RNZFB Chair's Message to Members
24 January 2012
Last December I accepted nomination to the position of chair of the Royal New Zealand Foundation of the Blind, and was immensely pleased and proud to be elected. I am fortunate in having inherited the support of a group of dedicated Board colleagues, a committed management team, and clients and members who wish to work towards a brighter future. I am also fortunate to follow in the footsteps of Geraldine Glanville to whom the Foundation is indebted for her legacy of excellent governance during testing times. Now I look forward to assisting the foundation through the next step of its journey.
Following a vigorous consultation process the RNZFB's Board of directors established a six year strategic Plan through to 2015. It covers a wide range of priorities, developing blindness skills and creating independence, supporting an accessible and equitable society, and building a strong and enduring Foundation, to name a few. As we move towards accomplishing these goals I wish to see open and broad engagement and consultation with our consumers.
As the foundation formalises its status as an Incorporated Society it must increase the level and quality of its engagement with those it represents. To become truly member directed the organisation must communicate information well, and provide the vehicle for effective consultation.
During times of economic and financial turbulence it is vitally important to maintain a balance between costs related to the provision of those services needed now and the preservation of assets. The Board must continue to be mindful of its responsibility to future generations of blind and partially sighted New Zealanders. I undertake to ensure this.
The introduction of new computer software is beginning to deliver a raft of cross organisational statistics or Key Performance Indicators. This enables the Foundation to build a continuous picture of the quality of the services it provides along with the satisfaction derived from them. I plan to provide these findings to the users of our services openly and transparently, and encourage feedback.
The Foundation has been placed in the difficult position of negotiating to maintain its historical right to use the Homai property. One of my objectives is to pursue all avenues until we realise our future opportunities through securing long term entitlement to the site.
Among the challenges which the Foundation faces are an increasing number of smaller organisations usurping our purpose. To preserve our famous brand, we must meet the competition head on. To this end we must ensure that our services are of an excellence that can't be rivalled. The Foundation is actively investigating commercial enterprises as a means to increase revenue to ensure that it is able to continue to be the top provider of low vision services in New Zealand.
Today when I walked through Head Office the feeling of good will and purpose was palpable. If the same positivity envelops all members of the Foundation's wider family, then the organisation is in good heart. In such an organisation I look forward to being of service.