• Foreword
• Background
• The way we will behave (guiding principles)
  
• The focus for our efforts from 2009 to 2015 (strategic priorities and goals)
  
• Organisational assurances
• Have your say
• How to feed back
  

Foreword

Over the last year the Royal New Zealand Foundation of the Blind has been searching its soul. On 1 March 2008 we heard from our Chief Financial Officer that we had a problem. If we carry on delivering services as we do today we will face an annual operating deficit of $10 million by 2020. As soon as 2012 we will face an annual operating deficit. Since then the economic climate has taken a dramatic downturn.

Through 2008 the Board and management embarked on a journey to hear what is most important about the RNZFB to members, staff, volunteers and our other most important stakeholders. This will help ensure that we do not lose what is closest to our heart while we move to a more sustainable position. This project has been RNZFB 2020: Sustaining our Future. In this paper we seek your views on our thinking to date. We will consider your comments before feeding them into a draft Strategic Plan and the beginnings of the business planning and budget process in 2009.  

As a result of the information gathered during the year and the very important sharing through the RNZFB 2020 workshops held during March, June and September the RNZFB Board is proposing that we focus our efforts over the next six years on four strategic priorities:

1.    Developing blindness skills.
2.    Building partnerships to remove barriers to participation.
3.    Supporting an accessible and equitable society.
4.    Empowering blind and partially sighted people to seek a fair go for themselves.

It is proposed that these priorities are worked towards via 16 strategic goals which further sharpen the focus of our activity.  Execution of the priorities and goals is shaped by five overarching guiding principles.

These guiding principles, strategic priorities and goals outline a marked historic shift for the RNZFB. Together they direct us to embrace what the wider community offers, to actively pursue what is rightfully ours as well as continuing some specific delivery of services to the blind.

We recognise that we are signalling the beginning of change in how we do things. Change can be unsettling but we want to assure you that we do not intend to see members or service users disadvantaged by these changes over the next few years. We will be making some shorter term organisational commitments. These will be set out in the Business Plan but we also consult on them through this paper.

Please consider the direction we are signalling in this paper. It will shape our direction to 2015 and put us on the right road for a renewed and sustainable RNZFB by 2020. We need you to let us know if you think we’re on the right track. Tell us if you think we’ve missed anything significant and whether together the concepts demonstrate our commitment to enhancing the lives of blind and partially sighted people.

Don McKenzie, Chairman
Sandra Budd, Chief Executive

Background

In 2006, we consulted on a draft Strategic Plan. Since then we have welcomed a new Chief Executive and experienced a management team restructure. Over that time the RNZFB has been operating under the direction of ten strategic drivers.  We know we face daunting economic times. Now we are ready to take on the challenge of renewing the RNZFB so it is positioned for sustainability and continues to enhance the lives of blind and partially sighted people.  The general direction we believe we must take is set out in this consultation paper. We set out five guiding principles which will shape every decision we take. We then list four strategic priorities and underlying goals. We also give you some assurances. Finally, we invite you to comment. Throughout we give an indication of why we think each item is important and suggest what it might mean in practice. Please tell us if you agree with the direction we’re signalling or if you think we need to reconsider key issues.

The way we will behave (guiding principles)

The RNZFB Board proposes a framework of guiding principles that will shape all organisational decisions and behaviours. We believe that how an organisation goes about its business is a critical component of success. It is our expectation that Board, management, staff and volunteers will live by these guiding principles.

Guiding Principle 1: Client-focused and member-directed

We recognise the difference between service users and members. The RNZFB understands and responds to clients’ needs. We seek to meet clients’ needs through innovative programmes, partnerships with other organisations and engaging the community. Our practices are clearly evidence-based. Members influence key decisions through meaningful consultation and governance practices. Members also play a key role as peers and mentors for those making the adjustment to sight loss.

Guiding Principle 2: Focused on sight loss

The RNZFB exists to deal with the effects of sight loss. We focus our efforts on dealing with these effects but we don’t try to do it alone. We are working towards a truly inclusive society where sight is valued and preserved. The RNZFB defines blindness as visual acuity of 6/60 or more severe or comparable functional loss.

Guiding Principle 3: Investing in potential and independence

We believe our resources should be focused where they can make the greatest difference. We think it is only fair that those with the most years to live with sight loss get the most comprehensive services. We also think it makes sense to provide services at the earliest opportunity so that people can access the help they need when they most need it. This will be reflected in our workforce structure and service design.

Guiding Principle 4: Valuing cultural diversity

We are sensitive to the diverse needs of our community. We treat all people with respect and dignity in a way that is meaningful to them. We recognise the tangata whenua status of the Māori people in Aotearoa/New Zealand.

Guiding Principle 5: Commercially savvy

While the RNZFB has a charitable heart we believe we need to work as an ethical business. We deliver what we are contracted by government to deliver, not more. We obtain healthy returns on commercial enterprises. We are clear about and accountable for how we spend charitable gifts. We are efficient and effective and keep our operating costs at a level comparable with the leanest organisations. We do so without harming our future performance by investing wisely for the future. We believe that the RNZFB must be proactively managed as a sustainable organisation to ensure the needs of blind and partially sighted people are met now and in the future.

The focus for our efforts from 2009 to 2015 (strategic priorities and goals)

RNZFB management has been revitalised and is ready to focus effort on four strategic priorities. We believe that these priorities and goals mark a shift in thinking. They shift our emphasis from not just skill development to include a more holistic vision of blind people more fully integrated with society. The priorities are:

1.    Developing blindness skills.
2.    Building partnerships to remove barriers to participation.
3.    Supporting an accessible and equitable society.
4.    Empowering blind and partially sighted people to seek a fair go for themselves. 

Under each strategic priority sits a set of goals, as follows:

Strategic Priority 1: Developing blindness skills.

Goal 1: The confidence and skills of blind and partially sighted children increases.

Confidence is both an end in itself and a means to success. We deliver effective, evidence-based programmes that develop the skills and confidence of our youngest members and their families/whānau.

Goal 2: All blind and partially sighted children leave school equipped to thrive as contributing adults.

The RNZFB complements education services through the delivery of world class adaptive technology, accessible information and other adjustment and support services. We believe children and families have the right to full government funding for these services.

Goal 3: All working age people have the capability and confidence to contribute towards and engage with their communities.

Whether in a paid or unpaid role, blind and partially sighted people have the skills, confidence and choice to participate in employment and meaningful engagement with the community. The RNZFB supports this by equipping blind and partially sighted people with the essential tools required to engage in meaningful employment. 

Goal 4: Older people feel supported in their adjustment to sight loss.

The RNZFB provides quality information and help in adjusting to sight loss and supports meaningful connections in local communities.

Goal 5: User-pays services provide added value to those accessing them.

We will develop a range of user-pays services for people who want them where they are not eligible for services covered by government or charitable funding.

Strategic Priority 2: Building partnerships to remove barriers to participation.

Goal 6: The social, emotional, cultural and recreational needs of blind and partially sighted people are met with the support of other providers.

We know we can’t do it all but we can and will partner with alternative providers to meet blind and partially sighted people’s social, emotional, cultural and recreational needs. We will be culturally responsive but will look to partner with others to deliver cultural support. We will work to build the capacity of other providers to ensure that all the needs of blind and partially sighted people are met.

Goal 7: Independent support agencies have the capability to meet the needs of blind and partially sighted people.

Other agencies have the community responsibility to deliver a variety of services from banking through to employment services. We need to clearly establish that their community responsibility includes meeting diverse needs including those associated with blindness. Over the next six years we want to build the capacity of other agencies through collaboration so that they can meet the needs of blind and partially sighted people directly.

Goal 8: The needs of blind and partially sighted people not met by the RNZFB are met by alternative providers.

The RNZFB will partner with alternative providers. We will refer blind and partially sighted people to other providers to meet sight related needs not met by the RNZFB and to meet other needs not related to sight loss.

Strategic Priority 3: Supporting an accessible and equitable society.

Goal 9: Blind and partially sighted children in education have the same opportunities and achieve the same outcomes as their sighted peers.

The RNZFB is committed to advocating for publicly funded and delivered services that meet the needs of blind and partially sighted children.

Goal 10: The quality and quantity of accessible literature and information increases significantly.

While we believe that blind and partially sighted people should be able to access all literature and information through the same channels as their sighted peers, our focus for the next six years is on increasing access to literature and information through direct service provision. At the same time we will be challenging the wider community to make information equally accessible.

Goal 11: Timely public information supports full participation in society and can be accessed in chosen formats as of right.

We will work to ensure that all public information is available in the chosen formats of blind and partially sighted people on an equal footing with the rest of society.

Goal 12: Blind and partially sighted people feel safe and confident moving around in the physical environment.

Systemic advocacy delivers benefits to blind and partially sighted people as they move through the built environment and negotiate public amenities.

Goal 13: Essential services are fully government funded.

The RNZFB currently subsidises services which we believe should be fully government funded. We need to get our house in order so that we are equipped to go after the funding our essential services deserve.

Goal 14: Blind and partially sighted people receive quality public services they are entitled to.

We provide quality information about entitlements and enhance access to key connection points.

Strategic Priority 4: Empowering blind and partially sighted people to seek a fair go for themselves.

Goal 15: Peer support and mentoring builds resilience and social connectedness.

We recognise that one of the most important things we can do is connect people who share similar experiences. We will bring people together to support each other. We will be encouraging our members to take on peer support and mentoring roles within the framework of volunteering. This reflects that we are a foundation of the blind.

Goal 16: Consumer Organisations foster self help and promote self esteem.

The RNZFB recognises the value of Consumer Organisations. We will encourage and support Consumer Organisations to increase self-advocacy and achieve other measureable benefits for the blind community.

Organisational assurances

The strategic priorities and goals outline an agenda for change. We recognise that may concern some people. To address that concern we offer four organisational assurances over the period of transition, that is, over the next three years.

1. No existing member will be disadvantaged unduly during any transition.
2. We will be responsive. Information, services and follow-up will be provided in a timely manner.
3. We will mobilise, train and inspire volunteers especially our members. We recognise the invaluable nature of peer support and of volunteers. Volunteering will be built around the concept of developing reciprocal relationships and social networks.
4. We will set about changing public attitudes. Understanding the impact of blindness and sight loss is the start of building an inclusive society.

Have your say

We need to hear from you. We believe that we are signalling the most significant shift since we became the Foundation of the Blind. We need you to tell us if this shift takes us in the right direction.

• Do you agree with the five guiding principles?
• Do you agree with the four strategic priorities and the order they are listed in?
• Do you think we have highlighted the key activities through the 16 goals?
• Are you comfortable with the organisational assurances ?

How to feed back

Please come back to us with your thoughts by Friday 27 February 2009. Your comments will be considered by the Board and used to inform the draft Strategic Plan 2009 - 2015.

Via email to: RNZFB 2020

Online:feedback form.

RNZFB 2020 Consultation
Private Bag 99941
Newmarket
Auckland

Thank you.