Lighthouse of Broward County, Inc.

The Lighthouse of Broward (LHOB) is in the third year of a Strategic Plan 2013-2015 which established goals in 5 areas: Services, Finance, Development, Organizational Development and Marketing. These are tracked and reported monthly to the board of directors on a Dashboard. Goals achieved to date include formation of a Finance Committee to plan sustainability; implementation of Medicare billing; expansion of services to teens through full utilization of State funding; written operating procedures for billable services, fraud and abuse prevention, HIPAA compliance; implementation of revenue generating vocational evaluation testing site; achievement of initial funding for Whole Family Network program to ensure aging in place by older adult blind/visually impaired; on-line database for tracking client outcomes implementation recognized by CTK (database developer) for excellence; implemented a Development/Fundraising Dashboard for monthly board reporting. Ongoing tracking of goals in Marketing and Staff/Organizational training areas. A new 3 year Strategic Plan will be created in 2016. Maintenance and enhancement of the physical plant (building, parking and award-winning Sensory Garden) receives careful stewardship and planning.

The Lighthouse of Broward uses a variety of strategies to achieve and maintain progress on goals: 1. collaboration with Universities (NSU for College of Optometry-run Low Vision Clinic, FAU for development of a statistically valid client survey and collaboration with Stand Among Friends), and LHOB supports other colleges' social work/occupational therapy/teacher internships. 2. collaborative partnerships with numerous other non-profits through Broward Chamber of NonProfit Organizations, Aging and Disability Resource Center, Center for Independent Living of Broward, Center for Communication and Hearing, Assistive Living Facilities, Senior Centers, Broward County Public Schools, National Executive Service Corps, etc. 3. development of revenue generating activities through Medicare billing and Vocational testing; 4. development/maintenance of a high level, engaged Board of Directors; 5. involvement with local capacity-building organizations (Community Fdn of Broward, etc.) as well as Florida Association of Agencies Serving the Blind, and the national consortium VisionServe Alliance to obtain C-level training for top LHOB managers and promote policy and legislation that benefits or protects blind and visually impaired persons; 6. promotion of a strong alumni association that provides LHOB professional training scholarships; 7. data-driven program and financial decision-making and evaluation; 8. on-going support for professional growth of a professional staff resulting in extremely low turnover of direct service providers; 9. cultivation of new donors and appreciation of existing donors through communication, involvement and an annual recognition dinner Dining in the Dark; 10. a Mission-focused approach to every interaction with clients, families, donors, funders and other stakeholders.

LHOB's capabilities include a mortgage-free, well-maintained and attractive facility near downtown Ft. Lauderdale and public transportation; annually updated technology (hardware and software) that is accessible to people who are blind or visually impaired; a state of the art Low Vision Clinic operated by NSU College of Optometry; Florida Reading and Vision Technologies store on-site that stocks hundreds of adaptive aids and technologies from a broad range of national vendors for the blind/visually impaired; a dedicated professional staff with advanced degrees, and national certifications; excellent collaborative partnerships in Broward- and Florida-wide community; an endowment managed carefully by the board of directors; National Accreditation Council for Blind and Low Vision Services full-accreditation; support and input from consumers and other stakeholders that is provided in monthly meetings with management team.

The Lighthouse of Broward has made significant progress toward the goals of Strategic Plan 2013-2015. While achieving real financial sustainability is not realized, important components have been put in place. Other important areas of progress are the creation of a terrific professional team that is fairly compensated by national standards adjusted for the Broward economy, a client profile that is close to mirroring the demographics of Broward County, a strong board of directors with a good working relationship with the executive director, a top of the line technological infrastructure, efficient/safe/environmentally sensitive use of the physical plant.

LHOB is proud to announce the rollout of Phase II of Working Solutions that includes recruitment, placement and employment opportunities. LHOB has diligently created federal and private industry relationships that will create employment opportunities in the areas of light manufacturing, contract centers, and assistive technology website remediation.