Deaf Aotearoa Holdings Ltd Chairperson’s Report
It is my privilege to present the Chairperson’s Report for 2024–2025. This year has brought both challenges and opportunities. While external pressures have tested our resilience, our focus on growth, leadership, and long-term planning has kept us grounded and moving forward.
Governance and Leadership
The Board maintained a stable governance structure, enabling continuity and steady progress on our strategic direction. This stability has allowed us to reinforce existing policies and sustain momentum across key initiatives. Regular Board meetings have provided strategic oversight and ensured our work remains aligned with the direction set by the Deaf Aotearoa Executive Board.
The Board also continued to foster a strong and constructive relationship with the Chief Executive Officer and Senior Leadership Team. In a year of complexity and external pressure, this partnership has been vital. The Board has offered strategic guidance and support, helping to navigate emerging challenges and respond effectively to a rapidly changing environment.
Achievements and Highlights
Throughout the year, the Board has made meaningful progress in advancing our strategic vision and strengthening the operational foundations of Deaf Aotearoa Holdings Limited. These achievements reflect our commitment to ethical governance, sustainable growth, and long-term impact.
Strategic Direction and Priorities
We have continued embedding the strategic priorities introduced last year into planning and delivery. Guided by a clear set of Key Performance Indicators, we have strengthened our ability to monitor progress, evaluate outcomes, and uphold accountability across all areas of our work. Further development of the strategic direction remains a focus, and the Board continues to adapt as this work progresses.
Policy Development
A key milestone this year was the initial planning for the integration of Artificial Intelligence into our operations, an exciting step toward innovation and future readiness. In parallel, the Board adopted a Fraud Prevention and Response Policy, reinforcing our commitment to risk management and organisational integrity.
Fundraising Programme
Our fundraising programme, now in its first full year, has laid a strong foundation for sustainable resource generation. Through targeted campaigns, donor engagement, and community outreach, we have begun to diversify our funding base and build stronger relationships with supporters. Early results are promising, and we remain optimistic about the programme’s potential to enhance financial sustainability and expand our impact.
Challenges
While progress has been significant, securing consistent and long-term funding remains a challenge. Political instability has also created uncertainty for planning and advocacy, with shifting policy priorities making it difficult to forecast with confidence.
In response, the Board has adopted a more agile approach, regularly assessing strategies and budgets to remain responsive and mission focused. These challenges have underscored the importance of:
- Diversifying funding sources
- Strengthening relationships with existing supporters
- Remaining adaptable and informed in a changing environment
Financial Overview
Deaf Aotearoa New Zealand (DANZ) operates as a not-for-profit organisation, driven by the delivery of meaningful, community-led services rather than profit generation. A common misconception persists that we can sustain these services on current income levels. In reality, a diversified and reliable funding base is essential to supporting the Deaf community and maintaining our values-based commitment to Deaf employees and cultural integrity.
As part of our long-term financial strategy, we have invested funds in shares to safeguard organisational stability and sustainability. Any surplus generated from these investments is reinvested directly into the Deaf community, reflecting our not-for-profit ethos.
Our ability to deliver services depends entirely on maintaining stable income through grants, donations, and partnerships. While we have remained operationally stable, the unpredictability of funding sources requires ongoing caution, careful management, and flexibility.
Key Developments
- Fundraising Programme
The first full year of implementation has begun to diversify income streams. Continued investment and strategic effort will be key to achieving long-term financial resilience. - Budget Management
Resources have been prioritised to ensure that every dollar directly benefits service users and the wider community. - External Factors
Political shifts and changing funding priorities have complicated long-term planning. Flexibility, scenario-based forecasting, and proactive advocacy remain essential.
We remain committed to transparency and accountability, continuing to explore new funding opportunities and strengthen existing relationships to meet the evolving needs of the Deaf community.
Acknowledgement and Closing Reflections
I wish to express my sincere appreciation to our Board of Directors for their steadfast guidance and to the Chief Executive Officer, senior leaders, staff, and volunteers for their commitment throughout a challenging year. In the face of uncertainty, the Board has remained united and dedicated, offering leadership and encouragement that have enabled DAHL to move forward with confidence and purpose.
The 2024–2025 year has been one of testing and transformation. Despite the pressures we have faced, Deaf Aotearoa Holdings Limited remains committed to its mission and values. As Chair, I remain deeply grateful for the trust placed in me and for the collective effort of those who stand behind this organisation. It is both a privilege and a responsibility to serve this community, and I remain determined to lead with integrity, compassion, and purpose.
Thank you.
Theresa Cooper
Chair, DAHL Board
