Executive View
Page 6
Notes from the Chair
The door swings both ways.
It is always difficult for a national organisation like the Foundation to say "goodbye" to one loyal leader and "hello and welcome" to another, but that is what the Foundation did on Monday, July 16th.
Paula Daye has transformed the Foundation into a member-driven organisation and given blind people room as individuals to begin telling their own story. Thank you for giving so much of yourself to the Foundation, Paula. You will be remembered with affection.
Sandra Budd has been welcomed to the Foundation with a pōwhiri. Thank you to the Tangata Whenua. Sandra comes to the Foundation with excellent credentials, a great record of consumer-oriented achievement and a positive, listening leadership style. I know members and staff will enjoy Sandra's company. There is a profile about Sandra on page 8.
To be a Chief Executive of a non-profit enterprise like the Foundation is no "joy-ride", as it calls for huge emotional intelligence, let alone smartness of the intellectual kind.
Non-profit CEO's wield less authority and control than is common in business, as they must answer to a wider range of stakeholders. Compared with business, there are fewer resources, fewer staff and less certainty about funding. Every time "non-profits" serve their customers, resources are drained. When "for profits" serve customers well, their resources grow.
Under-capacity is the norm. Salaries are non-competitive. The scrutiny from funders, politicians and the press is keen. Politics is rife. And always, you are expected to do more with less. Compared to the corporate world, the voluntary sector is typically under-funded, under-staffed, under-resourced, and under-trained.
For these reasons, social sector organisations need even greater discipline than corporations - disciplined planning, disciplined people and disciplined allocation of resources.
Understanding the sector takes time, energy, humility and commitment.
Building strong, resilient and well-led charities is hard and not well understood work. But, it is worth it. Talk to anyone who has run the gauntlet and they will tell you they have gained much more than they have given.
(You can contact Don on 09 372 6929 or email him at dmckenzie@clear.net.nz)
Page 7
Sandra Budd, Chief Executive
This is my first Outlook column, and I'd like to express my sincere thanks to everyone who has made my first few weeks at the Foundation very special. I especially want to acknowledge Ngāti Kāpō and Mana Kāpō for the pōwhiri on my first day, which made me feel incredibly honoured and welcome. It was very special for my family as well - thank you.
As the Chairman writes in his Outlook column, transition is always a challenge for everyone, including me!
My goal is to spend the early days getting to know this amazing organisation, its staff, consumer groups, and many members and stakeholders. I am indebted to Paula Daye for guiding me through my induction, introducing me to so many people, and making this transition as smooth as possible.
So where to from here?
After my settling-in period, my first goals are to:
- Continue implementing the three-year Business Plan and continue development of the 2007-2010 Strategic Plan
- Focus on quality and continuous service improvement
- Work to raise our profile and enhance our relationships with Government, key Ministries and other stakeholders.
An over-arching goal is to ensure that everything we do is efficient and sustainable.
In my 35-year career in New Zealand and Australian health services, I've tried to be a person who listens, who leads by example, and who strives to be a strong advocate for the rights of individuals to participate fully in society.
I have always had enormous respect for everyone in the not-for-profit sector. I'm proud to have been a volunteer with the Royal NZ Plunket Society and Meals on Wheels, and to be a member of Hohepa Homes Family Association, which supports people who have intellectual disabilities and their families.
I'll end by saying that this "Taranaki girl" is very pleased to be back in New Zealand after five years working in Australia. And I am delighted to have been given the opportunity to lead the Royal New Zealand Foundation of the Blind. It is an honour and a privilege.
Page 8
Sandra Budd
Steering the RNZFB through the next three years and beyond is top of the list for new Chief Executive, Sandra Budd.
With 35 years of health services experience under her belt, Sandra is keen to use the skills she has developed to help the Foundation do even greater things in future.
"I am excited at the Foundation's future plans to develop leading edge services. And I am delighted to bring my commitment and experience in developing consumer-focused services to assist the Foundation and its members in the next phase of development," she says.
Sandra began her career in health in 1972 as a Registered Nurse and Midwife. She remained on the "front lines" of health for over 20 years before moving into general management in the health sector.
In her last role, Sandra was responsible for strategic leadership on workforce planning, workforce organisational development, and human resources strategy for over 5,000 staff in 154 facilities.
This year she completed a six-month secondment to help integrate cross-border health services for New South Wales and Victoria.
Since 1995, she's also been;
- Executive Director, Clinical Services, Children Youth and Women's Health Service in South Australia
- Executive Director, Clinical Services (Nursing/Midwifery), Women's and Children's Hospital, South Australia. (Served as Acting Chief Executive Officer for a period)
- Maternity Manager, National Women's Hospital, Auckland, where she managed the largest community and tertiary maternity service in Australasia. (Served as Acting General Manager of National Women's Hospital during much of 1995).
With both her son and daughter currently working overseas, Sandra and her partner Paul are looking forward to settling into Auckland and enjoying a different kind of climate.