
Vision Changing Charities
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Content
- Cover
- Advert Page
- Title Page
- Copyright
- Contents
- List of Illustrations
- Foreword by Matt Stringer, RNIB Chief Executive
- Introduction
- Part I: Four Decades of Change
- 1a. 1970-80: How Blind People Took Back Control of RNIB
- What Happened?
- Societal Influences for Change
- Internal Influences for Change
- Pressure from RNIB's Blind Consumers
- 1b. Progress in the Face of a Dominant Welfare State
- Impressive Services Development
- Campaigning - the RNIB Giant Stirs
- Resources - Growth
- People - New Leaders
- Conclusion - External Pressures Build
- 2a. 1980-90: Early A doption of Strategic Planning
- Threats to Single Impairment Causes
- First Thoughts on Changes Needed
- Second Thoughts - More Radical
- The First Strategy (RNIB 1987)
- What Action Resulted - Strategy Implementation
- Factors For and Against Success
- Reviewing Our Implementation - Crucial for 'Buy-in'
- Conclusion - Major, Planned Change Implemented
- 2b. Far-reaching Change
- Services - Established and New
- Campaigning - Brave Beginnings
- People - New Professionals
- Resources - More Income but More Spend
- Conclusion - More Activity and Money in a Changing State
- 3a. 1990-2000: RNIB Can't Do It All
- Expansion of Indirect Interventions: Advising, Influencing and Campaigning
- 3b. Expansion and Extension
- Progress of the First Strategy, 1985-95
- A New Strategy for 1994-2000
- How Successful Was the Second Strategy, 1994/95-2000?
- Direct Service Growth
- Campaigning - Example of Accessible Digital Communications
- People - Training, Development and Recognition
- Resources - Growing the Brand, Fees and Fundraising
- Conclusion - Major Growth in Activity and Reach
- 4a. 2000-10: Governance and Merger Revolution
- Historical Legitimacy
- Becoming an 'of' Organisation
- Blind Membership
- Executive Systems Changes
- RNIB Co-operation with the VI Sector
- Partnerships through 'Associated Charities' - Major Mergers
- Conclusion
- 4b. Services: Launches, Relaunches and Closures
- Renewing Services
- Campaigning - Increased Focus and Investment
- People - New Leadership
- Finance - Growth through Acquisition
- Fundraising - Building Strong, Loyal Relationships
- Creating RNIB Cymru, RNIB NI and RNIB Scotland
- Moving HQ to a State-of-the-Art Service Centre
- Recruiting More Volunteers
- Sustainability - Early Adoption
- Planning, Impact and Service Evidence
- Conclusion
- Part II: Forty-year Trends in the Charity in Socio-Political Context
- 5. External Impacts 1970 to 2010
- Society-wide Impacts
- Social Welfare Sector Impacts
- Trends in the Charity Sector
- Disability Politics
- 6. Trends within RNIB
- Discovering and Reaching Many More People
- Reach - to New Kinds of People
- New Ways of Working
- New Needs, New Needs Markets
- 7. Strategic and Structural Change
- Governance - Fewer Trustees, Half to Be Blind or Partially Sighted
- Organisation Structure - Mainly Evolution, Latterly More Dramatic
- Increased Role of Marketing and Strategic Planning and Implementation
- 8. Friends and Foes - Campaigning and Lobbying
- Relationships - from Brave and Alone, to Disability United, to Sight Loss United
- Campaigning and Lobbying
- 9. Resources - People and Money
- People and People Policies
- Finances
- 10. Milestones - but a Long Way to Go
- Decade-by-Decade Developments
- Conclusion
- Postscript
- References
- Appendices
- List of Organisational Initials and Acronyms
- Organisation Chart 1990
- RNIB Management Conference Attendance - 1985, 1991, 1997 and 2003
- Index of Names
- Index of Subjects
- Back Cover
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