2023 - 2026 Strategic Plan

Florida Agencies Serving the Blind Strategic Plan January 2023 – December 2026

To provide state-of-the-art professional vision rehabilitation services to enhance the quality of individuals to blind, visually impaired, and deaf-blind persons.

Goal 1: Fiscal and Operational - Ensure fiscal viability of the organization

Strategy A: Develop a balanced annual budget 

Tactic 1:  Involve the finance committee in the evaluation of all fiscal responsibilities. 

Tactic 2: Provide a realistic budget that consider cost savings and additions related to programming. 

Tactic 3: Evaluate expenses semi-annually. 

Tactic 4: Maintain dues at current level and provide for increases based upon economy and environment.

Strategy B: Review and update fiscal and operational policies 

 Tactic 1: Evaluate the major events, dues structure or other fundraising events to ensure revenue is consistent with operational needs. 

Tactic 2: Plan and executed events that is responsive to the advocacy needs of the agencies. 

Tactic 3: Review and prepare for investment planning to ensure all appropriate fiscal opportunities are leveraged.

Strategy C. Update governance policies 

Tactic 1: Revise BOD member agreement, conflict of interest, and confidentiality. 

Tactic 2: Create committee purpose statements and job descriptions.

Tactic 3: Florida Agencies Serving the Blind is a consortium leader among the states in securing funding, insurance, and service deliverables.

Tactic 4: Evaluation Board diversification.

Goal 2: Internal – Build a stronger coalition of members

Strategy A: Grow resources to strengthen agency operations

Tactic 1: Provide/pursue resources to help members diversify fundraising to build the necessary capacity to serve blind Floridians (i.e. includes license plates/check offs, special event idea sharing, grant opportunities, select partnerships).

Tactic 2: Identify and offer training and support needs among members.

Tactic 3: Develop and implement effective collaboration opportunities among members (i.e. idea sharing among departments, staff sharing, group class sharing). 

Strategy B: Provide opportunities for ASB members to interact and support each other

Tactic 1: Ensure that certified staff is being seen as experts in the field. 

Tactic 2: Explore developing regional networks among the agencies.

Tactic 3: Develop cross-collaboration teams to ensure that best practices are shared among members.

Strategy C: Develop smart, efficient partnerships that serve as a model for other agencies nationwide

Tactic 1: Develop opportunities to connect with key stakeholders and educate them on available services. 

Tactic 2: Leverage technology to capitalize on collaboration opportunities.

Goal 3: External – Become a stronger advocate for its members.

Strategy A: Maximize contractual opportunities 

Tactic 1: Secure fair, client-centric DBS contracts to meet the unique and growing needs of Blind Floridians. 

Tactic 2: Establish/solidly FASB’s position as the vision rehab experts.

Tactic 3:  Standardize interpretations of DBS contracts among districts to enhance members’ capacity to serve blind Floridians (i.e. without taking away beneficial interpretations and imposing hardships). 

Tactic 4: Secure increase in DBS contracts.

Strategy B: Become SME for the state of Florida in providing vision rehab services

Tactic 1: Evaluating quality of service

Tactic 2: Develop program manual to govern how services are provided

Tactic 3: Establish a centralized satisfaction survey process for clients. 

Tactic 4: Achieve designation from State of Florida as SME.

Strategy C: Partner with other state agencies and organizations to promote leadership development

Tactic 1: Establish and implement a training program on sensitivity and infantilization. 

Tactic 2: Enhance workforce training for clients.

Tactic 3: Develop a one-day workshop that brings all stakeholder agencies together to develop a cohesive system of care for clients.