In this Issue:

Message from the President

Pelican Rapids: Small Town, Global Village

Achieving Dreams and Getting Off Welfare for Good

Process Improvement Becomes a Priority at LSS

Donor Group Sees the Impact of LSS Renaissance Program

Phillips Park Building Program Continues

Budget Cuts Force LSS to Close Safe House in St. Paul

2003 Sponsor A Family

Around the State

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Message from the President

Dear Friends of LSS,

The budget decisions made by the Governor and legislature mean bad things for some vulnerable people. Fewer people will be served. There's no getting around that. At LSS, we're committed to serving people in trouble, and we're working to assure that our mission of service continues to extend throughout the State to persons young and old.

We are, of course, seeking greater philanthropic support for our mission. Early indications suggest that some of our threatened services will be successfully supported, at least for now, by new support! That's really very good news.

We're also moving ahead with new ideas and new methods of care to help more people.

Part of our organization's five-year plan, from 2001-2005, includes process improvement initiatives that allow us to continue to raise the bar of quality without raising the cost of serving others. Our plan is to do more, without spending more. This issue of Changing Lives points to some of the process improvements we have identified for this five-year period. Some are complete, others under way. Regardless of status, they are improvements that allow us to serve more people more effectively. You will see from the examples provided that, where possible, LSS has cut the costs of providing service so that the savings realized can be spent on helping others.

Those who partner with LSS to provide services are interested in the results of our work with those we serve. So are we. We are mission-driven. For us that means that we're also results-driven. Minnesota Counties, too, are seeking greater results without greater costs. You will see this demonstrated in our story about the Minnesota Family Investment Program, the program often called "Welfare to Work." This story is one example of how our counties set performance standards and how the social work teams work to achieve them.

While the quality bar is being raised outside and inside LSS, you will be gratified to know that LSS is often on the leading edge in these initiatives. And that's why we cannot take a step backward, now that financial resources have become less available. We are hoping that our own process improvements and results-driven approaches to performing our work will win additional support of our social service partners. Moreover, I believe that LSS' quality orientation and stewardship of resources will generate further support from our faithful donors, as well as new ones.

Thanks for your energetic support in our ministry of service.

Sincerely,

Mark A. Peterson

     

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