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RNIB Group Annual Report and Financial Statements 2012/13

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RNIB Group Annual Report and Financial Statements 2012/13 RNIB Group annual report and financial statements 2012/13 RNIB Group annual report and financial statements 2012/13 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 gives details of our work throughout the UK. Contents 4 Chair and Chief Executive introduction 6 Structure and objectives 13 Trustees’ annual report: our work in 2012/13 14 Stopping people losing their sight unnecessarily 22 Supporting independent living 32 Creating an inclusive society 40 Financial review 41 Fundraising review 42 Our volunteers 43 Employing disabled people 43 Engagement with staff 43 Investment policy 46 Reserves policy 47 Risk management 48 Going concern 48 Health, safety and the environment 52 Independent auditors’ report to the Trustees of RNIB 54 Consolidated statement of financial activities for the year ended 31 March 2013 56 Balance sheets as at 31 March 2013 58 Group cash flow statement for the year ended 31 March 2013 60 Notes to the financial statements for the year ended 31 March 2013 116 Who’s who at RNIB RNIB Group annual report and financial statements 2012/13 3 Kevin Carey, Chair Lesley-Anne Alexander CBE, Chief Executive Chair and Chief Executive introduction The last year has been an extremely challenging one for blind and partially sighted people, as well as for us as a group of charities. But despite the real problems that cuts to income and services are causing, we are extremely proud of our achievements. During the year we have been consulting blind and partially sighted people and key stakeholders on the development of our 2014-2019 strategy. We have also been working very hard to deliver the goals we set ourselves in our existing strategy. We continue to provide the support and services people with sight problems require in order to lead more independent lives. Our Helpline has been a vital source of support in recent years, as people struggle to cope with the impact on their lives of the economic climate. As well as seeing a growing complexity to these calls, last year we dealt with more enquiries than in any previous year. The fantastic success of our Personal Independence Payment (PIP) campaign will make a huge difference to the lives of blind and partially sighted people as they are assessed for their eligibility for PIP as it replaces Disability Living Allowance (DLA). On top of this our advice service continues its vital work identifying previously unclaimed benefits to which blind and partially sighted individuals are entitled. Across the group of charities we have continued to expand the quantity and quality of support available to people at the point of diagnosis of a sight threatening eye condition. There is now more support available in eye clinics, which is delivered by increasingly expert staff and volunteers. 4 rnib.org.uk Our work to create a better world for people with sight problems has led to some important progress this year. There are more talking cash machines which people can use independently and promises of many more to come. There are more mobile phones and internet sites that are set up so that blind and partially sighted people can use them effectively. More television programmes have audio description and we have the first talking digital TVs. Blind and partially sighted people have access to more eBooks than ever before. All these improvements, and much more besides, are a tribute to our work highlighting the issues faced by people with sight problems; and our expertise in working with industries to find innovative and creative solutions. Toward the end of the year we launched the Spot the signs campaign as part of our work to prevent avoidable sight loss. Early indications are that the campaign has been a great success in bringing crucial eye health messages to people aged 50 plus, empowering them to spot the signs of sight loss at a point when they may still be able to do something about it. The long-term Community Engagement Projects are beginning to show what will help to get eye health messages to traditionally hard to reach communities at high risk of sight loss. Through our campaigning work we continue to have a positive impact on the development of local sight loss services and the availability of sight-saving treatments on the NHS. It is impossible to reflect on this year without feeling immensely proud of our role working with the Olympic and Paralympic games organisers to make London 2012 the most accessible games yet. We achieved so much in terms of audio description, volunteering, employment and making venues and ticketing accessible to people with sight problems. All of our achievements are thanks to the generosity of our supporters. Whether it is the work of local fundraising groups, the time volunteers give to help provide vital services, the extra mile to which our staff often go, or the kind people who leave us a legacy in their Will, all are equally precious. Together we are making every day better for people with sight loss: by being there when people need us, supporting independent living, creating an inclusive society and preventing sight loss. Kevin Carey, Chair Lesley-Anne Alexander CBE, Chief Executive Chair and Chief Executive introduction 5 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). RNIB is governed by a Trustee Board of 19 currently that 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. A number of Trustees are elected to serve on the Board. Five Trustees are elected by the English region representatives of the UK Members’ Forum and the RNIB Cymru, Northern Ireland and Scotland Committees each elect a Country Chair who automatically becomes a Trustee on the Board. RNIB’s Honorary Officers are elected by an electoral college comprising members of the Board and the UK Members’ Forum. Additionally a proportion of our Trustees are appointed by the Board itself, following a process of open competition. Advertisements are placed in appropriate publications and websites. Candidates are invited to apply on the basis of a Trustee job description, person specification and the specific skills identified by the Board. Applications are reviewed against the person specification and the specialist skills and experience being sought by the Board. Points are then awarded on the basis of how well the candidate met the criteria. Shortlisted applicants are invited to interview and again are scored against the selection criteria. At the conclusion of the process, successful candidates are recommended to the Board for appointment. Trustees serve a three-year term of office, following which they can choose to retire or may seek re-election/re-appointment. However, no Trustee may serve for more than three consecutive terms of three years of office, unless they become one of the Charity’s Honorary Officers (RNIB Group Chair, Vice-Chairs or Honorary Treasurer) when they can serve for no more than three consecutive terms of three years in that capacity from the AGM at which they are appointed to that position. 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 6 rnib.org.uk are established, these are delivered to the Board on a collective basis. Recently delivered training includes voice coaching (including voice coaching for chairing meetings) and trustee duties and responsibilities (with particular emphasis on management of conflicts of interests). Arrangements are in hand to deliver a programme of support for Trustees to give them greater insight into RNIB’s finances and the interpretation of financial statements. How we are managed The Board delivers the strategy through a number of programme boards. It is also supported by a number of committees and member forums. The key committees supporting the Board and a description of their areas of responsibility are as follows: • RNIB Group Audit Committee: oversees effective auditing, financial reporting, internal controls and risk management within RNIB. • Executive Committee: pre-digests 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. Acts as programme board for the Enabler Programme that underpins the RNIB Group Strategy 2009-14. • Governance Committee (and Nominations Committee): takes an overview of the governance arrangements of RNIB and supports the Board and Strategic Management Team (SMT) in ensuring that effective governance structures are in place. Appoints a panel to review nominations and act as interview panel for Trustee applicants. • International Committee: delivers the international element of RNIB Group Strategy 2014-19 and acts as the planning, co-ordinating and monitoring forum for RNIB’s international affairs. • Investments Sub-Committee: oversees the effective investment of funds for the Charity on behalf of the Board.
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