• Opening
• Presentations
• Group discussions - Morning
  
• Reflections on the morning’s discussions - Sandra Budd, Chief Executive
• Group Discussions - Afternoon
• Closing remarks

Opening

Karakia: The meeting opened with a Karakia led by Ross Pahuru.

Presentations

Keynote presentations and panel discussion were held at the beginning of the workshop. These presentations and panel discussions are available in a separate document or file.

Group discussions - Morning

These minutes record the conclusions of the small group discussions.

Nine small groups responded to key questions during the course of the day. The questions were:

• What would things be like in the year 2020 if the RNZFB got everything wrong? (This helped identify risks the Foundation faces.)

• If the Foundation was a success in the year 2020, what would it be doing?

• What is likely to be happening in New Zealand in the year 2020 that will impact on the RNZFB?

• Who should the Foundation serve in the year 2020?

• What should the Foundation’s aims be and how would that make people feel about the Foundation in the year 2020?

• What values should the Foundation have in the year 2020?

Groups were told that there was no right or wrong answer. They were asked to focus on ideas. Each group then reported back their ideas to the full meeting.

What would things look like in 2020 if the Foundation got everything wrong?

Common problems or risks in the year 2020 were identified by many of the groups:

1. Staff who are unable to help members with their needs.
2. Members waiting for services from the RNZFB that they don’t need.
3. The Foundation having limited funds and/or running out of money.
4. Reduction in services, resulting in limited options for members.
5. Staff issues, including high turnover, reduction in skilled staff.
6. No collaboration with constituent groups/overseas organizations.
7. Lack of advocacy.
8. Loss of image, profile and credibility of the Foundation.
9. Social isolation for members.

Other ideas relating to members needs in the year 2020:

1. Members waiting for an absurdly long time for very minor services.
2. Preventable blindness not being prevented.
3. Loss of membership.
4. Huge increase in ineligible members.
5. Total disregard of clients needs.
6. A “them and us” situation created by not recognizing members’ abilities.
7. Lack of communication and information to members.
8. Trying to meet too many member needs – not be discerning about which needs the Foundation does meet.
9. Not listening to members and their families.
10. Advances in medical intervention resulting in less members.
11. Fewer younger members.
12. Increased member numbers.

Other ideas relating to RNZFB services in the year 2020:

1. Offices in the wrong areas providing services people don’t want.
2. Charging for services.
3. Providing too many services.
4. Getting rid of talking books.
5. Not changing with the times – eg. Continuing to provide services or fundraising in the same ways when times have changed.
6. Not knowing how to respond to the type 2 diabetes epidemic predicted.
7. Being reactive rather than proactive.
8. Continuing to apply a “one size fits all” model without understanding the different needs of members from various geographical locations and/or staff based in the various regions.
9. Continuing to make the members fit the service delivery models rather than developing a model that fits the needs of the members.

Other ideas relating to funding in the year 2020:

1. Fundraising on appeals in a cashless society
2. Loss of Government funding due to ineptness

Other ideas relating to RNZFB staffing in the year 2020:

1. Staff not in the right role.
2. Inadequate resourcing to pay skilled staff.
3. No volunteers.
4. Fractured workplace – staff not playing for the same team.
5. Lack of knowledgeable staff.
6. Loss of staff motivation.
7. Unreasonable pressure from Board, which filters down to rebellious staff.
8. Board not placing high enough demands on staff.
9. No career pathways.

Other ideas relating to competition and/or collaboration in the year 2020:

1. New players providing services resulting in increased competition for the Foundation.

Other ideas relating to RNZFB profile and values in the year 2020:

1. The creation of an over professionalized organization that alienates the Foundation from the members.
2. Less effective voice, less effective at getting member’s needs met.
3. Loss of credibility – resulting in a negative tail spin effecting community and funding.
4. Lack of forward thinking.
5. Change in policies affecting values.
6. Having a low or dismal profile.

Other ideas relating to the wider New Zealand society and economy in the year 2020:

1. People are forced to sell property due to rising costs.
2. Poverty.
3. Two thirds aged 75 years or over with a high proportion in retirement villages and rest homes.
4. Changing population.

Other ideas relating to technology and change in the year 2020:

1. Not keeping up with trends, technology and services.
2. Ineffective information and communication technologies being used.
3. Missing “red flags” that are out there – i.e. awareness of competition, medical advances, demographic changes.

Key themes that were identified during discussion regarding risks facing the Foundation in the year 2020:

1. Core services were not identified.
2. The skills of members were lost – members’ skills and knowledge were not being recorded or passed on to staff.
3. The Foundation closed.
4. There was a lack of careful forward planning and recognition of the need to prioritize particularly with respect to prevention and teaching/learning.
5. There was a one size fits all mentality.
6. The Foundation continued to do exactly as it did now and did not recognise this. It was just the same people and the same services.
7. Credibility was lost which resulted in cuts to services and competition from new players.
8. Infrastructure issues were caused by changes in Government policies with which we hadn’t anticipated.
9. We attempted to do everything for all people which resulted in bankruptcy.

What should the Foundation should be doing in the year 2020?

Commonly identified positive concepts about the Foundation in the year 2020:

1. The Foundation would collaborate with other agencies to increase knowledge – both within New Zealand and overseas.
2. We ensure that the Foundation provides the right kind of services.
3. Good staff training and leadership is established. This attracts and aids the recruitment and appointment of qualified, motivated staff with genuine passion.
4. Government and political lobbying and high profile marketing is achieved.
5. We deliver stronger advocacy.
6. We use technology to our advantage.
7. The Foundation is a ‘business with a heart’.

Other concepts relating to members needs in the year 2020:

1. We get the time-scales right and ensure any delays are acceptable and unavoidable.
2. We give clients the skills to solve their own problems because of the way we provide services.
3. Service are driven by need not by assessment.
4. We remember the needs of our children. They are our consumers in 2020.
5. We conduct surveys / market research to identify needs.

Other concepts relating to RNZFB services in the year 2020:

1. We ensure the right support mechanisms exist between services, people and staff.
2. We are pro-active rather than re-active when preparing for blindness.
3. Services are honed – we focus on getting the basics right and establishing long-lasting skills to solve problems.
4. We ensure that the organizational structure suits all geographical locations, not just the main centres.
5. We play an advocacy role regarding funding for treatments

Other concepts relating funding in the year 2020:

1. We have more corporate sponsorship. Companies put money in for older workers.
2. We increase revenue through collaboration.
3. We are attractive to top influential people in the cultural and financial world.
4. We find ways of creative spending to reduce financial wastage – eg. leasing rather than buying.

Other concepts relating to staffing in the year 2020:

1. We have created a cohesive workforce with passion – we’re in the same Waka.
2. We train the trainer.
3. We have more effective communication and encourage ongoing conversations about possibilities, decisions and the future.
4. We find business opportunities. We employ ophthalmologists and optometrists and charge for services. We have contracts to provide Braille books to public libraries. We have a Business Development Manager.
5. There is increased communication within the Foundation (across the divisions).
6. We hire multi-skilled people who have been trained by the Foundation in blindness issues to work with people with additional disabilities.
7. There is a casualised workforce.
8. There is an older workforce who provide longer service.
9. There is equal distribution of resources to all regions.
10. We hire more generalists who provide more of the services but they have access to specialists as needed.
11. We continue advertising for more volunteers and don’t burn out the loyal ones.
12. There is increased mentoring within the Foundation.

Other concepts relating to competition / collaboration in the year 2020:

1. The Foundation refers clients on to other providers, e.g counsellors. We build partnerships.
2. We have created strong alliances with consumer groups.

Other concepts relating to the RNZFB’s profile and values in the year 2020:

1. We are commercialising intellectual property (and maintaining independence).
2. We are creative.
3. There is more positive legislation.
4. We follow initiatives through.
5. We clearly identify our vision and goals.
6. We have put good environmental policies in place and now we are ensuring that we leave a small carbon footprint.
7. We run the Foundation as a business. We are hard nosed and clear about what the Foundation is about.

Other concepts relating to New Zealand society and economy in the year 2020:

1. We continue educating the public about blindness and low vision.

Other concepts relating to technology and change in the year 2020

1. There is more accountability to younger members. We are providing more technology for members particularly the young.

Key themes that were identified during discussion regarding what the Foundation should be doing in the year 2020:

1. We would be collaborating and learning from other organizations (both NZ and international)
2. We would have a culture of excellence so that everyone wants to work for the Foundation.
3. We would be blind services experts and refer to others to get members other needs met
4. We would have built a good cultural and financial environment. We would lobby collaboratively.
5. We would have put good environmental policies in place in 2008 and so reduced our carbon footprint in 2020.
6. We would have honed the services provided. We would have picked what we do and we would work passionately at it.
7. We would generate new income from commercial intellectual property and sell our services to people other than our members.
8. We would be realistic about what we are good at. We would have developed a corporate mentality and ensure staff want to work here.
9. We would have flipped the pyramid – the organization feeds up, not down.

What will be the likely external factors impacting on the Foundation in 2020?

Concepts impacting on the Foundation in the year 2020, relating to the economy:

1. Towns could struggle more financially.
2. Exports could suffer.
3. The economy in general will be climbing again.
4. The “rich get richer” and the “poor get poorer”.
5. There is a reduced tax base due to the aging of the population.
6. There is an increase in “user pays”.

Concepts impacting on the Foundation in the year 2020, relating to the globalisation:

1. There is Increased global connectivity.

Concepts impacting on the Foundation in the year 2020, relating to New Zealand society:

1. We will become more materialistic and selfish with a – “what’s in it for me” attitude.
2. Family values lessen.
3. We are more independent as a nation.
4. Individuals seek more identification with their background/roots.
5. Health issues could increase.
6. There could be a potential energy crisis.
7. There is an increased focus on individuals rather than groups – there is more isolation.
8. Increase of workaholics in the community – less leisure time.
9. Change in society and expectations of people.
10. We will have a more self-centred nation which results in less volunteers.
11. Population will become more urbanized.
12. Housing changes with renters and home owners.
13. We will become a more diverse nation, particularly with an increased proportion of Māori, Pacific and Asian peoples.
14. There will be an aging population.
15. Society in general will be faster-paced and people will want things faster and be more demanding.
16. Iwi will be more important.

Concepts impacting on the Foundation in the year 2020, relating to members:

1. The use of technology will be beneficial for members and will help continue breaking down barriers.
2. Affluent members won’t use us.
3. Likely increase in Maori / Pacific Island members
4. Individuals will have better resources/tools.

Concepts impacting on the Foundation in the year 2020, relating to funding and to donors:

1. Lower general socio-economic status will result in less donations and funding.
2. Individuals in general could have exhausted their assets before they die, resulting in less legacies.
3. The Foundation could become fully funded by government.

The Foundation’s response to external factors in the year 2020:

1. The Foundation will need to remain flexible and adaptable.
2. We will need to continue focusing on attracting and retaining our staff.
3. We will have to undertake political lobbying.
4. We will need to collaborate with other service providers.
5. We will need to look at changing service delivery to the “have not” groups.
6. We will need to become more culturally diverse and embrace new cultures and confront cultural resistance.
7. We will need to continue valuing our role in helping people who are disadvantaged.
8. There will still be pressure to look after those who do not want independence.
9. We will need to address the question of how we will fulfil our moral obligations.
10. Other agencies will use us for training or expertise – and we will look at collaboration.
11. The Foundation will need to continue educating people about prevention.
12. The Foundation will have to distinguish between core service and other services. Other services will only be available be on a user pays basis.
13. The Foundation will have to look overseas for knowledge sharing and best practice ideas.
14. The Foundation will need to maintain the unique culture we have already developed.
15. The Foundation will needs to consider indigenous people.
16. Iwi will have a stronger influence on the Foundation
17. The Foundation will need to remain flexible and adaptable
18. The RNZFB needs to become a voice that is listened to by government and ensure blind people are listened to.

Key themes that were identified during discussion regarding New Zealand society in the year 2020:

1. We will live in a different world.
2. Changes in the environment will affect how we can deliver services. We will need to have a multi-skilled worker – one person who can provide a wide range of services because we won’t be able to afford to send lots of people to one person.
3. There will be a rich/poor divide and more emphasis on technology, with a potential technology divide between the haves/have-nots.
4. There will be an increase in the number of people who are blind and have low vision, unless we do something about the health system.
5. There will be more disparity – global connectedness on the one hand and local identity on the other.
6. The changes in the population structure will result in a reduced tax base as well as ethnic and cultural change.
7. Everything will be faster. This will increase expectations and service consumers will expect everything to happen faster.
8. There will be a huge social gap between the haves/have-nots.
9. Lower socio-economic groups will use the Foundation.
10. People will be more selfish and want to know, “what’s in it for me”. This will reduce the number of volunteers.
11. The aging of the population will result in a larger skilled volunteer base being available.

Reflections on the morning’s discussions - Sandra Budd, Chief Executive

The important thing to remember is that this is just the beginning of the conversation and we’re starting to open our minds and think about things differently, to have that conversation of possibility.

I’ve been so thrilled at how prepared everyone has been to look forward to the future.

My job has to been to take out a few things that we’ve heard this morning from the exercise. The sorts of things I have taken from this morning, I’ll never think of the titanic and an iceberg now without thinking about change. There is a real recognition that things must change and I’m excited at what we heard from Dianne Sharp about the possibilities, new technologies and what it will mean for us as individuals.

I think at the moment we have been on a pretty hard few nights out, and I see today as a day that we joined AA. So recognize we are going to have a bit of pain because we’ve stopped drinking.

We know now that one size won’t fit all, that was a common message that came through and that prioritization will be essential. But it won’t be easy, we’re going to have to really think and apply ourselves well. But the other messages that we have is that partnership, relationship building and collaboration is key and it’s about us looking beyond our walls of what we are, outside of us into New Zealand and further afield.

There has been a lot of conversation coming through about commercialization of our own business, that we’ve got some real potentials there around our intellectual property and new revenue streams and the importance of capturing knowledge from our members – using it and passing it on. If I go back, the other key message that I’ve taken from today is to see that solutions are possible, that everything is a solution, it’s not resistance, it’s a solution.

I will finish with Gerard’s comments again – we are beginning a conversation of possibility.

Group Discussions - Afternoon

Who should the Foundation should serve in the year 2020?

Who the Foundation is going to serve in the year 2020:

1. The Foundation will still be serving our members.
2. The Foundation will focus on the gap between children’s services and adult member services.
3. The Foundation can provide services for non-members for a fee, eg. services to people who are print disabled.
4. We will be a centre excellence in blindness and low vision matters.
5. We will provide a high level of services to people with blindness and severe sight loss. We will provide a moderate level of services to those with moderate needs. Those with slight needs or self selected can have services on a pay for service basis.
6. Anyone who needs our services.
7. Priority should be given to members who face a lifetime of blindness.
8. Young through to 60 years plus.
9. Adults and children needing significant rehabilitation.
10. People who will fit the 6/60 criteria.
11. Those who are not members (but at a cost).
12. Pacific, Māori and cultural groups.
13. The ageing.
14. Those who want to help themselves, but want to learn skills about blindness.
15. Blind, deafblind, vision impaired, people with multiple disabilities.
16. People with addictions.
17. We serve everyone and avoid inadvertent barriers.
18. Ensure the Foundation is more functional, less clinical
19. Self identify as needing services, or 6/60 only – tighten the criteria
20. More Maori and Pacific Islanders – those who want independence, skills.
21. Give full access and skills to people who need them, so they move on independently.
22. Broaden the sector to increase services to other people, not just the blind
23. Recognise ageing and cultural changes.

Key themes that were identified during discussion regarding who the Foundation will serve in the year 2020:

1. The Foundation will serve blind, deafblind, vision impaired people and those with multiple disability (if blindness/vision impairment is their primary disability).
2. Expand who we provide service to – give them to anyone who needs them but with some qualification – some will pay, some will not pay. Prioritize services to those who require a lifetime of service; add services for people who could benefit such as the print disabled.
3. The priority has to be those who are totally blind, but still give some service to those with moderate needs and if they have a slight need they can pay.
4. All stakeholders. We can’t lose track of funders, donors and supporters.
5. We should have a more functional, less clinical definition of who can access services and get in earlier to help with managing sight loss.
6. Provide service to those who self identify as needing services OR provide to total blind only and only give others reduced services.
7. More for Māori and Pacific peoples. Provide for people who want to learn independent skills whether 0 or 100 years old. Tighten the criteria and not make members pay.
8. Provide full access to all who need it. Give them the skills and support so you can move on – not carry you through life.
9. Broader disability sector or just blind but not low vision. And recognize aging and cultural change.

What should the Foundation's aim be in the year 2020?

The aim of the Foundation in the year 2020:

1. The Foundation should provide services that are not provided by others – concentrate more on a specialist niche market.
2. Inform about which other agencies can help as well – e.g. Workbridge – immediately through the application form.
3. Focus on reducing social isolation.
4. Make up the gap:

- Between sighted and vision impaired

- Between haves and have-nots.

5. To focus on blindness.
6. To increase activity and awareness about preventable blindness.
7. Raise awareness with government to be proactive in sight health related matters, link to diabetes.
8. Lobby government for members concerns.
9. Our aim should be to not be needed. To have brought about social and policy change so that world class blindness treatments are always available in NZ as the cost of blindness is too high. To have changed attitudes to blindness is only a “nuisance” that requires a bit of thought – like making sure there is a vegetarian option on the menu!
10. To ensure people know the value of sight and treasure it.
11. Develop a business arm to support income generation for the organization.
12. Offer services to a wide group of people (some who are subsidized and some who pay).
13. To not be an “easy touch”.
14. The Foundation should ensure an easily accessible support network.
15. To be an organization of excellence, held up by the public as something fabulous.
16. Ensure service provided is meaningful at the time.
17. Give a timeline in order to reduce uncertainty of service.
18. Recruit more multi-skilled staff and Guide Dog Mobility Instructors.
19. Provide “user-pays” services for non-core and commercial services e.g. library.
20. Promising future members independence.
21. Encourage members to reach their potential.
22. Provide access and education to technological tools.
23. Provide education and training to those who work with blind and visually impaired people.
24. Provide services which are core to living with blindness and visual impairments.
25. Advocacy.
26. To increase public profile and be seen by the public as an organization of excellence.
27. To ensure an increase of independence for blind and vision impaired people – i.e. people who want to work.
28. To encourage people to take more responsibility for themselves.
29. Ensure blind people are integrated as equal members of society.
30. Ensure the Foundation is a group of “proud professionals” who pass on the skills to the individuals.
31. To be standard-setters who ensure our standards are high.

How the Foundation meets its aims in the year 2020:

1. By seeing ourselves as agents of social change for inclusiveness, fairness and prevention.
2. By embracing positive change.
3. Doing things exceptionally well and not by half-measures.
4. We must realise we can’t be all things, at all times.
5. Maintain professionalism.
6. Set trends in the field of sensory disabilities.
7. Become experts in blindness.
8. Include all people with blindness and sensory disabilities.
9. Contracting out services and training the providers who are contracted.
10. Filter those who don’t need our services - i.e. the fully integrated.

How people feel about the Foundation in 2020:

1. People will be confident to come to the Foundation.
2. People will feel encouraged by the Foundation.
3. We will be relating to the community by telling stories about real people.
4. Our message should say that, no matter what – there is hope, there is a full, fulfilling life after blindness and you are not alone.
5. Looks to “sell” the relationship to the wider community – more marketing.
6. We will still be trusted.
7. People will think about us first every time they are involved in a sight loss or “independence with sight loss” issue or situation.
8. We want them to see us as good guys.
9. People will be satisfied with the service the Foundation provides.
10. Some members may feel disgruntled about what is taken away (but receptive to change?).
11. Members will feel more integrated into society.
12. Members are able to cope with their daily lives.
13. People will be receptive to changes.
14. Comfortable.
15. That the Foundation is a springboard.
16. People will walk with them, not carry them.
17. People will know that the Foundation is there when you need them.
18. People feel empowered by the Foundation.

Key themes that were identified during discussion regarding the aims of the Foundation in the year 2020:

1. The Foundation provides a promising future. It encourages people to reach their potential. It provides access to technology support, training and education.
2. The Foundation provides specific services – only services we are qualified to provide and refer to other services. The Foundation has a niche business arm and provides commercial services. We also have a lobby arm.
3. The Foundations doesn’t need to be there because there was a blindness cure and those who were blind were fully integrated into society.
4. The Foundation provided supported independence and was supportive of the right to choose independence and different ideas. It supported to moving to other providers through referral. The Foundation is lobbying for more appropriate health care so that people don’t go blind in the first place.
5. It equips people to fit society. It connects with other providers. Proud professionals. Passing on skills. Advocacy to government and local bodies.
6. Focused on specialized blindness services not provided by others
7. Don’t be an easy touch.
8. Continue to focus on participation and independence. Supporting and advocating for prevention – whether done by us or others.
9. The aims change and focus on responding and supporting rather than providing.

How people feel about the Foundation in the year 2020:

1. They will be happy to pay for some services, especially those that can afford.

2. They will be involved with us and have active engagement.

3. We will have active relationships with our members, people will come to us when they want/need something.

4. We will provide our information in ways they can hear it.

5. Culturally appropriate – knowing that independence and other “key goals” have different “flavours” in different cultural groups.

6. More volunteers in the field with equipment.

7. Back to the old days when we regularly sent someone along to visit members and see how they were doing. Members miss the visits.

8. Generational change of volunteers.

9. The community as a whole will have confidence in the Foundation.

10. People will want to come to the Foundation because they feel it meets their cultural or community needs.

Key themes that emerged regarding how people feel about what the Foundation does in the year 2020:

1. Build relationships and partnerships so they deliver more to members. More training and educating.
2. Recognition of cultural needs.
3. Empowerment.
4. Engaged.
5. Innovation.
6. Available to members.
7. Treated fairly.
8. Trusted, respected.
9. Confident, members come to us.
10. Receptive to change.
11. Not providing a wrapped around service.
12. Members have high expectations of us.
13. Need to manage expectations.
14. Comfortable.
15. That we provide springboard services.
16. Walk with them, not carry them.
17. Feel included.
18. Challenge / acknowledgment.

What should the Foundation’s values be in the year 2020?

Common values identified by many of the groups:

1. Professional
2. Ethical
3. Honesty and integrity
4. Transparent
5. Mutual respect and empathy
6. Members first, people first
7. Innovative
8. Cultural inclusivity and sensitivity
9. Responsive
10. Fulfilment
11. Proactive.
12. Accessible and approachable.
13. High profile and reputation.
14. Flexible.
15. Trusted.
16. High standards – excellence.
17. Accountable.
18. Understanding.
19. Stakeholder focused.
20. Environmentally aware.
21. Approachable.
22. Passionate.
23. People first/ people centred/ Consumer-driven – “how can we help”.

Other values:

1. Freedom of choice.
2. Supportive.
3. Consistent and equitable.
4. Realistic.
5. Evidence based.
6. Can do attitude.
7. Constructive advocacy – candid, forthright, unafraid and dignified.
8. Courageous – Politely but determinedly saying what must be said without compromise.
9. Authentic.
10. One organisation – work as a team/teamwork.
11. Learning organisation.
12. Open and a good listener.
13. Visionary.
14. Collaborative.
15. Participating in society.
16. Model for society.
17. Valued.
18. Stand-up against commercial counterparts.
19. Knowledge of success methods.
20. Democratic.
21. Valuing and understand diversity.
22. Recognition of differences in individuals and regions.
23. Compassion.
24. Empowering.
25. Friendship.
26. Confidence.
27. Independence.
28. Advocacy
29. Provocation.
30. Engagement.
31. Timeless.
32. Shows equality.
33. Open.
34. Relationship-building.
35. Shared vision.
36. Promising future.
37. Excellent communicators.
38. Smart/clever.
39. Vibrant.
40. Zesty.
41. Partnership.
42. Hard-working.
43. Assertive.
44. The Foundations vision is that blind and visually impaired people have the same opportunities and choices as other citizens to participate fully in society.

Key values identified:

1. Integrity, inclusiveness and key relationships.
2. Visionary, innovative, responsive, inclusive.
3. Empowering, people-centered, trusted, innovative.
4. Responsive, member-focused, collaborative.
5. Listen and communicate being in the real world. Accommodating.
6. Proactive and transparent.
7. Accountable with integrity. Member centred.
8. Responsible, proactive, sensitive.
9. Empathetic – fulfilment, professional.
10. Vibrant, open and adaptive.
11. Courageous, teamwork.
12. Collaborative, flexible.
13. Excellence.
14. Fully-funded.

Closing remarks

The workshop concluded with a panel discussion and closing address. The remarks from the panel and address can be found in a separate document or file.

Karakia: The meeting closed with a Karakia led by Ross Pahuru.