Making Every Daybetter for Everyone Affected by Sight Loss

Making every daybetter for everyone affected by sight loss

RNIB Group Strategy 2014-2019

1. Introduction

1.1. We live in extremely tough times. Cuts to services and income mean that blind and partially sighted people face relentlessly growing challenges in every aspect of life. But it is also a time of change and transformation. The digital revolution has created possibilities for blind and partially sighted people that were inconceivable only a few years ago. Over the next five years, it will be more important than ever for RNIB Group to enable as many people affected by sight loss as possible to lead full and active lives.

1.2. Between 2014-2019, RNIB Group's strategy will be one of reach and impact. We will reach and support thousands more blind and partially sighted people who most need our help. We will work to ensure that people experiencing loss of sight receive support to rebuild their lives. We will make sure that blind and partially sighted people get advice, support and services to make the most of their lives. We will work to change society so that it fully includes blind and partially sighted people as equal citizens and consumers. And we will work to prevent sight loss.

1.3. Together with our partners in the UK Vision strategy and internationally, we will continue to raise the profile of eye health and sight loss. If we are to make every day better for people affected by sight loss, there has never been a time when speaking with a strong and unified voice has been more important.

2. The challenges are clear

2.1. Almost 2 million people in the UK live with sight loss that has significant impact on their daily lives. This number is rising. There are around 350,000 people who are registered as blind or partially sighted and every day 100 people in the UK start to lose their sight.Sight loss affects all aspects of people's lives. Many blind and partially sighted people face social exclusion, isolation and neglect.

2.2. This paper sets out the RNIB Group strategy for 2014-2019. RNIB Group is made up of four associate charities: RNIB, Action for Blind People, Cardiff Vales and Valleys and National Talking Newspapers and Magazines. We play a number of roles: we empower blind and partially sighted people to influence, advocate and campaign, and we create opportunities for blind and partially sighted people to support each other; we campaign for change locally, and are a leading voice nationally and internationally with and on behalf of blind and partially sighted people; we deliver information, advice, products and services which support as many blind and partially sighted people as possible; with partners, we build expertise and capacity to do even more; and we undertake research and development to underpin what we do.

2.3. We are leading members of the World Blind Union and Vision 2020 International partnerships committed to improving the situation of blind and partially sighted people and ending sightloss worldwide.

2.4. We have achieved a great deal since we launched our last strategy in 2009. Working with partner organisations, we have taken important steps forward. Highlights include:

Increased priority given to sight loss by governments across the UK.
More people have had their sight saved because sight saving treatments are more available.
Support is available to more people at diagnosis.
Being there, whether that is through our helpline and advice and support services either over the phone or face to face through our network of local staff and volunteers, our range of reading services, the availability of products that support day to day livingor on Insight Radio.
We have offered the highest possible standard of learning, care and residential services. We have supported hundreds of people with learning disabilities to have their sight loss identified and the quality of their life improved.
Influenced improved accessibility in the travel, retail and financial sectors and in reading, TV and technology.
Major international breakthroughs, including agreements on unified English Braille, copyright and freepost, and a worldwide accessible standard for e-books.

2.5. We have continued to lead the development of the UK Vision Strategy, which hasplayed a key role in strengthening partnership working and innovative practice in eye health and sight loss services. Along with the "Seeing it my way" outcomes, the three strategy outcomes of the UK Vision Strategy are the foundation for the RNIB Group strategy:

Everyone in the UK knows how to look after their eyes and their sight.
Everyone with an eye condition receives timely treatment and, if permanent sight loss occurs, there are early and appropriate services and support.
A society where people with sight loss can fully participate.

2.6. But there is much more to do. Austerity has meant cuts to income and services. Despite our successes, there is less statutory support for blind and partially sighted people, treatments are less readily available, isolation for many is increasing and globalisation and the digital economy present huge threats and opportunities.Now is a crucial time for all of us working for and with people affected by sight loss to be even more creative and collaborative.

3. Evidence and Consultation

3.1. Our strategy is underpinned by evidence drawn from research and consultation. Over the past year, we have listened to our members, blind and partially sighted people and those at risk of sight loss, staff, volunteers, and partners. We have talked directly to over 1800 people.

3.2. The consultation and research have confirmed that the priorities we identified in our 2009-2014 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 - remain right. But there is recognition that, for the next strategy period, we need to increase reach and impact and have an even greater emphasis on supporting people losing their sight. This paper describes what our priorities will be and where we will focus our effort.

4. RNIB Group Ambition and Values

4.1. Ambition

4.1.1. Our Ambition 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."

4.2. Values

4.2.1. Our values describe our ethos. They underpin our behaviour and provide a touchstone by which to judge our actions. They are:

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.

5. The strategy for 2014-2019

5.1. This strategy describes how we aim to deliver our Ambition between 2014 and 2019. Our focus for the next five years will be supporting people who are losing their sight and blind and partially sighted people with the most need.

5.2. The strategy will have four strategic priorities and a number of outcomes that set out the critical changes we want to achieve by 2019. These priorities and outcomes will guide decision-making, investment and funding plans, campaigning priorities, partnerships and service delivery and operations. In delivering the strategy, we will ensure that as many people affected by sight loss as possible are reached and supported in ways that demonstrably improve their lives. All of the strategic priorities and outcomes encompass people of all ages: children, working age and older people.

5.3. Strategic Priority 1: Being there - people losing their sight can rebuild their lives.

5.3.1. 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.

5.4. Strategic Priority 2: Independence - blind and partially sighted people can make the most of their lives.

5.4.1. 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.

5.5. Strategic Priority 3: Inclusion - society includes blind and partially sighted people as equal citizens and consumers.

5.5.1. 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.

5.6. 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.

5.7. Strategic Priority 4: Prevention - Fewer people lose their sight

5.7.1. 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.