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Statements of service performance 2006-2007

Introduction

This section of the report measures and describes how well we met the objectives in our Business Plan 2006-2007. The tables show the quantity of services we delivered while the text that follows describes the activities we said we would undertake from 1 July 2006 to 30 June 2007, and what we were able to achieve.

Meeting our service targets

The figures in the following pages compare what we planned with what we achieved this past year, plus the comparison with our achievements in the previous financial year to 30 June 2006.

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Supporting Independent Living	Actual 2005-2006	Planned 2006-2007	Achieved 2006-2007
Adult Services
Number of members learning new skills to connect to the world	915	950	*789
Number of members learning to adapt to everyday life with sight loss	2,371	2,250	*2,099
Number of members being supported with independent travel	1,313	1,350	*1,139
Number of members receiving counselling	746	620	633
Number of members participating in Recreation Services	365	420	**314

* The number of available hours that could be devoted to these services was reduced by specialist staff vacancies and the development of newly recruited staff.

** A national sports event was not held this year.

Supporting Independent Living	Actual 2005-2006	Planned 2006-2007	Achieved 2006-2007
Children's Services
Number of members learning to adapt to everyday life and be independently mobile	489	656	*354
Number of members being supported by Child and Family Social Work	76	209	281
Number of members participating in Recreation Services	365	522	**312

* Four positions were vacant (approximately a 25 percent vacancy rate) resulting in correspondingly lower levels of service delivery.

** A national sports event was not held this year.

Supporting Independent Living	Actual 2005-2006	Planned 2006-2007	Achieved 2006-2007
Assessment of members
Number of members whose needs were assessed	1,186	1,030	1,291
Number of members whose needs were reassessed	152	155	229
Services to Māori and Pacific peoples
Number of awareness and prevention programmes delivered to Māori and Pacific peoples	55	40	60
Services to the deafblind community
Number of deafblind members participating in Deafblind Services	300	250	*144

* We over-estimated the number of deafblind members that would require services from the Foundation this year.

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Guide Dog Services	Actual 2005-2006	Planned 2006-2007	Achieved 2006-2007
Number of puppies bred, purchased or donated	108	110	91
Number of puppies placed	66	90	76
Number of dogs completed training	39	50	*32
Number of dogs withdrawn from puppy development, assessment and training and re-homed	45	30	*43
Number of teams graduated and matched	53	50	**40
Number of existing members receiving replacement dogs	20	25	35
Number of guide dogs returned within one year of graduation	3	5	2
Number of working guide dogs	273	290	***260

* Since receiving recommendations from the International Guide Dog Federation we now expect to fail more puppies. This ultimately increases the quality of guide dogs available to handlers.

** This figure includes 16 teams attributed to the 2005-2006 year (that were matched and pending graduation) but accurately reflects the numbers matched and graduated in the 12 months to 30 June 2007.

*** Thirty-five dogs retired this year.

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Supporting Access to Information and Culture	Actual 2005-2006	Planned 2006-2007	Achieved 2006-2007
Number of members who borrowed library titles	5,648	5,463	5,473
Number of Homai Library issues	9,953	9,144	8,734
Number of Parnell Library issues	383,815	361,368	382,258
Number of titles added to stock Homai and Parnell libraries (all formats except DAISY)	373	552	510
Number of titles added to stock Homai and Parnell libraries (DAISY)	703	450	*349
Number of phone enquiries to Information and Advice	8,226	8,100	8,842
Number of braille pages produced or duplicated	157,046	133,068	124,171
Number of collage titles produced, duplicated, repaired	163	192	**137
Number of electronic text kilobytes produced or duplicated	39,801	41,100	100,759
Number of large print pages produced or duplicated	134,549	67,476	49,977
Number of members with user identification numbers accessing TIS	630	1,150	798
Number of hours members spent listening to TIS	30,157	44,076	30,156

*This was due to insufficient server space, however, the titles have been obtained.

** Fewer repairs are required because the materials used are more durable.

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Teaching Technology Skills; Increasing Employment and Awareness	Actual 2005-2006	Planned 2006-2007	Achieved 2006-2007
Number of blindness and deafblindness awareness training sessions delivered	172	165	*120
Number of employers provided with awareness services	39	30	44
Number of environmental design and disability-related sessions	125	150	209
Number of eye health information sessions	47	50	50
New education resources developed	40	15	22
Number of members receiving vocational services	511	500	*468
Number of members assisted into new work placements	70	75	*49
Number of members placed on work experience, observation sessions or work trials	6	12	15
Number of members receiving adaptive technology services	298	260	314
Number of businesses receiving adaptive technology services	161	60	65

* Unanticipated staff turnover, training requirements and secondment reduced the hours available to meet this year's targets.

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Activities to achieve our objectives

In addition to the usual services the RNZFB delivers, and to take the Foundation forward strategically, the Foundation focussed on the following activities during the financial year. These activities are grouped under the goals and objectives contained in the Strategic Plan 2004-2007. The terms "achieved", "mostly achieved", "partially achieved" and "not achieved" are used to describe the stage of completion. A comment on the achievements for the past financial year is then provided for each planned activity.

Note: In the print version of this report, there are profiles of members, staff and other people associated with the Foundation interspersed with the main text. In this electronic version, the profiles have been moved to a separate Profiles page.

Goal One: Increase the participation of blind and vision-impaired people in society.

Objective 1.1: We will provide services based on member priorities and evidence-based research.

Key activities:

1.1.1. Complete service delivery pilot, evaluation and analysis and review against current service delivery model for older members (refer 1.4). Quality Assurance

Achieved. Very positive feedback was received from members, staff and volunteers following pilot programmes in Dunedin, Christchurch and South Auckland. Analysis of evaluations led to recommending that a new skills and information group programme for new members at Foundation centres, called Seeing the Possibilities, be implemented across the country.

1.1.2. Measure effectiveness of and satisfaction with adaptive technology services through member feedback and outcome evaluation. Technology, Employment and Awareness

Mostly achieved. Evaluation forms and exit interviews are conducted with students completing the ten-week course. Evaluation forms for students attending short courses in Auckland and Wellington are being updated following comparison with Vision Australia. The evaluation form for businesses and members receiving adaptive technology services in the workplace is also being updated and will be used more widely.

1.1.3. Consider how to better measure outcomes for members. Research and Planning

Achieved. A new style business plan has been developed which focuses the Foundation on measuring outcomes for members. Measurement will be undertaken in the next business year and outcome measures refined. Goal attainment evaluations and general satisfaction surveys were redesigned. New ways of completing these have been discussed and trialled. Results will be reviewed in the 2007-2008 financial year. Documentation to measure outcomes associated with Employment Services delivered by the Foundation has also been developed.

Objective 1.2: We will operate culturally relevant programmes for Māori, Pacific Island and other ethnic populations.

Key activities:

1.2.1. Evaluate whether Māori and Pacific referrals to rehabilitation and support services are in proportion to member

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numbers. Adaptive Living

Achieved. Referrals are not in proportion to Māori member numbers. Mana Kāpo staff have been working to educate whānau, hauora and iwi through hui and to promote the Foundation's services. Forty-three percent (151) of Pacific members have received a service from the Foundation - a positive result considering only 2.2 Pacific staff work with Pacific members.

1.2.2. Ascertain the cultural appropriateness of services for Māori and Pacific members. Adaptive Living

Achieved. Goal attainment and general satisfaction surveys stated that services are provided in a culturally appropriate manner to Māori and Pacific members. Verbal feedback from other members also supports this.

1.2.3. Research and trial different service delivery approaches to better meet the needs of Māori, Pacific and Asian members. Adaptive Living

Mostly achieved. Group-based sessions trialled in South Auckland proved successful for Māori and Pacific members. They felt welcomed and would consider trialling a range of other Foundation services. Some research was undertaken regarding cultural issues for Asian people but specific service delivery approaches were not trialled.

1.2.4. Record and analyse Asian sub-populations in RNZFB membership. Adaptive Living

Achieved. Comparisons were made with Statistics New Zealand and Ministry of Health guidelines on collecting Asian sub-population ethnicity data. These differ and further analysis needs to be undertaken before a decision is taken regarding how best to meet this objective.

1.2.5. Disseminate culturally appropriate awareness information on deafblindness amongst ethnic communities. Adaptive Living

Partially achieved. Mana Kāpo has disseminated culturally appropriate information to iwi, hauora and other Māori service providers working with Deafblind Services. New publication material for Deafblind Services has been developed. This will be reviewed before developing specific brochures for Māori and Pacific peoples.

1.2.6. Develop a plan to more effectively communicate the Foundation's messages to Māori, Pacific Island and Asian Communities in consultation with relevant cultural organisations. Public Relations

Achieved. The quality and quantity of media coverage and messaging achieved during the two annual appeals was a strong contributor to significant progress this year. Māori media now contact the Foundation for stories outside of appeals. Posters and presentations have been developed; "Ask the Doctor" cards have been produced in three Pacific languages; and a Māori eye health awareness wall poster calendar has been developed to the point of printing.

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(Profile of Children's Recreation service, see Profiles page)

Objective 1.3: We will provide better support for children, young people and their families.

Key activities:

1.3.1. Upskill Developmental Orientation and Mobility staff with Adaptive Daily Living competences so that members receive those services from one staff member. Human Resources

Partially achieved. Prior commitments to training scholarship students delayed the planned upskilling of instructors, as not enough resources were available to achieve both objectives.

1.3.2. Build closer relationships between Children's Services and Deafblind, Māori and Pacific Services. Adaptive Living

Achieved. Staff are consulting more across service areas and working together where appropriate. This mutual awareness is supported by training and invitations to attend each other's meetings.

1.3.3. Develop adaptive technology focused initiatives with Blind and Low Vision Education Network New Zealand (BLENNZ) including Resource Teacher Vision (RTV) training, support packs and online discussion lists. Technology, Employment and Awareness

Partially achieved. Work on training packs for RTVs has not yet begun. Other initiatives have included providing training and technical support to students from the Kick Start project and individual BLENNZ students. The Foundation has participated in setting up an online forum for use by young people who are blind or vision-impaired. The Foundation is working with BLENNZ towards a series of adaptive technology expositions leading to a major national event in 2010.

1.3.4. Undertake demonstration of adaptive technology to potential tertiary students and their families/whānau, and review training programmes in the light of feedback. Technology, Employment and Awareness

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Not achieved. Negotiations with Te Wānanga o Aotearoa Disability Services have been initiated with a view to training some of their staff in the use of JAWS. Courses may be delivered in Auckland and Wellington from December 2007.

1.3.5. Support BLENNZ lobbying the Ministry of Education for additional funding for children's services. Chief Executive

Achieved. The Foundation provided strategic leadership and significant public relations and communications support to the united blindness sector. The sector met twice with ministers to lobby for policy change and additional Resource Teachers Vision. The Minister of Education advised of a small amount of new funding for RTVs and said that blindness education was a priority for sustainable funding.

1.3.6. In liaison with BLENNZ, develop an information resource for parents about services available to children, young people and their families. Adaptive Living

Achieved. Children's Services brochures are being printed including an overall brochure regarding our services and those specifically for children. Peer support groups for blind parents have been established in central and south Auckland.

Objective 1.4: We will better meet the needs of our older members.

Key activities:

1.4.1. Develop better understanding of the specific needs of older people, communicate the results, and formulate appropriate service responses. Quality Assurance

Achieved. The centre-based pilots of Seeing the Possibilities confirmed the value of providing services in a group setting with a supported learning environment, and opportunities for sharing concerns and fears related to sight loss with peers. Delivering information over the period of the programme enabled better uptake of information. The format of current Equipment Days will be extended to include Foundation news updates and a specific discussion or skills topic option.

1.4.2. Review results of service delivery pilot against current service delivery model for older members (refer 1.1). Quality Assurance

Achieved. The new centre-based model for service delivery will include an extension to the current needs assessment to provide earlier resolution to some common, everyday difficulties the new member may be experiencing as a result of their sight loss. The Seeing the Possibilities programme will include opportunities for family/support people to learn about eye conditions and their impact, and how they can be supportive.

1.4.3. Finalise unit standard on working with older people and upskill staff. Human Resources

Mostly achieved. The unit standard has been drafted and approved internally. The Foundation is awaiting the appointment of an external unit standard writer to review all our units before seeking final approval from NZQA at the end of 2007.

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1.4.4. Continue to develop peer support programmes and social activities with community committees and other consumer organisations. Adaptive Living

Achieved. Kaumātua members nationally run their own support groups. The Pacific peer support group continues to function well and has resulted in the formation of a craft group. Specific ethnic groups including Samoan, Cook Island and Tongan groups have also been set up so they can share and communicate in their own languages. Recreation Services also provide a variety of peer activities.

1.4.5. Ensure that all Adaptive Daily Living programmes include skills in using the telephone and information and encouragement to access the Telephone Information Service (TIS). Adaptive Living

Achieved. Needs Assessors explain TIS during needs assessments and make referrals to support service staff. TIS is also demonstrated as part of the Seeing the Possibilities programme.

1.4.6. Consider options for extending TIS services. Adaptive Support

Achieved. A range of Fairfax newspapers is now available on TIS. The Otago Daily Times will be made available in late 2007. The adaptive technology menu on TIS has been extended to include details of upcoming courses and a mailbox. Work and Income NZ has a bulletin on TIS and the community committee national newsletter is also available.

1.4.7. Encourage older people to develop competence in adaptive technologies. Adaptive Living

Achieved. Older members who show an interest in learning adaptive technology skills during needs assessments are referred for training. Support is also provided through the Mobile Accessible Technology Teaching Unit Service and classrooms in Wellington and Auckland.

Objective 1.5: We will provide services that meet the specific needs of people who are deafblind.

Key activities:

1.5.1. Evaluate the benefits of maintaining the deafblind register and consider developing policy and guidelines for the national deafblind register. Adaptive Living

Achieved. Discussions on the feasibility of maintaining the deafblind register revealed that maintaining the database would be resource intensive. A review concluded that, in its current form, the register is ineffective.

1.5.2. Ensure the availability of a deafblindness unit standard to all staff. Human Resources

Mostly achieved. A level 4 unit is available to appropriate staff and is offered in the training calendar. We are awaiting final approval by NZQA of a level 3 unit (deafblind awareness) which will be offered to staff of other divisions.

1.5.3. Implement a positive media campaign to support Helen Keller Communications Day (HKCD). Public Relations

Achieved. HKCD was supported through media relations work centred in Christchurch and by the Foundation's internal communications vehicles; a poster was created and widely circulated to support local centre activities.

1.5.4. Investigate the possibility of working with other services for deaf people to produce resources for the deaf community on blindness, vision impairment and deafblindness. Human Resources

Not achieved. Preliminary discussions have been held with the Deaf Association. Further discussions will be held later in 2007.

1.5.5. Explore options for extending the communicator guide service to other

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regions. Adaptive Living

Achieved. Options have been considered and the Ministry of Health has invited the Foundation to seek funding for a full review regarding the best model for future service delivery.

Objective 1.6: We will assist members to secure or retain employment in their careers consistent with their skills, abilities and interests.

Key activities:

1.6.1. In liaison with Blind and Low Vision Education Network New Zealand (BLENNZ) and other relevant providers, provide vocational advice to blind, deafblind and vision-impaired children in school settings. Technology, Employment and Awareness

Partially achieved. A combined working group has received pricing for course material for transition programmes. BLENNZ is now identifying funding options.

1.6.2. Identify the percentage of members leaving school to enter tertiary study or employment, and plan appropriate service responses in co-operation with other providers. Technology, Employment and Awareness

Partially achieved. A method to allow the Foundation to calculate the number of students has been considered. A suitable curriculum will be developed, for both students moving from school to study or employment, and those who have been long-term unemployed.

1.6.3. Survey working age members to establish what barriers and facilitators impede or encourage meaningful workplace participation. Technology, Employment and Awareness

Partially achieved. Due to problems with the Foundation's database and technical issues with the survey database, the survey is expected to be completed by the end of 2007. The University of Auckland has offered assistance with data analysis in 2008.

1.6.4. Improve access to adaptive technology services through the provision of a wider range of courses, extending mobile training to two new areas, and offering distance learning. Technology, Employment and Awareness

Achieved. The Mobile Adaptive Technology Training Unit now covers the Nelson, Blenheim and Taranaki regions. Short courses run in Auckland and Wellington also cover a wider range of programmes, which have been developed in response to member demand. Piloting of distance learning has been undertaken and possibilities for delivering live training remotely are being actively investigated and will be trialled in the coming year, subject to funding.

1.6.5. Extend JAWS scripting and software configuration consultancy service. Technology, Employment and Awareness

Achieved. Scripting and software consultancy activities have been maintained and expanded. Staff are now routinely involved in scripting and complex configuration projects.

1.6.6. Generate positive publicity about successful employment activities. Public Relations

Achieved. Employment angles were successfully showcased in many national appeal stories, general media and Foundation communications. The employment DVD continues to be leveraged whenever possible, and employment is kept clearly on the agenda at meetings with key stakeholders.

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Objective 1.7: We will reduce the isolation experienced by our members.

Key activities:

1.7.1. Review the evidence for blind, deafblind and vision-impaired people experiencing isolation, disseminate information and initiate measures to reduce isolation, if appropriate. Research and Planning

Achieved. The literature review on social isolation informed a seed paper for strategic planning purposes. A number of activities aimed at helping to reduce isolation have been included in the draft Strategic Plan 2007-2010 and this year's business plan, such as group-based service delivery and the extension of Telefriend nationally.

1.7.2. Provide information to families that encourages children's participation in recreation activities and programmes. Adaptive Living

Achieved. General information and a schedule of recreation activities are regularly communicated through the biannual Children's Services' newsletter and the quarterly Parents of Vision Impaired Vision Magazine. The Vision Team (teachers and RNZFB staff) are also asked to identify potential programme participants.

1.7.3. Investigate ways in which volunteers and community committees can facilitate social and recreational activities for members. Adaptive Living

Partially achieved. The Volunteer Services Review has delayed this activity, however some new member groups have been set up and are attended by staff to discuss roles and service delivery. A craft group has been set up by the Manukau Community Committee with Foundation assistance, and volunteers are being sought to help with transport and some of the activities.

1.7.4. Evaluate how effectively centre-based instructional programmes meet the social needs of older members (refer 1.1). Quality Assurance

(Profile of Blind Sailing, see Profiles page)

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Achieved. The evaluation demonstrated that members valued interacting with others and sharing vision loss problems and experiences. Peer support opportunities were effectively enhanced by using current members as hosts for each centre-based programme.

(Profile of guide dog puppies in Christchurch, see Profiles page)

1.7.5. Encourage volunteers, community committees and consumer organisations to foster the use of the Telephone Information Service (TIS) amongst members. Adaptive Support

Achieved. TIS has been promoted and supported by: many community committees; demonstrations at support group meetings; and by volunteers. Information about TIS is constantly included in Foundation publications for members. The phone number of local services is distributed to all new members.

Objective 1.8: We will evaluate and determine a replacement for audiocassettes and enhance the experience of reading.

Key activities:

1.8.1. Make a final decision on the transition from analogue cassette to digital talking books. Adaptive Support

Achieved. The Board has taken the decision, in principle, to deliver digital talking books and magazines over the internet subject to final costings, a risk analysis, a fundraising plan and an external readiness review.

1.8.2. Undertake a Library user and Library non-user survey to investigate the role of the RNZFB Library in providing access to information for its members and explore use of the Telephone Information Service (TIS). Adaptive Support

Achieved. A survey of 400 Library users and non-users was undertaken by Phoenix Research. Results showed a high level of support for the Library and acceptance of likely future developments. Participants listed improved sound quality and a wider

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range of titles as their most important wants from the Library.

1.8.3. Investigate how RNZFB can facilitate improvements to services to members from local public libraries. Adaptive Support

Partially achieved. Informal contact is maintained with several public libraries. Auckland and Manukau City libraries are exploring adaptive technologies that can be used within their libraries. Auckland City Libraries was a partner in the Foundation's successful Community Partnership Fund application, which funded 50 percent of the internet capable digital talking book player trial.

Goal Two: Ensure continuity of service delivery.

Objective 2.1: We will ensure that the new governance and related management processes are functioning effectively and efficiently.

Key activities:

2.1.1. Register the RNZFB and subsidiary entities under the Charities Act. Chief Financial Officer

Partially achieved. Registration under the Charities Act has been submitted.

2.1.2. Promote and expand the Telephone Information Service (TIS) voting following successful trial in 2005. Chief Financial Officer

Achieved. Voting through TIS has also been actively promoted to all members for the annual Board elections.

2.1.3. Identify process improvements to make the governance and voting process more accessible to Māori and Pacific members. Chief Financial Officer

Mostly achieved. Links to Māori and Pacific members are being strengthened through our dedicated services, which will increase awareness of and participation in the governance process. Other strategies such as translating materials into Pacific languages also need to be considered.

Objective 2.2: We will ensure the Foundation is sufficiently resourced and prudently managed.

Key activities:

2.2.1. Review feedback from members, community committees and consumer organisations about whether there are services for which members should be expected to contribute financially. Chief Financial Officer

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Achieved. Feedback has been obtained and taken into account in preparing the 2007-2008 Business Plan.

2.2.2. Review the Fundraising division's strategy, staffing and support structures and implement recommendations. Fundraising

Achieved. The Fundraising strategy and structure have been reviewed and the recommendations implemented.

2.2.3. Improve all donor management systems and processes. Fundraising

Mostly achieved. Donor management systems and processes have been reviewed and improvements introduced, but this remains a work in progress. Further enhancements in the coming year include changes to the way donations are processed.

2.2.4. Improve understanding of donor behaviour through better management reporting from the donor database. Fundraising

Partially achieved. The fundraising database has undergone significant review in recent months and the quality of the data, and our ability to effectively analyse the data, has improved significantly. This is an ongoing project and we will be introducing new analytical tools in the coming year to enable us to more effectively target the most profitable segments of our donor base.

Objective 2.3: We will reflect current best practice, and a culture of continuous improvement.

Key activities:

2.3.1. Benchmark services against comparable national and international organisations. Chief Executive

Mostly achieved. An organisation-wide approach to benchmarking has been explored and the need for a process-focussed quality management system based on the International Blind and Low Vision Service Standards established. This is now considered the best way to facilitate benchmarking. Close working relationships with other blindness organisations in the UK and Australia are being developed to share information and benchmarking.

2.3.2. Complete the costed implementation plan for the transition to the Unified English Braille Code. Adaptive Support

Achieved. An implementation plan has been approved in principle by the Braille Authority of New Zealand. Transition for the school sector and materials for students will begin in 2007-2008.

2.3.3. Maintain close links with adaptive technology staff internationally to keep abreast of new developments. Technology, Employment and Awareness

Achieved. Links have been built with the International Blindness Organisation's (IBO) Experts in Technology Group. Close links with international colleagues were strengthened at conferences. Existing excellent links with commercial companies in the adaptive technology industry world-wide continue to be nurtured.

2.3.4. Work towards the implementation of appropriate standards and obtaining organisational accreditation. Quality Assurance

Mostly achieved. A set of specific blindness-related standards has been selected to guide the development of our internal quality systems, but approval of a preferred accreditation supplier is yet to be achieved.

2.3.5. Evaluate the reviews of Volunteer Services and Recreation Services seeking synergies for enhanced service delivery. Chief Executive

Achieved. A three-year implementation plan for an enhanced volunteer service was presented and adopted by the Board in principle,

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subject to further analysis and definitions of the role of volunteers. The Recreation Services review has been evaluated.

2.3.6. Undertake regular service delivery documentation audits. Chief Financial Officer

Achieved. Regular service delivery documentation audits have been implemented.

2.3.7. Evaluate the Information and Communications Technology effectiveness review and implement appropriate improvements. Chief Financial Officer

Achieved. The effectiveness review was completed in January 2007 by a technical audit of the Awhina House systems. The 2007-2008 Business Plan incorporates identified improvements and further targets. These include meeting IT industry best practice initiatives in the areas of user satisfaction and aligning service levels to divisional needs.

Objective 2.4: We will lobby government to fund essential habilitation, rehabilitation and literacy services for blind and vision-impaired people.

Key activities:

2.4.1. Improve the effectiveness of lobbying initiatives including through the development of lobbying partnerships with consumer organisations, where appropriate. Chief Executive

Achieved. Effective lobbying initiatives have been jointly undertaken with the Association of Blind Citizens regarding the single core benefit, improved employment outcomes for blind people and Workbridge support funds and equipment. A United Blindness Sector was formed to lobby in support of equitable access to education and life skills for blind children. Lobbying resulted in: renewal of a national Ministry of Health contract for three years and a five percent funding increase; a rollover of the Ministry of Education contract for accessible format materials, and; renewal of the Ministry of Social Development contract, including new revenue for employment services.

2.4.2. Lobby Government to increase funding in support of library services. Adaptive Support

Partially achieved. The 70th Anniversary of the Talking Books programme brought Prime Minister Helen Clark and Minister Responsible for the National Library Judith Tizard to the Foundation. This event was an important opportunity for lobbying and raising our library's New Zealand and international profile. The Community Partnership Fund and the Foundation for Research Science and Technology funded 100 percent of the costs of the digital talking book pilot project.

2.4.3. Lobby central Government for increased funding for core habilitation and rehabilitation services, adaptive communications services, developmental adaptive daily living and national roll-out of communicator guide services. Chief Executive

Achieved. A five percent increase in funding for habilitation and rehabilitation was obtained but adaptive communications and deafblind communicator guide services received no additional funding. The Ministry of Health has invited the Foundation to present a proposal for funding for a review of the best deafblind service delivery model. Efforts were also made to obtain increased or new funding from the Ministry of Education for Children's Services and from the Ministry of Health for Information and Advice Services, which have not been successful as yet.

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(Profile of Mary Schnackenberg, see Profiles page)

Goal Three: Raise community awareness of blindness and work with others to reduce preventable blindness.

Objective 3.1: We will increase knowledge of blindness and deafblindness within the community.

Key activities:

3.1.1. Evaluate and increase the effectiveness of the Foundation's blindness and deafblindness awareness programmes. Technology, Employment and Awareness

Achieved. A review of the awareness programme took place and recommendations have been implemented. A large number of these training programmes were delivered effectively.

3.1.2. Investigate ways in which community committees and volunteers can support community awareness programmes. Adaptive Support

Mostly achieved. Volunteer Services met to discuss volunteer support of these activities. Specific volunteer roles have been identified and work is continuing to develop role descriptions. Many community committees have been involved in supporting community expos and have also undertaken local awareness raising guest speaker opportunities.

3.1.3. Identify organisations that are well placed to identify deafblind people and provide appropriate training and introductory material to them. Adaptive Living

Achieved. New publication materials for Deafblind Services have been produced and distributed to relevant organisations.

3.1.4. Celebrate successes of blind musicians during NZ Music Month. Public Relations

Not achieved.

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The focus of NZ Music Month changed in 2007, hence there was less interest in working with the Foundation. Generating publicity about individual musicians and the critical nature of braille music is a better way forward.

3.1.5. Make effective written and public submissions to local and central Government on matters of concern to Foundation members. Research and Planning

Achieved. This year, submissions on such diverse areas as taxation incentives for charitable giving and care of services provision for disabled people have been prepared. Submissions were also made on long-term disability supports, the New Zealand Digital Content Strategy and to Land Transport NZ and to Wellington and Manukau City councils. The Foundation's submission to central government on voting was noted in the September 2006 report of the Justice and Electoral Committee. The oral submission on the Copyright Amendment Bill to the Commerce Select Committee was heard very favourably.

3.1.6. Publicise submission content and other information through Foundation publications and the media. Public Relations

Achieved. Submissions made by the Foundation have been made publicly available through Foundation channels, including the website and email lists.

Objective 3.2: We will work with others to reduce preventable blindness.

Key activities:

3.2.1. Improve knowledge of blindness and deafblindness, including knowledge of blindness prevention, specifically in Māori, Pacific and Asian communities, in consultation with relevant cultural organisations.

Mostly achieved. A wide range of new publications has been prepared and printed, including eye condition booklets, all of which are on the Foundation's website. Highly professional braille alphabet cards are now widely available and two other publications promoting braille awareness have been produced. Increased media coverage achieved during Blind Week and outside the appeal contained significant reference to facts about blindness and had good reach into ethnic communities. Links are being built with ethnic communities and support materials and information provided.

Objective 3.3: We will effectively advocate on blindness issues.

See also 1.3.5, 1.4.6, 2.4 and 4.3.

Key activities:

3.3.1. Plan, co-ordinate and implement lobbying programmes on significant blindness related issues in consultation with consumer organisations, as appropriate. Public Relations

Achieved. Successes included: working with the Reserve Bank on the introduction of the new coins; partnering with BLENNZ and consumer organisations to lobby the Minister of Education; lobbying the Ministry of Social Development regarding the blindness benefit; and pressing the Regional Transportation Authority and ONTRACK to consider the needs of the blind community and to better communicate changes in their infrastructure and schedules.

3.3.2. Ensure lobbying programmes reflect priorities and views of the Foundation's members. Chief Executive

Achieved. Continuing and extensive consultation with members has informed lobbying strategies and priorities. Member priorities were canvassed through extensive consultation across the country, via the consumer consortium and from member feedback such as focus groups.

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Goal Four: Value and expand the Foundation's key relationships.

Objective 4.1: We will be responsive to Foundation members.

Key activities:

4.1.1. Develop guidelines and protocols to enable the Information and Advice Service to meet appropriate Non Government Organisations (NGO) sector standards. Adaptive Support

Not achieved. Work has focussed on defining the scope of the Information and Advice Service. Guidelines and protocols will be identified in 2007-2008.

4.1.2. Review member requirements for the Braille Library Service and broaden the range and number of braille titles available from the library. Adaptive Support

Not achieved. There was insufficient funding to increase the range of titles. A survey of braille library borrowers is planned for 2007-2008 so future planning around the Braille Library Service is fully informed by member views.

4.1.3. Undertake focus groups to seek feedback on Guide Dog Services and assess general satisfaction with other services. Quality Assurance

Achieved. Almost 130 members contributed to 16 focus groups in 10 centres. Feedback generally indicated satisfaction with services, and suggestions for improvements and changes were also offered. The recommendations in the report were discussed with managers to action in annual planning.

4.1.4. Investigate options for an Adaptive Daily Living Helpline. Quality Assurance

Achieved. A trial helpline called Help at Hand was set up in February and staffed by experienced instructors. An appliance marking kit was developed simultaneously with the helpline as back-up support. The number of calls has been minimal and when the trial is reviewed a decision will be made about its value.

Objective 4.2: We will provide an environment that encourages staff to maximise their contribution.

Key activities:

4.2.1. Develop a strategy to address significant issues identified in the 2006 Staff Satisfaction Survey. Human Resources

Mostly achieved. A strategy has been developed. Key elements addressed include remuneration issues, performance management and service terms and conditions. Some elements will be addressed in the 2007-2008 Business Plan.

4.2.2. Implement the new general induction process. Complete the regional and discipline specific induction process in conjunction with specialist staff. Human Resources

Partially achieved. The general and regional induction process has been completed and implemented. Further work needs to be done on the discipline specific induction process.

4.2.3. Review the organisational value statements following feedback from staff. Human Resources

Partially achieved. This was put on hold due to funding constraints although the values were partially revised through the 2007-2008 business planning cycle. The values developed were based on feedback provided by staff through extensive national consultation undertaken in 2005-2006. Further work will be undertaken in 2007-2008.

4.2.4. Continue the organisational culture enhancement initiatives. Human Resources

Partially achieved. Building organisational culture is an

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ongoing activity, however formal initiatives planned will be undertaken in 2007-2008.

4.2.5. Develop the current performance management system. Human Resources

Mostly achieved. The performance management system has been reviewed in conjunction with external consultants and has been revised to fit the needs of the organisation and to provide better linkage with a future remuneration strategy and structure.

4.2.6. Develop new unit standards and support materials for Community Support Services Industry Training Organisation (CSSITO) in blindness, deafblindness and vision-impairment. Human Resources

Achieved. A new set of standards has been written and is with the NZQA for final approval. A second set is in draft and awaits the appointment of an external unit writer at CSSITO, to review, before submission.

4.2.7. Develop options and begin planning for the roll out of unit standard training. Human Resources

Partially achieved. The qualifications have been drafted and internal and external consultation has been completed. Work is ongoing with CSSITO to finalise the qualifications. A project plan has been developed but not yet implemented.

4.2.8. Audit components of RNZFB computer systems not readily accessible by visually impaired staff and identify options for change. Chief Financial Officer

Achieved. A register of issues where accessibility is partial or constrained has been established for formal quarterly review. The 2007-2008 Business Plan contains targets for increased accessibility in all the Foundation's core applications.

4.2.9. Investigate programmes to enable transfer of learning and experience by longer-serving staff. Public Relations

Partially achieved. A plan to capture and disseminate learning and experience through the intranet has been developed. Development of the intranet has been delayed so other means of transferring this knowledge, i.e. through the website, are being considered.

Objective 4.3: We will involve community committees as an integral part of the Foundation's services to members.

See also 1.4, 2.4 and 3.3.

Key activities:

4.3.1. Assist community committees to develop peer support programmes. Chief Executive

Achieved. Community committees have provided a range of support activities in each local area in response to the needs of their communities.

4.3.2. Work with relevant community committees to increase the reach of community committees to all members. Chief Executive

Achieved. A new initiative to contact members annually has been delivered by community committees. New committees in Manukau and Taieri have continued to extend the reach of the blindness community. A new West Auckland committee has been approved.

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Objective 4.4: We will ensure effective partnerships with consumer organisations.

Key activities:

4.4.1. Review and adopt an effective partnership model with each consumer organisation. Chief Executive

Mostly achieved. The partnership relationship with consumer organisations continues to evolve. A new terms of reference defining the relationship has been agreed, subject to approval from consumer organisations' executives.

4.4.2. Develop approaches to enhance consultation processes with key stakeholders, including community committees and community organisations. Chief Executive

Achieved. A new partnership model has yet to be finalised. Consultation with consumer organisations is primarily through the consumer consortium but frequent meetings are also held with individual organisations and, when possible, a representative from the Foundation and/or CE or Board Director attends their AGMs.

Objective 4.5: We will ensure effective relationships exist with agencies working on behalf of blind and vision-impaired people and other professional agencies.

Key activities:

4.5.1. Demonstrate the work of the adaptive technology team to other professional agencies. Technology, Employment and Awareness

Achieved. A range of significant professional agencies, businesses and politicians have received demonstrations of adaptive technology, partly supported through producing a new adaptive technology brochure. Displays at Parliament, the Dunedin Science Fair, Workbridge and Auckland and Wellington City councils were also used to demonstrate adaptive technology.

4.5.2. Publicise the results of relevant Foundation audits, surveys, research and activities and make available to stakeholders, in line with Board Policy. Public Relations

Achieved. Information about the results of the staff survey, election results, submissions, and research activities were made available through the website, Outlook, TIS and email lists.

4.5.3. Increase research links with academic institutions and allied professionals. Research and Planning

Achieved. New links have been built with the School of Population Health at the University of Auckland. Relationships with Massey and Otago universities have been strengthened through research initiatives.

Objective 4.6: We will recognise the valuable contribution and commitment of all volunteers.

See also 2.3.

Key activities:

4.6.1. Evaluate and, where feasible, implement recommendations of the National Volunteer Services Review. Adaptive Support

Achieved. A report on the Volunteer Services implementation plan was agreed to by the Board in principle. The plan has identified 20 ongoing projects which will be implemented within the 2007-2010 period, the majority beginning in the coming year.

4.6.2. Identify the national 'pool' of volunteers working with the deafblind community and improve coordination and recognition. Adaptive Living

Partially achieved. The Volunteer Services database is able to identify volunteers who have indicated a willingness to work with deafblind

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members. However, their roles must be carefully defined as these volunteers need a lot of training and support.

4.6.3. Provide appropriate training to volunteers working with children. Adaptive Living

Achieved. Volunteers are offered sighted guide training as well as information on eye conditions when inducted into the Foundation. Information on appropriate techniques for working with children is also offered.

4.6.4. Acknowledge and support the activities and achievements of volunteers in the Foundation's publications and website, and through selected media. Public Relations

Achieved. Publicity about volunteers was included in Blind Week, by an increased emphasis on volunteers in Outlook and the website, and by communicating to media. Volunteer involvement is also highlighted just before community committees' annual public meetings. The Foundation also recognises those volunteers who have received New Zealand Honours and regional awards.

(Profile of Telefriend, see Profiles page)

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(Profile of Chris Orr, see Profiles page)

Goal Five: Achieve a high profile.

Objective 5.1: We will encourage and nurture the goodwill and trust of Foundation supporters, donors and the New Zealand public.

Key activities:

5.1.1. Continue to evolve and assess the effectiveness of existing campaigns and ensure that they continue to build lasting goodwill. Fundraising

Achieved. Our two national campaigns, Blind Week and Guide Dog Appeal, continue to be very successful, both financially and in raising awareness. This year, we successfully re-branded the Guide Dog Appeal, with the new Red Puppy Appeal generating more than $1.1m in donations. The impact and effectiveness of both campaigns is regularly reviewed and appropriate changes implemented.

5.1.2. Ascertain the effectiveness of the bequest programme. Fundraising

Achieved. Following the review of the fundraising structure, the ongoing management of the bequest programme now rests with Regional Fundraising Managers, who have appropriate performance measures to ensure that progress against the business plan is effectively monitored.

5.1.3. Develop innovative and creative fundraising initiatives. Fundraising

Achieved. This is an ongoing activity. This year, a revised puppy sponsorship programme was launched and a Direct Response TV advertisement was tested for the first time. The programme has been highly successful, recruiting more than 3,500 new regular donors who will generate in excess of $800,000 income in the first full year.

5.1.4. Celebrate 70 years of the talking book service in New Zealand. Adaptive Support

Achieved. A celebration dinner took place in April to coincide with the visit of the DAISY

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Consortium Board to Auckland. Some 134 guests were present including the Prime Minister, Helen Clark.

5.1.5. Consider bringing back the Blind Achievers awards for 2007-2008. Public Relations

Achieved. A review has been completed. Bringing the awards back is not cost effective, either in "hard costs" or staff time. The awards failed as a fundraiser, and a shortage of nominations was a major problem. It is more effective to generate publicity about member successes in association with appeals, employment stories, and general publicity.

Objective 5.2: We will be recognised as an authority on blindness-related matters.

Key activities:

5.2.1. Develop and implement an action plan to promote the Foundation as the recognised authority on blindness-related matters in New Zealand. Public Relations

Achieved. High profile successes such as the Reserve Bank's issue of new coins, the new website, active involvement in corporate events and lobbying mass transit providers have enhanced the Foundation's reputation as the authority on blindness-related matters. The TALKS Technology project led to the development of a TALKS training course for members, which is believed to be a world first. Enquiries have been received from other countries wanting to purchase this training programme and course materials. Media increasingly contact the Foundation for comment on blindness-related issues. The amount and quality of media publicity achieved during the two annual appeals was outstanding, with approximately 56 television, 50 radio and 250 print stories.

5.2.2. Continue to leverage the Cost of Blindness research so that its impact will continue long into the future. Public Relations

Achieved. The research was again mentioned in a high level meeting with the Ministry of Social Development and the Minister for Disability Issues. Facts and statistics from the research are often cited by the Foundation in publications and with media. The research was also provided to researchers undertaking a Cost of Disability study.

5.2.3. Develop stronger working relationships with key Government bodies. Chief Executive

Achieved. The Chief Executive has been successful in achieving regular meetings with the Minister for Disability Issues and with senior government officials, including the former Deputy Director General of Health - Disability and the Office for Disability Issues.

5.2.4. Increase research-based publications associated with the Foundation. Research and Planning

Partially achieved. The lead time to achieve this objective is likely to be more than a year. However, policy regarding publications that use Foundation data now requires that the Foundation be acknowledged in those publications. Staff presented well-received papers at a number of international conferences.

Profiles page

Objective 5.3: We will be recognised as a highly professional and progressive organisation.

Key activities:

5.3.1. Undertake peer review and/or programme evaluation for the following programmes: Accessible Format Production, Blindness Awareness, Employment Services. Chief Executive

Achieved. The Accessible Format Materials review was undertaken and very favourable verbal feedback received. Blindness Awareness Services has been reviewed and service improvements implemented. Employment Services in Hamilton and Dunedin were audited with positive results.

5.3.2. Evaluate and where feasible implement recommendations of review by International Guide Dog Federation. Adaptive Living

Achieved. Evaluation has been completed and recommendations implemented.

5.3.3. Obtain feedback from Pacific health providers and the wider Pacific community on effectiveness of blindness awareness programmes. Adaptive Living

Mostly achieved. Blindness awareness presentation materials have been reviewed and modified to improve quality. Additional feedback will be obtained in 2007-2008.

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