LHS Highschool Building
2025 – 2028 Lutheran High strategic plan

I know the plans I have for you.

As faithful servants, we trust in God’s divine plan. As faithful stewards of His gifts, we collaboratively created a strategic plan to nurture and build upon the best of our school and culture and focus on prioritized areas of growth.

Five strategic priorities

The strategic plan is aligned to the core values of LHS and organized around five priorities.

Foster Faith.

Forge Minds.

Fulfill the Mission.

Priority 1 aligns strategic activity to the core value of Spiritual and Academic Growth.

Serve Others.

Glorify God.

Transform Culture.

Priority 2 aligns strategic activity to the core value of Servant Leadership.

Shape Character.   

Strengthen Purpose. 

Shine Christ. 

Priority 3 aligns strategic activtiy to the core value of Building Character and Purpose.

Know Jesus.   

Know Others. 

Be Known. 

Priority 4 aligns strategic activity to the core value of Authentic Relationships.

Plan Wisely.

Steward Faithfully.

Focus on the Future.

Priority 5 aligns strategic activity to steward the blessings God bestows on LHS.

What does this mean?

LHS is committed to nurturing the spiritual and academic growth of every student. Through Christ-centered teaching and relationships, students discover their God-given strengths, develop their intellect, and explore their purpose in Him. Our exceptional faculty and staff guide students while deepening their understanding of identity in Christ. In this environment, faith and learning thrive together, equipping students to serve, lead, and impact the world for the Gospel.

LHS cultivates a culture where Christ-like service is at the heart of all we do. Our traditions, practices, and policies are intentionally shaped to reflect the Gospel in action. We empower students and staff to lead with humility, care for one another, and uplift their communities. In doing so, LHS becomes a place where love, grace, and service define our identity and influence the world around us.

LHS is devoted to helping students understand their identity in Christ and the unique calling God has placed on their lives. We integrate Biblical values and discipleship into daily school life, fostering integrity, responsibility, and resilience. As students grow in character, they become equipped to live out their faith boldly and purposefully. LHS prepares them to influence the world with Christ-centered conviction and compassion.

LHS fosters a community where authentic relationships flourish—with Jesus, peers, faculty, families, and alumni. We intentionally build an environment where every individual feels seen, known, and loved. Through discipleship, collaboration, and shared experiences, students grow in their ability to connect deeply and live out their faith. These relationships become the foundation for meaningful growth and lifelong community in Christ.

LHS is dedicated to stewarding God’s gifts with vision and excellence. We manage financial resources, campus maintenance, and capital growth with transparency and foresight. Our commitment to strategic planning ensures sustainability, supports student success, and enhances the learning environment. Through faithful stewardship, LHS secures its mission today while preparing for a vibrant, Christ-centered future.

2026 – 2027 Action Items

  • By October 2026, finalize the “Profile of a Lutheran High School Graduate.” By May 2027, share the finalized profile with LHS stakeholders.
  • By December 2026, finalize the “Profile of a Lutheran High School Teacher.” By February 2027, review recruitment, hiring, and training processes to ensure alignment with this profile.

  • By May 2027, evaluate the tiered student support system, including peer tutoring, academic check-ins, and tailored lessons on developing academic habits, to assess effectiveness and identify next steps.

  • By June 2027, execute the Hearts and Hope mission trip to Uganda, building on the planning and staff coordination begun in 2025–2026.

  • By May 2027, achieve at least one-third (33%) of athletics teams participating in a community outreach or service project.

  • Beginning August 2026, deliver monthly Oikos small group topics focused on student and servant leadership, with the goal of each student identifying and completing an individual act of service within their own community (milieu) by May 2027.

  • By October 2026, assemble a Student Leadership Retreat planning team to design an annual retreat for all student leaders — including Oikos Leaders, club officers, team captains, worship leaders, and other campus leaders — and host the retreat by May 2027 to build Christ-centered character, servant leadership, and a shared vision for school culture.

  • By December 2026, finalize the goals, structure, and programming for the Junior Class Retreat in collaboration with the Student Life Team, Student Engagement Coordinator, and faculty, and host the retreat by May 2027 to strengthen relationships, reinforce LHS culture, and prepare students for senior leadership.

  • By May 2027, identify the goals, focus areas, and staff involvement for Freshman and Sophomore retreats as the next phase of the four-year retreat model that supports students’ growth in faith, community, leadership, and purpose throughout their time at LHS.

  • By October 2026, grow and enhance the Cougar CARE Group program with a documented plan for increasing healthy parental involvement, and assess participation growth by May 2027.

  • Beginning August 2026, utilize weekly Cougar Connect time for staff and class leaders to share class-specific information and connection points, strengthening engagement and involvement through May 2027.

  • Beginning August 2026, hold regular Power Hour spiritual growth opportunities (shared devotions) for faculty and staff, with participation and connection tracked through May 2027.

  • By May 2027, develop a long-range (10-year) facility master plan using completed facility assessments, and establish capital replacement and reserve funding strategies aligned with facility and infrastructure needs.

  • By December 2026, align strategic priorities with annual budget development and staffing decisions during the fall planning cycle.

  • By October 2026, align the projected impact of the new federal tax credit and the Missouri Scholars Program with enrollment, retention, and staffing benchmarks, and incorporate these funding streams into the 5-year financial forecast.

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