The word ventures is replaced by initiatives. Collaborative initiatives is the term more often used in social services.

Transcription

1 Lutheran Services of Georgia Strategic Plan Goals and Objectives Goal 1: Provide high quality services and programs that meet the needs of individuals and families Objective #1: Develop at least two collaborative initiatives annually that support the delivery of services and programs to the populations that we serve. The word ventures is replaced by initiatives. Collaborative initiatives is the term more often used in social services. Objective # 2: Create key performance indicators related to program impact, FIN, performance and compliance, and report quarterly. The rationale to revise is the focus on developing internal infrastructure that will meet the needs of LSG (Board, Development, Programs, Staff, and Finance). By focusing on LSG policy, contract deliverables, individual/families served needs, staff actions that led to growth, compliances, and impact we can develop a culture that will meet the Goal. Delegated to Director of Operations

2 Goal 2: Create awareness of our name and mission throughout Georgia. Objective #1: Develop a Media Plan that will increase visibility of all LSG programs, services, and initiatives through traditional, and social media impressions. The New Objective #1 requires that a strategy be built which will encompass all areas of marketing and communications. Former Objectives are redundant. Delegated to the VP of Development Goal 3: Increase revenue by at least 3% annually in order to carry out our mission. Objective #1: Staff the fundraising function adequately to acquire the resources needed to carry out the mission, with established metrics for the fund acquisition program. Goal Met/Completed 1/1/16 Objective #2: to research merger and acquisition opportunities, and meet with possible candidates/engage in at least two conversations annually.

3 Objective #3: Create & implement a Grants & Contracts strategy that provides consistent and adequate funding from private foundations and government funders to support LSG general operating and program expenses by the end of 2016 FY Objective #4: Create & implement a direct mail/appeal strategy that will grow the LSG individual donor database by the end of VP of Programs Dir. Of Grants/Contracts Objective #5: Create and implement a Campaign designed specifically to raise funding for an operating reserve during FY Board VP of Development Campaign Committee Members Objective #6: VP of Programs and Program Directors will collaborate with Development to identify at least one new source of revenue for each of the program departments annually beginning with FY The New Objective #6 moves responsibility for the objective to senior management to allow program managers and staff to focus on providing services. VP of Development

4 Objective #7: Increase program revenue by strengthening capacity of existing programs, expanding existing programs to new locations, and/or developing new types of services including but not limited to fee-based services. The new Objective #7 provides a wider range of viable options for increasing revenue. Goal 4: Create and maintain organizational protocols that allow us to function in the most efficient and effective manner. Objective #1: Streamline and automate new-hire process, onboarding process and performance reviews. Delegated to Director of HR Objective #2: Develop a formalized employee compensation program by the end of fiscal year LSG had a compensation study completed in FY2015. This study will be used to develop policy and procedures for a cost neutral formal compensation plan. Delegated to Director of HR Objective #3: Maintain a board of 20 members with defined expectations and active involvement in strategic oversight Board

5 Objective #4: The organization will have an operating reserve fund equal to $1 million by the end of fiscal year 2018 Objective #5: Every program or project will have a logic model completed by the end of FY The New Objective #5 adds a logic model to be completed prior to a business plan. A logic model is the most appropriate tool for designing and managing social service programs or projects. It provides a clear vision, steps for implementation and a means to monitor processes to ensure the most efficient and effective functioning of the program or project. Delegated to VP of Program Objective #6: Every program or project will have a business plan/model completed by the end of FY Changing number of the objective and the fiscal year Delegated to VP of Program Objective #7: Provide real-time information regarding revenue so decisions can be reached in a timely manner. Through supplemental information or by MIP import file, LSG needs financial information to provide an early warning in regards to revenue. Delegated to Director of Operations Objective #8: System Design Process Developed a standardized process for developing and implementing new systems. Goal Met: Completed 5/2015