs to help self-sufficiency, and being a resource during disasters such as providing disaster food stamps and shelter operations. The why in the mission statement is simple, the FSS of Louisiana wants to build a better Louisiana. FSS of Louisiana's new value statement will be: FSS of Louisiana will treat all members of society with the utmost respect and decency . We will provide quality service by serving our clients with warm hearts and kind smiles. We will provide services ethically, honestly, and with integrity. According to Thompson (2022), company values are beliefs, traits, and norms that guide what are acceptable and unacceptable behaviors when conducting business. FSS of Louisiana is adopting core values that emphasize treating others fairly and with respect. FSS wants to provide quality service to its clients so unethical behavior, rudeness, and dishonesty are prohibited. Our agency provides services to many people facing tough times, life is already hard so FSS of Louisiana wants to provide comfort where there is already discord. Analytical Tools Used The two tools chosen to analyze and evaluate the FSS of Louisiana are SWOT and PESTEL analysis. They will be used to develop the strategic plan for FSS of Louisiana. SWOT analysis is widely used to analyze many businesses' internal and external factors that may influence businesses or organizations. The SWOT analysis is usually used in market analyses (Thompson, 2022). PESTEL analysis can be used with the SWOT analysis to identify external factors such as political, economic,

social, technological, environmental, and legal factors influencing the business. The PESTEL analysis is what opportunities and threats are in the SWOT analysis just centered around certain factors. Using both together will help the analyst think deeply about the opportunities and threats. P ESTEL stands for political, economic, sociocultural, technological, environmental, and legal. B. Swot Analysis of Family Support Services of Louisiana Family Support Services of Louisiana has several strengths as an agency to the community it serves as well as the workers who work for the agency. Family Support Services of Louisiana is a non- profit agency that gets its funding from the state and federal governments. The agency's mission is to support families by helping them become more self-sufficient, providing disaster relief, and keeping children safe. The agency has many offices and functions, but specifically for this assignment, we will only discuss one function which is the food voucher and cash assistance programs that help families fight food insecurity and provide modest income to be used for client's basic needs. The nonprofit agency has many office locations throughout the state. The office of discussion is in St Eve's Parish, Louisiana. The parish office consists of 1 Manager, 1 consultant, about 10 supervisors, 10 Specialists, and about 30-40 analysts. The main goal for the economic stability side of the operations is to interview clients who have completed applications for food vouchers and cash assistance programs. All new applications must be processed within 30 days (about 4 and a half weeks) if it is a regular application and by the 7 th day if the client is in dire need. Strengths, Weaknesses, Opportunities, and Threats Strengths

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The first strength of Family Support Services of Louisiana is that it is a helping agency that values its ability to deliver services to all kinds of people. The agency is prohibited from discriminating based on race, color, national origin, religion, sex, sexual orientation, gender identity, or political belief. The agency provides food vouchers and cash assistance based on income to single mothers, displaced workers, legal aliens, the elderly, the homeless, and low-income people. FSS is also a part of the state's response system to natural disasters in the area such as fires, floods, hurricanes, and other serious weather conditions. FSS provides shelter to the displaced and temporary food vouchers for them during and after the disaster to help them along their path to getting back to normalcy. The second strength FSS has is its ability to want to change with the times. Since 2015 they have been switching out their old, antiquated software systems and computers replacing them with new updated systems and software. FSS has undergone at least 2 new computer rollouts since then. They also have been using bots to register applications and complete applications that verifications have not been received. This helps save processing time with the workers so they can complete other tasks that require their attention. To better serve clients they have also teamed up with an app that provides application statuses, benefit transaction history, and the ability to upload verifications when requested. This new app enables clients to check their cases and upload documents without going into the office. They can receive updates regarding their case on their smartphone. The third strength deals with how FSS benefits its workers. The agency is a suitable place to work due to job security, potential for promotions, and great benefits. Most government agencies are good places to work for job security, there has not been a great layoff with this agency since 2008. If one can complete job tasks and follow agency policies, they should be secure. The agency often hires and once

permanent they must have a good reason to terminate an employee with plenty of documentation of the issues. FSS employees not only have job security, but they also can grow, learn, and be promoted to different positions. These last few years FSS has been creating more positions within the agency, allowing their employees to go to other departments and move into supervisory roles or specialized roles. FSS has created 4 new units devoted to on-demand interviews, quality assurance, case reviews, and reports. FSS employees have great retirement plans, health benefits, sick leave, and annual leave plans. FSS employees are automatically enrolled in the retirement plan once they are hired. A portion of their pay is added to the retirement account each pay period. There is also a secondary type of retirement plan called deferred comp that is voluntary, it enables the employees to save additional money for retirement. FSS also closes for inclement weather, and they have paid holidays off. Since the creation of the on-demand interview line those workers that work that like to work remotely from home. They don't have to come to their local offices for anything. This saves analysts money on gas, and clothes, and helps with maintaining a healthy work-life balance. Office workers also could do flex hours if they choose. Flex hours give workers the option for longer lunches, half a day, or a whole day off work. The flexibility of the job hours and locations is an agency's strength when it comes to accommodating workers. Recently just a few months ago FSS introduced an Employee Assistance Program that offers a wide range of benefits geared to help employees with legal services at no cost, mental health counseling at no cost, discounted travel costs, discounted childcare tuition, and discounted fitness subscriptions. Weakness Some of the major weaknesses of the FSS food voucher program are the policies analysts must go by to determine eligibility for clients, the first weakness of the agency is the programs are not designed to

help everyone in need. As noted above the food voucher and cash assistance programs are based on income. The program is typically geared toward helping children and families. The program tends to not provide as much support to able-bodied adults without dependents, by giving restrictions such as limits on how many times they can get benefits and work requirements to keep benefits. The program is designed to supplement a person's or family's food, or income needs based on income limits. The more income the individual or family receives monthly the fewer benefits they are entitled to. One dollar over the income limit entitles the applicant to zero benefits. There are many people just above the poverty level, barely making it and they are not eligible to receive any benefits. The agency determines income eligibility based on gross income limit first, which means that taxes, insurance fees, Medicaid, FICA, and social security fees which are taken out of the check before the applicant even receives their pay are counted against them. This is one of the main complaints against the agency policies, how income eligibility can be determined using income that the client never touches. Policies regarding who must be included in cases also have been a big complaint amongst families that apply. An example of some of the policies client applies for the food voucher program that is under the age of 22 but over the age of 18 living with a parent, they are required to include their parents and any siblings under the age of 18 on their FSS case because they all live in the home together. Many people of the age of 18 are unable to receive benefits even though they claim responsibility for their meals is on them and not their parents. Another weakness that plagues FSS is the constant changes in the agency and the overload of cases causing high employee turnover due to burnout. The agency went through some changes around June 2022 shifting the interviews from being appointment only to OnDemand. The workers who have been with the agency for years felt as if they did not have a say in what was best for the company. Many eligible to retire did just that, but those who were not able to retire suffered. The days were long, and

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management seemed to focus more on rolling out the new program than listening to the customers and the workers. The interview line was supposed to be in service from 8:00 AM to 2:00 PM. Most people who worked in the office had no buffering time between arriving at work and getting on the phone. The calls were back-to-back. The customer's hold time was between hours to be transferred to an analyst. Every day at 2 pm there were still people holding to be interviewed. The calls did not stop at 2 PM as planned, when the queue is backed up the analyst must work the queue down. So, at 2 pm if the queue still has 200 callers the workers are stuck in the queue until the last call has been taken. This has been taken up to 4:30 PM which is the time the agency closes. Once they realized that most of the workers would not have chosen to go to the interview line and many quit due to the changes, they had a shortage of skilled workers. The agency hired about 300-400 people from December 2022 to April 2023 to staff the interview line as well as the child welfare side of the business. The problem that occurred was that the policy and computer training were not enough to prepare the new workers for what they would be doing when they went to the interview line. Many of the new workers could not keep up with the workload so some were terminated after the 6-month mark, and some were quitting because once they went to the interview line, they felt like the agency did not support them. They were just thrown into the interview line, and it was sink or swim. Opportunities As said above opportunities are things that can benefit the business that are external to the business. Opportunities for FSS could be policy changes that come from new laws being made. It could be new governors that implement new programs. Also, technological changes. An example of new policies or government officials being installed could mean expansions such as new income limits, enhanced benefits for diverse groups, higher pay rates for workers, and new benefits for employees. Many new governors produce ideas of expansion to existing programs by adding distinct functions or programs.

They can also introduce new bills that will increase funding for programs. The governor this year increased state worker's minimum wage from $ 7.25 to 10.00 per hour. As technology advances FSS will have the opportunity to grow technology-wise. Many businesses are using AI (Artificial intelligence) technology to make things easier for workers and even cut out the need for some. AI technology can further advance the agency by helping keep error rates down by checking over workers' work. It would benefit the agency to even go to AI front desk workers. Nowadays front desk workers must stay polite and keep a cool mind even though the clients are rude. AI front desk workers will cut down on the harassment and assault that front desk workers put up with daily. Many offices have security guards because of the blatant hostility workers can be met with. T hreats Threats are external influences that can disrupt the balance of power of a business or organization. Threats also can knock off the flow of a business. With FSS natural disasters can disrupt the regular flow of operations. Two threats to FSS can be natural disasters and new government administrations. FSS of Louisiana is involved in the emergency response when any natural disasters occur such as hurricanes, fire, winter advisories, and even pandemics. So natural disasters and emergencies can be threats to FSS. FSS tries to plan for serious issues. Since Louisiana is used to hurricane season, they tend to be overly prepared for that situation at least since 2005 Hurricane Katrina. One situation they were not prepared for was the COVID-19 Pandemic. At this point, the governor deems a specific area to be in a state of emergency, regular operations cease, and emergency functions take over. Those emergency functions are shelter and disaster food voucher programs. Shelter workers are to drop everything and report to their assigned shelter to help set up and man the shelter during natural disasters until all displaced people are gone. The second function is to provide food vouchers to those displaced workers or people in the affected area. For FSS this means

that workers on emergency response cannot complete any regular applications so applications for the regular programs get backed up as the emergency response continues. This increases the stress levels of the workers left in the office and when workers return, they are stressed because most of the time while they are out no one has touched the applications that came in while they were gone. Just like new governmental officials can present new opportunities they can also present threats. Anytime a new administration takes over there are changes that can be good or bad for diverse groups. When Jindal was the governor FSS of Louisiana workers did not receive any raises from 2008 to 2016. Louisiana workers were getting paid way less than other states. Then when John Bell Edwards took office, the yearly raises were reinstated, and the pay structure was redone to encourage more people to apply since there had been a shortage of workers due to low pay. Now since the recent election, many state departments are feeling uneased because they do not know what will happen. Will budgets be cut in certain departments? Will there be a hiring freeze? Will there be layoffs? Will we still get the yearly cost of living raises? Competitive Advantage Competitive advantage is a group of factors that describes a business or organization's ability to surpass its competition or be more successful than its competitors (Thompson, 2022). Competitive advantage is just a group of characteristics that set the business apart from others. Something unique to the company that customers value more (Thompson, 2022). Being that FSS of Louisiana is in the public sector and not a private company. FSS relies on federal dollars from FNS, which is the USDA Food and Nutrition Service. The customers do not pay for any services or products from us. FSS of Louisiana gives clients the benefit of going out into the community and purchasing the necessary food and goods they need. FSS of Louisiana is the only food voucher service and cash assistance program of its caliber in the state. Other programs may provide short-term

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assistance along with recommending our program to the community and provide them with assistance with applying. The FSS of Louisiana food voucher program provides nine times more food to people than the food banks, pantries, and local charities. The Second competitive advantage is that the FSS of Louisiana food voucher program enables clients to have more control over their diets. They can choose what to buy. Food pantries/banks tend to have certain types of food from overstocks bought out by the government from farmers, food donated through food drives, and food donated from local businesses. So FSS of Louisiana has a competitive advantage over its competitors in that it is a governmental agency, has more funding, and allows clients to control their diets more. Also, parents enrolled in the cash assistance program must work or go to school. The requirements of the cash assistance program help clients graduate from receiving welfare to being independent. International Markets FSS of Louisiana is a nonprofit governmental agency within Louisiana. The agency only accepts Louisiana residents into its programs. Currently, the agency does not do any business outside of the state. Companies may look to expand outside their domestic markets to gain more customers, lower costs, or access resources and capabilities that do not present themselves in the company's present market (Thompson, 2022). FSS of Louisiana can only service Louisiana residents, but outsourcing some elements of the business may prove to be cost-effective. FSS of Louisiana has a contract with a call center that operates out of Florida. If Louisiana discontinued its contract with the Florida company and outsourced the call center to another country in Asia such as India or the Philippines that has lower wages. The contract between FSS of Louisiana and the call center can negotiate a much lower price point because workers are paid less and that will save FSS less money. Also, another international move could be outsourcing our food voucher cards. Right now, the cards are being printed in Texas

and sent to clients in Louisiana. If cards came from a company in China it may be less expensive to print, there and get shipped here. FSS of Louisiana could go the route of outsourcing the call center and our food voucher cards, but it will be recommended that outsourcing will create more problems and will be a disservice to our clients. Outsourcing the call center will make the quality of customer service go down. There will be language and accent barriers that will make outsourcing an issue. Also, the issue of time, the call center and Louisiana would be working in opposite time zones which will make communicating at a proper hour difficult. Outsourcing cards to another country will create shipping issues, whereas the weight of the freight of the cards will not be expensive. The timing of the mailing of the cards will be a hassle. FSS of Louisiana sends cards to clients in dire need. Cards usually reach them within 3-5 business days. If outsourced, the cards will take at least 2 weeks to make to the client promptly. USDA Food and Nutrition Service (FNS) requires our expedited clients to receive their benefits within 7 days of their application date. Outsourcing the cards would cause the FSS of Louisiana not to be within those important federal program guidelines. Diversification Strategy A diversification strategy is used to increase market share or go to entirely new markets by offering more goods and services to an entirely different customer base (Thompson, 2022). This will allow the company to grow. Diversifying helps companies or organizations spread investments across multiple projects to mitigate risk, beat their competitors to the market where there is a need, and increase profits. As said above FSS of Louisiana is a nonprofit governmental agency so increasing profit will not be the reason for diversification. If FSS of Louisiana decides to diversify, it will be to expand services to our clients. Currently, FSS of Louisiana operates over 40 offices throughout Louisiana parishes. Some

smaller offices were closed and merged into more populated areas due to the small population of the small towns the offices used to operate in. Many clients of those parishes complain sometimes about not having offices in their area where they can go in and speak to caseworkers, make copies of verifications requested, submit verifications, or get help filling out applications. Louisiana still has many rural areas where public transportation is unavailable, and many do not have the transportation to travel to an area with an office. One way FSS of Louisiana can diversify is to offer a virtual office via kiosks in small areas with no office. These can be put in community partner offices such as the Council on Aging, schools, or post offices. This will keep the agency from paying for a full building and hiring workers to staff the building. Kiosks can use AI (Artificial Intelligence technology) analysts to greet customers and take care of simple tasks such as directing clients how to make copies of documents or doing change reports like updated telephone numbers and addresses. The kiosk can have copiers and instant upload software so documents can be copied and uploaded to the system. A. I analyst can also make filling out the application easier by allowing the user to speak commands and the A. I. can fill out the application using the information gathered from the user answering questions through voice commands. The Second way FSS of Louisiana can diversify is to add a new program to its program offering. FSS already handles child welfare programs such as foster care, adoption, and child protection. In addition, FSS is over the economic stability programs which include food voucher programs and cash assistance programs. FSS can offer a special program geared to helping young adults ages 18-25 with no dependents Ethical Consideration

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Corporate Responsibilities are important to FSS. FSS of Louisiana intends to hold itself, stakeholders, and employees accountable. We want our organization to be known for our constant steps toward lowering our carbon footprint and retaining our workforce. In the past FSS of Louisiana formerly used printed paper food vouchers to issue to its clients. Once spent it used to be destroyed by burning. Burning paper, plastic, and other materials wreak havoc on our ozone layer. Since 2006, the FSS of Louisiana has issued vouchers as electronic cards. This enables benefits to be issued to the same card every month. This cut down on the number of trees that had to be cut to be made into paper vouchers. Also, since most applications are received digitally now Louisiana is primarily paperless. FSS of Louisiana cares about the environment and wants to continue moving toward our paperless goals. As more of our clients start using electronic devices such as smartphones for updates on their case FSS of Louisiana will continue to make moves to go paperless to save the trees by doing electronic notifications instead of sending paper mail. Eventually, the need for plastic cards will also go down due to the invention of digital wallets. We are moving towards partnering with digital wallet apps such as Google Pay or Walmart Pay so the need for a physical card will be obsolete. Also, since the COVID-19 crisis we have constantly been moving towards being a flexible workplace for our employees. Our employees will continue to have FLEX time to be able to manage their work-life balance. Whether a person is not a morning person or if the person has some medical issues and needs the mornings for doctor's appointments. We want to be known as a good employer with great benefits. We want our employees to want to work for us without having the pressure of choosing between family, health, or work. During COVID the agency was amongst the essential workers still working. FSS of Louisiana offices were empty but the work went on from each person’s home. Since we have been able to go back to 1000% capacity in our building some have had the opportunity to work fully remotely or come to

the office once a week. We believe that since we have fewer people coming to work daily, we have fewer people on the road. This saves our workers money on gas, but it also saves some from contributing to the carbon footprint. Planned Execution Strategy FSS will be making certain moves to enhance our success with the new strategy. The new strategy will be executed by addressing these ten principles discussed below. Staffing the Organization FSS of Louisiana's new strategic plan will handle personnel and staffing matters through human resources. Human resources will be searching for managers capable of thinking outside the box. We want a transformational culture, so we need transformational leaders to manage. We already have one manager per office, but to balance out the number of supervisors and analysts per manager we will add a second manager to decrease the number of administrative duties placed upon a manager at any given time. This will create a promotion opportunity for those supervisors who have been with the agency for a while and desire to move up. It will also create a vacancy for a supervisor role. Also, we want each team to feel like a family unit so there will be no more than 10 analysts per team. We want supervisors to be able to spend time cultivating their relationships with their analysts and helping them develop the skills needed to do the job. We feel that being inspirational and transformative towards lower-level employees will enhance performance because the mission, values, and goals of the organization are a part of their everyday work life. While a degree is not required for the job: interpersonal skills, emotional intelligence, strong mathematics skills, technical writing, effective communication skills, time management, and good analytical

skills are required for all roles. To make sure the agency does not waste time and money training individuals who will not be a good fit we seek to develop a series of tests like the civil service, but not as intense and computer-based. The measures will give human resources the idea of who has the skills needed to be productive. Resources and Organizational Capabilities FSS of Louisiana will be investing in training for all roles. We want to ensure all employees have a knowledge base on policy and procedures. The more employees know about the programs the more the error rates will go down. Error rates cost the agency money. Saving money from errors will enhance employee relations and benefits. Organizational structure FSS of Louisiana will be maintaining and improving its current structure which is like a functional structure. Right now, we have an Executive Team which consists of the CEO and all the department heads. FSS has several offices which will each have a program manager, office managers, supervisors, specialists, consultants, analysts, and clerical staff. Each department head oversees their function such as the food voucher program, the cash assistance program, child welfare, child protection, and disability determination. Allocating Resources As we save more money from fewer errors part of the budget will be reallocated toward purchasing new equipment, systems, innovative programs, and employee development. We will test the current budget by evaluating programs and initiatives money is spent on to see if it works. We will discontinue or cut the budget of any initiatives that do not yield value to our clients. For example, the interview line wait time was too long, call volume was high, and many clients wanted to go back to having a designated time for their interviews. With the interview line, the client would have to call and wait between 45 minutes to 2 hours.

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When clients have scheduled interviews, they are called at their designated time and date for their interview, with no wait time. Since the on-demand interview line is not pleasing clients, we should leave it in place as an option for missed interviews but decrease the number of staff that staff the line. Also, there should be a cut in the hours that they can call in and direct those excess funds toward other initiatives. We want our organization to flourish for years to come, which means we need to budget for our current programs and put money aside for any new initiatives, supplies, and staffing. Each has its fund to pull from. Policies and Procedures The policies and procedures in place already are tailored to the programs offered here in Louisiana. We would like to learn more about similar organizations in other states that have similar programs and see what works for them. Our policies and procedures are also governed by legislation and federal laws so it is very little we can do immediately to change them. We can lobby to change some laws that are not in the best interest of our clients. We will be giving guidance from the top down meaning management will set the example regarding how things need to the handled and how things should be. We will also use human resources and management to enforce policies and procedures consistently. Management is also responsible for creating the productive work environment and culture that is needed to produce good strategy execution. Adopting business management process We will be adopting a business management process like the old one. The old management process uses total quality management processes to help execute strategy efficiently. We would like management to go through intense managerial training. Not just learning business processes but also learning skills such as emotional intelligence and how to self-regulate. Information and Operating Systems

FSS of Louisiana will invest in getting systems built to execute our strategic plan and mission. We will have dashboards that provide us with an overview of all the data needed to complete day-to-day tasks tailored to each unit. We will streamline the application process as mentioned above with A. I have technological assistants that will aid customers by reading the application to the vision impaired and helping them complete the form with voice commands. We will work on using bots to automatically process applications of 1 person households with zero income or SSI income only. This will help analysts by cutting the application processing time down and narrowing down the number of clients that need interviews to be certified for benefits. FSS of Louisiana just got new computers this year so we will continue to update computer systems every 3-4 years. Our IT department will keep our computers running smoothly by doing maintenance on our computers weekly as well as sending auto-updates to systems when updates are needed. We recently piloted a document-uploading app for clients to send in verifications needed to process their cases. We will continue to monitor this app and do de-bugging when any issues come up. Rewards To secure success when executing a new strategy, employees must understand the rewards for getting it right. Both monetary and non-monetary rewards are powerful tools in gaining employee buy-in into the strategic plan. FSS of Louisiana seeks to improve employee performance and satisfaction to retain its employees through a new rewards program. We want to make our employees feel appreciated and recognized and not just one week out of a year. We want to implement Employee of the Month in each region to not only give recognition but also provide other personnel with an example of FSS of Louisiana’s expectations. Another reward system we would like to implement is a mentorship program that will help lower-level employees who have outstanding performance to train for management positions before any other positions come up. We will call the program NEXT in LINE. Our employees will be well paid and have their current benefits, but we would like to add milestone incentives for years of services in increments of 5.

For the 5 th year of service, employees can receive a week of paid vacation not coming out of their PTO and this can increase by a week per 5-year increments. We would also provide that employee with a gift card to support them while on their vacation. Corporate Culture FSS culture over the years has been an all-work no no-play type of culture. Everyone says good morning at the top of the morning and gets to their cubicles or offices. Most of the employees are overloaded with work and they do not take breaks to stop and exchange any other pleasantries. Teams are not teams. Due to the implementation of remote work and telework, most members do not even know their team members. The new plan is to make sure all employees, stakeholders, and even our clients know our mission, core values, and goals. By law, we are mandated reporters for abuse, neglect, and fraud so being honest, trustworthy, and having integrity are necessary for all employees. We seek to change our corporate culture to not only be a strong agency with excellent work ethics, but we also want to be a stress-free type of environment. Many employees cite that the workplace has been a point of stress for them. We want our employees to feel free as they do their jobs, so we want to implement multiple time outs during the day as well as paid mental health days and stress leave. We also want to have quiet rooms and yoga rooms so employees can de-stress throughout the day. We want our employees to remain healthy and productive. Leading the execution Top management and department heads will lead the charge for this new plan by monitoring operation processes closely. Management is to be hands-on in the field by using the walk-through method which enables them to speak directly with clients, lower-level management, and employees regarding any arising issues or new ideas to use. They will quickly be devising contingency plans for any bugs in the processes. Also, motivation for strategy execution will flow down through upper management to lower-level

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employees. Training and meetings will be mandatory for employees to attend to learn new skills to improve their chances of meeting the agency’s targeted goals. ROI (Return on Investments) and Cost Benefit Analysis Return on investments or ROI is what a business or organization gets in return for them operating the business. Simply put, it is the money spent or invested in the business in total divided by revenue/money made from the business (Thompson, 2022). With FSS of Louisiana, there is no ROI, because all the funding for the organization comes from the federal and state governments. FSS of Louisiana does not sell any goods or provide any services that require payments from the clients. FSS of Louisiana provides services at no cost to the clients, we make no profits. So, the ROI percent for FSS of Louisiana is -20%. Cost-benefit analysis of the innovative programs will be the satisfaction of our clients and employees. These cost-benefits are an increased number of clients, increased satisfaction of customers, better brand awareness, increased employee satisfaction, fewer employees leaving the agency, lower error rates, and more funding from state and federal governments. Conclusion In conclusion, FSS of Louisiana is striving to have more brand awareness amongst its Louisiana residents. We seek to provide services to help people out in trying times. We want to help people out of poverty by providing food vouchers for food and cash assistance for basic needs while they apply for jobs or get the training necessary to obtain better jobs. We are focused on streamlining our application and interviewing process by implementing AI technology as well as having professionally trained individuals to handle their case management needs. FSS of Louisiana SWOT analysis was done to discover strengths and weaknesses as well as threats and opportunities. We do not recommend that moving towards

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international markets is the best thing for this agency. The agency deals with daily deadlines and sensitive information we do not trust outside entities with. Moving towards automation may be more effective. Automation will give clients aid in filling out applications and save analysts time when processing applications by having some information prefilled. We plan to continue to train and build and secure systems to mitigate risk threats such as disasters and data breaches. Our execution strategy is to hire more, promote within, train effectively, build systems, and have a winning corporate culture. We will continue to expect our ROI's to be in the negative due to the type of agency we are however we do intend to have cost benefits such as employee and client satisfaction increases for years to come.

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References Thompson, A. A. (2022). Crafting and executing strategy: The Quest for Competitive Advantage: Concepts and Cases .

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C 209 Task 2.edited

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