5-Year Strategic Plan Adopted

by LSF Board of Directors

Intent to Chart Course in Time of Economic Uncertainty

30 January 2009

By Thomas L. Weitzel
LSF Communications

A bold five-year Strategic Plan was adopted Jan. 23 by the Board of Directors of Lutheran Services Florida (LSF) that is intended to chart the course in this time of economic uncertainty.  While acknowledging the challenge of the times, the plan is committed to expansion and growth of ministries as populations that are served by LSF are also expanding as a result of the economic crisis.

"These times call for increased focus for the sake of our mission, and this plan will help LSF to do that," said LSF President and CEO Samuel Sipes.

The Strategic Plan for 2009-2014 boldly sets forth a goal of doubling the agency's service population to 65,000 and providing $100 million in services in ten years in an effort that will "not only force us to stretch our sense of what we can accomplish, [but] also serve to unite [our] organization around a single, common purpose."

The new five-year plan was developed in 2008 in a broad collaborative effort involving Board members, top management, program heads, LSF staff, and agency partners (donors, churches, other agencies, etc.).  The primary Strategic Planning Workgroup included 15 program managers and was headed by Sipes.

The plan reviews the organization's history, its mission, visions and values, its significant accomplishments, and its programs, and then lists the results of both internal and external research and assessment regarding trends for each program area, identifying both strengths and weaknesses.  A number of strategic themes emerged from this year long analysis.  These included:

• Recognizing that as we manage the challenges of the present day, we must also boldly look to the future in order to stay true to our mission.

• Developing a more unified agency-wide identity for a more unified and effective mission.

• Increasing our focus on coordinating and managing services.

• Leveraging community relationships, existing infrastructure and expertise for our growth.

• Exploring new options and ways of delivering services.

• Increasing our focus on developing programs that promote self sufficiency.

• Increasing the visibility and support of the agency among stakeholders.

• Increasing the recognition of the agency as an advocate for the needs of our clients.

From these strategic themes were developed the following goals for the organization for 2009-2014:

Child & Family Services. To expand services to promote healthy emotional, educational and physical development for children and healing in dysfunctional families, proactively responding to changing public policies and best practices.

Services to the Elderly and Disabled. To expand services to address the needs of vulnerable seniors and those of the infirmed and disabled in order to promote healthy, safe, and dignified living, proactively responding to changing public policies and best practices.

Services to the Disenfranchised and Marginalized. To promote self-sufficiency and dignity in living and employment for the homeless, the unemployed and the working poor and the safe and successful resettlement, societal integration and life advancement of refugees and immigrants through services that anticipate and respond to changes in public policy and best practice standards.

Disaster Response. To expand services that assist with restoring lives, homes and communities following a disaster by building and supporting congregational response teams and volunteers in Florida and by developing new partnerships in the southeast region of the U.S.

External Relations. To promote LSF's services to the vulnerable populations by expanding fund-raising efforts, by developing and diversifying the agency’s donor base, and by expanding the communication of the agency's work in such a way as to engage the public in both support for and knowledge of LSF's ministry.

Organization-wide Support Functions. To provide support systems that ensure LSF consistently meets or exceeds best practices and information technology needs, remains a good steward of resources, operates with a full compliment of trained, cross-trained and experienced employees, and has consistent quality in the programs and services.

Each goal area lists a number of strategic directions to make the goal more specific in each program area.

The LSF Strategic Plan closes with a section relating to new program opportunities that may arise during the period of the plan, setting forth the manner in which new opportunities will be assessed "for consistency with our mission, vision and values."

To read the full 27-page Strategic Plan for 2009-2014, click here.

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