Quadrennial report
World Blind Union
Seventh General Assembly
Geneva, August 2008
Table of contents
Introduction 4
President’s reflections 5
Strategic plan 5
A community of shared interests 5
Extending our worldwide constituency 6
The UN Convention 6
Two campaigns 6
Listening to the children 7
Two moments in history 7
Expressions of gratitude 7
Strategic plan 8
Our vision 8
Our purpose 8
Strategic initiatives 8
Report on the key undertakings and progress within each priority area 9
1. Establish a WBU permanent office 9
2. Capacity building and organizational development 11
Membership 12
Capacity development 13
a) Organizational development 14
b) Individual capacity development 17
c) Employment 18
d) Children 19
e) Youth 20
f) Women 21
g) Low vision 21
h) The elderly blind 22
3. Advancing governance and democracy within the WBU 23
4. Generating and managing financial resources 24
5. Developing and implementing internal and external communications 26
6. Developing and implementing advocacy and lobbying strategies 28
7. Achieving a world accessible to blind people 30
8. Planning of seventh General Assembly 32
Our future priorities 33
Who we are 34
WBU Officers 34
Regional presidents 34
Committee ad working group chairs 34
WBU representatives on external bodies 35
WBU key sponsors 36
Platinum sponsors 36
Diamond sponsors 36
Gold sponsors 36
Loyalty sponsors 36
WBU staff 36
The World Blind Union – Changing what it means to be blind: Taking our place in the world
Introduction
This Quadrennial Report is intended to consolidate and report on the key priorities and initiatives undertaken by the World Blind Union and its members during this 2005 – 2008 quadrennial period. It will reflect the achievement of the strategic objectives as established in the 2005 – 2008 Strategic Plan, and will highlight the work of the six Regions and the Committees and working groups in carrying out the Mission of the World Blind Union.
The Quadrennial Report will not replace the detailed reports provided by the WBU Officers, Regional Presidents and Chairs of Committee and Working Groups, such reports to be available on the WBU website and to form part of the record of the 7th General Assembly. Rather, the Quadrennial Report will provide the summary documentation of the period for attendees at the 7th General Assembly and will provide a public record of WBU initiatives and achievements over the four year period and as such will be made available on the WBU website and will support WBU communications and marketing initiatives. While this report tries to capture in summary form the key priorities and achievements of the quadrennium, it should not be considered as a complete compilation of activities and programs undertaken by our committees, working groups or regions. It reflects the content of the material provided to the office for inclusion in the report and also reflects the editorial style and content selected by the editor. This is a first attempt at consolidating information from across the Union into one consolidated report and we hope that our members will find it useful and interesting.
Edited by: Penny Hartin, CEO, World Blind Union
President’s reflections
It has been a good four years for the WBU and it has been a privilege to be President during this time. The work we have performed is given in detail in this quadrennial report and my intention here is only to touch on some milestones and to say something of the evolving potential of the WBU.
Strategic plan
When I announced my candidacy for President, I pledged that our programme of work would be guided by a strategic plan. How we have fared in pursuing our eight chosen objectives is set out in this report, but what I would say additionally is that having such a plan imposes discipline and accountability. It also provides continuity as we manage the transition from one presidency to the next. The most immediate gain has been the establishment of a permanent office in Toronto, followed by the appointment of a CEO in the person of Dr Penny Hartin. This project has transformed the operations of the WBU, both in terms of the efficiency of our administration and the quality of our communications.
A community of shared interests
At the international level our association with agencies and organizations active in our field of work has in the past mainly taken the form of bilateral relationships. During this quadrennium we restructured our Development Committee to include all of our development partners, thereby establishing a forum for joint planning and the mutual strengthening of programmes. But also in our bilateral relationships we have moved beyond statements of common intent to engage in joint action, as will be illustrated in at least three instances further on in these notes. In creating a collaborative ethos, we are building a community of shared interests to the benefit of all partners and of blind people themselves.
Extending our worldwide constituency
Although persons with low vision outnumber blind persons by well over three to one, they have been underrepresented in the ranks of the WBU. As a consequence the issues of low vision have received scant attention. Drawing on the knowledge of professionals and the ideas of partially sighted people, our Working Group on Low Vision has produced some very practical recommendations, while re-emphasizing in our thinking the importance of the WBU being truly representative of its broader constituency.
The UN Convention
On 3 May 2008 the UN Convention on the Rights of Persons with Disabilities came into force as a binding instrument in international law. The event was triggered by the ratification of the Convention by a twentieth country one month before. On 12 May I was a co-moderator at the “coming into force celebration” in New York, which was for me the culmination of my work at the UN on behalf of the WBU. The CRPD, as the Convention has become known, bears the imprint of the WBU in many places and several articles of particular concern to us, such as those on accessibility, information, rehabilitation, and education, came out well. The CRPD will be a primary focus of WBU activities in the years ahead and hopefully its “progressive realization” will assist us in our mission of changing what it means to be blind.
Two campaigns
I am enthusiastic about two global campaigns launched during the period under review. In the EFA-VI initiative, we are partnering ICEVI in its efforts to achieve Education For All Visually Impaired Children, 90 percent of whom are not yet at school in developing countries. In the Right to Read Campaign, we are hoping to convert a potentially adversarial relationship with WIPO and the IPA into a collaborative approach that will end the “book famine”, which deprives us of access to 95 percent of published materials. This is the WBU in action and a successful outcome to these campaigns will have a major impact in the lives of blind and partially sighted persons everywhere.
Listening to the children
A note on the Congress jointly organized by our Children’s Committee and our generous colleagues at ONCE. At this event 21 children from all of our six regions will be bringing messages of hope and expectation which it will be our task to translate into Assembly resolutions and subsequent action. May the dreams of our children become the reality of the next generation!
Two moments in history
In 2009 we celebrate the Bicentenary of the birth of Louis Braille, our greatest benefactor. Commemorative events will be staged in many countries around the world, while some will also take the opportunity to address anew the issues of literacy and the availability of Braille. The ambitious programme planned for France will at once be solemn and festive in tone, signifying both our gratitude and joy at the indispensable gift of Braille. Next year also marks the 25th anniversary of the founding of the WBU. I was present in Riyadh at the historical moment when the merger of the World Council for the Welfare of the Blind and the International Federation of the Blind gave to blind and partially sighted people their united voice, as embodied in the WBU. Planning for these celebrations took place during the current term and the General Assembly in Geneva will itself be a festive occasion marked by special publications, presentations, and exhibits.
Expressions of gratitude
In the main body of this report, we elaborate our sponsorships programme and acknowledge the generous support that has in the current term taken the WBU to a new level of efficacy. Here I wish to acknowledge those organizations without whose support a WBU Presidency based in South Africa would not have been possible. Sightsavers International and CBM have provided ongoing support throughout the past four years, while other contributions at the beginning of my term of office set a solid foundation. Such contributions came from the SA National Council for the Blind, the company bhpBilliton, Abilis, and Perkins. There were also gestures of goodwill from many quarters, among which I do wish to mention the RNIB. I also thank my personal assistant, Val Pond, for many years of loyal service, and Philip Bam and the League of Friends of the Blind in Cape Town for the indispensable support given to me in my travels and international commitments. Finally, I thank the members of the WBU who elected me to President: It has been the most rewarding experience of my professional life.
William Rowland
Strategic plan
At the beginning of this quadrennium, the WBU Officers along with key resource persons undertook a Strategic Planning exercise in order to determine the key priorities on which to focus its work during the four year term. With the generous support of Sightsavers International, a facilitator was engaged to facilitate the process for us. This included defining our Vision, our Purpose and eight strategic initiatives that served as the guide for our work.
Our vision
A community where people who are blind or partially sighted can participate on an equal basis in all aspects of social, economic, political and cultural life.
Our purpose
We are a worldwide movement of blind and partially sighted people acting on our own behalf to:
- Eliminate prejudice;
- Promote belief in the proven abilities of blind and partially sighted people; and
- Achieve full participation and equality in society.
Strategic initiatives
1. Establish a WBU permanent office
2. Capacity building and organizational development
3. Advancing governance and democracy within the WBU
4. Generating and managing financial resources
5. Developing and implementing internal and external communications
6. Developing and implementing advocacy and lobbying strategies
7. Achieving a world accessible to blind people
8. Planning of Seventh General Assembly
These strategic Initiatives were operationalized through the development of specific action plans and performance indicators and monitored on a regular basis by the Executive and Officers, under the leadership of 1st Vice President Maryanne Diamond. Care was taken to reflect all Resolutions approved at the 6th General Assembly into the Operating Plan that was developed to document the strategies, actions and results. Moreover, achievement of these eight strategic initiatives formed the basis of the work done by the WBU Committees and Working Groups.
Clearly progress was made within each priority area, although some achieved better results than others. We had some excellent successes as well as some disappointments. We do believe that the development of a strategic plan has brought focus to our work and given us the ability to track our work throughout the term. It is an excellent foundation that we can now use to build on into the coming years.
In the next section of this report, we will highlight some of the key undertakings, achievements and challenges faced within each of the eight priority areas. We encourage you to reference the full reports provided by our Regions, Committees and working groups, for more detailed information about their work.
Report on the key undertakings and progress within each priority area
1. Establish a WBU permanent office
A key resolution approved at the 6th General Assembly was the establishment of a permanent office for the World Blind Union that would assume responsibility for much of the administrative work which had been the responsibility of the WBU Secretary General and the Treasurer, that could serve as a central contact point for members, the public and partners and which supports the overall operations of the WBU. Following extensive research and planning, under the leadership of 1st Vice President Maryanne Diamond, and financially supported by Vision Australia and the Royal New Zealand Foundation of the Blind, a business plan was developed, presented to and approved by the WBU Executive in March of 2006. With start-up and sustaining pledges from several WBU members for a five year period, who participated in a sponsorship program developed and implemented by President William Rowland, the Officers were able to proceed with negotiating the location of the office and the recruitment of a CEO. The office, which is located in the CNIB Centre in Toronto, Canada, opened officially on October 31, 2006. Staff include a Chief Executive Officer, Dr. Penny Hartin, and an Administrative Assistant, Ms. Catherine Munoz-Smith, whose combined language abilities enable the office to function in the three official languages of the WBU.
Most of the key deliverables set out in the business plan for the office have been achieved. A careful transition plan developed by the Project team and supported strongly by the Treasurer and Secretary General resulted in an orderly transition of tasks and responsibilities. A membership database of all members has been established and is constantly updated. The collection of membership dues is now handled by the office and all funds held by the Treasurer’s office have now been transferred to the office and accounting and financial systems have been established for careful handling and monitoring of all funds. It is important to acknowledge the extensive and invaluable support provided by CNIB in the establishment of the office, in addition to providing a financial contribution, CNIB is providing free office space and furniture as well as access to its state of the art technology, expert financial management and accounting services and office support infrastructure. The World Blind Union has been registered as a not for profit corporation in Canada and has applied for status as a charity in Canada as well.