Lincoln & Lindsey Blind Society
Living Well Together Strategy
2025 – 2030
Read the StrategyIntroduction
For over 100 years, LLBS has stood beside visually impaired people across Greater Lincolnshire.
As demand grows and the world evolves, we set out in 2025 to re-imagine how we can best support our community for the years ahead.
Through heartfelt conversations, surveys, data and strategy days with members, trustees, staff, volunteers and partners, we listened deeply to what matters most. This collective insight has shaped a clear, community-led direction that will guide our work over the next five years — strengthening connection, expanding opportunity, and helping people with sight loss thrive.
Who We Are Here For
LLBS supports people with vision impairments to live independently and with dignity across Greater Lincolnshire.
People supported
Square miles of largely rural communities served
Of the 42,000 people living with vision impairment in Greater Lincolnshire
Projected people with vision impairment in Greater Lincolnshire by 2032 (RNIB)
Our Response
- Personal, one-to-one support delivered in homes and communities
- Focused on maintaining and rebuilding independence
- Delivered by specialist sight impairment officers and volunteers with deep local knowledge
Challenges Members Face
- Isolation and reduced confidence
- Limited transport options
- Digital barriers
- Lack of local services
- Sudden, life-changing challenges requiring timely support
“Some days I cope well, and other days I don’t — my needs change all the time. Knowing LLBS understands that and helps me adapt has made me feel less alone and more in control of my life.”
Why This Matters
Support is only effective if people know it exists. We want a greater impact for existing members and to reach those not yet connected to us.
Summary Analysis 2025
An honest assessment of where we are — building on strengths and addressing challenges head-on.
Strengths
- Trusted, face-to-face support that many people rely on as a lifeline
- Empathetic, lived-experience-led delivery by staff and volunteers
- Flexible, holistic services tailored to individual needs
- Longstanding and only local provider across Greater Lincolnshire
- Good reputation with funders and proven ability to deliver impact
Weaknesses
- Capacity and access stretched: demand exceeds staff; transport, rurality, and volunteer gaps limit reach
- Key-person risk: heavy reliance on a small number of individuals
- Brand unclear: “Blind” and geographic naming cause confusion
- Digital risk: weak online presence and unmaintainable data systems
- Reach gaps: low awareness among younger adults, families, and diverse communities
Opportunities
- Broaden reach through modern, accessible engagement
- Deliver flexible support using digital, in-person, and peer models
- Close the digital gap with skills, tools, and access
- Extend impact through strategic partnerships
- Strengthen income via collaboration and services
Threats
- Unstable funding and policy changes threaten long-term sustainability
- Limited capacity and skills across volunteers, staff, and trustees
- Rising and more complex client needs exceed current resources
- Rapid technology change and cyber risk challenge capability and resilience
- Accessibility and transport barriers limit reach, especially in rural areas
Our Vision, Mission, and Values
These principles guide everything we do.
Vision
All visually impaired people in Greater Lincolnshire feel confident, connected, and supported to live life their way.
Mission
We provide personal, practical, and lifelong support for people affected by visual impairment across Greater Lincolnshire. We help people stay independent, overcome isolation, and belong to a caring local community.
Our Values
Personal
We know people by name and treat everyone with warmth, respect and understanding — no matter their age, background or experiences of sight loss.
Community
We are rooted in Greater Lincolnshire’s communities and reach those who are rural or isolated.
Reliable
We show up, for as long as needed, and keep our promises — we are open, honest and fair.
Empowering
We build confidence, not dependency. We focus on what works and what makes daily life better.
Collaborative
We work with families, volunteers, and partners to deliver our mission.
Living Well Together Strategy 2025–30
Four themes shape our direction. This strategy sets direction and outcomes; specific actions will be developed through detailed theme plans and member engagement.
| Theme | Starting Point (2025) | Intended Direction | Intended Outcomes (2030) |
|---|---|---|---|
| Community | Limited daytime, in-person social and community groups. | Expand inclusive community connection through a wider mix of in-person and digital opportunities, across locations and times. | Vision impaired people and their loved ones feel supported, connected, and part of a community — with engagement at least doubled from 2025. |
| Transport | No specific transport offerings; biggest barrier for members. | Work with partners to improve access to transport solutions that enable participation in community life. | Members are better able to get out, access services, and engage in their communities. |
| Wellbeing | Individual support, befriending, and referrals to partner services. | Strengthen wellbeing support through partnerships, peer connection, and accessible options that reflect changing needs. | Members report improved wellbeing, confidence, and resilience. |
| Future Ready | Established ways of working that require review to meet future needs. | Strengthen governance, systems, engagement, and ways of working to support sustainable growth and impact. | A resilient, well-governed charity able to support people for as long as needed. |
Strategy Timeline
The Future Ready theme enables the delivery of all other themes and has been sequenced to account for dependencies and resource impact.
| Theme | 2026 | 2027 | 2028 | 2029 | 2030 |
|---|---|---|---|---|---|
| Community | |||||
| Transport | |||||
| Wellbeing | |||||
| Future Ready |
Theme Detail
Explore each strategic theme: the why, intended direction, and routes to outcome. Use arrow keys to move between tabs.
Intended Outcome by 2030
Vision impaired people and their loved ones feel supported, connected, and part of a community — with engagement at least doubled from 2025.
“You feel like you belong as part of a community.”
Why
Because sight loss often shrinks people’s worlds, and LLBS exists to restore belonging, connection, and confidence through trusted local relationships.
Intended Direction
LLBS will prioritise connection and belonging as core outcomes, ensuring vision impaired people and their families feel supported, involved, and able to shape solutions that matter to them.
Reason
- Nearly half of survey respondents identified social groups and connection as one of the most important services
- Isolation significantly affects confidence, wellbeing, and independence, particularly in rural areas
- Community-based support is most effective when local, flexible, and built on trust over time
Routes to Outcome
- New channels for connecting people, e.g. Zoom
- Partnerships with other social activities e.g. Parkrun
- Support groups for family members
- Engagement with broader demographics e.g. Young Adults, Ethnic Minorities
- Engagement with Primary Schools and children to raise awareness
Intended Outcome by 2030
Members are better able to get out, access services, and engage in their communities.
“If you can’t afford transport, you’re isolated.”
Why
Because without accessible and reliable transport, people with sight loss become isolated, excluded from services, and unable to participate in community life.
Intended Direction
LLBS will prioritise transport as a core enabler of independence and connection, recognising that access to social groups, health care, volunteering, and daily life depends on the ability to get out and about.
Reason
- Transport is consistently identified as one of the biggest barriers for members
- Cost and availability prevent people from attending groups, appointments, and services
- Lack of transport increases isolation, anxiety, and poorer wellbeing
- Inaccessible transport undermines the impact of all other LLBS support
Routes to Outcome
- Partnerships with local and community transport providers
- Securing funding to subsidise transport costs where affordability is a barrier
- Working with partners to improve awareness and accessibility within existing transport services
- Exploring flexible, local solutions tailored to rural communities
Intended Outcome by 2030
Members report improved wellbeing, confidence, and resilience.
“There’s grief with sight loss — it’s not just practical, it’s emotional.”
Why
Because sight loss affects mental health, identity, and confidence, and wellbeing support must be ongoing, personal, and rooted in human connection.
Intended Direction
LLBS will prioritise wellbeing as a core part of living well with vision impairment, providing ongoing, person-centred support rooted in human connection, peer support, and trusted local relationships.
Reason
- Sight loss is often accompanied by grief, anxiety, and loss of confidence
- Emotional impact can emerge at diagnosis or later as circumstances change
- Isolation and reduced independence significantly affect mental health
- Generic mental health services are often inaccessible, time-limited, or not sight-specific
Routes to Outcome
- Social, creative, and activity-based groups that build confidence and connection
- Befriending and peer support for shared understanding
- Partnerships for sight-specific emotional and wellbeing support
- Funding to sustain and expand wellbeing activities over time
Intended Outcome by 2030
A resilient, well-governed charity able to support people for as long as needed.
“There’s always someone at the end of the phone.”
Why
Because strong governance, effective systems, clear communication, and meaningful engagement are what make community support reliable, sustainable, and trusted. LLBS must respond consistently, grow responsibly, and never let people fall through the gaps.
Intended Direction
LLBS will strengthen its foundations and ways of working, ensuring the organisation has the capacity, systems, and skills needed to support people consistently, respond to change, and grow responsibly.
Reason
- Demand is increasing while capacity remains stretched
- Reliance on a small number of individuals creates risk
- Systems and processes must support safe, efficient, and accessible delivery
- Clear communication and engagement build trust with members, funders, and partners
- Strong operations enable all other themes to succeed
Routes to Outcome
- Strengthening governance, skills, and capacity across trustees, staff, and volunteers
- Improving systems, data, and digital infrastructure
- Clearer communication, branding, and engagement approaches
- Funding to support operational change and long-term sustainability
Income & Sustainability
Annual income growth needed to maintain current services
Further growth needed to deliver this strategy
Total annual income growth target
Why This Matters
Demand for LLBS support is growing, particularly in rural communities. LLBS provides preventative, community-based support that improves wellbeing and reduces pressure on health and care services.
RNIB forecast the number of people living with a vision impairment in Greater Lincolnshire to rise from 42,000 today to 52,000 by 2032.
Our Commitment
LLBS will grow income responsibly through strong governance, transparent use of funds, and a balanced funding mix.
Why Invest?
Investment in LLBS delivers proven local impact and contributes directly to Lincolnshire’s Joint Health & Wellbeing Strategy.
LLBS Contributing to County-wide Health and Wellbeing Priorities
The Living Well Together Strategy 2025–2030 is closely aligned with the Lincolnshire Joint Health & Wellbeing Strategy (JHWS) and contributes directly to its delivery at a local, community level for people affected by vision impairment.
| JHWS Priority | LLBS Contribution |
|---|---|
| Mental health & wellbeing | Ongoing emotional support, peer connection and confidence-building for people with vision impairments. |
| Prevention & early intervention | Early, sustained community support that prevents isolation, declining wellbeing and loss of independence. |
| Support for carers and families | Inclusive support for families and carers alongside individuals. |
| Physical activity & social connection | Community groups and improved access (including transport) enabling participation and activity. |
| Reducing inequalities | Reaching rural, isolated and under-served communities facing additional barriers. |
| Partnership & community-based action | LLBS acting as a trusted local partner within the wider health and wellbeing system. |
Investment in LLBS
- ✓ Supports preventative, community-led outcomes
- ✓ Reduces pressure on statutory health and care services
- ✓ Helps deliver Lincolnshire JHWS goals locally for a population at high risk of isolation and poor wellbeing
Join Us In Making a Lasting Difference
Living well with vision impairment does not happen by chance — it happens when people come together with shared purpose. If you care about inclusion, independence, and community, we invite you to be part of what comes next.
How You Can Help
- Share your voice, experience, or influence
- Give time, skills, ideas, or practical support
- Invest in trusted, community-led services with lasting impact
- Work alongside us to improve awareness, access, and understanding
- Help shape a future where no one faces vision impairment alone
Together, We Will
- Strengthen independence and wellbeing
- Reduce isolation and inequality
- Build inclusive, accessible communities
- Create lasting change across Greater Lincolnshire
This strategy is not something we deliver on our own. It succeeds because people choose to stand with us.