RNIB Group annual report and financial statements
2013/14
Royal National Institute of Blind People (RNIB) Trustees’ report and the audited
consolidated financial statements have been prepared in accordance with the
“Statement of Recommended Practice (SORP) – Accounting and Reporting by
Charities (2005)” as revised in May 2008, and the Charities Act 2011. This report
covers the work of the RNIB group of charities throughout the UK, which includes
Action for Blind People, Cardiff Institute for the Blind (CIB) and RNIB Specialist
Learning Trust.
Contents
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Chair and Chief Executive introduction
Structure and objectives
Trustees’ annual report: our work in 2013/14
Independent auditors’ report to the Trustees of RNIB
Consolidated statement of financial activities for the year ended 31 March
2014
Balance sheets as at 31 March 2014
Group cash flow statement for the year ended 31 March 2014
Notes to the financial statements for the year ended 31 March 2014
Who’s who at RNIB
Chair and Chief Executive introduction
The shared ambition of RNIB, Action for Blind People, Cardiff Institute for the Blind
and RNIB Specialist Learning Trust is to make every day better for everyone
affected by sight loss. Our practical and emotional support helps people losing their
sight, and blind or partially sighted people to face the future with confidence.
Continuing cuts to services and income are having a huge impact on the lives of
many blind and partially sighted people and it is more important than ever that we
reach as many people as possible, enabling independence and inclusion. Of course
the tough economic climate is also having an impact on our resources but we
continue to work hard to make a real difference for everyone affected by sight loss
and we have had some fantastic achievements this year that we are immensely
proud of.
When someone has just been diagnosed as losing their sight we want to be there to
help them come to terms with this potentially devastating news and help them face
the future with confidence. This year we have continued to increase the quantity and
quality of sight loss advisers available to support people in eye clinics at the point of
diagnosis. We also launched our “I am here” campaign which raised awareness of
the importance of sight loss support services in eye clinics and the potential threats
to existing services from continuing local authorities and NHS cuts.
We provide blind and partially sighted people with practical support to lead
independent lives. The demand on our Helpline continues to grow, this year we
responded to over 500,000 individual enquiries, and our welfare rights service
continued to identify previously unclaimed entitlements for blind and partially sighted
people, this year amounting to an incredible £14.5million.
We campaign for the long term changes to society that will improve the quality of life
of almost two million people living with sight loss in the UK today. As a result of our
work this year there have been improvements to a number of regional and national
transport services including to bus services. Some bus companies have now
realised the difficulty that request stops pose to people who cannot see the bus
coming and have altered their policies to ensure that buses stop at every bus stop.
We continued to bring people closer to the new technology solutions available to
support independence through our “Switch on to technology” events held across the
UK and through the vital work of our Technology Support Squad volunteers.
We work to raise public awareness of eye health and to improve eyecare services in
order to reduce the level of avoidable sight loss. We had great success this year
advocating new sight-saving treatments with an amazing six being approved by
National Institute for Health and Care Excellence (NICE) and five by the Scottish
Medical Consortium (SMC). But we don’t stop there, we continue to press local
health services to provide these treatments and support people to receive the
treatments they require.
This has been the last year of our current 2009/14 strategy and inside this report
you will find out more about the progress we have made toward achieving our goals.
We have also finalised the development of our 2014/19 strategy which for the first
time is a strategy for the whole group of charities. In developing the strategy we
consulted with blind and partially sighted people, including our members, as well as
professionals working in the field of eye health and sight loss. We are tremendously
excited to launch our new strategy which cements our commitment to be there for
people when they are told they are losing their sight. You can find out more about
our 2014/19 strategy later in this report.
All of our achievements this year, over the course of our previous strategy, and in
the coming years of our new strategy are only possible thanks to our supporters.
Thank you to our generous donors and the people who leave us a legacy in their
Will. Thank you to the local fundraising groups tirelessly raising money for us. Thank
you to the volunteers whose time helps us to provide vital services. Thank you to the
people who support our campaigns and help us shout louder for the rights of blind
and partially sighted people.
Each and every one of you, along with the dedicated staff of RNIB, Action for Blind
People, Cardiff Institute for the Blind and RNIB Specialist Learning Trust, is making
a huge difference to the lives of people with sight loss in the UK.
Lesley-Anne Alexander CBE, Chief Executive
Kevin Carey, Chair
Structure and objectives
Our legal structure
Royal National Institute of Blind People (RNIB) is a registered charity, number
226227, in England and Wales; number SCO39316 in Scotland and number 1109 in
the Isle of Man (foreign company number 5724F). Established in 1868, RNIB was
incorporated under Royal Charter in 1949, with a Supplemental Charter in 1993
(revised in 2007 and 2014).
On 1 July 2014, we restructured the RNIB group of charities in order to support the
effective delivery of the new strategy. The effect of this has been to set up a new
entity, RNIB Charity (company number 08971500, charity number 1156629) on 1
April 2014. RNIB Charity and Action for Blind People, both subsidiaries of RNIB, will
provide a focus for customers in terms of service delivery. We have also
amalgamated our support functions into RNIB to ensure efficiencies for all charities
within the group.
RNIB is governed by a Trustee Board. On 31 March 2014 this consisted of 18
people and currently consists of 10 people. The Trustee Board meets a minimum of
four times a year and takes all important strategic, policy and financial decisions,
and has overall responsibility for RNIB Group activities. There are no restrictions on
the way in which the Charity can operate.
Until 30 June 2014 a number of Trustees were elected to serve on the Board; five
Trustees were elected by the English region representatives of the UK Members’
Forum and the RNIB Cymru, Northern Ireland and Scotland Member Forums
elected a Country Chair who automatically became a Trustee on the Board. RNIB’s
Honorary Officers were elected by an electoral college comprising members of the
Board and the UK Members’ Forum. Additionally a proportion of our Trustees were
appointed by the Board itself, following a process of open competition. Trustees
served a three-year term of office, following which they could choose to retire or
seek re-election/re-appointment. However, no Trustee could serve for more than
three consecutive terms of three years of office, unless they became one of the
Charity’s Honorary Officers (RNIB Group Chair, Vice-Chairs or Honorary Treasurer)
when they could serve for no more than three consecutive terms of three years in
that capacity from the AGM at which they were appointed to that position.
From 1 July 2014 six Trustees are nominated by RNIB Charity and two Trustees are
nominated by Action for Blind People to serve on the Board. Two independent
Trustees are appointed by the Board itself.
During an initial transitional period, the Board will elect its Honorary Officers (Chair,
Vice-Chair and Honorary Treasurer) from within the Board itself. Thereafter the
Honorary Officers will be elected by an electoral college comprising the Board and
the UK Members’ Forum, with the first elected Honorary Officers taking up their
appointments on 1 January 2016.
During the transitional period, Trustees will hold office for a period of up to three
years, as specified in the transitional arrangements approved by the Privy Council
as part of the re-structure. Thereafter, Trustees will serve for a three year term of
office, but may serve for no more than three consecutive terms of three years, other
than in the case of an Honorary Officer, in exceptional circumstances approved by
the Board.
An induction pack is provided to all new Trustees and they are invited to attend an
intensive induction day during which they are provided with information on the key
services provided by RNIB and the main challenges and policy issues facing the
Charity. Each Trustee receives an annual appraisal during which any individual
training needs are identified. Where collective training needs are established, these
are delivered to the Board as a whole.
How we are managed
Our management and governance structures changed on 1 July 2014. However,
during 2013/14, the Board delivered the strategy through a number of programme
boards. It was also supported by a number of committees and member forums. The
key committees that support the Board and a description of their areas of
responsibility are as follows:
 RNIB Group Audit Committee: overseeing effective auditing, financial
reporting, internal controls and risk management within RNIB.
 Executive Committee: (until 30 June 2014) pre-digesting complex matters for
the RNIB Group Board; advises the Board with a view to ensuring the
alignment of budget and service priorities, including consideration of the
budget and business plan. Acting as programme board for the Enabler
Programme that underpins the RNIB Group Strategy 2009/14.
 Fundraising Committee: (from 1 July 2014) supporting the delivery of the
strategic priorities and outcomes in the RNIB Group Strategy 2014/19 by
developing fundraising strategies and advising on key issues relating to their
implementation.
 Governance Committee (and Nominations Committee): taking an overview of
the governance arrangements of RNIB and supporting the Board and Strategic
Management Team (SMT) in ensuring that effective governance structures are
in place. Appointing a panel to review nominations and act as interview panel
for Trustee applicants.
 International Committee: (until 30 June 2014) delivering the international
element of RNIB Group Strategy 2009/14 and acting as the planning, coordinating and monitoring forum for RNIB’s international affairs.
 Investments Committee: overseeing the effective investment of funds for the
Charity on behalf of the Board. Acting in an advisory role on the effective
investment of funds to the Trustees of the RNIB Retirement Benefits Scheme.
 Remuneration Committee: reviewing the salaries for the Chief Executive and
Group Directors and other relevant matters, such as the general position
relating to remuneration at RNIB.
 Trustees Review Payments Committee: reviewing whether it is in the interests
of RNIB to pay or contract with Trustees or connected persons or any other
individual involved in RNIB Governance, for the provision of services to the
organisation, rather than any other company or individual.
 RNIB Cymru Committee: (until 30 June 2014) taking an overview of the
arrangements and range of services for blind and partially sighted people in
Cymru and supporting the Board and SMT in ensuring that appropriate
arrangements are in place within the context of RNIB’s Strategy.
 RNIB Northern Ireland Committee: (until 30 June 2014) taking an overview of
the arrangements and range of services for blind and partially sighted people
in Northern Ireland and supports the Board and SMT in ensuring that
appropriate arrangements are in place within the context of RNIB’s Strategy.
 RNIB Scotland Committee: (until 30 June 2014) taking an overview of the
arrangements and range of services for blind and partially sighted people in
Scotland and supports the Board and SMT in ensuring that appropriate
arrangements are in place within the context of RNIB’s Strategy.
The day-to-day management of RNIB is delegated to SMT. Until 30 June 2014 this
comprised the Chief Executive and the Group Directors of:
 Supporting Independent Living
 Inclusive Society
 Solutions
 Fundraising
 Resources
 and the Chief Executive of Action for Blind People.
Following the restructure on 1 July 2014 SMT comprised the Chief Executive and
the:
 Group Director, Fundraising
 Group Director, Resources
 Managing Director, Engagement of RNIB Charity
 Managing Director, Places of RNIB Charity
 Managing Director, Solutions of RNIB Charity
 and the Chief Executive of Action for Blind People.
The Chief Executive of RNIB, with the support of the rest of Strategic Management
Team (SMT), reports to the Board of Trustees for approval of all major decisions.
Full details of SMT can be found in the section “Who’s who at RNIB”.
RNIB Membership
At March 2014 we had 10,980 (2013: 10,448) members forming a strong community
and voice for blind and partially sighted people. The UK Members’ Forum supports
the Board and influences policy via the “on the ground” experiences of our blind and
partially sighted members. Members also influence our work through regional and
country forums. Every member is kept up to date with the latest news from RNIB via
our award-winning members’ magazine “Vision”.
The supplemental charter and bye-laws require that 75 per cent of the Board of
Trustees are blind or partially sighted and it is our intention that in time all members
of the UK Members’ Forum are blind or partially sighted.
Our registered office
We are registered at 105 Judd Street, London WC1H 9NE, telephone 020 7388
1266.
Statement of Trustees’ responsibilities
The Trustees are responsible for preparing the Trustees’ Annual Report and the
financial statements in accordance with applicable law and United Kingdom
Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
The law applicable to charities in England and Wales, and Scotland requires the
Trustees to prepare financial statements for each financial year which give a true
and fair view of the state of affairs of the Charity and the Group and of the incoming
resources and application of resources of the Group for that period.
In preparing these financial statements, the Trustees are required to:
 select suitable accounting policies and then apply them consistently;
 observe the methods and principles in the Charities SORP;
 make judgments and estimates that are reasonable and prudent;
 state whether applicable accounting standards have been followed, subject to
any material departures disclosed and explained in the financial statements;
and
 prepare the financial statements on the going concern basis unless it is
inappropriate to presume that the Charity will continue in business.
The Trustees are responsible for keeping proper accounting records that disclose
with reasonable accuracy at any time the financial position of the Charity and enable
them to ensure that the financial statements comply with the Charities Act 2011, the
Charity (Accounts and Reports) Regulations 2008 and the Charities and Trustee
Investment (Scotland) Act 2005, the Charities Accounts (Scotland) Regulations
2006 (as amended) and the provisions of the Charity’s constitution. They are also
responsible for safeguarding the assets of the Charity and the Group and hence for
taking reasonable steps for the prevention and detection of fraud and other
irregularities.
The Trustees are responsible for the maintenance and integrity of the Charity and
financial information included on the Charity’s website. Legislation in the United
Kingdom governing the preparation and dissemination of financial statements may
differ from legislation in other jurisdictions.
RNIB Group’s new strategy 2014/19
We have agreed a new strategy for 2014/19. Our strategy supports the UK Vision
Strategy and the implementation of “Seeing it my way”. It is underpinned by
evidence drawn from research and consultation. We listened to our members, blind
and partially sighted people and those at risk of sight loss, staff, volunteers, and
partners. We talked directly to over 1,800 people.
The consultation and research confirmed that the priorities we identified in our
2009/14 strategy - stopping people losing their sight unnecessarily; supporting
people to lead independent lives; and making society a more inclusive place for
blind and partially sighted people - remained right. But there was recognition that, for
the next strategy period, we needed to increase reach and impact and have an even
greater emphasis on supporting people losing their sight. The strategy sets out:
An Ambition which describes our long-term aspiration: "Making every day better for
everyone affected by sight loss: by being there when people need us, supporting
independent living, creating an inclusive society and preventing sight loss."
A set of Group values which describe our ethos:
 Led by blind and partially sighted people: Blind and partially sighted people are at
our heart and influence everything we do.
 Collaborative: We work together to make the biggest difference.
 Creative: We understand challenges and find ways to overcome them and move
forward.
 Inclusive: We include and value people with diverse experience, abilities and
backgrounds.
 Open: We are honest, candid and transparent, challenging ourselves and others.
Four strategic priorities and nine outcomes:
Strategic Priority 1: Being there - people losing their sight can rebuild their
lives.
Right from the first diagnosis everyone affected by sight loss and their families and
friends, need advice and practical and emotional support. We will focus on making
sure more people are reached early.
 Outcome 1. Newly diagnosed people with significant deterioration in their sight
have increased emotional well-being, and they, their family and friends have
practical support when they need it to rebuild their lives.
Strategic Priority 2: Independence - blind and partially sighted people can
make the most of their lives.
Blind and partially sighted people should be able to make informed choices about
their lives. There should be access to the support, services, products and
technologies that enable a good quality of life, along with opportunities to develop
the skills for confident living. We will focus on promoting ongoing independence.
Strategic Priority 3: Inclusion - society includes blind and partially sighted
people as equal citizens and consumers.
Barriers to using mainstream goods and services result in isolation and exclusion.
We will focus on raising awareness within communities and society to secure
changes in behaviour that result in improved access for blind and partially sighted
people.
Strategic Outcomes for Strategic Priorities 2, Independence and Strategic Priority 3,
Inclusion
 Outcome 2: Blind and partially sighted people have the skills, tools, confidence
and support they need to enhance their choice, control, enjoyment and
independence in daily living and make the most of their sight.
 Outcome 3: Blind and partially sighted people, family and carers maximise their
income from benefits.
 Outcome 4: Blind and partially sighted people are able to get out and about
confidently and safely on their own terms.
 Outcome 5: Blind and partially sighted people are able to make more use of
household, digital, communication and entertainment services, products and
technologies.
 Outcome 6: Blind and partially sighted learners are able to achieve their potential
at school, college and university.
 Outcome 7: Blind and partially sighted people are able to develop skills to gain
and retain work and to volunteer.
 Outcome 8: Information about key services, including health and transactions
with key service providers are accessible to blind and partially sighted people.
Strategic Priority 4: Prevention - Fewer people lose their sight
Raising awareness of sight loss is critical if more people are to take responsibility for
eye health. There should also be better eye care services and access to sight
saving treatments. We will focus on preventing sight loss amongst at risk groups
and influencing at local and national levels to make sure eye health is a public
health and research priority across the UK.
 Outcome 9: Fewer people experience significant sight loss.
The strategy also sets out six change areas: customer engagement; volunteering;
involving blind and partially sighted people; partnerships; accessibility; and digital
(see also para 1.5 below).
To do this, by 2019, we will:
 Make sure there is an Eye Clinic Liaison service covering every eye clinic in the
UK to provide direct practical and emotional support to everyone who is newly
diagnosed with significant permanent sight loss, and referral on to other services.
We will influence the NHS and others to fund these services, provide training and
support to local organisations to provide local Eye Clinic Liaison Officer (ECLO)
services, and pump prime when necessary.
 Provide the most highly regarded, comprehensive advice and support service for
anyone affected by sight loss in the UK, including eye health information,
personalised assessment, emotional support, helpline, welfare rights and
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advocacy. It will be cross-channel, to enable people to be in contact with us in the
way that best suits them.
Reach many more people with our range of face to face skills development and
confidence building courses, support for using goods and services for the home
and digital technologies, and supporting blind and partially sighted people to
develop skills to gain and retain work. We will do this by working with volunteers
and providing much more through peer support and mentoring.
A renewed focus on children including providing confidence building support and
services; and developing our educational services for children and young people
with complex needs so they provide a sustainable model for how education to
children and young people with complex needs and sight loss can and should be
provided.
Make more books, magazines, newspapers, images, music and other content
available to people simultaneously with mainstream publication and in formats
they can use.
Be a retailer of choice for the sale of products that support blind and partially
sighted people to live independently.
Offer solutions to businesses to enable them to make their publications, goods,
services, buildings and environments useable and accessible to people with sight
loss.
Influence and campaign both locally and nationally with government, NHS, Local
Authorities, Public service providers, manufacturers, content providers, retailers,
educators, employers and residential care providers to make policies, goods,
services, technologies and environments inclusive and accessible to and for blind
and partially sighted people.
To deliver this we will change what we do by:
 Putting customers even more at our heart, establishing long-term relationships
with them, and using what we know about our customers to help us design
services that meet their needs.
 Significantly increasing the opportunities for volunteers across everything we do.
 Involving many more blind and partially sighted people in our work, including
through peer support, as members and campaigners and in helping us design
what we do.
 Building partnerships particularly at a local level, including supporting and helping
local organisations to develop rather than doing everything ourselves.
 Being an exemplar for accessibility so that blind and partially sighted people can
engage with us easily and we can encourage other organisations to do the same.
 Modernising our digital approaches so we can deliver advice and support to
anyone with sight loss consistently in ways and through channels that suit them.
In 2014/15, the first year of our new strategy, we aim to make progress as follows
against these strategic outcomes.
Being there
 We will provide more newly diagnosed people with significant deterioration in
their sight, with the support they need to increase their sense of emotional
wellbeing.
 We will reach more people, newly diagnosed with sight loss, and provide them
with the practical support needed to help rebuild their lives.
Independence
 We will continue to extend our advice and support to ensure more people are
able to maintain control over their own lives
 We will maintain the economic independence of more blind and partially
sighted people, their family and carers by ensuring blind and partially sighted
people receive the benefits they are entitled to.
 We will increase the independence of more blind and partially sighted learners
by enabling them to achieve their potential at school, college and university.
 We will provide more people who are blind or partially sighted with the
knowledge and skills needed to either move closer to the labour market, or
into work.
Inclusion
 We will increase the opportunities for blind and partially sighted people to live
more independently and get out and about confidently and safely.
 We will enable more blind and partially sighted people to make more use of
household, communication and entertainment services and products.
Prevention
 We will support people to cope with sight loss by increasing their knowledge
and understanding of their eye condition.
The remainder of our annual report reflects on the work we have done over the last
2009/14 strategy period and specifically on everything that has been achieved in
2013/14.
Statement of public benefit
The Trustees confirm that they have complied with the duty in section 17 of the
Charities Act 2011 to have due regard to the Charity Commission’s general
guidance on public benefit, “Charities and Public Benefit”.
RNIB’s charitable objects are enshrined within its Charter and as such the Trustees
ensure that this Charter is carried out for the public benefit through our three
strategic priorities. This is done through delivery of services that whilst aimed
primarily at those who are blind or partially sighted, are where appropriate open to
all who might benefit throughout the United Kingdom.
Membership of RNIB is not a requirement to use our services.
Where we provide specialist services or products for which we charge and these are
supplied directly to blind and partially sighted people then we provide a significant
subsidy for these from our own charitable funds. Where fees are paid through
central or local government or commercial organisations then the pricing model
covers the costs for the delivery of the service and long term maintenance and
development. We also where necessary provide individuals with access to
assistance in applying for funding.
This report allows us to show how our charitable funds are distributed and spent,
and the benefits and impact that has on those using the services and the wider
impact on society for the reported year and in the future.
Relationship with other charities
We maintain close links and support the aims of other organisations such as local,
national and international charities working with or for people with sight problems.
We also work closely with other disability charities on issues of mutual concern. We
deliver services in partnership with some societies for blind and partially sighted
people, and some of our funding comes from charities and trusts which support our
aims.
Between April 2009 and February 2010 we formed associations with Action for Blind
People (Action), Cardiff Institute for the Blind (CIB) and National Talking
Newspapers and Magazines (NTNM) enabling us to share skills and expertise to
reach more people with sight problems in a more cost effective way. We have
carried out a full merger with NTNM on 30 June 2013.
In September 2010 the Charity Commission approved a Scheme whereby RNIB
became the sole corporate trustee of the Glynn Vivian Home of Rest for the Blind
(Glynn Vivian). This charity operated a Care Home in Wales which had closed prior
to us becoming the sole trustee. The Home has now been sold and the proceeds of
the sale have been earmarked for services to blind and partially sighted people in
Wales.
In April 2013, RNIB Specialist Learning Trust was set up as an Academy Trust,
which then took on responsibility for the Three Spires School in Coventry in
September 2013, which provides education for primary aged pupils with special
educational needs.
Trustees’ annual report: our work in 2013/14
Contents
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Stopping people losing their sight unnecessarily
Supporting independent living
Creating an inclusive society
Financial review
Fundraising review
Our volunteers
Employing disabled people
Engagement with staff
Investment policy
Reserves policy
Risk management
Going concern
Health, safety and the environment
Stopping people losing their sight unnecessarily
Over 50 per cent of sight loss in the UK is avoidable. This is why we have
spent £3,562,000 this year making eyecare services more appropriate and
accessible to patients and work to ensure sight-saving treatments are
available to all.
By making sure the commissioners of sight loss services and the people working in
health care are aware of the interventions that can save people’s sight, we believe
we can reduce the levels of unnecessary sight loss in the UK. We want people to be
better equipped to look after their own sight by being more aware of the causes and
potential signs of sight loss, and when people are diagnosed with an eye condition
we want to make sure they are able to access appropriate treatments, are able to
understand their eye condition and make informed choices based on understanding
potential outcomes.
Goal 1 - Improving eye health
We will improve the eye health of high risk populations by improving the
delivery and uptake of primary and secondary care in three of five areas, by
influencing commissioners and service providers.
Throughout the year we continued to invest in understanding the barriers and
enablers to primary and secondary eye care services for specific populations
experiencing eye health inequalities. Our Community Engagement Projects (CEPs)
were launched at the outset of our strategy period to pilot interventions to prevent
avoidable sight loss among communities at increased risk of sight loss. Our CEPs
have been delivered in five deprived areas of the UK: in Bradford, Wales, Glasgow,
Hackney and Belfast. All areas were identified on a particular basis of need to
improve engagement and uptake of primary and secondary eye health care.
Our impact
Although the final evaluation will not be completed until later this year, a number of
early findings suggest there has been some change as a result of preventive
approaches focusing on deprived and BME populations.
The Bradford CEP trialled a suite of interventions which aimed to increase people’s
attendance at appointments and developed a self-care pack: “Living Well with
Diabetes” for patients to use. Early findings indicate that the interventions have
started to have an impact. For example, a text reminder service was put into place
for people attending Diabetic Retinopathy Screening (DRS) services. Over the
course of the evaluation there has been an increase from 63 per cent to 82 per cent
of people now attending these appointments.
The “Living Well with Diabetes” folders have proved popular with local health
professionals and commissioners. Airedale, Bradford City and Bradford District
Clinical Commissioning Groups provided funding to extend the use of the folders to
a further 30 GP practices and up to 15,000 patients of all ethnicities in Autumn 2013.
The Hackney CEP trialled a glaucoma case finding service inviting people of black
African and Caribbean descent to a local GP practice for a series of glaucoma
checks. Qualitative research has found that the barrier to checking incidence of
glaucoma is related to retail. As a result the CEP intervention involved inviting 3,041
patients for screening. The outcome of this resulted in 22 people attending
glaucoma clinic where 12 people were either diagnosed with glaucoma or suspect
glaucoma.
The CEP projects have provided an evidence base which other areas of the UK are
using and building into future service commissioning. For example, a “BME
Champions” project has now launched in South Wales, building on learning from
Scotland.
Goal 2 - Raising awareness of sight loss
We will increase the awareness of eye health amongst the general public and
our priority populations through public awareness campaigns and targeting
eye health information for Black and Minority Ethnic (BME) groups.
We began 2013 with the launch of our major “Spot the signs” campaign, which
encouraged people aged 50 and over to take action to look after their sight.
For National Eye Health Week 2013 we worked with other charities and eye health
and sight loss professionals across the UK to promote the importance of eye health
and the need for regular sight tests.
Our Eye Health Information Service continued to give people with a life-changing
eye condition, the support and information they need to come to terms with their
sight loss.
Our impact
This year our Eye Health Information Service (EHIS) gave individual support to
around 3,300 people, talking them through their eye condition and the potential
implications on their future and helping them come to terms with their sight loss.
“Being diabetic my eyes were giving me trouble, from time to time the
vision was getting blurred, sometimes I couldn’t see at all. The doctor
wanted me to go to hospital but nothing was explained. Your literature
was very helpful. They wanted to do an operation on my eye. I wasn’t
absolutely certain and so decided to investigate (by calling RNIB) and
now I feel I know more.”
Elizabeth, who contacted us in 2013.
The service had a powerful and positive impact on many of the people who
contacted it:
 99 per cent satisfaction rating of EHIS customers
 64 per cent thought the information they received from us was better than they
had received from elsewhere
 53 per cent felt better informed about their eye condition
 73 per cent felt more able to take control of their situation.
“As a nurse I’d been looking after other people for so long. My left eye
has almost gone in vision. I appreciated someone explaining my
condition to me to put me at ease; opticians just did not care about
what I was going through, been with them for 12 to 14 years, no one in
the hospital clinic cares, GP had no clue, except to ask have you
received advice from anyone!”
Carol, who contacted us in 2014.
We also now have text and audio versions of the information on the most common
eye conditions available in Urdu, Hindi, Punjabi and Welsh on our website. There
have been over 1,000 downloads of the information since they were launched.
Almost a quarter of the UK population (23 per cent) were aware of National Eye
Health Week this year and the percentage of the UK population who understood
they should have a sight test every two years rose five per cent during the week to
53 per cent.
Our Spot the signs campaign ran from January to June 2013 encouraging people
aged 50 and over to take action to look after their sight. The campaign was a huge
success with over 330,000 people visiting our website for further information, and
one in five people over 50 recalling seeing the campaign.
Goal 3 - Sight-saving treatments
We will maintain or increase access to eye treatment services for people at
risk of sight loss in NHS services and campaign for new treatments to be
made available on the NHS.
Through our campaigning activity and the support we give to individuals to fight for
their own personal treatments we continue to fight to save sight by ensuring vital
treatments are available when they are needed.
In July we launched our “Surgery deferred, sight denied” campaign with a
parliamentary reception attended by over 40 MPs. We highlighted the inconsistent
provision of cataract surgery across the UK that was forcing thousands of people to
live with sight loss.
It has been an unbelievably busy year in terms of new treatments. Normally one
drug would be approved per year but we have helped six through the National
Institute for Health and Care Excellence (NICE) and five through the Scottish
Medical Consortium (SMC) this year! This means patients have access to new
treatments for their eye conditions on the NHS.
Our impact
We successfully campaigned to secure NICE approval for the use of Lucentis to
treat choroidal neovascularisation associated with pathological myopia. This will
mean that around 2,000 people per year will be able to access safe and effective
treatment and will no longer lose their sight.
Our consultation response to the SMC was also successful making Iluvien available
to NHS Scotland patients for the treatment of diabetic macular oedema (DMO).
Even when sight-saving treatments have been approved by NICE we still have to
work with patients to make sure they receive them. We intervened on behalf of two
patients who were being denied NICE approved treatment for their eye condition
(Lucentis for retinal vein occlusion (RVO) and DMO), despite the treatment being
recommended by their ophthalmologists. In both instances the patients were offered
the treatment they desperately needed within two days of our contacting the Trust
involved.
Carol’s story
Carol has spent most of her career as a dress maker and upholstery machinist,
where detailing is really important.
At the age of 63, Carol’s cataract deteriorated quickly and began to affect her
everyday activities such as sewing and night time driving - which during winter
months caused a big problem for her getting to work.
However, Carol was not eligible for surgery under recent changes to the West
Sussex commissioning policy as her visual acuity was deemed "too good". Carol
appealed this decision with her GP's help, describing the problems she was having
in her daily life, but was turned down again. After well over a year of lobbying, with
her consultant’s support and writing to her MP, Carol contacted RNIB and we took
up her case and added the threat of legal action if she did not receive the treatment
she needed. Finally, thanks to our support, Carol was able to get the surgery she so
desperately needed.
“I’ve been campaigning nearly two years to get surgery - they kept on telling me that
I wasn’t deteriorating enough so I couldn’t get the operation. I found it really difficult
to drive in the dark - I found it very hard so I had to give up. I rang up the job centre
because I couldn’t get to work and they passed me to a different department to
claim Access to Work so I could get a taxi to work. It was two months that I got it for:
£118 per week. I’m so glad RNIB came to my rescue, without their support I’m not
sure where I would be now.”
We will fight to ensure that approved sight-saving treatments are available to
whoever needs them wherever they are needed.
Supporting independent living
We are committed to doing all we can to help people living with a sight
problem to maintain their independence and have the opportunity to lead as
full and enjoyable a life as possible. This is why we have spent £89,913,000
this year on the services, support and solutions that enable people to remain
independent.
Coming to terms with the fact that you are losing your sight is incredibly hard. We
want the best possible support to be available to everyone at the time that they need
it, and for some this starts directly after diagnosis. We continue to work hard to
increase the quantity and quality of support available in the eye clinic for people who
are losing their sight.
Economic independence is a vital factor in someone’s overall independence. We
work with employers and blind and partially sighted people to maximise employment
opportunities, we also help blind and partially sighted people to access their
entitlements and ensure their needs are considered in the planning of new
assessment criteria for benefits and welfare support.
We are passionate about giving blind and partially sighted children and young
people the best possible start in life. We work with education professionals to
improve their understanding of growing up with a sight problem and to therefore
improve the quality of education available to blind and partially sighted learners.
Goal 1 – Eye clinic support
We will increase the emotional wellbeing and practical skills of people at the
point of diagnosis by continuing to develop the quality and quantity of early
intervention support in eye clinics.
This year the number of eye clinics and hospital ophthalmology departments in the
UK that have a sight loss adviser providing support after diagnosis has risen to 218
(53 per cent coverage so there is still a lot to do). We have continued to raise the
standard of this support through specialist training (34 advisers have attended our
training course this year) and the introduction of seminars and networking
opportunities for sight loss advisers. We highlighted the need for support at this
crucial time in a person’s life with the launch of our “I am here” campaign in April
2014, which included our campaign report: “Hanging by a thread”. The squeeze on
NHS resources will continue to present a challenging environment for both the
continued funding of existing support and the expansion of this support into areas
where there is currently none.
Our impact
In 2013 we published a report which focused on the impact of sight loss advisers –
including Eye Clinic Liaison Officers (ECLOs) in England, Wales and Northern
Ireland and Vision Support Services in Scotland. The research demonstrated the
positive impact of the role on people diagnosed with a sight threatening eye
condition:
 86 per cent of patients said they felt more reassured leaving the eye clinic
after receiving information and support from an adviser.
 82 per cent of patients said that their understanding of their eye condition was
improved by seeing an adviser.
 73 per cent of patients said they had a better understanding of how to care for
and treat their eye condition as a result of seeing an adviser.
 92 per cent of patients said they had a better understanding of the support
available to help them outside of the eye clinic / hospital as a result of seeing
an adviser.
“[The adviser in the eye clinic] was very good, even though I did
not have much time and [the adviser] from the RNIB was also
very good. In fact they have been brilliant.”
The ECLO post at Moorfields hospital was initially funded by RNIB, but has now
been established as a substantive post funded by the hospital. We are now
providing initial funding of a second ECLO post to provide support in two of
Moorfields largest district hubs at Northwick Park and Ealing in North West London.
It is estimated that this post will support approximately 800 patients per annum.
Professional Networks were established in 2013 to share best practice and by
August the Early Intervention Staff Network had 173 members and a “Linked In”
group for Eye Care Professionals had 132 members.
Goal 2 - Welfare benefit advice
We will increase the knowledge and preparedness of blind and partially
sighted people for the transition from DLA to PIP in 2014 and 2015.
Personal Independence Payment (PIP) is the benefit replacing Disability Living
Allowance (DLA) for those aged 16 to 65. It was introduced in selected pilot areas in
April 2013 and nationwide in June 2013. At present, it applies to new claimants,
those turning 16 and those who choose to move from DLA. The current intention is
for it to be phased in from October 2015 probably on a region-by-region basis.
Our PIP campaign to defend the rights of blind and partially sighted people was a
notable success for RNIB. Our work protected the 2009 extension of the Higher
Rate Mobility component of DLA to severely visually impaired people. We also
secured vital improvements to the daily living criteria for blind and partially sighted
people. These are major achievements and reflect significant gains on the
Government’s draft PIP criteria.
Our impact
We are now providing information and advice on claiming PIP, with over 1,000
people signing up to our email updates each quarter. It is too early to say whether
blind and partially sighted people are better or worse off under this new benefit, but
we are monitoring results, and our work will continue into 2014/15 and beyond.
This year we secured £14.5million in previously unidentified welfare benefit
entitlements for blind and partially sighted people.
“It has made such a difference. It doesn’t sound like a huge amount but
it does make a difference and my quality of life is better for it. For a
start I wouldn’t have been able to visit my family as often as I do
without it.”
John’s benefit entitlement was increased by £45 per week after his
consultation with RNIB’s advice team.
Goal 3 - Achieving a better education
We will improve the quality of education for blind and partially sighted people
by increasing the support and information available to education
professionals and making mainstream education accessible.
In the UK today there are 25,000 blind and partially sighted children and young
people who require specialist education support. 50 per cent have additional
disabilities as well as sight loss, and 66 per cent are educated in a mainstream
setting. We continue to work to improve the understanding and development of
education professionals to better support blind and partially sighted children and
young people through training courses for teaching staff, facilitating specialist
professional networks and providing vital resources to improve the standard of
teaching that children and young people receive.
Our impact
Feedback from the professionals who take part in our training is that the information
they receive will directly benefit the pupils they support.
Two participants commented:
“An excellent course, directly relevant to my job. The discussion groups
were particularly useful, providing lots of interesting ideas and insights.
Highly recommended.”
“This course has been invaluable and will definitely improve my
working practice.”
Load2learn, a joint project with Dyslexia Action, provides free accessible curriculum
resources to support learners who cannot use standard print materials. Load2learn
now has over 5,000 registered users, 2,500 books available for download and new
resources being added all the time.
We host the online VI Forum for professionals to share resources and tips. There
are approximately 1,500 registered users of the forum, mainly drawn from teachers,
support staff and technicians working in schools and local authority teams, and there
are posts every day from people seeking and offering information and advice. This
activity forms a key part of our role in promoting effective practice in the education
and development of blind and partially sighted children and young people.
The head of one local authority Visual Impairment team, who has
worked with us over a number of years to provide accredited training
for teaching assistants, support staff and early years practitioners said:
“We have made use of Standards Fund or similar monies to enable
staff in mainstream and special schools and settings to access this
targeted course. The result is that we now have a large number of
skilled people with a high level of specialist knowledge who have a
direct and very positive effect on the inclusion of our children across the
authority.”
Goal 4 - Helping people into work
We will increase the employment opportunity of blind and partially sighted
people of working age by increasing their work-related skills and confidence
and working with employers to raise awareness.
Losing your sight does not mean you are unable to work. We work with employers to
help them understand how they can retain staff when they are losing their sight, or
employ people living with sight loss. We also work with blind and partially sighted
people to help raise their skill and confidence levels to the point where they can gain
or retain employment.
Our impact
This year we have helped 124 people into work, and supported 153 people to retain
their job when they were losing their sight.
Our Trainee Grade Scheme gives people who have lost their sight the opportunity to
learn new skills and prepare for employment through work placements designed to
help them learn new skills and get ready for the workplace. This year 85 per cent of
Trainee Grade Scheme participants moved into employment. In comparison the
average job entry rate over the last 10 years of the scheme has been 70 per cent so
this year has been an exceptional one in supporting people into employment.
One of the most exciting developments has been the launch of the Action
Employment Line, an employment advice and information service for blind and
partially sighted people in work or seeking work, employers and employment
professionals. 1,200 people received support and advice during the year. Most
notably from April 2013, the service began offering up to three, one hour long
sessions for job seekers who were unable to reach the Action office.
Brian from East Sussex explained,
“In my village, the bus to Brighton comes on a Tuesday and returns on
Thursday, that’s hopeless, and without the Action Employment Line I
don’t know if I would ever have talked to someone about getting back to
work and the support available through Access to Work which is vital in
rural parts.”
Over the last three years through our Enabler project we have been working with
blind and partially sighted people and employment specialists to increase our
understanding of the barriers to employment people experience. Through the
Enabler project we have developed an assessment toolkit which is changing the
way we, and other organisations, help blind and partially sighted people to find work.
It has been used by our regional employment teams and at RNIB College
Loughborough. Notably, it has been recognised as a useful tool by a number of
mainstream providers delivering employment programmes for the Department for
Work and Pensions.
An adult student on RNIB College Loughborough’s employment
programme recently secured a job. He said:
“I’m nothing special, I just have a determination to work and provide for
my wife and family! I have never been unemployed in my life and I don’t
like it!! I just gave the placement my all and tried to show that my
disability doesn’t affect the way I can work and make a contribution to
the workforce. Please don’t forget, all this was made possible with the
help and support of the college staff. They are the ones who deserve
the praise!! Without them I wouldn’t have the tools. They inspired me
with their professionalism and support.”
Other highlights
 Our Helpline and information and advice services dealt with over 500,000
enquiries during the year.
 The RNIB Specialist Learning Trust was established in September 2013 and
became an academy sponsor for the Three Spires School in Coventry. As a
sponsor we will drive up standards in the school, expand our reach as a
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provider of education and support services, and use our expertise to benefit
other local schools and the wider community.
RNIB Pears Centre for Specialist Learning school and children’s home were
both judged as “Outstanding” by Ofsted in 2013. The school was also awarded
a gold standard Inclusion Quality Mark in 2013.
With support from the Big Lottery Fund we launched our Future In-Sight
project in Wales to improve the employment chances of 14-25 year olds with
sight loss. With our partners we worked with individuals and employers in a
range of different ways raise awareness amongst employers and build the
confidence of the young people. Since the start of the project, four young
people have already completed work experience placements, another five are
currently on placement and another three are due to start shortly.
RNIB Sunshine House Children’s Home was judged as “Outstanding” in 2013.
We gave support to over 27,500 people in choosing and using products that
would improve their ability to live independently.
Action for Blind People successfully launched the new Living with Sight Loss
courses, which over the last twelve months have seen a number of people
benefiting from confidence building sessions. The programme now includes a
two-day Finding your Feet course and the traditional six-week Living with Sight
Loss courses. Those attending have had some transformative effects; from
taking a bus for the first time in years to regaining the confidence to start
looking for work and starting their own clubs.
“[The course] has given me the confidence now to get out there and do
it.”
There are currently 29 Actionnaires clubs across England and Wales for 4 to
16 year olds, offering a whole range of activities including swimming, archery,
skiing, horse riding and tenpin bowling.
Our National Library Service had around 39,000 customers receiving books in
their preferred reading format.
The audience for RNIB’s Insight Radio continued to grow this year reaching
127,000 listeners.
In Northern Ireland we launched our Looking Forward service which provides
free counselling for older people with sight loss.
“During the sessions I attended I found the counsellor who I met was
very supportive and empathetic towards my own emotional needs. I
found the sessions very useful and the experience really helped me to
process the thoughts I had towards my sight loss. I felt isolated and
alone and cut off from my family and loved ones and it helped me to
cope better with my condition. I would strongly recommend this Looking
Forward service to other people my age who need to know they need
not face this emotional journey alone.”
Elsie, who used the free counselling service this year.
Amy’s story
“Because the cause of my sight loss was not easily identifiable there were a lot of
unanswerable questions and uncertainty. It was not clear if the loss was permanent,
temporary or would partially or fully recover or deteriorate. It was very much wait
and see and hope for the best. Because I had no definite diagnosis I was left in
limbo and did not know what would happen.
I could not see fine details and small print so could not do my job as a primary
teacher. I needed to learn how to manage the symptoms and thought there must be
ways of overcoming the barriers so I could return to work. I feared for my job and
future. I went home where I became steadily anxious and frightened for my job.
I then heard of an ECLO. The next time I was in the hospital I dropped in and I
spoke to a very nice lady. She gave me some information so I knew where to
access help when I was ready. She also got me seen at the Low Vision Clinic there
and then and I was given a magnifier which then enabled me to read letters and
other important things. Three years later the magnifier is my lifeline and I can’t be
without it. For the first time in months I had hope and a way of enabling me to do
things independently without having to rely on others and that was thanks to the
ECLO.”
We want to ensure ECLO posts that are at risk of ending in 2014 receive the
urgent funding they need to continue and we want to create sustainable long
term funding for these services.
Creating an inclusive society
We want the UK to be a better place to live for people who are blind or partially
sighted. In 2013/14 we spent £9,741,000 working to improve the travel,
shopping and banking experiences for people with sight problems, as well as
ensuring better ways to read, watch television and get the most from
technology.
Accessible mobile phones and the internet can be vital components of living
independently for people with sight problems, and we worked with manufacturers
and service providers to improve the accessibility of devices and online services.
Finding the confidence to travel when you lose your sight can be difficult. We want
blind and partially sighted people to get around safely and independently. To
achieve this, we support blind and partially sighted people to challenge poor practice
and work with transport organisations to make their services more accessible.
Goal 1 - Independent travel
We will improve the experience of independent travel of blind and partially
sighted people by improving the range of accessible technology solutions and
promoting good practice amongst travel providers.
The ability to travel confidently and safely is a vital part of independence. Transport
accessibility forms a significant part of our work. Our members have told us that bus
travel remains a priority for them. Over the last eighteen months we have been
running our “Stop for Me; Speak to Me” campaign. We have challenged bus
operators to revise their services to make them usable by blind and partially sighted
people, including stopping at a bus stop if a person is waiting, providing information
about available seating and notifying customers of their selected destination.
We have worked with national and local transport providers to improve services and
access to information for blind and partially sighted people. Through our good
practice initiative, we have recognised, amongst others, Trent Barton Buses,
Nottingham City Council, Southern Rail, Network Rail and Transport for London for
improving services and we have used these as examples to challenge other
providers to recognise and better meet the needs of blind and partially sighted
people.
Our impact
As a result of our campaign Transport for London and Stagecoach East of England
have already removed request signs, while national operator, First Group, has
agreed to endorse our bus charter, along with Kinch and Reading buses.
We have organised over thirty “Swap with me” events across England and Wales.
These provided opportunities for bus drivers and customers to share service and
user experiences.
There have been trials of travel support and familiarisation schemes to help blind
and partially sighted people get out and about and to learn the routes that they need
to take on a regular basis.
We have also finalised the development of the RNIB Navigator wayfinding app for
smartphones, which will enable users to pinpoint location and follow directions to a
chosen destination.
The friend of a regular bus user who attended a Worcester event said:
“The awareness raising event was an excellent idea and she wanted to
report that she got on the bus this morning [First] and the driver was
very polite and helpful and did not drive off until she had sat down –
she was very pleased. Keep up the good work!”
Goal 2 - Control of your money
We will increase the opportunity for blind and partially sighted people to shop
and control their own money by influencing the accessibility of technology
and the customer experience.
We have enabled people with sight loss to shop more independently by working with
industry and retailers to improve the accessibility of packaging and the services
provided to blind and partially sighted shoppers.
Our influence has continued to be felt in the financial sector as the number of talking
ATMs available to blind and partially sighted people who want to manage their
money independently continues to grow.
Our impact
When we launched “Make Money Talk” in March 2011, there were only 60 audio
enabled machines on trial in Northern Ireland. No banks were interested in installing
more. Today, 11 per cent of the estimated 64,500 UK ATMs talk (7,000 machines).
This includes 82 per cent of Barclays estate (some 3,430 machines), the first bank
to respond to our talking ATMs challenge. And The Co-operative Bank, which
became the first bank to audio enable all of its ATM estate (2,700 machines). We
have secured public commitments from all the leading high street banks to install
talking ATMs, including Lloyds Group , HSBC, RBS/Natwest, Santander and
Nationwide. This means that blind and partially sighted people can now manage
their money safely and securely in the high street, and at many supermarket ATMs,
for the first time.
Over the last year, in partnership with London College of Fashion, the British Retail
Consortium and the Charity Retailers Association we have produced a
comprehensive “Top Tips” guide and video on how best to advise people with sight
loss, and give them the information they need to be able to make an informed
choice.
In online shopping, we continue to review the website accessibility of the leading
brands, recognising the increasing use of applications as blind and partially sighted
smartphone users choose to shop on the go. A highlight of our work was engaging
with John Lewis in the development of its accessible shopping app for iOS, which
we also recognised as a beacon of good practice setting the standard for retailers in
meeting the needs of blind and partially sighted people. We worked with them to
develop this – it was launched in July 2013 and we are now working with Waitrose.
Appreciating what a lifeline the internet can be for blind and partially sighted people,
especially those lacking the confidence to get out and about, we have also looked to
address online security. Our work with VISA has secured its verbal commitment to
make its new V.me secure online payment system accessible at launch. V.me will
form part of the verification process for customers as they make an online purchase
using a credit card.
Whilst no launch date has been confirmed, we are optimistic that VISA will deliver
on this promise. If so, this will be a major step forward in improving accessibility and
the online shopping experience for blind and partially sighted people.
In Northern Ireland we worked with Shopmobility to train volunteers and launch a
sighted guide shopping service for blind and partially sighted people.
Ryan McCartney who is 25 years old and has accessed the sighted
guide service said
“It has made shopping more of a social experience for me and I hope
this service continues as it has really improved my self confidence as I
am able to go out shopping without family or friends being with me.”
Goal 3 – Mobiles and online
We will increase access for blind and partially sighted people to information,
services and apps by influencing the accessibility of online services and
mobile phones.
We continually lobby and engage with the big names in new technology to ensure
that the needs of blind and partially sighted people are included when new products
are developed.
The latest mobile operating system from Apple launched in September 2013. iOS7
offered a number of new features which improved use for blind and partially sighted
people. However, there was widespread criticism of the visual design which caused
legibility issues, particularly for those with partial vision. We were quick to engage
with Apple to address the problems, who have now incorporated many of our
recommendations in iOS7.1. This will make a huge difference to blind and partially
sighted users of Apple and should allow them to enjoy all the benefits of integrated
accessibility with better tonal contrast.
RNIB was the accessibility partner in Nokia’s “Go Create” app competition, which
challenged developers to create a Windows Phone app. The competition included a
number of different categories, or “missions”. One of the missions this year was the
“Do Good” mission, which was to create an app which would make the life of
someone with low vision easier. In January 2014 there were 142 apps entered from
30 countries and 16 were shortlisted. The winner of this unique mission was “The
Funnies”, an app for kids, which includes several mini games where the kids have
fun and learn at the same time.
Our impact
November 2013 marked our third annual Switch on to Technology month, aiming to
raise awareness of the benefits of information technology for blind and partially
sighted people. During the month we launched user guides, video tutorials and held
hands-on taster events covering the latest on mobile phones, computers and the
internet for people new to technology. And with the huge growth in the use of mobile
technology to get out and about, this has become even more pertinent for blind and
partially sighted people.
One event participant commented:
“I only hope I am able to retain all the wonderful information provided. I
have this morning ordered the fact sheets from RNIB which I hope will
assist me in this. Please pass on my thanks to Steve, Sally and Pete.
Suffice it to say, it is the first time I have had such good information
which will go a long way to helping me make an informed decision on
what I should buy to suit my needs. Lack of information has been my
reason for not purchasing products with new technology until now. My
next task is to visit the Apple shop in Belfast!”
Our Technology Support Squad continued to change the lives of blind and partially
sighted people this year by bringing them closer to the difference technology could
make. This year over 500 volunteers gave blind and partially sighted people this vital
advice.
“I’m now doing things on the computer I never dreamed I’d be able to. It
gives me such peace of mind, knowing I can shop online if I need to or
contact my daughter. I’m so grateful to Phil [the Technology Support
Squad volunteer] who made it all possible.”
Glenda, a first time user of the Technology Support Squad in 2013.
Our Phone Watch events give people the opportunity to learn about the latest
developments in mobile and tablet technology. This year there were events across
the UK which were attended by over 200 people.
“It was meeting other blind and partially sighted people and talking
about how they use their mobile which helped me probably more than
the presentations! I’ve learnt so much and it’s made such a difference
to me.”
Gary, who attended his first Phone Watch event in Birmingham in 2014.
Aygun’s story
Aygun Hassan had already retired from working as a plumber when he began to
lose his sight from age-related macular degeneration. Although still active and keen
to get out and about and see his friends and family as much as possible he began to
lose confidence and felt he was retreating into his shell a little bit.
“I was finding it more and more difficult to find the motivation to get out of the house,
and when I was in the house I was doing less and less! Just sitting on the sofa
waiting for something to happen.”
Aygun’s daughter contacted RNIB when she became aware that her father’s sight
had deteriorated so much. She wanted some ideas as to how he could get out more
and make the most of his time at home.
Aygun had always wanted to get online so he could stay in touch with his family in
the UK and in Cyprus. James from our Technology Support Squad helped Aygun
choose the right laptop for him and then helped him learn how to use it. We also put
Aygun in touch with some local support to help build his confidence to get out and
about more.
“Being able to talk with my family online has been so fantastic. I can’t believe I
waited so long to learn how to do it! But I’m so grateful to RNIB for helping me learn
the skills. Getting out and about is getting a bit easier now as well. I’ve been given
some really useful tips by my trainer and found a few people to talk to in a similar
position to me.”
We want to increase the opportunities for blind and partially sighted people to
live more independently and get out and about confidently and safely.
Financial review
We are now at the end of the RNIB Group strategy for the five years to March 2014.
This has been based around the three aims of prevention of sight loss, independent
living and creating an inclusive society. The Group Statement of Financial Activities
(SoFA) reflects our strategy.
In 2013/14, 62 per cent (2013: 61 per cent) of our overall incoming resources came
from fundraising activity (including 34 per cent, or £40.8million, from legacies; 2013:
35 per cent or £40.7million), 37 per cent (2013: 37 per cent) from service related
income and 1 per cent (2013: 2 per cent) from other sources.
Donations and Gifts rose by £2.1million due to increased receipts from individual
giving, community fundraising and major donors as well as gifts on association. The
gift on association relates to the long leasehold property transferred to RNIB
Specialist Learning Trust from the local authority.
Like many other voluntary organisations, we have felt the impact of government cuts
on our service income but through a renewed focus this has risen by £0.5million or 1
per cent (2013: fall of £1.2million or 3 per cent). We endeavour to be constantly and
consistently more effective whilst ensuring we are delivering to meet the needs of
blind and partially sighted people.
Group incoming resources have risen by £1.6million (2013: risen by £5.4 million).
This is due to the two areas highlighted above, together with an increase in income
from the defined benefit scheme of £1.4million (2013: fall of £0.9 million) which have
been offset by a fall in gains on disposal of properties which amounted to £2.2million
(2013: rise of £1.5 million) and a fall in investment income of £0.3million (2013: rise
of £0.3million).
Group resources expended were split between supporting our three strategic aims
of prevention of sight loss (3 per cent; 2013: 3 per cent), independent living (75 per
cent; 2013: 75 per cent) and creating an inclusive society (8 per cent; 2013: 9 per
cent), together with the costs of raising funds (13 per cent; 2013: 12 per cent) and
the governance costs for the organisation (1 per cent; 2013: 1 per cent). What we
did with these resources is explained in “Our work in 2013/14” earlier in this report.
Total resources expended have risen by £4.2million primarily due to increased
investment in our fundraising activities to protect and grow our income for the future,
together with spend to help people live full and independent lives.
RNIB’s associated charities are Action for Blind People, Cardiff Institute for the Blind
(CIB), National Talking Newspapers and Magazines (NTNM) and RNIB Specialist
Learning Trust. These charities contributed income of £23.4million (2013:
£23.1million) of which £10.9million related to grants from RNIB (2013: £12.3million)
and charitable activities of £22.4million (2013: £23.3million) to the Group in 2013/14
(note 4).
Free reserves at the end of the year stood at £22.5million (2013: £20.7million),
which is favourable to our reserves policy. This is primarily due to the increase in the
legacy debtor year on year of £2.5million.
An actuarial valuation was carried out at 31 March 2012 by the Pension Scheme’s
actuaries “Aon Hewitt”, using the projected unit method. The valuation disclosed that
the market value of the Scheme’s assets (excluding Voluntary Contributions) at that
date was £149million, and that there was a deficit (calculated as the excess of the
market value of the Scheme’s assets to the value of its past service ongoing
liabilities, with allowance for future pay increases) of £10.1million. Contributions by
RNIB on the defined benefit element of the Scheme increased to 12.9 per cent of
pensionable salaries. In addition RNIB and Action share the administrative costs of
the Scheme. As a part of the recovery plan RNIB agreed to make additional
contributions of £828,000 a year until 30 June 2018.
The two subsidiary trading companies of the Group contributed £221,000 (2013:
£378,000) to the RNIB Group through gift aid, and two subsidiary charities gifted
£278,000 (2013: £267,000) to RNIB.
We are very grateful for the continued support of donors through legacies, gifts and
donations, as well as the work of our many volunteers, which allows the vital work of
RNIB to continue. The challenge of raising £68.1million (2013: £66.5million) for
2014/15 is a tall mountain to climb but we are convinced that we will achieve it so
that we can ensure blind and partially sighted people receive the support they need
and deserve.
Fundraising review
Total voluntary income for 2013/14 amounted to £71.7million (2013: £69.5million),
an increase of £2.2million against 2012/13 and ahead of our budget for the year. We
are pleased to have achieved this against the background of the current economic
difficulties that we all face. Gifts in kind included in voluntary income (but not
budgeted for) amount to £0.3million (2013: £0.4million) for pro bono work from
various firms of lawyers and £0.2 million (2013: £1.1million) for advertising. There is
also £3million (2013: £2.9million) of lottery and statutory grants within income from
charitable activities which is actively supported by our fundraising team.
On 1 April 2009 RNIB and Action entered into an association agreement. Under the
terms of that agreement RNIB has taken over the responsibility for the fundraising
operation of Action in return for a grant. The grant in 2013/14 amounted to
£8.4million (2013: £8.4million). The net proceeds of this fundraising activity have
been restricted within these financial statements for the benefit of Action.
Fundraising costs for 2013/14 amounted to £15.7million (2013: £14.4million). The
fundraising costs are net of an internal recharge in the sum of £5.2million (2013:
£5.2million) for costs incurred in raising public awareness about matters relating to
sight loss. These costs have been included within the costs of “Charitable activities”.
We have continued to invest in our supporter relationship management programme,
which we regard as an essential investment to secure long-term income. It will also
help us to be more efficient in communicating essential messages and collecting
donations. Our investment in fundraising is vital to sustaining our income and our
ability to plan and fund direct services, but we remain focused on driving efficiencies
and reducing our costs.
RNIB is a member of the Fundraising Standards Board (FRSB) scheme, the body of
self-regulation of fundraising in the UK, and as a member we adhere to the highest
standards of good practice. RNIB is also a member of the Institute of Fundraising
and adheres to contemporary best practice codes of fundraising.
Our volunteers
Volunteers are critical to our ability to deliver for people affected by sight loss and
currently deliver an impressive range of activities across all of RNIB Group’s work: in
our care homes, schools, in small community projects and large services,
fundraising and campaigning. Some examples are our volunteers delivering iPad
taster sessions in Northern Ireland, our volunteers helping to deliver Living with
Sight Loss courses around the UK, and our volunteers campaigning locally and
nationally to make every day better for blind and partially sighted people.
Across RNIB Group we benefit from the support of 4,020 volunteers (2013: 3,800)
who between them carried out 5,810 individual volunteer roles (2013: figure not
available) during the year and contributed around 35,750 hours (2013: 33,800) of
their time every month. We carry out a volunteering impact survey every two years
to understand the difference our volunteers make.
Employing disabled people
RNIB recognises the exclusion and disadvantages that disabled people experience
as a result of social, economic, and material barriers, created by the world in which
we live. RNIB also recognises that disabled people may be enabled by learning
additional skills.
RNIB is working to ensure that disabled people receive the maximum possible
benefit that can accrue to them through the Equality Act (Disability Discrimination
Act in Northern Ireland). As an employer, RNIB takes steps to ensure that it meets
its obligations under the law and, where possible, exceeds them. This includes
making reasonable adjustments to meet the needs of disabled job applicants and
employees. RNIB extends this principle to committee members, Trustees and
volunteers in line with best practice.
Currently 10.5 per cent (2013: 12 per cent) of our employees are disabled. Through
dedicated resources in our IT team we are able to provide specialist advice and
support to ensure that disabled staff have the appropriate equipment and training to
perform effectively. Additional reasonable adjustments are also made for disabled
staff as required. RNIB also operates a trainee scheme to provide work
opportunities for blind and partially sighted people and these have been successful
in providing a route to permanent employment both within and external to RNIB. The
engagements last for a year and as at April this year we have 14 people involved in
the scheme.
Engagement with staff
RNIB has a number of mechanisms for engaging with staff and seeking their views,
both formal and informal. Our Staff Information and Consultation Forums meet at
site, regional and national level to discuss areas that are specifically of interest to
staff but also to receive information about the financial health of the organisation and
how we are achieving our strategic goals. Staff are also increasingly using the
internal intranet discussion boards to share ideas and raise issues.
During the last year elections have been undertaken to fill the staff forum
representative posts and representatives have received additional training to
support their roles and responsibilities. A new position of chair of the forum was
created and appointed to and the forum has been engaged in an increasing range of
discussions which have included the workplace pension auto enrolment scheme and
pay and reward matters.
The staff survey run in January 2014 showed favourable results when benchmarked
against the charity sector averages with scores of 64 per cent of staff agreeing that
they would recommend RNIB as a good place to work and 88 per cent of staff
understanding the aims of the charity.
Investment policy
Statement of investment principles
Investment decisions are taken on the advice of the Investment Committee whose
members have a finance, investment or commercial background.
The Charity’s investment policy is to hold assets to achieve an appropriate return
with an appropriate level of risk when considered alongside the Charity’s business
plan and level of reserves. It has three investment objectives:
 to invest prudently – the basic investment strategy of the Charity has been to
invest in a way that the minimum level of reserves is very likely to remain
covered, but with some investment risk being taken on the assets over and
above this minimum level;
 to invest in liquid assets – the Charity could call upon its quoted investments at
any point. It should be straightforward to sell the Charity’s assets down to
cash, and doing so should result in the cash being available quickly and
without the potential for significant adverse impact on the value of
investments;
 to invest ethically – the Charity wishes to avoid unethical investments, and in
particular tobacco stocks due to the link between smoking and certain
conditions that result in sight loss.
The benchmark allocation for investments is 20-30 per cent in equities, 30-40 per
cent in bonds and 30-40 per cent in cash. This strategy was developed with the
advice of Hewitt Associates and takes into account the nature of the Charity’s
business as reflected in its business plans. At 31 March 2014 the allocation of
investments is 27 per cent in equities, 34 per cent in bonds and 39 per cent in cash.
It is the Charity’s intention to maintain sufficient short term cash holdings to meet
fluctuating needs, and to make appropriate use of an overdraft facility as required
with the Royal Bank of Scotland.
The Charity’s reserves policy is to set the level of free reserves using a risk-based
approach. The level of reserves is reviewed on an annual basis and is currently set
at £20million. Planned project expenditure from designated funds and the current
economic uncertainty have led the Charity to hold its investments in a low risk and
liquid portfolio.
It is the Charity’s aim to perform an annual desk top review of Investment Managers
and to meet them as appropriate.
The Charity has mandates with Legal & General and Foreign & Colonial (F&C) and
fee structures are:
 Legal & General Ethical Trust – 0.3 per cent per annum;
 Legal & General Cash Trust – 0.2 per cent per annum;
 Foreign & Colonial Ethical Bond Fund Share Class 2 – 0.55 per cent per
annum.
The Endowment Funds are managed by F&C. F&C fee structures are:
 Foreign & Colonial Ethical Bond Fund Share Class 2 – 0.55 per cent per
annum;
 Foreign & Colonial Stewardship Income Fund (Dist) Share Class 2 – 0.88 per
cent per annum.
The Group investments include a further £49,000 (2013: £47,000) relating to CIB
and £9,145,000 (2013: £8,522,000) to Action for Blind People. Other than the
investments of Staffordshire Blind, all Action’s funds are now managed by Legal &
General, using pooled funds to match the allocation set out in their investment
strategy, and their performance is closely monitored against, and closely matches,
publicly available market benchmarks. The investments of Staffordshire Blind are
managed by Investec Wealth and Investment.
Investment performance
The funds in which the investments are held are measured against agreed
benchmark indices for each relevant holding. The performance for the investments
held by RNIB as at 31 March 2014 against each fund’s benchmark index is detailed
in the following table.
Value Actual Target
at 31 holding holding
March
2014
£’000
%
%
Cash
Corporate
bonds
UK equities
Total
+/-
%
7,304
6,374
39.2
34.2
40.0
35.0
-0.8
-0.8
4,942
18,620
26.6
100.0
25.0
100.0
+1.6
-
Performance in year to 31
March 2014
Fund
%
-0.3
+1.85
Benchmark
+/%
0.2
-0.5
+1.55
+0.3
15.7
12.9
+2.8
As our UK equities are invested in an Ethical fund, the stocks in the index are
screened before being accepted into the fund.
Cash deposits are placed on behalf of the RNIB Group including the Associated
Charities by their respective banking organisations.
At 31 March 2014 the Group’s cash and short-term deposits stood at £2.1million
(2013: £3.7million). During the year the Group interest received on cash and shortterm deposits was £8,000 (2013: £12,000) of which £2,000 (2013: £4,000) related to
the RNIB Charity. The RNIB Charity’s short-term deposits were all overnight places
and the average return made was 0.17 per cent (2013: 0.20 per cent).
At 31 March 2014 the unrealised loss on the Endowment Funds was £32,000 (2013:
gain £540,000), and the breakdown of the unrealised loss by fund can be found in
note 20.
The Elizabeth Eagle-Bott and Dr Duncan Leeds Funds are held in both the F&C
Stewardship Fund and the F&C Ethical Bond Fund.
The Emma Nye Fund is held in the F&C Stewardship Fund only.
The Bristol Blind and GDC Rushton Funds are held in the F&C Ethical Bond Fund
only.
The Sunshine Fund is held in the F&C Ethical Bond Fund, F&C Stewardship Fund
and F&C Money Markets Fund.
Reserves policy
RNIB’s reserves policy focuses on the level of “free reserves”. Free reserves
exclude restricted funds and designated funds, which include the net book value of
land and buildings occupied by RNIB services and activities. The assessment of free
reserves excludes any surplus or deficit reported on the pension scheme.
The recommended free reserves level is calculated annually in advance of the
budget process on the basis of the financial impact of the current risks facing RNIB.
The reserves policy is reviewed annually by the Trustees.
RNIB seeks to maintain free reserves to manage the risks to which the Charity is
exposed in the course of its business, including but not limited to safeguarding
against volatile income, both voluntary and service.
The Trustees consider that in order to meet these needs, and to operate effectively,
RNIB needs reserves of around £20million based on the current analysis of risk.
RNIB’s free reserves were £22.5million at 31 March 2014 (2013: £20.7million). The
Trustees have agreed a business plan in support of the strategy which aims to keep
reserves close to the reserves policy level during the new strategy period.
The actuarial valuation of RNIB’s Pension Scheme at 31 March 2014 for the
purposes of FRS17 showed a surplus of £6.5million (2013: £4.4million), which is
added to the level of free reserves as required by FRS17. The corresponding asset
does not result in an immediate cash flow impact on the Charity. A full triennial
valuation of the pension fund took place as at 31 March 2014 and the updated
valuation has been produced and considered by the Pension Scheme Trustees.
Contributions to the scheme are met through planned income. The level of free
reserves has been calculated excluding the FRS17 surplus.
At 31 March 2014 RNIB held designated funds totalling £46.7million (2013:
£48.9million). Of this, £39.6million (2013: £39.7million) relates to properties and
£1.7million (2013: £1.7million) relates to other assets. Both of these are used
directly in undertaking RNIB’s objectives. The remaining funds amounting to
£5.4million (2013: £7.5million) represent the investment and mergers funds together
with amounts expected to be spent within three years on the maintenance and
replacement of properties and other assets and specific projects. The fund
definitions can be found within note 20.
Where restricted fund balances are in a deficit situation, then unless these will be
covered by forthcoming receipts, the deficit balances are charged to general funds.
Such balances in 2014 amounted to £36,000 (2013: £173,000), all of which are to
be covered by forthcoming receipts.
Risk management
Risk is not only about threats that have to be managed; it is equally about the
potential failure to seize opportunities. RNIB views the strategic management of risk
as an integral part of its decision making processes and culture, supporting effective
planning and evaluation of its activities. Risk management is focused on risks
associated with delivering our 2014/19 strategy and business plan, with identified
risks embedded in our strategic and operational management processes.
Governance of the Group’s risk management ultimately sits with the Board of
Trustees. Detailed consideration of risk is delegated to Audit Committee, who are
assisted by senior management in continually reviewing risk and reporting to the
Board.
Our risk management approach details the structures and processes that have been
put in place, and the key roles and responsibilities for successful risk management.
We established an internal strategic risk committee (lead by senior officers) who will
undertake formal review of strategic and significant operational risks every quarter
and play a key role in ensuring mitigation plans are up to date and relevant. The
internal strategic risk committee report directly to Strategic Management Team, who
in turn report on risk management to Audit Committee twice a year.
In preparation for the new strategic period 2014/19 the internal strategic risk
committee reviewed our existing strategic risk register, risks identified through
business planning and considered the wider external environment. As a result they
have developed a new set of strategic risks and risk factors which have been signed
off by the Board of Trustees. There are six key strategic risks which cover both
external and internal risks:
 Risk 1: Insufficient resources to deliver the 2014/19 strategy.
 Risk 2: Inability to respond to a significant change in the external environment.
 Risk 3: We do not have the right trustee, employee and volunteer capacity or
capability.
 Risk 4: We do not have adequate and appropriate IT and digital infrastructure
to deliver our strategy.
 Risk 5: We do not have adequate or appropriate governance or processes in
place.
 Risk 6: Our actions or behaviour damages the RNIB Group brand or reputation
with key stakeholders.
In order to manage these risks there are a number of controls and mitigations in
place including (but not limited to):
1. Five year strategy, business plan and budget which has regular Strategic
Management Team and Board of Trustees oversight.
2. Strategically aligned Governance structures including subsidy charity
agreements.
3. Group wide organisational values.
4. Financial controls and policies (such as reserves, investment policies and ethical
fundraising).
5. Disaster recovery and business continuity planning.
6. Controls related to statutory compliance obligations (such as health and safety,
data protection, safeguarding).
7. Proactive and targeted campaigning.
8. Involvement of blind and partially sighted people in our campaign and influencing
work.
9. Strategic partnership work.
10. Staff and volunteer recruitment policy and procedures which are aligned to
strategy.
Overall, deployment of the Group’s risk management controls and mitigations
continue to remain effective where they are already well embedded, and where new
risks have been identified mitigations are being implemented.
The Board of Trustees are therefore satisfied that the major risks have been
identified and processes for addressing them have been put in place. It is
recognised that any control systems can only provide reasonable but not absolute
assurance that major risks have been adequately managed. Overall we are
confident our risk position remains within acceptable levels.
Going concern
Having reviewed the strategic risks facing the Charity, the business plan for the
period 2014/15 and beyond, and the cash and investments forecast over the same
period, the Board of Trustees considers that there are sufficient reserves held at 31
March 2014 to manage those risks successfully despite the current uncertain
economic outlook. The Trustees consider that there is a reasonable expectation that
the Group has adequate resources to continue in operational existence for the
foreseeable future. Accordingly, they continue to adopt the “going concern” basis in
preparing the annual report and financial statements.
Health, safety and the environment
We are firmly committed to achieving our goals of environmental sustainability and
ensuring the safety of our people through the continued development of our safety,
health and environmental management systems. We recognise that our people are
our single most important asset within the organisation. Through the provision of
sound risk management techniques and a comprehensive training programme we
will ensure they are both competent and confident to undertake their roles; working
in ways which are efficient and cost effective for the benefit of all who work in and
access our services.
Environmental impact
We continue in our aim to reduce our environmental impact, in particular our carbon
footprint. Our objectives are to maximise the environmental efficiency of our
buildings and activities, making smarter use of resources, reducing our waste output
and avoiding unnecessary costs.
We have identified five priorities to address: zero carbon, zero waste, health and
happiness, sustainable materials and sustainable transport.
We continue to set our targets and compare our figures against the RNIB Charity
figures agreed as a baseline in 2010/11. At the same time we follow the international
environmental management standard ISO 14001 and are committed to continual
improvement of our performance against applicable environmental legislation
through our working practices.
The performance for the year against our targets is set out in the following table. We
have revised our baseline and previous year’s figures for zero waste to reflect best
practice in terms of conversion rates.
Priority
Target
Zero carbon Buildings – 10 per cent
total reduction (CO2
tonnes) over five years –
[baseline 4,104]
Zero waste Reduce total waste by 10
per cent over five years
[baseline 602]
Zero waste Recycling rate of 40 per
cent per annum
Sustainable Reduce air, road and rail
transport
travel (CO2 tonnes) by 2.5
per cent per annum for
five years [baseline 846]
Sustainable Develop a sustainable
materials
procurement policy
Health and
Reduce staff sickness
happiness
levels from 10 working
days in 2011
Health and
Improve staff satisfaction
happiness
ratings in biennial staff
survey from 73 per cent
2013/14
2012/13
4,085 (slight
reduction from
baseline)
4,270 (4 per cent
increase from
baseline)
549 (9 per cent
decrease)
603 (3 per cent
decrease)
44 per cent
37 per cent
655 (23 per cent
reduction)
671 (18 per cent
reduction)
Implemented
Policy approved
10.26 days
10 days
64 per cent
Results available
autumn 2013.
Zero carbon
The figures represent the amount of electricity/gas usage in our buildings converted
to carbon tonnes. This year there has been a slight reduction (less than 1 per cent
from the baseline) in CO2 tonnes energy used for our buildings. Although a modest
overall average percentage reduction, actually there were twelve RNIB
establishments that have used less electricity and gas.
Zero waste
New conversion factors have been used this year to better reflect the waste
generated at our establishments. From the information provided, RNIB Group as a
whole has an average recycling rate of 44 per cent, with 12 establishments
achieving more than 50 per cent in their recycling efforts.
Sustainable transport
There has been three consecutive years of reductions in CO2 emissions, with this
year’s being the highest with a 23 per cent reduction from the baseline figure. We
continue to encourage staff to think about planning meeting and activities to ensure
minimal transport journeys and to use the most appropriate form of transport when
required.
Sustainable materials
Our Procurement team has now issued our Sustainable Procurement Policy. This
supports more efficient processes for the evaluation of contractors ensuring we work
alongside suppliers with sound environmental principles and practices.
Health and happiness
Sickness absence levels overall have marginally increased to 10.26 working days
lost per person. Initiatives to reduce sickness absence levels include a review of
health and wellbeing benefits available to staff and encouragement to maintain
healthy lifestyles. The Human Resources team plays a key role in the support of
managers managing sickness absences, return to work interviews have increased
and case handling has improved.
Going forwards
The governance of health, safety and environment will continue to be enhanced
during 2014/15 with further developments to, and efficiencies in our safety and
environmental management systems. The Health, Safety and Environment team will
continue to improve our performance and processes, with particular attention to risk
profiling and the identification, evaluation and effective control of risks. Performance
indicators will be agreed and monitored by the Health, Safety and Environment
Group. Key areas will include: fire safety management, legionella control, risk
assessment, infection control and environmental performance. Our comprehensive
programme of training will continue to support our employees and volunteers and
develop their competencies.
Also, as the range of activities across the RNIB Group continues to expand, so too
does the potential for new risks. The Health, Safety and Environment team work
hard, and in close collaboration with colleagues across business, to identify these
new risks and implements effective measures to reduce or eliminate their impact.
In 2014/15 the Health, Safety and Environment team will continue to advance our
environmental credentials, by identifying opportunities to improve our performance
and explore opportunities to reduce our consumption of non-renewable resources.
We plan to enhance the quality of the data we collect and roll out good practice
across the RNIB Group. The team will also be promoting initiatives to improve our
carbon footprint and promote recycling events.
Signed on behalf of RNIB Trustees
Kevin Carey, Chair
17 July 2014
Independent auditors’ report to the Trustees of RNIB
Report on the financial statements
Our opinion
In our opinion the financial statements, defined below:
•
give a true and fair view of the state of the Group’s and parent Charity’s
affairs as at 31 March 2014 and of the Group’s incoming resources and
application of resources, for the year then ended;
•
have been properly prepared in accordance with United Kingdom Generally
Accepted Accounting Practice; and
•
have been prepared in accordance with the requirements of the Charities Act
2011, the Charities and Trustee Investment (Scotland) Act 2005 and
regulation 8 of the Charities Accounts (Scotland) Regulations 2006 (as
amended) and regulation 15 of The Charities (Accounts and Reports)
Regulations 2008.
This opinion is to be read in the context of what we say in the remainder of this
report.
What we have audited
The financial statements, which are prepared by the Royal National Institute of Blind
People, comprise:
•
the group and parent charity balance sheets as at 31 March 2014;
•
the consolidated statement of financial activities for the year then ended;
•
the group cash flow statement for the year then ended; and
•
the notes to the financial statements, which include a summary of significant
accounting policies and other explanatory information.
The financial reporting framework that has been applied in their preparation is
applicable law and United Kingdom Accounting Standards (United Kingdom
Generally Accepted Accounting Practice).
In applying the financial reporting framework, the trustees have made a number of
subjective judgements, for example in respect of significant accounting estimates. In
making such estimates, they have made assumptions and considered future events.
What an audit of financial statements involves
We conducted our audit in accordance with International Standards on Auditing (UK
and Ireland) (“ISAs (UK & Ireland)”). An audit involves obtaining evidence about the
amounts and disclosures in the financial statements sufficient to give reasonable
assurance that the financial statements are free from material misstatement,
whether caused by fraud or error. This includes an assessment of:
•
whether the accounting policies are appropriate to the group’s circumstances
and have been consistently applied and adequately disclosed;
•
the reasonableness of significant accounting estimates made by the trustees;
and
•
the overall presentation of the financial statements.
In addition, we read all the financial and non-financial information in the Trustees
Annual Report to identify material inconsistencies with the audited financial
statements and to identify any information that is apparently materially incorrect
based on, or materially inconsistent with, the knowledge acquired by us in the
course of performing the audit. If we become aware of any apparent material
misstatements or inconsistencies we consider the implications for our report.
Other matters on which we are required to report by exception
Adequacy of accounting records and information and explanations received
Under the Charities Act 2011 we are required to report to you if, in our opinion:
•
the information given in the Trustees Annual Report is inconsistent in any
material respect with the financial statements; or
•
sufficient accounting records have not been kept; or
•
the financial statements are not in agreement with the accounting records
and returns; or
•
we have not received all the information and explanations we require for our
audit.
We have no exceptions to report arising from this responsibility.
Responsibilities for the financial statements and the audit
Our responsibilities and those of the trustees
As explained more fully in the Statement of Trustees’ responsibilities set out earlier
in this report, the trustees are responsible for the preparation of the financial
statements and for being satisfied that they give a true and fair view.
Our responsibility is to audit and express an opinion on the financial statements in
accordance with applicable law and ISAs (UK & Ireland). Those standards require
us to comply with the Auditing Practices Board’s Ethical Standards for Auditors.
•
This report, including the opinions, has been prepared for and only for the
group’s trustees as a body in accordance with section 144 of the Charities
Act 2011 and regulations made under section 154 of that Act (Regulation 24
of The Charities (Accounts and Reports) Regulations 2008) and for no other
purpose. We do not, in giving these opinions, accept or assume responsibility
for any other purpose or to any other person to whom this report is shown or
into whose hands it may come save where expressly agreed by our prior
consent in writing.
PricewaterhouseCoopers LLP
Chartered Accountants and Statutory Auditors
London
July 2014
PricewaterhouseCoopers LLP is eligible to act, and has been appointed, as auditor
under section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005
and section 144(2) of the Charities Act 2011.
Consolidated statement of financial activities for the year ended 31 March 2014
Incoming resources
Incoming resources from
generated funds
Voluntary income
Donations and gifts
Legacies
Total voluntary income
Activities for generating funds
Merchandising and sponsorship
Investment income
Total incoming resources from
generated funds
Incoming resources from
charitable activities
Stopping people losing their sight
unnecessarily
Supporting independent living
Creating an inclusive society
Total incoming resources from
charitable activities
Other incoming resources
Other income – VAT claim
Other Income – defined benefit
pension scheme
Net gain on disposal of fixed assets
Total incoming resources
Notes
Unrestricted
funds
£’000
2
1.5
Endowment
funds
£’000
Total 2014
£’000
Total 2013
£’000
27,107
33,282
60,389
3,752
7,515
11,267
-
30,859
40,797
71,656
28,774
40,711
69,485
348
473
61,210
583
11,850
-
348
1,056
73,060
444
1,311
71,240
354
275
-
629
592
28,731
1,420
30,505
12,769
601
13,645
-
41,500
2,021
44,150
40,842
2,189
43,623
-
-
1,434
25,495
-
3
118,647
1,434
1.5
Restricted
funds
£’000
3
93,152
3
2,157
117,023
Resources expended
Notes
Unrestricted
funds
£’000
Restricted
funds
£’000
Endowment
funds
£’000
Total 2014
£’000
Total 2013
£’000
1
1
15,705
28
115
15,848
14,361
39
131
14,531
-
3,562
3,588
Costs of generating funds
Costs of generating voluntary income
1.6
Merchandising / sponsorship costs
Investment management costs
Total costs to generate funds
Charitable activities
Stopping people losing their sight
unnecessarily
Supporting independent living
Creating an inclusive society
Total charitable activity costs
Governance Costs
Total resources expended
Net incoming (outgoing)
resources before transfers
Transfers
Net incoming (outgoing)
resources before other
recognised gains and losses
Unrealised gain (loss) from
revaluation of property held for sale
Gains on investment assets
Actuarial (losses) gains on
defined benefit pension Schemes
Net movement in funds
Total funds balance brought
forward at 1 April 2013
Total funds balance carried
forward at 31 March 2014
1.5/6/7
15,685
28
89
15,802
2,959
5
1.5/6/7
20
25
45
603
63,630
8,819
75,408
1,251
92,461
691
26,283
922
27,808
289
28,142
(2,647)
1
(1)
89,913
9,741
103,216
1,540
120,604
(1,957)
87,346
9,512
100,446
1,456
116,433
590
640
1,331
(609)
(3,256)
(31)
(32)
(1,957)
590
1.9
779
403
(32)
22
(478)
456
-
12
1,632
74,038
(2,397)
27,732
20
75,670
25,335
-
1,150
(22)
2,931
14,935
(64)
5,393
(829)
107,163
18,456
88,707
5,329
106,334
107,163
-
A Statement of Total Recognised Gains and Losses is not required as all gains and losses are included in the
Statement of Financial Activities. Incoming resources of the Charity during the year were £106,453,000 (2013:
£106,223,000) less resources expended by the Charity at £106,687,000 (2013: £105,406,000) led to a deficit of
£234,000 (2013: surplus of £817,000). All incoming resources, resources expended and resulting net movements in
funds are derived from continuing activities. The Isle of Man government require that we disclose the income and
expenditure in the Isle of Man which amounted to £162,000 (2013: £161,000) and £188,000 (2013: £191,000)
respectively. The notes that follow form part of the financial statements.
Balance sheets as at 31 March 2014
Fixed assets
Tangible assets
Investments
Total fixed assets
Current assets
Stocks and work-in-progress
Debtors:
amounts falling due within one year
amounts falling due after one year
Investments
Short term deposits
Cash at bank and in hand
Total current assets
Creditors: amounts falling due within one
year
Net current assets
Total assets less current liabilities
Creditors: amounts falling due after one
year
Net assets excluding pension asset
Defined benefit pension asset
Net assets including pension asset
Notes
Group 2014
£’000
Group 2013
£’000
Charity 2014
£’000
Charity 2013
£’000
13
14
76,237
33,833
110,070
79,413
37,857
117,270
62,320
24,644
86,964
63,413
29,293
92,706
15
1,010
1,583
904
1,330
16
17
14
18
21,020
1,236
2,080
25,346
13,075
17,299
25
961
2,774
22,642
12,741
19,400
643
1,236
835
23,018
11,008
16,702
25
961
556
19,574
10,255
19
12,271
122,341
20,000
9,901
127,171
21,205
12,010
98,974
20,000
9,319
102,025
21,000
22
21
102,341
3,993
106,334
105,966
1,197
107,163
78,974
6,482
85,456
81,025
4,395
85,420
The funds of the Group/Charity:
Endowment funds
Restricted income funds
Unrestricted income funds:
Designated
General
Pension reserve
Total unrestricted income funds
Total Group/Charity funds
Notes
Group 2014
£’000
Group 2013
£’000
Charity 2014
£’000
Charity 2013
£’000
20
20
5,329
25,335
5,393
27,732
5,328
4,458
5,392
5,990
20
20
20/22
20
20
46,701
22,487
6,482
75,670
106,334
48,909
20,734
4,395
74,038
107,163
46,701
22,487
6,482
75,670
85,456
48,909
20,734
4,395
74,038
85,420
These financial statements were approved by the Board of Trustees on 17 July 2014 and signed on behalf of RNIB by
Kevin Carey, Chair, and Alan Tinger, Honorary Treasurer.
Group cash flow statement for the year ended 31 March 2014
Net cash outflow from operating activities
Returns on investments and servicing of finance
Investment income
Interest element of finance lease rental payments and loan
Net cash (outflow) inflow from investments and servicing of finance
Capital expenditure and financial investment
Purchase of tangible fixed assets
Proceeds from sale of tangible fixed assets
Purchase of investments
Proceeds from sale of investments
Net decrease in endowment investments
Proceeds from sale of property held for sale
Cash acquired on merger/association
Net cash inflow from capital expenditure and financial investment
Net cash outflow before management of liquid resources and financing
Management of liquid resources
Cash deposited to short term deposits
Net cash from the management of liquid resources
Financing
Net decrease in endowment investments
Finance loan advance paid
2014
£’000
(1,964)
2013
£’000
(2,146)
780
(1,220)
(440)
1,311
(1,263)
48
(2,060)
3
(15)
4,045
64
(20)
2,017
(387)
(2,665)
560
(8,517)
8,118
243
2,529
268
(1,830)
961
961
2,240
2,240
(64)
(1,203)
(243)
(1,144)
Net cash outflow from financing activities
Decrease in cash
Cash at 1 April 2013
Cash at 31 March 2014
Reconciliation of net income to net cash outflow from operating activities
Net (outgoing) incoming resources before transfers
Investment income
Depreciation
Non monetary assets acquired on association
Gifted assets
Investment management fees charged to portfolio
Costs on disposal of investment property deducted from transfer to current asset
investments
Loss (gain) on disposal of tangible fixed assets
Profit on disposal of property held for sale
Increase in current creditors
Decrease in long term creditors
Decrease in pension provision
Interest charged on finance lease payments and loan
Increase in debtors
Decrease in stock
Net cash outflow from operating activities
2014
£’000
(1,267)
(693)
2,772
2,079
2013
£’000
(1,387)
(977)
3,749
2,772
2014
£’000
(1,957)
(1,056)
3,166
(1,377)
149
56
100
2013
£’000
590
(1,311)
3,009
40
-
2,086
334
(2)
(2,824)
1,220
(2,431)
572
(1,964)
(473)
(955)
326
(8)
(775)
1,263
(4,059)
207
(2,146)
Analysis of change in net debt
Cash at bank
Bank overdraft
Total cash
Debt due within one year
Debt due after one year
Total change in net debt
31 March 2012
£’000
3,753
(4)
3,749
(1,000)
(22,357)
(19,608)
Cash flow
2012/13
£’000
(979)
2
(977)
1,152
175
31 March 2013
£’000
2,774
(2)
2,772
(1,000)
(21,205)
(19,433)
Cash flow
2013/14
£’000
(694)
1
(693)
1,205
512
31 March 2014
£’000
2,080
(1)
2,079
(1,000)
(20,000)
(18,921)
Notes to the financial statements for the year ended 31 March 2014
1. Statement of accounting policies
The principal accounting policies adopted in the preparation of these financial statements are as follows:
1.1 Basis of preparation
The financial statements have been prepared under the historical cost convention, modified to include the revaluation
of investments and properties held for sale, in accordance with applicable accounting standards in the United Kingdom
and the Statement of Recommended Practice – “Accounting and Reporting by Charities” (SORP 2005) as revised in
May 2008, the Charities Act 2011, the Charities and Trustee Investment (Scotland) Act 2005 and the Charities
Accounts (Scotland) Regulations 2006. The financial statements are prepared on a going concern basis. The
accounting policies have been consistently applied across the Group from year to year.
1.2 Group financial statements
The results of each of RNIB’s subsidiary undertakings, as listed in note 4, have been consolidated in these financial
statements under the heading “Group” on a line-by-line basis, adopting uniform accounting policies. The term
“Associated Charity” refers to organisations that have entered into a formal association agreement with RNIB. Their
objectives contribute to those of the RNIB Group strategy and under the tests of control they are deemed to be charitable
subsidiaries of RNIB.
The net assets at the date of association or merger are assessed on a fair value basis for the purposes of consolidation
into the results for the RNIB Group. The results of the subsidiaries acquired during the year are included in the SoFA
from the effective date of acquisition. The intra-group transactions, balances and unrealised profits are eliminated in
full. Any negative goodwill arising is written off in the year of acquisition and included as an incoming resource within
the SoFA. Where specific assets are gifted to RNIB as part of the acquisition, these are treated as a donation and
transferred to RNIB Charity.
No separate SoFA has been presented for the Charity alone as permitted by paragraph 397 of the SORP.
1.3 Foreign currency transactions
Foreign currency transactions completed within the year are included at their transacted sterling equivalents. Assets and
liabilities are valued using those rates published by HM Revenue and Customs as at the balance sheet date. Any foreign
exchange gains or losses are charged to the SoFA.
1.4 Fund accounting
Unrestricted funds comprise accumulated surpluses and deficits on general funds that are available for use at the discretion
of the Trustees in furtherance of the general objectives of the Charity.
Designated funds are unrestricted funds that the trustees of the Charity have set aside, out of general funds and
comprise sums of money for specific projects that can either be the updating of existing, or the development and
piloting of new, charitable services.
Also within the designated funds are “service properties” and “other fixed assets”. “Service properties” represents the
value of RNIB’s interests in land and buildings, for the provision of services to people with sight problems. This value is
shown in a separate designated fund, as the properties represented are essential for the provision of RNIB’s services.
Transfers in respect of additions to property in the year are made from the general fund and the development fund.
Transfers are made from this fund to the general fund in respect of property disposals during the year. Property
depreciation is charged to this fund. “Other fixed assets” represents other assets in use by RNIB. The assets of
associated charities are held within the restricted funds.
Restricted funds comprise income received with special conditions attached. Income for a specific purpose not spent in
any year is carried forward in the relevant fund. Also within restricted funds are the results of the associated charities,
which are operating under narrower objectives than those of RNIB.
Endowments received are credited directly to the relevant endowment fund. Income arising from the related investments
is allocated to the general fund or to the relevant restricted fund, depending on the terms of endowment.
1.5 Incoming resources
Donated goods and services are included at the value to the Charity where these can be quantified. No amounts are
included in these financial statements for the services donated by volunteers. Income from trading in subsidiary
undertakings is transferred to the Charity by covenanting the profits of those undertakings. Donations are accounted
for as soon as their amount and receipt is certain. Donations include Gift Aid based on amounts recoverable at the
accounting date.
Accrued income is provided for in respect of revenues that have been earned in the current financial year but are yet to be
invoiced.
Pecuniary legacies are recognised on notification. Residuary legacies are recognised when probate is granted and there
is sufficient information to value them. In practice this is usually when the assets and liabilities statement is received:
they are included at 90 per cent of their valuation (to reflect the uncertainty of estate administration). Reversionary
interests involving a life tenant are not recognised. We do not include any notification below £30,000 where we have yet
to receive estate accounts.
Investment income, interest on deposits and income in connection with services to people with sight problems is
recognised on an accruals basis. Where an incoming resource is received in advance of the activity to be performed
then the incoming resource is deferred and included in creditors. Income from the sale of goods is recognised when
orders are fulfilled. Investment income arising on endowment funds is credited to the appropriate fund in accordance
with the prescribed conditions.
1.6 Resources expended
(a) Expenditure, including irrecoverable VAT, is accounted for on an accruals basis.
(b) Included within charitable activity costs is an apportionment of public awareness expenditure representing the costs
incurred by
RNIB in educating the public to be aware of the needs of people with sight loss.
(c) Support costs include both Group and corporate costs and are incurred in support of direct service expenditures.
Allocation of support service costs is on a mixture of bases including a staff time-based system of apportionment.
(d) Fundraising expenses include those costs incurred in raising donations and legacies.
(e) Governance costs are incurred in relation to the running of the Charity and the charitable subsidiaries. This
includes strategic planning and attending to the statutory affairs of the Charity and the charitable subsidiaries.
(f ) Grants payable are charged to the SoFA when a constructive obligation exists, that is when the recipient has been
informed.
1.7 Fixed assets
Tangible assets are recorded at cost, including irrecoverable VAT, or where donated, open market valuation at the time
of donation. Under the transitional provisions of Financial Reporting Standard 15 (FRS15), RNIB has adopted the
valuations of properties as at 31 March 1999, where known, as cost and these will not be updated. Where assets are
acquired through entering into Association agreements, then the cost of these are included at their fair value as at the
agreement date. Assets in the course of construction are transferred to the relevant category of asset and depreciated
when practical completion is achieved. The minimum threshold for capitalisation is £2,500.
Depreciation is provided on all tangible fixed assets, except freehold land and assets under construction, at rates
calculated to write off the cost on a straight-line basis over their expected useful lives. Where the assets have been
acquired under a finance lease then depreciation, and any impairment, is provided at rates calculated to write off the
cost, less estimated residual value of each asset, over the life of the primary lease. The standard rates of depreciation
are as follows:
Service properties
Freehold buildings
Leasehold land and buildings – lease longer than 50 years
Leasehold land and buildings – lease shorter than 50 years
Machinery, vehicles and equipment
Motor vehicles; fixtures and fittings; equipment
Computer hardware
50 years
50 years
Lease period
5 years
3 years
Fixed assets are subject to review for impairment when there is an indication of a reduction in their carrying value. Any
impairment is recognised in the SoFA in the year in which it occurs.
1.8 Investments
Listed investments are stated at mid-market value at the balance sheet date.
Investment properties are stated at market value as advised by RNIB’s property advisers at the balance sheet date
and this is done on an annual basis.
The investment in subsidiary undertakings is at cost.
The SoFA includes the net gains and losses arising on disposals and revaluations throughout the year.
1.9 Property held for sale
Included within current asset investments are properties held for sale. These are properties that are actively being
marketed and where there is a reasonable expectation that the sale will be completed within the next 12 months.
The value of such assets is determined by the expected proceeds of the sale guided by the professional valuations
received and net of estimated disposal costs.
On transfer to property held for sale the unrealised gains and losses are included along with other gains and losses
within the SoFA. On completion the realised gains and losses will be recognised in the incoming and outgoing
resources within the SoFA.
1.10 Stocks
Stock of finished goods held for resale is valued at the lower of cost and net realisable value. Cost is standard cost on a firstin first-out basis. Finished goods for resale comprises products suitable for use by blind and partially sighted people,
Christmas cards and gifts.
1.11 Pension scheme
For the defined benefit pension schemes of the RNIB Group, the current service costs, gains and losses on settlements and
curtailments, are charged to resources expended. Similarly, pension finance costs arising from changes in the net of the
interest costs and expected return on assets are charged to resources expended. Where income arises as a result of such
changes this is shown in the SoFA as an “other” incoming resource. Actuarial gains and losses are recognised immediately
in the SoFA as “Actuarial gain, or loss, on Defined benefit pension scheme”. The Group and Charity defined benefit pension
scheme asset/liability is shown on the face of the Balance Sheet. For the defined contribution schemes of the RNIB Group
the amount charged to the SoFA in respect of pension costs and other post-retirement benefits are the contributions payable
in the year.
1.12 Leased assets
Leases are regarded as finance leases where their terms transfer to the lessee substantially all of the benefits
and burdens of ownership other than the right to legal title.
The obligations to the lessor are shown as part of the borrowings and the rights in the corresponding assets are treated
in the same way as owned fixed assets.
All operating leases and rental expenses are charged to the SoFA as incurred over the term of the lease on a straight line
basis.
1.13 Taxation
RNIB is a registered charity, and as such is entitled to certain tax exemptions on income and profit from investments and
surpluses on any trading activities carried out in furtherance of the Charity’s primary objectives, if these profits are applied
solely for charitable purposes.
2. Investment income
2014 Group
£’000
General funds
Investment income from quoted investments
Bank interest receivable
Rents
Restricted funds
Investment income from quoted investments
Bank interest receivable
Total
2013 Group
£’000
424
2
47
512
4
46
583
1,056
741
8
1,311
Details of our investment policy can be found in the financial review section of the Trustees Report.
3. Net assets acquired on merger/association
RNIB associated with NTNM in February 2009 and the two charities have subsequently merged on 30 June
2013. The assets and liabilities in the table below are as at the date of merger and have been accounted for
using the acquisition method.
RNIB established a new charity, the RNIB Specialist Learning Trust, as an Academy Trust. This has resulted in
the transfer of assets from Coventry City Council.
NTNM
£’000
Fixed assets
Investments
Current assets
Creditors – amounts falling due within
one year
Creditors – amounts falling due after
one year
Net assets
Net assets in the subsidiary
Fair value adjustment
376
108
132
RNIB Specialist
Learning Trust
£’000
1,248
94
-
203
-
149
149
-
1,342
1,342
-
Total 2014
£’000
1,624
202
132
203
1,491
1,491
-
There were no purchase or consideration costs incurred in acquiring these net assets. The resulting negative goodwill of
£1,491,000 was written off in the year and included as an incoming resource within the SoFA.
4. Net income from trading activities of subsidiary undertakings
A summary of the results for the year ended 31 March 2014 of the subsidiaries of RNIB operating under
association agreements follows:
Action
£’000
Total incoming resources
Total outgoing resources
Net (outgoing) incoming
resources before
transfers
Net gains on investment
assets
Net gains on
revaluation of fixed
assets
Actuarial gain (loss) on
defined benefit
pension scheme
Net movement in funds
Funds brought forward
Funds transferred to RNIB on
merger
Funds carried forward
20,416
(20,714)
(298)
CIB
£’000
532
(506)
26
NTNM (to
merger
on 30
June
2013)
£’000
220
(243)
(23)
RNIB
Specialist
Learning
Trust
£’000
2,187
(927)
1,260
Total
2014
Associated
charities
£’000
Total
2013
Associated
charities
£’000
23,355
(22,390)
965
23,101
(23,309)
(208)
399
3
-
-
402
826
4,420
-
-
-
4,420
-
216
240
-
-
456
4,737
21,275
-
269
296
-
(23)
172
(149)
1,260
-
6,243
21,743
(149)
250
21,493
-
26,012
565
-
1,260
27,837
21,743
(368)
Action
£’000
Fixed assets
Current assets
Creditors – amounts falling
due within one year
Creditors – amounts falling
due after one year
Pension scheme liability
Net assets
26,949
2,955
2,118
1,774
26,012
CIB
£’000
1,901
172
150
NTNM (to
merger on
30 June
2013)
£’000
-
RNIB
Specialist
Learning
Trust
£’000
1,220
503
463
Total
2014
Associated
charities
£’000
30,070
3,630
2,731
Total
2013
Associated
charities
£’000
24,569
3,213
2,636
643
-
-
643
205
715
565
-
1,260
2,489
27,837
3,198
21,743
Action delivers regional services in England through their Action Teams, grant funded by RNIB. Action also
delivers services in the areas of work, leisure, housing, support for beneficiaries, and information and education.
RNIB provides the fundraising service, with net fundraising receipts being restricted for Action. Further, RNIB has
provided funding to deal with the structural deficits of Action but this funding ceased at the year end. The sum of
such grants amounted to £10,640,000 in the year (2013: £11,499,000).
CIB provides a wide range of services to blind and partially sighted people within Cardiff and the Vale of
Glamorgan. RNIB has paid a grant to CIB in the year amounting to £121,000 (2013: £342,000).
NTNM provides newspapers, magazines and information in accessible formats for people with sight problems and also
people with other disabilities. RNIB provides operational funding and the fundraising service, with net fundraising
receipts being restricted for NTNM. The results for NTNM are Group figures and include the results of its wholly owned
subsidiary Talking Newspapers Enterprises Limited. RNIB has paid a grant to NTNM in the year amounting to £112,000
(2013: £460,000). NTNM merged with RNIB on 30 June 2013.
RNIB Specialist Learning Trust is an Academy Trust which has taken responsibility for Three Spires School in
Coventry in September 2013 which provides education for primary age pupils with special educational needs. No
financial support was given to the Trust. The Trust’s year end is 31 August and so the consolidation is on the basis
of management accounts.
RNIB also has five wholly owned subsidiaries. These are RNIB Enterprises Limited, RNIB Services Limited, National
Library for the Blind, Blind Centre for Northern Ireland and the Glynn Vivian Home of Rest for the Blind (Glynn Vivian).
A summary of the results for the year ended 31 March 2014 of the subsidiaries of RNIB follows:
RNIB
Enterprises
Limited
£’000
Total incoming resources
Total outgoing resources
Net incoming resources
Amount
gifted/covenanted to
RNIB
Net movement in funds
Funds brought forward
Funds carried forward
338
(132)
206
(206)
5
5
RNIB
Services
Limited
£’000
5,071
(5,056)
15
(15)
-
National
Library
for the
Blind
£’000
199
(10)
189
(189)
-
Blind
Centre for
Northern
Ireland
£’000
90
(1)
89
(89)
-
Total
2014
Total
2013
£’000
£’000
5,698
(5,199)
499
(499)
5,315
(4,689)
626
(645)
5
5
(19)
24
5
A summary of the net assets as at 31 March 2014 of the subsidiaries of RNIB follows:
RNIB
Enterprises
Limited
£’000
Current assets
Creditors –
amounts falling due
within one year
Net assets
RNIB
Services
Limited
£’000
218
213
594
594
5
-
National
Library
for the
Blind
£’000
5
5
-
Blind
Centre for
Northern
Ireland
£’000
1
1
-
Total
2014
Total
2013
£’000
£’000
818
813
826
821
5
5
RNIB Enterprises Limited The trading activities include commercial sponsorship and a scheme for the recycling
of toner cartridges, with the consent of RNIB. A £200,000 facility remains available to RNIB Enterprises Limited
and if called upon would be made by RNIB to cover the working capital requirements.
RNIB Services Limited administers RNIB’s school fees.
National Library for the Blind (NLB) exists as a shell charity to receive donations and legacies, which are
transferred to RNIB to be ring-fenced for the RNIB National Library Service.
Blind Centre for Northern Ireland (BCNI) exists as a shell charity to receive donations and legacies, which are
transferred to RNIB to be ring-fenced for RNIB Northern Ireland.
Glynn Vivian exists as a shell charity following the sale of the property previously owned by Glynn Vivian. RNIB is the
sole corporate trustee and on the grounds of control Glynn Vivian has previously been consolidated within the financial
statements of the RNIB Group. The charity is now dormant and so there is no disclosure in the tables above.
A summary of the results for the year ended 31 March 2014 of all RNIB subsidiaries follows:
Total incoming resources
Total outgoing resources
Net incoming resources before transfers
Net gains on investment assets
Net gains on revaluation of fixed assets
Actuarial loss on defined benefit pension
scheme
Amount gifted/covenanted to RNIB
Net movement in funds
Funds brought forward
Funds transferred to RNIB on merger
Funds carried forward
Associated
charities
Subsidiaries
£’000
23,355
(22,390)
965
402
4,420
456
£’000
5,698
(5,199)
499
-
6,243
21,743
(149)
27,837
(499)
5
5
Total
subsidiaries
2014
£’000
29,053
(27,589)
1,464
402
4,420
456
Total
subsidiaries
2013
£’000
28,416
(27,998)
418
826
(368)
(499)
6,243
21,748
(149)
27,842
(645)
231
21,517
21,748
A summary of the net assets as at 31 March 2014 of all RNIB subsidiaries follows:
Fixed assets
Current assets
Creditors – amounts falling due within one year
Creditors – amounts falling due after one year
Pension scheme liability
Net assets
Associated
charities
Subsidiaries
£’000
31,214
3,630
2,731
643
2,489
28,981
£’000
818
813
5
Total
subsidiaries
2014
£’000
31,214
4,448
3,544
643
2,489
28,986
Total
subsidiaries
2013
£’000
24,569
4,039
3,457
205
3,198
21,748
The total net assets of the associated charities as at 31 March 2014 amounting to £28,981,000 (2013: £21,743,000) are
held within the Group restricted and endowment funds as detailed in note 20.
5. Governance costs
Internal audit
External audit – PricewaterhouseCoopers LLP
External audit – other
Other services – PricewaterhouseCoopers LLP
Legal fees – Associated charities
Trustees' expenses
Costs incurred in running the Chairman's
Office (including international activity – for
example World Blind Union)
General costs incurred in servicing RNIB's
corporate committees and the statutory affairs
of the Charity
Total governance costs
Total
2014
Group
£’000
104
143
9
7
246
94
230
Total
2013
Group
£’000
100
130
13
13
106
91
237
Total
2014
Charity
£’000
84
76
7
215
79
230
Total
2013
Charity
£’000
79
76
11
106
77
237
707
766
547
550
1,540
1,456
1,238
1,136
6. Resources expended – Group
Costs of generating funds
Costs of generating voluntary income
Merchandising and sponsorship costs
Investment management fees
Total costs to generate funds
Charitable activities
Stopping people losing their sight unnecessarily
Supporting independent living
Creating an inclusive society
Total charitable activity costs
Governance costs
Total resources expended
Direct costs
£’000
Support
costs
£’000
Total
2014
£’000
Total
2013
£’000
11,534
24
99
11,657
4,171
4
16
4,191
15,705
28
115
15,848
14,361
39
131
14,531
2,848
76,672
8,400
87,920
531
100,108
714
13,241
1,341
15,296
1,009
20,496
3,562
89,913
9,741
103,216
1,540
120,604
3,588
87,346
9,512
100,446
1,456
116,433
7. Support costs allocation
Human
Resources
£’000
Finance
£’000
Information
Technology
£’000
Costs of generating
funds
Costs of
429
235
542
generating
voluntary income
Merchandising and
3
sponsorship costs
Investment
14
management fees
Total costs to
429
252
542
generate funds
Charitable activities
Stopping people
61
60
111
losing their sight
unnecessarily
Supporting
2,293
1,810
3,588
independent living
Creating an inclusive
229
156
239
society
Total charitable
2,583
2,026
3,938
activity costs
Governance costs
39
232
40
Total resources
3,051
2,510
4,520
expended
Basis of allocation:
Human resources – Headcount, payslips and estimated time
Corporate
services
£’000
Other
£’000
Total
2014
£’000
Total
2013
£’000
2,930
4,171
4,161
1
-
4
5
-
2
16
29
36
2,932
4,191
4,195
10
472
714
721
1,221
4,329
13,241
13,090
31
686
1,341
1,005
1,262
5,487
15,296
14,816
59
1,357
639
9,058
1,009
20,496
1,065
20,076
35
Finance – Invoicing activity and estimated time
Information and technology services – Networked computers and estimated time
Corporate services – Ordering activity, floor space and estimated time
Other (including Business planning, Group support) – estimated time
8. Taxation
RNIB is a registered charity and is thus exempt from tax on income and gains falling within sections 478 – 489 of
the Corporation Tax Act 2010 or s256 of the Taxation of Chargeable Gains Act 1992 to the extent that these are
applied to its charitable objects. No tax charge arises in any of the non-charitable subsidiary entities included in the
Group financial statements due to their policy of gifting all taxable profits to their parent each year.
9. Group employee remuneration
The average monthly number of employees during the year was 2,490 (2013: 2,406), of which, the average full time
equivalent was
1,978 (2013: 1,945). Total emoluments for all staff for the year amounted to £64,424,000 (2013: £62,627,000). The total
emoluments are analysed as shown below:
2014
2013
£’000
£’000
Salary costs
53,770
52,421
Employer’s NI contributions
4,820
4,689
Employer’s pension contributions
5,834
5,517
Total emoluments
64,424
62,627
The following numbers of employees received total emoluments within the bands shown:
Between £60,001 and £70,000
Between £70,001 and £80,000
Between £80,001 and £90,000
Between £90,001 and £100,000
Between £100,001 and £110,000
Between £110,001 and £120,000
Between £130,001 and £140,000
Between £150,001 and £160,000
Between £60,001 and £70,000
16
14
4
1
6
1
1
1
16
15
5
1
3
6
1
15
The one person (2013: none) in the band from £150,000 to £160,000, and there are ten other people (2013:
three) disclosed above where the figures include a payment on the termination of employment. Included in
the total emoluments figures above are payments amounting to £1,263,000 made to 112 members of staff
(2013: £448,000 to 41 members of staff ) on termination of employment. We have undertaken a major
restructuring exercise over the past year so we are best placed to achieve the ambition in our new strategy.
Also of the number of staff disclosed in the table above RNIB made payments on behalf of 36 (2013: 26) employees
in respect of the RNIB Retirement Benefit Scheme and the Teachers’ Pension Scheme, and there were payments
made to 17 (2013: 10) members of staff in respect of the defined contribution element of the RNIB Retirement
Benefits Pension Scheme. The total amount of employer contributions paid in respect of these employees was
£374,184 (2013: £313,517). For new entrants since 1 April 2005 the RNIB Retirement Benefits Pension Scheme
(RBPS) is partly defined benefit and partly defined contribution so included in the numbers reported are staff that
may be within both elements of the scheme.
In addition Action made payments on behalf of seven (2013: three) of its employees in respect of pension contributions
totalling £44,000 (2013: £27,810).
Staff are able to claim reimbursement of expenditure incurred by them in the course of undertaking business on behalf
of RNIB. Expenses are claimed against a set policy and guidelines, are independently authorised and are not regarded
as part of the employee’s emoluments.
10. RNIB Trustees’ expenses and related parties transactions
Many Trustees and/or their organisations bear the cost of attending meetings themselves. They receive no
benefits from the Charity except as users of our services. Where expenses are claimed these are in
accordance with set policy and guidelines, are independently authorised and are not regarded as emoluments.
Trustees of the Charity attend many committee, sub-committee and Boards of Governors’ meetings, most of
which are held at the Charity’s London service centre.
A total of £37,129 was paid to, and on behalf of, 22 Trustees of the Charity as reimbursement of travel and
subsistence expenses incurred in attending these meetings (2013: £26,930 to 19 Trustees). In addition £14,684
was paid to three of the Trustees of the Charity as reimbursement of overseas travel and subsistence incurred in
attending international meetings and conferences (2013: £24,054 to three Trustees).
The cost of lunches and overnight stays in RNIB establishments during the meetings cost a further £2,507 (2013:
£1,828).
During the year RNIB paid Kevin Carey, Chair of RNIB, £24,604 (2013: £24,000) as remuneration in respect of
carrying out his duty as Chair of RNIB. Included in this salary was back dated pay of £398 in respect of the staff
annual pay award relating to 2012/13. These payments have been made with the consent of the Charity
Commission. In addition RNIB has paid £20,100 (2013: £20,100) to HumanITy as a contribution to their secretarial
and office costs in providing support to Kevin Carey in his role as the Chair of RNIB. Kevin Carey was employed
as an executive director of the HumanITy organisation, during this period. Humanity also receives a management
fee of US$3,400 per month from Transforming Braille Group of which RNIB has a 20 per cent share holding.
Lord Low of Dalston, a Vice President of RNIB and a Trustee of Action, is President of Visionary to which grants have
been paid of £18,000 (2013: £31,000).
David Mann’s, a Trustee of RNIB, wife is Chair of Sightlines to which RNIB paid £150 (2013: Nil).
Mike Nussbaum, a Trustee of RNIB and a Trustee of Action, is a Trustee of Guide Dogs for the Blind Association
from which £67,553 (2013: £53,881) has been received and £2,590 (2013: £nil) has been paid. Also Guide Dogs
for the Blind Association own two Action hotels where the lease is charged at a peppercorn rent. Mike is also a
Trustee of National Blind Children’s Society to which £22,593 (2013: £52,073) has been paid and from which
£1,670 (2013: £1,576) has been received.
In the year RNIB made Honoraria payments totalling £810 (2013: £364) to Ken Reid, a Trustee of RNIB, in
respect the UK Vision Strategy. In addition Ken is a member of RP Fighting Blindness, formerly British Retinitis
Pigmentosa Society, from which RNIB received £44 (2013: £242).
Paul Ryb, a Trustee of RNIB, is a Trustee of Macular Society to which £200 (2013: £200) has been paid.
RNIB has provided funding in the sum of £nil (2013: £35,000) for a Fellowship on the Clore Social Leadership
Programme. The Fellow is recruited through an open application process and Eleanor Southwood, a Trustee of
RNIB, was successful in securing the Fellowship on this programme.
Mike Townsend, a Trustee of RNIB, is a director of the Torch Trust from which £7,009 (2013: £2,697) has been received.
The Charity enters a comprehensive range of insurance policies to protect Trustees, officers and employees against
losses and legal liabilities arising from neglect or default in the course of business. Total premiums for these policies
amounted to £33,920 (2013: £33,920).
11. Grants payable
Grants payable in the year amount to £392,000 (2013: £373,000) with eight (2013: five) grants of £5,000 or above,
amounting to £165,000 (2013: £115,000). In addition, around 700 (2013: 670) small grants at an individual value of less
than £5,000 were made.
Clore Social Leadership Programme – Fellowship
Daisy Consortium
June Metro Athletics
Louis Braille Museum
Royal College of General Practitioners
South Lincolnshire Blind Society
Vision 2020 (UK) Limited
Visionary (formerly NALSVI)
Waltham Forest Blind Association
World Blind Union – Office Sponsorship
Other grants – all under £5,000
Total grants payable
2014
£’000
20
6
9
51
7
17
18
12
252
392
2013
£’000
35
7
25
31
17
258
373
12. Total movements of funds in the year is stated after charging
2014
£’000
Auditors remuneration
Statutory audit fee – Charity
Statutory audit fee – Subsidiary companies
Statutory audit fee – Associated charities
Audit of teachers' pension scheme and other non statutory audit work
Financial advice and other services
Operating lease payments – other
Foreign exchange losses
Depreciation charge – tangible fixed assets
Profit on disposal of fixed assets
71
13
62
3
15
1,542
49
3,166
453
2013
£’000
70
13
57
3
21
1,450
53
3,009
472
Of the £62,000 (2013: £57,000) statutory audit fees payable by the associated charities £9,000 (2013: £13,000) was
paid to organisations other than PricewaterhouseCoopers LLP.
13. Tangible fixed assets
Group
Cost
Balance 1 April 2013
Additions
Additions on Acquisition
Elimination on Disposal
Balance 31 March 2014
Accumulated depreciation
Balance 1 April 2013
Charge for Year
Elimination on Disposal
Balance 31 March 2014
Net book value 31 March 2014
Net book value 31 March 2013
Service
properties
£’000
Machinery,
vehicles
and
equipment
£’000
Talking
Book
players
£’000
Total
£’000
91,807
744
1,249
(3,541)
90,259
9,120
1,316
(928)
9,508
1,950
(1,950)
-
102,877
2,060
1,249
(6,419)
99,767
15,708
1,880
(264)
17,324
72,935
76,099
5,806
1,286
(886)
6,206
3,302
3,314
1,950
(1,950)
-
23,464
3,166
(3,100)
23,530
76,237
79,413
13. Tangible fixed assets
Charity
Service
properties
£’000
Machinery,
vehicles
and
equipment
£’000
Talking
Book
players
£’000
Total
£’000
Cost
84,290
Balance 1 April 2013
76,021
6,319
1,950
701
Additions
73
628
369
Transfer of Assets on Merger
320
49
(2,071)
Elimination on Disposal
(121)
(1,950)
Balance 31 March 2014
76,414
6,875
83,289
Accumulated depreciation
20,877
Balance 1 April 2013
14,351
4,576
1,950
2,170
Charge for Year
1,479
691
(7)
Transfer of Assets on Merger
12
(19)
(2,071)
Elimination on Disposal
(121)
(1,950)
Balance 31 March 2014
15,842
5,127
20,969
Net book value 31 March 2014
60,572
1,748
62,320
Net book value 31 March 2013
61,670
1,743
63,413
Service properties are used to provide services to blind and partially sighted people. Of the net book value of
property used by the Group, £16,192,000 (2013: £16,622,000) represents leaseholds of more than 50 years
whilst £548,000 (2013: £650,000) represents leaseholds of less than 50 years.
A transfer has been made from the designated service properties fund in the sum of £73,000 (2013: £53,000)
comprising additions of £73,000 (2013: £5,000) less £nil (2013: £58,000) disposals in the year.
A transfer has been made to the designated other fixed assets fund in the sum of £628,000 (2013: £824,000)
comprising additions of £628,000 (2013: £838,000) less £nil (2013: £14,000) disposals in the year.
The net book values of fixed assets of the associated charities are held within the restricted funds as set out in note 20.
14. Investments
Unrestricted funds
Quoted/Unquoted
Market value at beginning of year
Acquisitions at cost
Disposals at opening market value
Net gain on revaluation
Market value at the end of the year
Historical cost at the end of the year
Property
Market value at beginning of year
Disposals at opening market value
Net gain on revaluation
Market value at the end of the year
Historical cost at the end of the year
Total market value at the end of the year
Total historical cost at the end of the year
Group
2014
£’000
Group
2013
£’000
Charity
2014
£’000
Charity
2013
£’000
16,759
3
(3,946)
2,209
15,025
12,034
14,561
5,003
(3,686)
881
16,759
15,672
16,764
3
(3,946)
2,209
15,030
12,039
14,566
5,003
(3,686)
881
16,764
15,643
1,703
(1,071)
33
665
15,690
12,034
1,683
20
1,703
600
18,462
13,423
1,703
(1,071)
33
665
15,695
12,039
1,683
20
1,703
600
18,467
16,243
Restricted funds
Quoted/Unquoted
Market value at beginning of year
Acquisitions at cost
Disposals at opening market value
Net (loss) gain on revaluation
Market value at the end of the year
Historical cost at the end of the year
Group
2014
£’000
Group
2013
£’000
Charity
2014
£’000
Charity
2013
£’000
14,002
265
(13)
(1,440)
12,814
13,381
12,507
271
(109)
1,333
14,002
13,094
5,434
(1,813)
3,621
4,780
4,927
507
5,434
4,780
Group
2014
£’000
Group
2013
£’000
Charity
2014
£’000
Charity
2013
£’000
5,393
(29)
(35)
5,329
4,775
5,636
105
(799)
451
5,393
4,695
5,392
(29)
(35)
5,328
4,774
5,635
105
(799)
451
5,392
4,694
Endowment funds
Quoted
Market value at beginning of year
Acquisitions at cost
Disposals at opening market value
Net (loss) gain on revaluation
Market value at the end of the year
Historical cost at the end of the year
Unrestricted funds – Quoted
Unrestricted funds – Unquoted
Restricted funds
Endowment funds
Total market value of investments at end of
year
Group
2014
£’000
15,690
12,814
5,329
33,833
Group
2013
£’000
18,462
14,002
5,393
37,857
Charity
2014
£’000
15,690
5
3,621
5,328
24,644
Charity
2013
£’000
18,462
5
5,434
5,392
29,293
Group
2013
£’000
16,759
1,703
13,998
4
5,393
37,857
Charity
2014
£’000
15,025
5
665
3,621
5,328
24,644
Charity
2013
£’000
16,759
5
1,703
5,434
5,392
29,293
The market value of investments is further broken down as follows:
Unrestricted funds – UK Quoted
Unrestricted funds – UK Unquoted
Unrestricted funds – UK Property
Restricted funds – UK Quoted
Restricted funds – Overseas Quoted
Endowment funds – UK Quoted
Total market value of investments at end of
year
Group
2014
£’000
15,025
665
12,814
5,329
33,833
The trustees believe that the carrying value of the investments is supported by their underlying assets.
Significant holdings
Within the portfolio of quoted investments, the following holdings for the RNIB Group exceed five per cent of the
total market value of the fund:
Unrestricted funds – L&G Ethical Trust
(Distribution Units)
Unrestricted funds – L&G Cash Trust
(Accumulation Units)
Unrestricted funds – F&C Ethical Bond Share
Class 2
Restricted funds – CAF UK Equities fund
Restricted funds – L&G Fixed Interest Trust
Endowment funds – F&C Ethical Bond Share
Class 2 (Emma Nye Fund)
2014
£’000
4,942
2014
%
20.6
2013
£’000
6,043
2013
%
16.7
7,304
30.5
8,712
24.1
6,374
26.6
7,413
20.5
2,989
4,247
2,989
8.8
11.7
8.3
2,899
12.1
In addition the Charity investments also include the following nominal holdings in subsidiary undertakings. The
subsidiaries are all based within the United Kingdom and their accounting year ends are 31 March.
Subsidiary undertakings
with a share capital
RNIB Enterprises Limited
RNIB Services Limited
Inosight Limited
Transforming Braille Group
LLC
Total – direct
Action for Blind People
Activities Limited
Talking Newspapers
Enterprises Limited
Total – indirect
Registered in
England and Wales
England and Wales
England and Wales
USA
Capital held
%
100
100
33
20
Number of £1 ordinary
shares held
5,000
1
1
5 ownership units
England and Wales
100
5,002
2
England and Wales
100
100
102
In September 2011 RNIB formed a new trading subsidiary, registered in England and Wales, Inosight Limited (Company
number: 07780850). On 2 May 2012 it was resolved that RNIB be allotted the sole class A share and therefore on the
grounds of control the results should be consolidated within the financial statements of RNIB at 31 March 2014.
However, the results of Inosight are not material to the Group and on this basis have been excluded from the
consolidation. The company is now in the process of being wound up.
RNIB is the sole corporate member of the following organisations which, all bar the Glynn Vivian Home of
Rest for the Blind, are limited by guarantee with no shares in issue:
Subsidiary
undertakings
limited by
guarantee
Action
CIB
NTNM
BCNI
NLB
Glynn Vivian
RNIB Specialist
Learning Trust
Registered in
Company number
Charity number
England and Wales
England and Wales
England and Wales
Northern Ireland
England and Wales
England and Wales
England and Wales
26688
149982
1973092
NI 20701
58823
8478985
205913
214131
293656
XN48801
213212
214330
Exempt Charity
Charity number
– Scotland
SC040050
-
RNIB has an indirect holding in the following organisations, through Action, which are both limited by
guarantee with no shares in issue:
Subsidiary
undertakings
limited by
guarantee
The Blind Society for
North Tyneside Limited
Staffordshire Blind
Registered in
Company number
Charity number
England and Wales
3736040
1075973
England and Wales
4154438
1091458
In addition to the fixed asset investments there are also some donated investments held by the Charity, which
because of their nature are included within current assets.
Current Asset Investments (including property held for sale)
Property held for sale
Market value at beginning of year
Transfers from fixed assets to property held
for sale
Transfers to fixed assets from property held
for sale
Disposals of property held for sale
Market value at the end of the year
Historical cost at the end of the year
Group
2014
£’000
Group
2013
£’000
Charity
2014
£’000
Charity
2013
£’000
1,236
1,704
-
1,236
1,704
-
(480)
-
(480)
-
(1,224)
-
1,236
600
(1,224)
-
1,236
600
The transfer in respect of property in 2014 relates to four properties in Condover, Shropshire which are in the process of
being sold. The transfer in respect of land in Peterborough has been reversed in 2013 as there was no interest shown.
Group
2014
£’000
Restricted funds
Property held for sale
Market value at beginning of year
Disposals of property held for sale
Market value at the end of the year
Historical cost at the end of the year
Unrestricted funds
Restricted funds
Total market value of current asset
investments at end of year
Total Historical cost at the end of the year
Group
2014
£’000
1,236
1,236
600
Group
2013
£’000
350
(350)
Group
2013
£’000
-
Charity
2014
£’000
Charity
2014
£’000
1,236
1,236
600
Charity
2013
£’000
350
(350)
Charity
2013
£’000
-
15. Stocks and Work-in-Progress
Finished goods for resale
Raw materials and consumables
Total
Group
2014
£’000
762
248
1,010
Group
2013
£’000
1,324
259
1,583
Charity
2014
£’000
656
248
904
Charity
2013
£’000
1,071
259
1,330
16. Debtors – amounts falling due within one year
Trade debtors
Amounts owed by Group undertakings
Other debtors
Legacy accrued income
Prepayments and accrued income
Total
Group
2014
£’000
3,780
2,168
12,763
2,309
21,020
Group
2013
£’000
3,385
1,779
10,247
1,888
17,299
Charity
2014
£’000
2,902
1,281
830
12,763
1,624
19,400
Charity
2013
£’000
2,378
980
1,631
10,247
1,466
16,702
The Group and Charity has been notified of further legacies amounting to £7,464,000 (2013: £7,160,000), which have
not been recognised as income at 31 March 2014 because the conditions of the accounting policy for legacies have not
been met. When these conditions are met these amounts will be included in future periods.
17. Debtors – amounts falling due after one year
Amounts owed by Group undertakings
Other debtors
Total
Group
2014
£’000
-
Group
2013
£’000
25
25
Charity
2014
£’000
643
-
Charity
2013
£’000
25
25
18. Creditors – amounts falling due within one year
Trade creditors
Bank overdraft
Net obligations under loan
Net obligations under finance leases
Taxes and social security costs
Amounts owed to Group undertakings
Other creditors
Accruals
Deferred income – all utilised in the year
Total
Group
2014
£’000
2,696
1
1,000
1,447
1,530
5,228
1,173
13,075
Group
2013
£’000
1,974
2
1,000
148
1,546
1,427
5,178
1,466
12,741
Charity
2014
£’000
2,479
1
1,000
1,131
42
1,344
4,365
646
11,008
Charity
2013
£’000
1,568
1
1,000
148
1,159
22
1,247
4,491
619
10,255
Group
2014
£’000
Group
2013
£’000
Charity
2014
£’000
Charity
2013
£’000
1,000
3,000
16,000
20,000
1,020
3,031
17,154
21,205
1,000
3,000
16,000
20,000
1,000
3,000
17,000
21,000
19. Creditors – amounts falling due after more than one year
Net obligations under bank loan is payable
as follows
Between one and two years
Between two and five years
More than five years
Total
In 2011/12 RNIB exercised its option to convert a three-year revolving loan agreement with the AIB Group (UK)
plc to finance the redevelopment known as the RNIB Pears Centre for Specialist Learning in Coventry into a 23-
year mortgage secured over the freehold property at Coventry. At 31 March 2014 the amount owing on the loan
is £21,000,000 (2013: £22,000,000).
Interest is charged on the loan at 0.65 per cent above the three-month LIBOR rate. RNIB has entered into a
swap with AIB under which for the period 30 December 2011 to 31 December 2026 the interest charged on the
outstanding amount of the loan, less £500,000, is at a fixed rate of 5.05 per cent.
Under the terms of the mortgage RNIB undertakes to maintain the aggregate of Designated and General
Reserves at a level 25 per cent above the amount outstanding at any time. At 31 March 2014, with the amount
outstanding at £21,000,000 (2013: £22,000,000) the level of such reserves has to exceed £26,250,000 (2013:
£27,500,000) and the actual level of such reserves stands at £83,059,000 (2013: £82,404,000).
The £250,000 loan from Unity Trust Bank plc provided to NTNM, secured by a first charge on their National
Recording Centre was paid in full on 28 June 2013.
20. Group/Charity statement of funds
Designated
31
March
2013
£’000
3,802
1,243
631
Incoming
resources
£’000
Outgoing
resources
£’000
Transfers
£’000
Gains
(losses)
£’000
31
March
2014
£’000
3,183
1,173
551
Investment fund
10
2,250
1,621
Mergers fund
198
128
Service property and
80
associated facilities
development
402
Operational equipment fund
1,281
19
962
64
72
Information technology
455
522
139
infrastructure fund
Repairs and maintenance
84
999
915
fund
39,572
Net book value – Service
39,670
309
1,480
1,073
properties
1,748
Net book value – Other fixed
1,743
66
689
628
assets
Total designated – Group
48,909
404
7,180
4,568
46,701
and Charity
Investment fund: The purpose is to fund major projects furthering the strategic business plan. The transfer
represents new designations of £1,640,000 in relation to a restructure which is offset by a transfer to general funds
relating to unspent amounts on closed projects of £19,000.
Mergers fund: This fund is designed to meet the costs of transition and future development of services relating
to organisations that have merged with RNIB. The transfer represents new designations of £108,000 relating to
the Reading Business Systems project and by other transfers of £20,000 in respect of Eye Clinic Liaison
Officers in Northern Ireland.
Service property and associated facilities development fund: The purpose is to fund capital building projects.
Operational equipment fund: The purpose is to fund planned capital acquisitions. The £64,000 transfer
represents a £534,000 designation from the general fund for general capital acquisitions and the transfer to
other funds of £134,000 offset by the acquisition of fixed assets in the sum of £336,000.
Information technology infrastructure fund: The purpose is to ensure that the information technology infrastructure is
robust. The £139,000 transfer represents a planned designation of £250,000 towards the fund as well as a net transfer
from other funds of £134,000 offset by the acquisition of fixed assets in the sum of £245,000.
Repairs and maintenance fund: The purpose is to fund a rolling programme of regular property maintenance.
The £915,000 transfer represents new designations of £982,000 to cover planned expenditure within this
programme offset by the acquisition of fixed assets in the sum of £67,000.
Net book value – service properties: The purpose is to recognise the value, net of long term debt, of RNIB’s
service properties that are unavailable to free reserves. Such fixed asset properties held in the associated
charities are recognised within the restricted funds. The transfer comprises £73,000 of other additions offset by a
reduction in the long term debt of £1,000,000 relating to the loan repayment regarding the redevelopment at the
RNIB Pears Centre for Specialist Learning.
Net book value – other fixed assets: The purpose is to recognise the value, net of long term debt, of RNIB’s
other fixed assets that are unavailable to free reserves. Such other fixed assets held in the associated charities
are recognised within the restricted funds. The transfer comprises additions amounting to £628,000.
Other unrestricted
General – Charity
Pension reserve
Total other unrestricted
RNIB Enterprises Limited
RNIB Services Limited
National Library for the Blind
Blind Centre for Northern
Ireland
Total unrestricted – Charity
and Group
31
March
2013
£’000
20,734
4,395
25,129
-
Incoming
resources
£’000
Outgoing
resources
£’000
Transfers
91,152
1,434
92,586
141
10
10
1
86,250
(1,131)
85,119
141
10
10
1
(3,928)
(3,928)
-
74,038
93,152
92,461
£’000
640
Gains
(losses)
£’000
779
(478)
301
-
31
March
2014
£’000
22,487
6,482
28,969
-
301
75,670
Restricted
Emma Nye fund welfare
pensions
Dr Duncan Leeds Bequest
Elizabeth Eagle-Bott
Memorial Fund
Donations for
specified services
and equipment
Action
Glynn Vivian
Sub total
31
March
2013
£’000
584
Incoming
resources
£’000
Outgoing
resources
£’000
Transfers
140
199
-
-
31
March
2014
£’000
525
69
60
50
28
45
50
-
1
74
39
3,512
11,909
12,556
34
-
2,899
2
1,457
5,684
38
12,165
40
288
13,178
1
526
4,063
£’000
(643)
(609)
Gains
(losses)
£’000
Fund and/or purpose b/f
Big Lottery Fund
AdvantAGE Programme
Wales Eye Patient
Advocacy Service
Empowering Young
People Programme –
Realise
Energy Efficient Venues
Programme
Safe and Well Programme,
Lisburn in Focus
Research Programme:
ENABLER
Silver Dreams Programme:
OPTiC (Older
People Taking Control)
Connecting Older People:
Looking Forward
Bright New Futures – Future
In Sights
Reaching Communities –
Talk and Support:
Supporting our Volunteers
through Mentoring
Sub total
31
March
2013
£’000
5,684
Incoming
resources
£’000
Outgoing
resources
£’000
12,165
13,178
58
118
103
16
101
1
1
31
March
2014
£’000
4,063
-
-
73
102
-
-
15
-
1
-
-
-
42
163
159
-
-
46
50
-
50
-
-
-
50
146
188
-
-
8
-
114
148
52
117
-
-
62
31
8
35
4
-
-
39
12,990
13,954
1
4,337
5,909
Transfers
£’000
(609)
(609)
Gains
(losses)
£’000
Fund and/or purpose b/f
Trainee Grade Scheme:
Extending the
Reach
Arts Council England
Opening Up Creative
Culture
Awards for All
Connecting Communities
Creative Scotland – Public
Engagement
Fund
The Arts Gallery
Heritage Lottery Fund
A Sense of the Past
All Our Stories Programme
– Insight into the
Past
Museums In Focus
Culture Link South East
Big Lottery Fund
Young Start
Programme:
Education, Respect
and Awareness
Sub total
31
March
2013
£’000
5,909
(1)
Incoming
resources
£’000
Outgoing
resources
£’000
12,990
89
13,954
43
5
5
10
-
-
-
-
8
7
-
-
1
-
-
4
-
-
(4)
9
10
3
-
12
10
-
-
-
-
18
39
26
-
-
18
13
-
26
19
-
-
7
13,178
14,085
5,932
Transfers
£’000
(609)
-
(609)
Gains
(losses)
£’000
1
-
1
31
March
2014
£’000
4,337
45
4,417
31
March
2013
£’000
5,932
Incoming
resources
£’000
Outgoing
resources
£’000
Transfers
£’000
Gains
(losses)
£’000
31
March
2014
£’000
4,417
Fund and/or purpose b/f
13,178
14,085
(609)
1
Department of Health
26
Electronic Certificate of
62
36
Visual Impairment
2
Communicating for
31
86
115
Efficiency and
Effectiveness
Bradford Community
1
70
71
Engagement Project
13
SEARCH
13
76
76
Finding Your Feet – Next
6
(2)
4
Steps
Opportunities for
7
(7)
Volunteering
Total restricted – Charity
5,990
13,463
14,387
(609)
1
4,458
21,275
9,326
12,163
615
19,053
Action
295
411
385
243
564
CIB
172
108
280
NTNM
2,187
927
1,260
RNIB Specialist Learning
Trust
Total restricted – Group
27,732
25,495
28,142
(609)
859
25,335
and Charity
Restricted fund balances may be in a deficit situation pending future receipts where such funding is given on a reclaim
basis and at 31 March 2014 such deficit balances amounted to £36,000 (2013: £173,000), which lies within “Donations
for specified services and equipment” and “Creative Scotland – Public Engagement Fund – The Arts Gallery”.
The amounts included within “Group” represent the net assets at fair value of the associated charities, other than
those held within endowment funds.
Sunshine
Emma Nye
Bristol Blind Fund
Eagle-Bott Memorial
Dr Duncan Leeds Bequest
GDC Rushton
Total endowment – Charity
CIB
Total endowment – Group
and Charity
31
March
2013
£’000
374
2,989
163
664
1,033
169
5,392
1
5,393
Incoming
resources
£’000
-
Outgoing
resources
£’000
1
1
1
Transfers
£’000
(31)
(31)
(31)
Gains
(losses)
£’000
8
(90)
(58)
(36)
144
(32)
(32)
31
March
2014
£’000
350
2,899
105
628
1,177
169
5,328
1
5,329
We apply a total return approach to The Sunshine Endowment Fund. In the year this resulted in the release of the unapplied
total return amounting to £31,000 to general funds. Within the balance at 31 March 2014, the value of the gift element of the
permanent endowment was £323,000 (2013: £323,000) and the unapplied total return was £27,000 (2013: £51,000).
Summary
31
March
2013
£’000
Charity
Unrestricted
Restricted
Endowment
Total
Group
Unrestricted
Restricted
Endowment
Total
Incoming
resources
£’000
Outgoing
resources
£’000
Transfers
74,038
5,990
5,392
85,420
92,990
13,463
106,453
92,299
14,387
1
106,687
640
(609)
(31)
-
301
1
(32)
270
75,670
4,458
5,328
85,456
74,038
27,732
5,393
107,163
93,152
25,495
118,647
92,461
28,142
1
120,604
640
(609)
(31)
-
301
859
(32)
1,128
75,670
25,335
5,329
106,334
£’000
Gains
(losses)
£’000
31
March
2014
£’000
21. Analysis of net assets between funds
Group fund
balances are
represented
by:
Tangible fixed assets
Investments
Net current assets
Long-term liabilities
Defined Benefit Pension
Scheme asset
(liability)
Total net assets
Unrestricted
funds
£’000
Charity fund
balances are
represented by:
Unrestricted
funds
£’000
Tangible fixed assets
Investments
Net current assets
Long-term liabilities
Defined Benefit Pension
Scheme asset
Total net assets
Restricted
funds
£’000
Endowment
funds
£’000
5,329
-
Total
funds
2014
£’000
76,237
33,833
12,271
(20,000)
3,993
Total
funds
2013
£’000
79,413
37,857
9,901
(21,205)
1,197
62,320
15,695
11,173
(20,000)
6,482
13,917
12,809
1,098
(2,489)
75,670
25,335
5,329
106,334
107,163
Restricted
funds
£’000
Endowment
funds
£’000
62,320
15,695
11,173
(20,000)
6,482
3,621
837
-
5,328
-
Total
funds
2014
£’000
62,320
24,644
12,010
(20,000)
6,482
Total
funds
2013
£’000
63,413
29,293
9,319
(21,000)
4,395
75,670
4,458
5,328
85,456
85,420
22. Pension costs
The RNIB Group pension arrangements comprise those of RNIB and the associated charities, Action and CIB.
A summary of the movement in pension assets and liabilities for the Group’s defined benefit pension funds is
shown below:
RNIB Charity
Action schemes one and
three
CIB
Total defined benefit
schemes
Amounts charged to
SoFA
Actuarial
(losses) gains
Defined Benefit Pension
Scheme asset (liability)
£’000
£’000
2,313
68
£’000
(478)
216
6,482
(1,774)
34
2,415
240
(22)
(715)
3,993
RNIB
The RNIB Retirement Benefits Pension Scheme (RBPS) is partly defined benefit and partly defined contribution.
Members joining before 1 April 2005 are wholly defined benefit, with those members joining after, having a hybrid of
defined benefit and defined contribution. The assets of the Scheme are held in a separate fund, under control of its
trustees, to which RNIB has no access. A salary sacrifice arrangement was introduced 1 July 2010 whereby the
member’s salary is reduced by the amount of the member contribution and in return the employer makes an
equivalent contribution to the Scheme.
An actuarial valuation was carried out at 31 March 2012 by the Scheme’s actuaries “Aon Hewitt”, using the projected
unit method. The valuation disclosed that the market value of the Scheme’s assets (excluding Voluntary
Contributions) at that date was £149million, and that there was a deficit (calculated as the excess of the market value
of the Scheme’s assets to the value of its past service ongoing liabilities, with allowance for future pay increases) of
£10.1million. Contributions by RNIB on the defined benefit element of the scheme increased to 12.9 per cent of
pensionable salaries. In addition RNIB and Action share the administrative costs of the Scheme.
As a part of the recovery plan RNIB agreed to make additional contributions of £828,000 a year until 30 June 2018. The
pension scheme Trustees have considered whether the measure used for inflation linked increases should be based on CPI
rather than RPI. Given the scheme rules, it has been decided to continue to use RPI.
Following the merger with NLB, RNIB also offers the Pensions Trust’s Growth Plan. The Growth Plan is a multi
employer pension plan under which contributions are invested in personal funds which have a capital guarantee and
convert to a pension on retirement. No contributions are currently required into the Plan, but the Pensions Trust has
advised that in the event of a withdrawal from the Plan, or in the event of the Pensions Trust being wound up, RNIB
would have liability to pay a share of the accumulated deficit in the Plan, which is estimated at £748,000 based on the
valuation of the Plan as at 30 September 2013. The next full actuarial valuation will be carried out during 2014.
RNIB also participates in the Teachers’ Pension Scheme, a defined benefit scheme for employees who were formerly
employed by local education authorities. The Teachers’ Pension Scheme is an unfunded scheme. Contributions on a
“pay as you go” basis are credited to The Exchequer under arrangements governed by The Superannuation Act
1972.
Action
Action participates in five pension schemes and the assets of all the schemes are held separately from those of the
Charity. Scheme number one is the Action Defined Benefit Scheme which was offered through the Pensions Trust.
The scheme has been closed to new members since 1 October 1997.
Scheme number two is the Action for Blind People money purchase scheme and is open to existing and new
employees. It is currently substantially all invested in the Pensions Trust Growth Series 3 Scheme. Due to its capital
guarantee, this scheme differs in some important respects from a standard Defined Contribution Scheme, and following
legislation in 2011 is now classified legally as a Defined Benefit Scheme. Action is unable to identify, on a reasonable
and consistent basis, its share of the underlying assets because the Pensions Trust does not provide such information
as this is unavailable on a disaggregated basis. Accordingly due to the nature of the Scheme, Action has accounted for
contributions as if the scheme were a Defined Contribution Scheme. Members contributions are not fixed, employees
are able to make contributions up to 10 per cent of their salaries.
Scheme number three is a defined benefit scheme operated by Wiltshire County Council and related to staff transferred from
Shelwork Industries on 1 April 2000. The Shelwork factory operation has ceased trading and therefore the majority of the
members of the scheme are no longer employees of Action.
Scheme number four is the RNIB Retirement Benefits Pension Scheme of which Action became an Employer on 1 April
2009 pursuant to the Transfer of Undertakings Agreement whereby 118 scheme members transferred by TUPE to
Action. With regard to Action it closed to new members with immediate effect from 1 April 2009. Under the Association
Agreement with RNIB, the deficit on the scheme disclosed by the Triennial Actuarial Valuation at 31 March is the
responsibility of RNIB. The FRS17 review of the whole scheme at 31 March 2014 produced a surplus of which £22,000
(2013: £15,000) is attributable to Action. Action also participates in the Teachers’ Pension Scheme, a defined benefit
scheme for employees who were formerly employed by local education authorities. The Teachers’ Pension Scheme is an
unfunded scheme. Contributions on a “pay as you go” basis are credited to the Exchequer
under arrangements governed by the Superannuation Act 1972.
CIB
CIB is a participant within the defined benefit scheme “Cardiff and Vale of Glamorgan Pension Fund” which is part of the
Local Government Pension Scheme.
RNIB Specialist Learning Trust
RNIB Specialist Learning Trust is a participant within the defined benefit scheme “West Midlands Pension Fund” which is
part of the Local Government Pension Scheme.
RNIB Specialist Learning Trust also participates in the Teachers’ Pension Scheme, a defined benefit scheme for employees
who were formerly employed by local education authorities. The Teachers’ Pension Scheme is an unfunded scheme.
Contributions on a “Pay as you go” basis are credited to The Exchequer under arrangements governed by The
Superannuation Act 1972.
The following tables, and narrative, provide the detailed disclosures that relate to the RNIB Retirement Benefit
Scheme. The column headed “Associated charities” refers to Action’s schemes one and three, together with that for
CIB. Together these explain the Group’s pension costs.
b. Scheme assets and
liabilities
2014
Scheme assets at fair value
Equities
Corporate and Other Bonds
Fixed Interest Gilts
Index-linked Gilts
Property (including unit
trusts)
Cash and Other
(including net
current assets)
Total market value of
Scheme assets
Present value of Scheme
liabilities
Net Pension Scheme asset
(liability)
Expected
asset
return
%
p.a.
RNIB
£’000
Expected
asset
return
%
p.a.
Associated
charities
£’000
Total
£’000
6.80
3.65
3.15
6.10
103,282
16,511
40,464
14,085
6.7-7.6
3.5-4.2
3.4
4.8-6.9
8,550
5,105
80
1,086
111,832
21,616
80
40,464
15,171
3.30
1,415
0.9-7.6
93
1,508
5.58
175,757
-
14,914
190,671
-
(169,275)
-
(17,403)
(186,678)
-
(2,489)
-
6,482
3,993
b. Scheme assets and
liabilities
2013
Scheme assets at fair value
Equities
Corporate and Other Bonds
Fixed Interest Gilts
Index-linked Gilts
Property (including unit
trusts)
Cash and Other
(including net
current assets)
Total market value of
Scheme assets
Present value of Scheme
liabilities
Net Pension Scheme asset
(liability)
Expected
asset
return
%
p.a.
RNIB
£’000
Expected
asset
return
%
p.a.
7.20
3.80
2.55
6.50
92,818
16,253
42,312
11,813
5.70-7.80
2.90-3.90
2.80
3.90-7.30
9,543
3,490
80
996
102,361
19,743
80
42,312
12,809
2.70
2,025
0.50-7.80
154
2,179
5.57
165,221
5.14-6.95
14,263
179,484
(17,461)
(178,287)
(3,198)
1,197
(160,826)
4,395
Associated
charities
£’000
Total
£’000
The assets of the RNIB Scheme are held with Legal and General plus BlackRock (for equities, bonds and
properties), The defined benefit assets are invested according to the Statement of Investment Principles agreed by
the Scheme Trustees. This sets a benchmark allocation of assets. The defined contribution assets are invested in
line with member instructions. RNIB employs a building block approach in determining the long-term rate of return on
pension plan assets. Historical markets are studied and assets with higher volatility are assumed to generate higher
returns consistent with widely accepted capital market principles.
c. Analysis of charge to the SoFA
RNIB
£’000
Year to 31 March 2014
Current service cost
Interest cost
Expected return on Scheme assets
Expense recognised in SoFA
Year to 31 March 2013
Current service cost
Interest cost
Expected return on Scheme assets
Expense recognised in SoFA
Associated
charities
£’000
Total
£’000
3,747
7,209
(8,643)
2,313
174
760
(832)
102
3,921
7,969
(9,475)
2,415
4,051
7,623
(7,390)
4,284
171
756
(795)
132
4,222
8,379
(8,185)
4,416
The above service cost excludes any RNIB contributions paid to the defined contributions section of the Scheme.
The Charity contributed to the Scheme at the rate of 12.9 per cent of pensionable salaries. These rates include the cost
of death in service insurance cover. During the year the Charity contributed £4,878,000 (2013: £4,922,000) to the
Scheme, and in the next year the Charity expects to contribute £4,750,000. In addition RNIB and Action share the
administrative costs of the Scheme. In 2010, as a part of the recovery plan it was agreed that RNIB would make
additional annual contributions of £1million over 17 years, and these contributions are included in the amounts that the
Charity contributed to the Scheme, referred to above. From 1 April 2013 these additional contributions reduced to
£828,000 per year until 30 June 2018. From 1 July 2010 under the RNIB salary sacrifice arrangement employer
contributions and service cost include the member salary sacrifice contributions while member contributions are shown
as £nil. RNIB also makes contributions to a number of other pension schemes including the Teachers’ Pension Scheme.
The Teachers’ Pension Scheme is a defined benefit scheme for employees who were formerly employed by local
education authorities. The Teachers’ Pension Scheme is an unfunded scheme.
Contributions on a “pay-as-you-go” basis are credited to the Exchequer under arrangements governed by the
Superannuation Act 1972. RNIB made contributions to the Teachers’ Pension Scheme for 30 employees (2013: 27) totalling
£123,000 (2013: £123,000). In addition Action made contributions for two employees totalling £13,000 (2013: two employees
totalling £13,000) to the Teacher’s Pension Scheme.
d. Analysis of actuarial gains and losses
RNIB
£’000
Year to 31 March 2014
Experience gains on scheme assets
Experience gains on scheme liabilities
(Losses) gains on scheme liabilities arising
out of changes to the actuarial assumptions
used
Total actuarial (loss) gain
Year to 31 March 2013
Experience gains on scheme assets
Experience gains (losses) on scheme liabilities
Gains (losses) on scheme liabilities arising
out of changes to the actuarial assumptions
used
Total actuarial gain (loss)
Associated
charities
£’000
Total
£’000
2,048
707
(3,233)
66
164
226
2,114
871
(3,007)
(478)
456
(22)
8,110
1,990
5,203
756
(65)
(1,059)
8,866
1,925
4,144
15,303
(368)
14,935
In accordance with the requirements of FRS17 the full actuarial valuation at 31 March 2009 was updated by Aon Hewitt at 31
March 2013. The principal assumptions they used for this purpose are summarised in the following table.
e. Actuarial assumptions
Discount rate
Inflation assumption (RPI)
Inflation assumption (CPI)
Rate of increase in salaries
Rate of increase in
pensions payments
Pre 1 July 2010 – 5% p.a.
cap
Post 30 June 2010 – 3%
p.a. cap
Rate of increase in deferred
pensions
Pre 1 July 2010 – 5% p.a.
cap
Post 30 June 2010 – 3%
p.a. cap
Expected rate of return on
scheme assets
2014
RNIB
2013
RNIB
%
4.40
3.35
2.35
3.35
%
4.50
3.35
3.35
2014
Associated
charities
%
4.10-4.40
3.30
2.30-2.60
3.30-4.40
3.05
3.05
-
2.25
2.25
3.35
3.35
3.00
3.00
2.30-3.30
2.70-3.30
5.58
5.57
5.50-6.90
5.50-6.90
2.30-2.60
2013
Associated
charities
%
4.30-4.50
3.30-3.60
2.40-2.80
4.30-5.10
2.40-2.80
-
For the RNIB scheme the mortality assumptions are based on standard mortality tables which allow for future mortality
improvements. The assumptions are that a member currently aged 60 will live on average for a further 27.6 years if
they are male and for a further 29.7 years if they are female. For a member who retires in 2033 at age 60 the
assumptions are that they will live on average for a further 28.6 years after retirement if they are male and for a further
31.5 years after retirement if they are female, as last year. For schemes offered by the Associated Charities, for current
Pensioners, their life expectancy beyond the pensionable age of 65 ranges between 22.3 to 23.7 years if they are male,
and 24.5 to 26.6 years if they are female. For future Pensioners their life expectancy beyond the pensionable age of 65
ranges between 24.3 to 25.7 years if they are male and 26.9 to 28.9 years if they are female.
f. Changes to the present value of the defined
benefit obligation
As at 1 April 2012
Current service cost
Interest cost
Contributions by scheme participants
Actuarial (loss) gain on scheme liabilities
Net benefits paid out
As at 31 March 2013
Current service cost
Interest cost
Contributions by scheme participants
Actuarial gain (loss) on scheme liabilities
Net benefits paid out
As at 31 March 2014
RNIB
£’000
160,533
4,051
7,623
161
(7,193)
(4,349)
160,826
3,747
7,209
149
2,526
(5,182)
169,275
Associated
charities
£’000
15,985
171
756
29
1,124
(604)
17,461
174
760
25
(390)
(627)
17,403
Total
£’000
176,518
4,222
8,379
190
(6,069)
(4,953)
178,287
3,921
7,969
174
2,136
(5,809)
186,678
g. Changes to the fair value of scheme assets
during the year
As at 1 April 2012
Expected return on scheme assets
Contributions by the employer
Contributions by scheme participants
Actuarial gain on scheme assets
Net benefits paid out
As at 31 March 2013
Expected return on scheme assets
Contributions by the employer
Contributions by scheme participants
Actuarial gain on scheme assets
Net benefits paid out
As at 31 March 2014
Actual return on scheme assets
2013
2014
RNIB
£’000
148,987
7,390
4,922
161
8,110
(4,349)
165,221
8,643
4,878
149
2,048
(5,182)
175,757
Associated
charities
£’000
13,018
795
269
29
756
(604)
14,263
832
355
25
66
(627)
14,914
Total
£’000
162,005
8,185
5,191
190
8,866
(4,953)
179,484
9,475
5,233
174
2,114
(5,809)
190,671
15,500
10,691
1,551
898
17,051
11,589
h. Historical scheme
information
RNIB
Fair value of scheme assets
Defined benefit obligation
Surplus (deficit) in the
scheme
Gain on scheme assets
(Loss) gain on scheme
liabilities
Total actuarial (loss) gain in
year
Cumulative amount of loss
recognised in SoFA
Associated charities
Fair value of scheme assets
Defined benefit obligation
Deficit in the scheme
Gain (loss) on scheme
assets
Gain (loss) on scheme
liabilities
Total actuarial gain (loss) in
year
Cumulative amount of loss
recognised in SoFA
2014
£’000
2013
£’000
2012
£’000
2011
£’000
2010
£’000
175,757
(169,275)
6,482
165,221
(160,826)
4,395
148,987
(160,533)
(11,546)
136,592
(134,869)
1,723
126,067
(135,231)
(9,164)
2,048
(2,526)
8,110
7,193
3,405
(18,865)
1,318
7,804
25,208
(26,751)
(478)
15,303
(15,460)
9,122
(1,543)
(8,948)
(8,470)
(23,773)
(8,313)
(17,435)
14,914
(17,403)
(2,489)
66
14,263
(17,461)
(3,198)
756
13,018
(15,985)
(2,967)
(402)
12,880
(15,194)
(2,314)
156
12,143
(16,195)
(4,052)
2,288
390
(1,124)
(413)
1,034
(3,856)
456
(368)
(815)
1,190
(1,568)
(3,156)
(2,788)
(1,973)
(3,163)
(2,700)
The historical scheme information under “Associated charities” for 2009 excludes some information relating to CIB as
this was not available.
23. Group commitments
a. Capital
At the year-end, RNIB has no outstanding commitments (2013: £nil). At the year-end Action has outstanding
commitments amounting to £244,200 (2013: £84,800). At the year-end no other associate or subsidiary entities have
any outstanding commitments (2013: £nil).
b. Operating leases
At the year-end, the Group had the following annual commitments amounting to £1,450,000 (2013: £1,503,000) under
non-cancellable operating leases.
Land and buildings
Expiring within one year
Expiring between two and five years
Expiring after five years
Vehicles
Expiring within one year
Expiring between two and five years
Equipment
Expiring within one year
Expiring between two and five years
Total
2014
£’000
2013
£’000
81
738
299
16
934
220
52
207
30
199
39
34
1,450
15
89
1,503
24. Contingent liabilities
As at 31 March 2014 other than the Pensions Trust Growth Plan contingent liability disclosed in the “Pension costs”
note (Note 22) there is a liability in respect of CIB relating to the Cardiff and Vale County Council Pension Scheme
additional employers contributions amounting to £65,700 (2013: £62,800).
25. Grants receivable
During the year, RNIB received a number of grants and other funding resources, which are required by the donors to be
shown in our annual financial statements.
Source
Purpose
£’000
Big Lottery Fund
AdvantAGE Wales Eye Patient Advocacy Service
118
Bright New Futures: Future In-Sights
148
Connecting Older People: Looking Forward
114
Empowering Young People Programme: Realise
101
Safe and Well Programme: Lisburn in Focus Northern Ireland
163
Silver Dreams Programme: Older People Taking Control (OPTiC)
146
Young Start Programme: Education, Respect and Awareness
26
Big Lottery Fund – Reaching
Talk and Support: Supporting our Volunteers through Mentoring
35
Communities
Trainee Grade Scheme: Extending the Reach
89
Heritage Lottery Fund
A Sense of the Past Northern Ireland
3
CultureLink South East
39
Museums in Focus
18
European Social Fund
Eye Work
158
Special EU Programmes
Sensory Engagement Programme
608
European Union (Lifelong Learning)
VISAL
13
Agnes Hunter Trust
Insight Radio Social Action Development Manager
5
Aierdale Clinical Commissioning
Living Well with Diabetes Folder
20
Group
Eye Health Projects
54
Alcon
Glaucoma Alliance networking meetings
4
Vision Conference
5
Eye Health Projects
49
Allergan
Grants for the Arts Programme: Opening Up Creative Culture
5
Arts Council England
Connecting Communities
8
Awards for All
General support
5
B & P Glasser CT
Source
Bausch & Lomb
Bayer
Bòrd na Gàidhlig – Taic Freumhan
Coimhearsnachd
Bradford Clinical Commissioning Group
BBC Children in Need
Brian Mercer CT
Brownlie CT
Carmen Butler Charteris CT
Cecil Rosen Foundation
Children & Young People's Strategic
Partnership, Health and Social Care Board
Constance Travis CT
Craig McTurk Endowment Trust
DCELLS
Department of Health (Innovation,
Excellence and Strategic
Development)
Department of Social Development
Purpose
Eye Health Projects
Vision Conference
Economic research on the impact of Eye Clinic Liaison
Officers
Eye Health Projects
Vision Conference
Gaelic Transcription
£’000
15
7
99
Living Well with Diabetes Folder
Building parent and peer support for blind and partially
sighted children
Children's Giant Print
General support – Scotland
General support
RNIB Research Library
Family support
80
40
Parenting education
Children's Giant Print
General support
General support – Scotland
The Production of Welsh Language Curriculum Materials in
Multi-media Format
Bradford Community Engagement Project
11
5
6
8
40
Commissioning for Effectiveness and Efficiency
Electronic Certification of Visual Impairment
Search Project
Campaigner’s Active Network
86
62
76
36
152
15
4
15
10
35
10
64
70
Source
Derry City Council
Diana & Gerard Young Trust
Donald Randle CT
Dundee Reshaping Care for Older People:
Capacity
Building Fund
Education Funding Agency
Glasgow Transformation Fund
HMRC
Health and Social Care Board – SLCG
Heath CT
John Atcheson Foundation
John Scott CT
Kathleen Beryl Sleigh CT
Liz & Terry Bramhall Foundation
Miss Elizabeth T Robertson's CT
Novartis Pharmaceuticals UK Ltd
Pom Charity Trust
R S Macdonald CT
Ranmoor CT
Scottish Government – 16b Fund
Scottish Government Autism Strategy
Fund
Purpose
Sensory Engagement Project
Talking Books
General support
Dundee Carers Champions
Capital Grant for RNIB College Loughborough
Looking Forward 2012
Right First Time Project
Targeted tax help for people with sight loss
Family support in the Southern area
Parenting education in the Southern area
General support
A Sense of the Past
Education and Awareness Pilot
Technology Lend Library
General support
Children's Giant Print
General support
Device Research Project
Eye Health Projects
Vision Conference
Activity Weeks 2014
Technology Lend Library
Talking Books
Insight to Health
Autism Champions
£’000
4
50
5
9
6
21
71
40
24
22
13
8
4
5
7
5
8
70
86
10
20
12
10
16
51
Source
Scottish Government Self Directed
Support Fund
Scottish Government – Sensory
Impairment
Strategy Fund
Scottish Natural Heritage – Natural Project
Grant
Shared Care Scotland – Better Breaks
Fund
Smith CT
St Peter's Relief in Sickness Fund
State Street Community Support
Programme
Ulverscroft Foundation
WT Mattock CS
Wales Council for Voluntary Action
(Part funded by Welsh Government)
Welsh Assembly Government
Welsh Assembly Government
Communities 2.0
Youth Council Northern Ireland
Purpose
Self Directed Support
£’000
78
Bridge to Vision Dementia Project
52
Insight Outdoors
19
RNIB Activate 2013
44
General support
General support
Provide non residential courses to blind and partially
sighted jobseekers across Scotland
Talking Book CD burners
Talking Books
The Engagement Gateway
8
5
18
Transcription Centre Volunteering Opportunities
Children's and Family Organisation Grants (CFOG)
S64 – North Wales Partnership and Development
Get Connected – Digital Inclusion for Blind and Partially
Sighted People
Work It Out
5
10
16
10
47
29
114
10
Policy on relationships with pharmaceutical companies
RNIB provides services to those with sight problems, works to prevent avoidable blindness, and campaigns for positive
change. These functions will not be influenced in any way by our relationship with pharmaceutical companies or by
acceptance of grants or sponsorships from them. We will withdraw from any initiative that jeopardises our independence.
RNIB will not embark on, or continue with, any sponsorship arrangement or collaborative venture which might damage its
independence. Alcon, Allergan, Bayer and Novartis Pharmaceuticals UK Ltd are all pharmaceutical companies.
RNIB Acknowledges support from
Department for Employment and Learning NI and European Union European Social Fund for Eye Work
Shared Care Scotland – Better Breaks Fund for RNIB Activate 2013
Department of Social Development for Campaigner’s Active Network
Bòrd na Gàidhlig – Taic Freumhan Coimhearsnachd for Gaelic Transcription
Voluntary Action Fund and Glasgow Third Sector for Looking Forward 2012
Scottish Natural Heritage for Insight Outdoors
Scottish Government for the following projects:
Bridge to Vision Dementia Project, Autism Champions, Self Directed Support and Insight to Health
Interreg for Sensory Engagement Programme
European Social Fund Wales for Engagement Gateway for Blind and Partially Sighted People
Wales Council for Voluntary Action – GwirVol for Transcription Centre Volunteering Opportunities
Big Fund – Young Start for Education, Respect and Awareness (ERA)
Arts Council England for Opening Up Creative Culture
Heritage Lottery Fund for the following projects:
A Sense of the Past, Museums In Focus and CultureLink South East
Big Lottery Fund for Future In-Sight and Wales Eye Patient Advocacy Service
Big Lottery Fund for the following projects:
Looking Forward, Realise, Lisburn in Focus , Talk and Support – Supporting our Volunteers through Mentoring, Trainee
Grade Scheme – Extending the Reach, and OPTiC (Older People Taking Control)
Awards For All for Connecting Communities
Who’s who at RNIB
Patron, President and Vice-Presidents
Patron
HM The Queen
President
Dame Gail Ronson DBE
Vice Presidents
• Sir John Beckwith CBE
• The Rt Hon David Blunkett MP
• Richard Brewster
• Professor Ian Bruce CBE
• Jeremy Bull
• Haruhisa Handa
• Dr Euclid Herie
• Lady Jarvis
• Penny Lancaster-Stewart
• Lord Low of Dalston CBE
• Trevor Pears CMG
• Sir Mike Rake
• Dr Dermot Smurfit
• Rod Stewart CBE
• The Rt Hon Earl of Stockton
• Sir Duncan Watson CBE
• His Grace The Duke of Westminster
KG, CB, CVO, OBE, TD, CD, DL
Honorary officers
• Kevin Carey MA (Cantab) MA (Kings College, London) – RNIB Group Chair
• Derek Child MA – RNIB Group Vice-Chair, Internal Affairs (until 30 June 2014)
• Ellie Southwood MA (Oxon) – RNIB Group Vice-Chair, External Affairs (until 30 June 2014) RNIB Group Vice-Chair (from 1
July 2014)
• Terry Moody BA, MA – RNIB Honorary Treasurer (until 29 May 2014)
• Alan Tinger FCA CCMI – RNIB Honorary Treasurer (from 1 July 2014)
Chief Executive Officer and members of Strategic Management Team
Chief Executive Officer
• Lesley-Anne Alexander CBE MSc
Group Director, Resources
• Keith Hickey BSc MSc FCCA DChA
Management Director, Engagement, RNIB Charity
• Fazilet Hadi BA (Hons)
Group Director, Fundraising
• Wanda Hamilton BA (Law) MInstF
Managing Director, Places, RNIB Charity
• Sally Harvey BA (Hons)
Managing Director, Solutions, RNIB Charity
• Neil Heslop OBE LLB (Hons) MBA CIM (Dip.M)
Chief Executive, Action for Blind People
• Miriam Martin (appointed 1 April 2014)
• Stephen Remington (resigned 31 March 2014)
Professional advisers
Independent Auditors
PricewaterhouseCoopers LLP
7 More London Riverside
London
SE1 2RT
Investment advisers
AON Hewitt Ltd
3 The Embankment
Sovereign Street
Leeds
LS1 4BJ
Property advisers
Knight Frank
55 Baker Street
London
W1U 8AN
Solicitors
Bates Wells & Braithwaite
2-6 Cannon Street
London
EC4M 6YH
Actuary advisers
Towers Watson
21 Tothill Street
London
SW1H 9LL
Bankers
Royal Bank of Scotland plc
Marylebone Road and Harley Street
Branch
10 Marylebone High Street
London
W1A 1FH
Board of Trustees
Members of the Board of Trustees together with a brief biography of each individual are listed below. Full details of
membership of committees are available from the Governance Unit at RNIB’s Judd Street address. 80 per cent of the Board
are blind or partially sighted. The number in brackets after each name represents attendance at Board of Trustee meetings
during 2013/14 with six being the total meetings held.
Kevin Carey (RNIB Group Chair) (6 of 6)
Kevin Carey is in his second term as Chair of the RNIB Group, having held this office since 2009, prior to which he was
Vice-Chair from 2000-09. Kevin also chairs RNIB’s Executive, Governance and Remuneration Committees and the Board of
RNIB Solutions. He is the Founder Director of his own charity, HumanITy, which specialises in eInclusion project
management and policy formulation. Kevin has published seven books and is a Lay minister in the Church of England. Born
with little sight, Kevin lost his residual vision in his mid 20s. He lives with his wife Margaret in Sussex. Kevin is a Trustee of
RNIB Charity.
Eleanor Southwood (RNIB Group Vice-Chair) (6 of 6)
Ellie became a Trustee in 2010 and was elected as RNIB Group Vice-Chair (External Affairs) in 2012. She was Chair of the
Living with Sight Loss Programme Board during 2013/14 and a governor of RNIB Sunshine House School. Ellie’s early
career was in policy and research. More recently, she worked as a consultant with a leading executive search and selection
company. Ellie’s commitment to the RNIB Group comes from personal experience, having been born with no useful sight.
She is passionate about improving opportunities for blind and partially sighted people, particularly in overcoming barriers to
employment. Ellie is a Trustee of RNIB Charity.
Alan Tinger (Honorary Treasurer) (0 of 0) (from 1 July 2014)
Alan Tinger is a Chartered Accountant and a Companion of the Chartered Management Institute. He is part time Executive
Chairman of the LOC Central Support Unit which supports Local Optical Committees in England, a Director of the
Federation of (Ophthalmic and Dispensing) Opticians, and a member of the Optical Confederation Leaders Group. Alan has
kept up his long standing interest in taxation, corporate structures, governance and also optical regulation and is a
Consultant to FODO on finance, taxation, professional liability, legal defence and on the future of the optical market. Alan is
a Trustee of Action for Blind People.
Linda Bancroft (6 of 6) (until 30 June 2014)
Linda joined the Board in 2012 having been elected by the UK Members’ Forum. Linda chaired the Funding our Ambition
(Fundraising) Programme Board from January to April 2014. She has a BA (Hons) in International Business and Finance, is
a Chartered Industrial Chemist and is also a highly experienced and successful business consultant, both nationally and
internationally, specialising in change management. Linda is married, has two sons and four grandchildren and lives in
Cheshire. After losing her sight in an accident, Linda found that RNIB and Action were instrumental in helping her to gain
new skills and to provide the support needed to move forward with her life. Linda is a Trustee of RNIB Charity and Action for
Blind People.
Margaret Bennett (6 of 6)
Margaret is now in her second term of office as a Trustee, having first been appointed to the Board in 2010. She was Chair
of RNIB’s Prevention of Sight Loss Programme Board during 2013/14. A Chartered Accountant by profession, Margaret’s
portfolio of work includes Finance Director of Online Centres Foundation and acting as a mentor and coach for voluntary
sector leaders. Previous roles included Deputy Chief Executive of the Learning and Skills Improvement Services, a senior
Civil Servant and Chief Executive of the National Library for the Blind. Margaret lives in Sheffield and is partially sighted.
Margaret is a Trustee of RNIB Charity.
Derek Child (5 of 6) (until 30 June 2014)
Derek was sighted until his mid teens when he became registered partially sighted and totally lost his sight aged 29.
Involved in RNIB Governance since 1984, Derek was elected as RNIB Group’s Vice Chair in 2009 and now holds the office
of Vice-Chair (Internal Affairs). Until his retirement in 2010 Derek was previously the Head of Equality and Diversity at the
Open University. Derek is a governor of RNIB College Loughborough. He is keen that all blind and partially sighted children,
young people and adults are fully supported by RNIB throughout their sight loss journey. Derek is Chair of RNIB Charity.
Simon Finnie (2 of 3)
Simon is in his first term of office as a Trustee, having been appointed to the Board in 2014. Simon is the Group
Performance Director for Kier, the FTSE-250 Construction and Services Group. As part of Kier’s Executive Management
Team, he is responsible for driving the strategic improvement agenda across the whole organisation, specifically by
identifying opportunities for margin enhancement, leading the delivery of transformation programmes, evaluating acquisition
and divestment opportunities. Simon has over 15 years experience across a wide range of sectors. Simon is married with
children and lives in Hertfordshire. Simon is a Trustee of RNIB Charity.
Dr Heather Giles (4 of 6)
Heather is in her second term of office as a Trustee, having been re-appointed to the Board in 2014. Professionally, Heather
has held senior scientific positions in the pharmaceutical industry and has a PhD in Pharmacology. She is currently Chief
Scientific Officer for a small pharmaceutical company. Heather has a personal understanding of the challenges facing
people with sight loss because she is partially sighted herself, and also, even before becoming a Trustee, she was
supporting RNIB’s work as a local campaigns volunteer. Heather lives in London. Heather is a Trustee of RNIB Charity.
Vidar Hjardeng MBE (5 of 6) (resigned 23 May 2014, reappointed 1 July 2014)
Vidar is now in his third term of office as an RNIB Group Trustee, having been re-appointed to the Board in 2013, and
chaired RNIB’s Travel, Shopping and Control of Money Programme Board during 2013/14. Vidar also sits on the Board of
Action for Blind People, RNIB’s Associate Charity. A broadcast journalist by profession, Vidar is now a consultant with ITV
News Group and has spent much of his career working for the broadcaster. He lives in Birmingham and with personal
experience of visual impairment, is proud of his association with charities working with, and for, fellow blind and partially
sighted people, including Focus Birmingham, for which he now works as director of communications on a part time basis.
Vidar is an independent Trustee of RNIB.
Ian Jentle (3 of 3) (until 30 June 2014)
Ian joined the Board in 2014, having been elected by the UK Members’ Forum. Before his retirement, Ian had a varied
career in show business having worked as an actor, singer, dancer, writer and director. Ian was registered as partially
sighted in 1990 when he lost his central vision. He is a trained disability advocate and has also served on the boards of
Sadler’s Wells Theatre Trust, Disability Action in Islington and Extant, a blind people’s performing arts company. Ian is
married and has a daughter and grand-daughter. Whilst a Yorkshireman by birth, Ian has lived in London since 1969. Ian is
a Trustee of RNIB Charity.
Tanya Lawler (2 of 6) (until 30 June 2014)
Tanya is in her first term of office as a Trustee and was appointed to the Board in 2012. With extensive experience in the
retail, media and telecommunications industries, Tanya is currently Vice-President of UK Marketplaces at eBay. Prior to that,
she held the role of Director of Digital and Cross Channel at Sainsbury’s, having previously been Director of Direct Channels
at Sainsbury’s, Group Commercial Director at Argos and VP of Retail at Capgemini. Tanya is a Trustee of RNIB Charity.
David Mann (3 of 3) (until 30 June 2014)
David joined the Board in 2014, having been elected as Chair of RNIB Northern Ireland. He has worked as a translator and
taught English to adults. Before his retirement in 2011, David worked for RNIB in a range of managerial and campaigning
roles, including managing the Talking Book Service and lobbying on the “Right to Read” campaign. David, who is registered
blind, is married with children and grandchildren, and lives in Lisburn. David is a Trustee of RNIB Charity.
Terry Moody (6 of 6) (resigned 29 May 2014, reappointed 1 July 2014)
Terry has a long involvement with RNIB’s governance and is now in his third and final term of office as RNIB Group
Honorary Treasurer following election in 2011. He is Chair of RNIB’s Audit Committee, sits on the Investment Sub
Committee and is an RNIB Pension Trustee. Additionally, Terry sits on the Board of Trustees of Action for Blind People,
RNIB’s Associate Charity. With an academic background in economics and finance, Terry has recently retired from Glasgow
University where he was a senior lecturer in economics. Terry is blind, is married with a son and lives in Glasgow. Terry is
an independent Trustee of RNIB.
Dr Mike Nussbaum (5 of 6)
Mike joined the Board in May 2011 in the capacity of Chair of Action for Blind People, one of RNIB’s Associate Charities. He
chaired RNIB’s Complex Needs Programme Board during 2013/14. Mike was forced to cut his career as a research chemist
after his eye sight suddenly failed. However he soon forged a second career in local government and public policy
development. Mike was Chair of Volunteering England for 10 years until September 2009. He is therefore very ably
equipped to fulfil his role as RNIB’s Trustee volunteering champion. Mike holds a number of other appointments including as
a Trustee of Guide Dogs for the Blind Association.
David Quigley (6 of 6)
David joined the Board in 2012 following election by the UK Members’ Forum. He chaired RNIB’s Early Reach Programme
Board during 2013/14 and is also a governor of RNIB Pears Centre. He graduated from Magdalen College, Oxford with a
Masters degree and three scholarships in History, is a graduate of the Chartered Institute of Personnel and Development
and a member of the Institute of Healthcare Management. David has 30 years of NHS general management experience
including roles as executive commissioning director and primary care director and specialised in service redesign,
performance improvement and turnaround. David retired in 2011 and has retinitis pigmentosa. David is a Trustee of RNIB
Charity.
Ken Reid (6 of 6) (until 30 June 2014)
Ken joined the Board in 2012, having been elected as Chair of RNIB Scotland by the Scotland Member Forum. Ken started
his career as a business analyst and then spent over 22 years working for Scottish and Newcastle in a variety of fields,
including distribution operations, marketing and human resources. Shortly after joining Scottish and Newcastle, Ken was
diagnosed with retinitis pigmentosa. This led to him being registered blind and eventually retiring. He now splits his time
between freelance services, helping organisations make themselves more open and accessible to disabled people and
voluntary work, including a number of trusteeships. Ken lives in North Berwick. Ken is a Trustee of RNIB Charity.
Tony Rucinski (6 of 6) (until 31 May 2014)
Tony became a Trustee of RNIB in 2010. Part way through his first term of office, Tony was elected as Chair of RNIB Cymru
(Wales). He was re-elected to this position for a second term in 2013. Tony chaired RNIB’s Inclusive Reading, TV and
Technology Programme Board during 2013/14. Professionally, Tony is an experienced third sector and higher education
Board level Executive, and has held several government advisory roles. He has also worked for KPMG and in private
consulting. A trained mentor and business coach, Tony lives with his family in Cardiff and is registered blind.
Paul Ryb (6 of 6) (until 30 June 2014)
Paul is in his second term of office as a Trustee, having been elected to the Board in 2014 by the UK Members’ Forum. He
was Managing Director at the Royal Bank of Scotland operating within the Global, Banking and Markets Division having
previously worked in the City of London for a number of investment banks specialising in the equity telecommunications
market. Since losing his central vision in 2007, he has become involved in a number of sight charities including RNIB and
the Macular Society, where he continues to use his experiences in dealing with sight loss to benefit others. Paul is married,
with children, and lives in London. Paul is a Trustee of RNIB Charity.
Mike Townsend (6 of 6) (until 30 June 2014)
Mike has a long standing association with RNIB governance, having previously chaired many of RNIB’s committees and
programme boards. Having completed three terms of office, he stepped down as a Trustee for a year in 2012 in line with the
requirements of RNIB’s Royal Charter. He was elected back onto the Board by the UK Members’ Forum in 2013. With a
background in technology, Mike has worked as a technical director and consultant and is president of the British Computer
Association for the Blind. Mike lost his sight at the age of 8. He is married, with a daughter, and lives in Leicestershire. Mike
is a Trustee of RNIB Charity.
The following members served on the Board until 31 December 2013:
Paul Bryce (3 of 3)
Paul was appointed to the Board in 2012. Prior to that, Paul had been an active member of RNIB’s UK Members’ Forum and
a volunteer campaigns co-ordinator. A freelance journalist by profession, Paul has worked both for the BBC and commercial
radio and is a regular contributor to RNIB’s Insight Radio. Paul has been blind from birth.
Lydia Harper (1 of 3)
Lydia was appointed to the Board in 2012. Lydia lives in Cardiff and is a Solicitor in private practice specialising in criminal
litigation. Lydia is a member of the Cardiff University Professional Development Unit. In 2010 Lydia was appointed as a
member of the Royal College of Nursing Foundation Bursary Committee. Whilst not registered blind or partially sighted,
Lydia has experience of sight loss issues and was a volunteer befriender for RNIB before becoming a Trustee.
Richard Moore (0 of 3)
Richard joined the Board in 2011, having been elected as Chair of RNIB Northern Ireland. In 1972, aged 10, whilst on his
way home from school, Richard was blinded by a rubber bullet in Derry, Northern Ireland. Richard always wanted to meet
the soldier who shot him and in 2006 they met for the first time and remain friends to this day. In 1996, Richard founded
Children in Crossfire which has become an international organisation working to protect and promote the rights of some of
the world’s most vulnerable children.
Robert Silbermann (2 of 3)
Robert had been a member of the Board since 2002. He chaired the Funding our Ambition (Fundraising) Programme Board
during 2013. Robert has worked extensively as a company director, consultant and interim/turnaround executive. After a
long career in the private sector, he “crossed over” to the not-for-profit sector where he started a new career working with
charities, using his business skills to help them become more efficient and effective. Robert’s long association with RNIB
has equipped him with an extensive understanding of the issues affecting blind and partially sighted people. He lives in
London.
Independent members of the Audit Committee
 Nick Goddard
 Frances Teague
UK Members’ Forum
Our UK Members’ Forum gives us a closer rapport with our membership. The forum is a place for membership
representatives to come together and discuss the issues of importance to them. These issues then go forward to the Board
of Trustees. It gives our members a direct link to RNIB’s most senior governing body and helps identify and shape major
strategy, policy and service issues. The UK Members’ Forum meets twice a year (one meeting includes the Annual General
Meeting). It is supported by local member forums – nine in England, one in Northern Ireland, one in Scotland and one in
Wales. As well as enabling our members to have a direct role in shaping our strategy, the UK Members’ Forum increases
opportunities for interaction between members at a local and national level. All members are invited to the forum meeting in
their region or country, and each forum chooses its representatives to the UK Members’ Forum.
UK Members’ Forum Representatives
South East
• Timothy Bamber
• Kevin Deacon
• Brian Payne
• Mike Pearson
South West
• Marie Freeman (until November 2013)
• Helen Anne Mathias
• David Ridgway (from November 2013)
• John Vickery
London
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Maggy Bower
Elizabeth Cooke
Ian Jentle (until December 2013)
Jim Leeder (from March 2014)
Jackie Venus
East of England
• Michael Cassidy
• Marian Knights
• Marion Mansfield
• Wayne Witney (from November 2013)
East Midlands
• Gordon Chandler
• Sophia Chandler
• Marcia Holder (from May 2013)
• Gena Parker
West Midlands
• Mohammed Abbas-Rashid
• Michael Hughes (until November 2013)
• Patricia Mulqueen-Wood
• Mark Williams
Yorkshire and the Humber
• Liz Frankland (from February 2014)
• David Haynes
• Jacki Proctor (until December 2013)
• Roy Ruddick BEM
• Barbara Stephenson
North West
• Michael Allen
• Anne Bradbury
• Hayley Anne Reed (from April 2013)
• Anne Rigby
North East
• Peter Bennetts
• Jillian Grant
• Robert Potter
• Denise Ross (from December 2013)
Wales
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•
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•
Scotland
•
•
•
•
Peter O’Driscoll
Rose Hepburn (from October 2013)
Frances (Faye) Jones MBE
Robert Teague
Amanda Burt
Rod Murchison
Hussein Patwa
Sandra Wilson
Northern Ireland
• David Mann (until December 2013)
• Paula Meenan
• Alan Owens
• Karen Young-O’Neill (until February 2014)
Contact details
RNIB
105 Judd Street, London
WC1H 9NE
t: 020 7388 1266
RNIB Cymru
Jones Court, Womanby Street
Cardiff
CF10 1BR
t: 029 2082 8500
RNIB Northern Ireland
Victoria House, 15-17 Glouchester Street
Belfast
BT1 4LS
t: 028 9032 9373
RNIB Scotland
Greenside House, 12-14 Hillside Crescent
Edinburgh
EH7 5EA
t: 0131 652 3140