2008 Directors Report
2008 A Year of Building
The past few years have all been years been ﬁlled with change. Three years
ago we were an organization in crisis that was reeling from a change in
funding strategy and the failing health of the founder. In 2007 we began to
address the areas of organizational weakness. In 2008 the organization
worked to get in position for a strategic overhaul. The past year has been a
year of steady growth with a clear focus on building a strong foundation.
The key areas of focus centered in four areas 1. Board Development 2.
Human resources 3. Fund Development 4. Program Development. The
purpose of this report it to review the progress we have made to this point
and to look at how this journey has positioned the organization to continue
One of the key moves that Lighthouse made was to invest in our Board with the services of BVU.
The board consulting at the end of 07 got 2008 oﬀ to a great start. We have seen some big changes
in the make up and the function of our board.
In 2008 the Lighthouse board formed four committees to lead the work of the board. Finance,
Development, Board Performance, and Strategic Planning were the key focus areas with a board
recruiting and human resource group that took on speciﬁc projects.
A long term commitment to better reﬂect the community we serve was implemented. With a
special focus on getting leadership in the form of board members that live in the community and
have a better cultural perspective. We will continue to value diversity and embrace it as a necessary
core principle that will drive us toward the future and strengthen our commitment to the mission
A series of performance measures were established and monitored for the work of the board.
The board conducted a “retreat” to evaluate where we are and where we are going and how we are
going to go about getting “there”.
One of the key problems for years has been a single
staﬀ, on man approach to everything. It was clear
that there needed to be more help in the way of paid
staﬀ if Lighthouse was going to grow. In 2008 we
moved from 2 people on payroll, to 9 permanent staﬀ
and 12 summer program staﬀ.
In order to hire new staﬀ a HR policy and procedure
manual had to be implemented. The board enlisted
the help of Paychex HR services to carry out these
Another key concern with adding new staﬀ was the
sophistication of our payroll procedures. Again
Lighthouse turned to Paychex to carry out this
In order to monitor the continue program growth for
Lighthouse, we have hired our ﬁrst support staﬀ.
Bonnie is our new oﬃce/operations manager.
Bringing her on board will allow us to handle the
details in the same care and passion we do our
Our budget seems to double every other year. With
these new resources come a greater need for sound
ﬁnancial principles. Our board has committed to
transparency, accuracy, and accountability in our
ﬁnancial practices. We want to model best practices
in these areas.
In order to better leverage our history and the
relationships in the community to do the most good,
we have committed to a constant process of planning
and evaluating the work we do by gathering the voice
of the community.
In addition to our long standing programs,
Lighthouse launched two new summer programs in
This program was funded via the GOFBCI to address
the issues surrounding childhood hunger. The
program combined three components to help
students. Feeding, math and reading tutoring, and
physical and social education. We saw our kids
increase 21% in reading comprehension.
This program was designed to bridge the gap between
suburban and urban youth by creating an intense
“reality tv” type experience that simulated poverty.
We taught young people about social justice issues
and served the community with service projects that
made a big impact.
Keeps plugging along, averaging 1200 kids a week.
This year was special in we committed to serve
burgers every week possible. We also worked to
develop a leadership team approach.
Tough year as food is getting hard to come by. The
key donor has informed us that they will no longer be
able to supply our delivery. We do need to work to
address some of these issues.
The team is growing as more kids are looking for
things to do. We have a new coaching staﬀ that is
committed to bringing the program up to it’s
In 2008 we had CCF funding to cover the cost of a fund development consultant. They have
developed a development plan that has strategies for multiple funding streams. We have been able
to implement several of these strategies while working to add more in 2009.
We have gone from $0 in grants in our entire 28 years to over $100,000 this year. The expectations
of the future are bright as we learn how to plan, manage, and report our funding resources. The
ﬁnance systems and staﬀ will allow this growth to continue into the future.
We are working to change the face of how we interact with donors. It is very improtant that we
value them as stakeholders and do everything in our power to include them as part of the team.
In order to better communicate out mission, vision, and work we have started a pr campaign that
will include printed materials and packets. This will also include a bi-monthly newsletter and other
In order to maximize our communication and in order to stay connected in a technology age,
Lighthouse has invested time and money to develop a web presence. This will continue to be a key
priority for the future.
In 2008 Lighthouse made a concerted eﬀort to be
more involved in community activities. We were
involved in several projects that were lead by
community partners. We were also committed to
involve partners in our program activities.
Victory and Scranton Road served as our two summer
tutoring and food program sites. Both of these
partners will be involved in future projects.
Lighthouse partnered with Burton Bell Car
Development Inc. to work on the Colfax Ave. model
block project. Together we were able to strengthen a
key block by providing some major repairs to 12
houses on the street. We have partnered since and
have plans for future partnerships.
Councilwoman Phyllis Cleveland is a friend and
partner of Lighthouse inc. She has made sure that
momentum is not lost so that some key projects were
able to continue. She has the pulse of our community.
The Governors oﬃce partnered with us to start two
tutoring sites in the summer span program. The goal
was to tackle issues surrounding children's hunger.
Lighthouse is CMHA’s longest standing resident
services partnership. The original public housing
authority works with us to make sure we are able to
meet resident needs.
Community partners Cleveland City Stars Coats for Kids
PAC LaShaunda Lee Scranton Rd. CDC
Project Access Men of Central Adopt a School Network
Central Weed and Seed Burton Bell Carr Dev. Inc. Greater Cleveland YFC
Neighborhood Leadership Inst. The City Mission
Lonnie Burton Rec. Vocational Guidance Services
Social Service Partners Cleveland Foodbank Children’s Hunger Alliance
CMHA VGS Winner’s Inﬂuence
City of Cleveland Parks and Rec. Community Care Network
Partner Churches Rich Hts. Christian Assembly Wooster Naz
Christ the King Bethany Baptist Cornerstone
Bed Naz Grace CMA Crossroads CCU
Victory CMA Encounter
Scranton Rd. Bible Church Crestline Naz
Political Partners Ohio Department Of Ed. Div of Parks and Rec.
Councilwoman Cleveland Cleveland Muni Schools East Tech H.S.
Gov. Strickland Progressive Action Council
Corporate Partners Burger King Jenne Distributers
Keefe Supply group Payless Shoes Down the Way
Hadrian Darko Group Inc. Bob Evans
Key Outcomes of 2008
The key word coming out of 2008 was excellence. We are committed to doing every aspect of our
work with excellence, with a constant pursuit of ﬁnding the best way to do what we do. We are
focusing on getting our foundations strong so that we can grow in 2010. We have always been a
ministry that had the heart right, but we will no longer sacriﬁce any aspect of our work, for any
reason. We will do better...
We have seen two key areas where this has taken hold. The division of Leadership from director to
the board. The shared leadership is much stronger, much eﬀort is being invested in seeing a strong
board providing strong governance. Interdependence, Empowerment and accountability are the legs
we are building our team on. We have also worked to build a team of staﬀ both paid and volunteer.
We will do anything we can together with partners, and only do what we must on our own.
This will be a value that we model and we will gain strength from this core guiding principle.
We will listen to the community and work for the change that leads to an empowered and equipped
community. We will be in a constant state of learning and planning and evaluating.
Together we can see His Kingdom Come...
Here we come...
The future is now
In 2009 we will not grow outward, but will focus on
systems excellence. We have a staﬀ for the ﬁrst time
in our organizations history, this will require great
deal of work to bring the team together. We will work
on perfecting what we have in place and continue to
gather info and create a plan for 2010. Working
toward excellence in everything.
Both the systems of how we
handle and report our money as
well as the process that we use
to set and monitor budgets will
be scrutinized. We will work
with the Bean Counters
consulting ﬁrm to address the
ﬁnancial foundation of the
We have been working so hard to grow and to move
away from our crisis mode of a few years ago. This
year we will reﬂect on what we have learned, and
focus on creating excellence and create a well
developed strategic plan for the future.
We will take a long look in the mirror for 2009.