1. Introduction to the Strategic Plan
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"The value in strategic planning lies more in the journey
than in the destination."
Phillip Blackerby
This Strategic Plan for 2004-2007 genuinely represents the views of the Foundation's members as well as those of the Board of Directors and senior management.
It reflects two extensive rounds of consultation, held successfully between June and November 2003. During that time the Foundation received 85 verbal or written submissions and the Acting Chief Executive and Board representatives held 31 roadshow forums right around the country.
The submissions were made by a wide cross-section of the blindness community. These included members, staff members, community committees, consumer organisations and volunteers. All submissions were independently analysed, summarised and presented to the Board.
This final plan has incorporated many of the ideas and priorities of those who responded. It contains five strategic goals, which are set out on page 10. Objectives, key activities and measures are then assigned to each goal. These goals link to the Foundation's vision where blind and vision-impaired people have the same opportunities and choices as other citizens to participate fully in society.
The plan reflects what we have been told is important. As an over-arching, big-picture document, it guides and directs rather than fixing particular projects to specific timeframes. Strategic planning is a continuous process, one that has to be sufficiently
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flexible to respond to changing circumstances. As with any strategic plan, this document draws on projects and plans already in progress and looks out beyond 2007 for the completion of others.
The plan takes into account the likely realities over the next three years. The Board has had to balance increasing demand for services against available resources. There are, at times, hard decisions to be made about prioritising services. The Foundation's membership is set to increase by between nine and 16 percent. It is not realistic to assume that revenue will necessarily match this rate of increase. An explanation for some of the challenges to increasing our income is given on page 29.
With the decision-making process complete, it is the annual business plans which will direct the Foundation's day-to-day operations. This document grounds the visions of the strategic plan and acts to turn those visions into reality.
We would like to acknowledge all those who took the time and effort to give their considered opinions about the future direction of the Foundation. The consultation process has been challenging and rewarding. It has laid good groundwork for the ongoing development of a progressive, member-driven organisation.
We trust that members and the wider community will continue to have faith in both the transparency of the consultation processes and the integrity of the decisions of the Board and the Chief Executive.
Don McKenzie
Chairman, Board of Directors
Paula Daye
Chief Executive