Our Governance and Strategy

Good governance is essential to maintaining trust between RIDBC and its supporters, clients, funding authorities and the families of students.

Download RIDBC's Strategic Intent

cochlear implants have allowed Barbara to hear better and be part of what’s going on

Our responsibilities

RIDBC has responsibilities and duties defined under the Royal Institute for Deaf and Blind Children Act 1998 No 6 and the RIDBC by-laws.

Our board and management ensure we achieve our objectives effectively and efficiently, and the chief executive is accountable for the performance of our organisation. In 2016, we launched our five-year roadmap for the future of RIDBC, Strategic Intent 2016-2020.

To guide our corporate governance, we have a number of formal processes, including guidelines for the appointments to the board, an integrity statement, a code of conduct and a process of performance self-appraisal by board members.

To guarantee that we offer the highest standards of support to the people who need us and their families, RIDBC has instituted a charter of Client Rights, based on the United Nations Convention on the Rights of Persons with Disabilities (2006).

Integrity statement

RIDBC is a charitable human service organisation. Accordingly, its board will aim to promote appropriate values and attitudes of service, integrity, financial prudence, consideration of individuals, accountability and personal responsibility.

Criteria for board membership are determined by eligibility guidelines, largely derived from relevant clauses in the Royal Institute for Deaf and Blind Children Act 1998 and the by-laws.

Members of the RIDBC Board of Directors agree to be bound by this integrity statement. New appointees to the board will be required to agree to be bound by the integrity statement. Any member of the board finding herself/himself unable to meet or to continue to meet the requirements of the integrity statement must offer to resign from the board.

Members of the RIDBC Board

Prospective appointees to the RIDBC Board of Directors must:

  • Be, or be prepared to become, members of RIDBC in accord with the Royal Institute for Deaf and Blind Children Act;
  • Have sympathy with, and be prepared to contribute to, RIDBC’s purpose and objectives;
  • Have abilities and skills which would be of use to RIDBC;
  • Be compatible with and prepared to work harmoniously with existing members of the board;
  • Have a range of personal and/or professional contacts from various fields of endeavour who would be of potential benefit to RIDBC; and
  • Have an understanding of the duties and responsibilities of a board member.

In order to ensure that the RIDBC Board is constituted so as to properly discharge its duties to the members, staff and clients of RIDBC, board members agree that periodically they will undertake a performance appraisal by self-analysis. This requires the completion and signing of a questionnaire, signifying continued agreement to be bound by the requirements of the Integrity Statement.

RIDBC Strategic Intent 2016-2020

The RIDBC Strategic Intent 2016-2020 marks a new era of service provision for Australians with vision impairment or hearing loss by RIDBC. We are focused on a number of strategic priorities, including:

  • Expanding RIDBC’s reach
  • Establishing Centres of Excellence for vision and hearing
  • Relocating within Macquarie University
  • Establishing new RIDBC Renwick Centre Programs
  • Reviewing our brand
  • Increasing performance, efficiency and sustainability of the organisation

Our mission remains unchanged and unwavering, to provide quality and innovative services to achieve the best outcomes for current and future generations of Australians with vision impairment or hearing loss.

We will ensure all current and future children, adults, families and professionals who receive services from RIDBC, as well as our many volunteers, donors and supporters, are kept informed and updated on our plans as they evolve.