Executive View
Page 2
Notes from the Chair
After one full year of the new governance structure it seems appropriate for me to review the challenges and rewards of governing the Foundation as a leading social enterprise that puts its customers first.
In May I was delighted to be invited to present a workshop at the International Guide Dog Federation conference in Switzerland. The choice of topic was easy: governance and the public benefit. I believe that the governance position the RNZFB has reached is where all charitable enterprises should aim to be. That is, to be directly accountable to recipients of services in how they spend donor dollars.
In April 2003, the Foundation began its new constitutional life with nine elected directors. The constitution provides for a three-year electoral cycle and to start this cycle, the existing directors drew lots for one, two or three year periods of initial service.
The ballot determined that this year, the positions filled by Geraldine Glanville, Linda Beck and John White, the associate member on the Board, will come up for re-election. Nominations will be called for in early August and voting papers sent out to all governing members in late September. The election results will be made known at the Foundation's Annual General Meeting in Hamilton on 29 October.
Meanwhile, the democratic process has continued with the April board elections for Homai National School for the Blind and Vision Impaired. Homai School is now run by the state; however, the RNZFB does have two appointed representatives on the school's governing board. This ensures that the Foundation is able to participate in integrating education, children and family services, and can play a part in strategic developments toward a National Learning Support Network for all blind and low-vision children. Appropriate resources and staffing, together with strong management, will be needed for this venture to succeed and to give students a fair educational go in this age of exciting adaptive technology that can make a huge difference to learning.
Directors and staff have been pleased to attend regional gatherings of volunteers, the lifeblood of this organisation. Development continues on making equipment services and our cultural policies more relevant and functional.
Page 3
Chief Executive's view
Always on my desk close to hand is a copy of the Foundation's strategic plan. I refer to it often in meetings with staff, directors, potential funders, and in fact, anyone who walks through my door. Pride aside, it is the Foundation's guiding document, the roots of our organisation's tree, and has been the basis for drafting the 2004/2005 business plan. The business plan's objectives and actions closely follow the goals set in the strategic plan.
As the first business plan under the new constitution, we felt it appropriate to consult widely. The draft went out at the end of April to community committees, consumer organisations and staff. Submissions were received until 10 May. By the middle of next month (July) this business plan will be finalised.
One example of how we are already meeting the strategic goals you set for us is our new relationship with Bayleys Realty Group. Their three-year partnership with Guide Dog Services was in place in time for the Guide Dog Appeal in April. Bayleys' aim is to have 100 more guide dogs available, in order to reduce or eliminate the current waiting list of 100. At their annual staff conference, $137,000 was donated from around the country in just one night! The Foundation will also benefit from Bayleys' expertise in marketing and promotions, as they continue to raise money for Guide Dog Services throughout the year.
Another example is our parliamentary campaign. Together with the Association of Blind Citizens we have met with a broad range of MPs from across the political spectrum to raise awareness of our two organisations and of blindness-related issues. These personal meetings with high profile MPs, including Marian Hobbs, Associate Minister of Education (Special Education), and Annette King, Minister of Health, provided us with valuable insights on parliamentary perspectives and priorities. Although $6 million of the Foundation's annual funding comes from government, these meetings were not about us going to Wellington, cap in hand, saying "we want". Our intention was to highlight members' needs, to raise awareness about blindness and to also remind MPs that we have significant and long-standing experience in the area of blindness. Our message is clear: we are keen to be consulted and included in legislation and policy changes.