Our Purpose – why we exist

strategyThomas Pocklington Trust is a charity committed to increasing awareness and understanding of the needs of people with sight loss and to developing and implementing services which meet their needs and improve lives.

Moving forward, the charity will strive to champion needs, provide change leadership, seek out gaps in service provision and with the cooperation of like-minded partner organisations, prioritise actions aimed at addressing identified deficiences.

In short, we exist for people with sight loss

Our vision – what we aspire to

A world in which people with sight loss can participate fully

Our values – how we work

Making a difference – the lives of people with visual impairments are better because of what we do
Working in partnership – we work collaboratively together and with all our partners and stakeholders
Respect – we treat people the way we would like to be treated
Quality – we set clear goals and high standards and work efficiently and effectively to achieve them
Participation – we place the participation of blind and partially sighted people at the heart of everything we do

Our strategic aims

We have three strategic aims and these are:

Understanding needs – we will build through evidence a deep understanding of the needs of those living with sight loss and those at risk of losing their sight and of effective interventions which meet those needs.

  • We will maintain close relationships with eye health and sight loss groups and those undertaking both clinical and public health/social research to develop a consensus of evidenced priority needs across the sector and ensure that this is communicated/disseminated widely.
  • We will commission further research/undertake pilot interventions where there is a need to develop a deeper understanding of priority needs and evidence of the most effective interventions.
  • We will use our knowledge and expertise to influence change in the eye health and sight loss sector e.g. by providing the evidence to ensure that those making purchasing decisions are spending their money on the right things.

Meeting needs – we will use our acquired knowledge to drive action by the appropriate players in the eye health and sight loss sector and seek to ensure these needs are met through partnership.

  • We will provide support for organisations and groups developing services that meet evidenced needs along the eye health and sight loss pathway.
  • We will further develop our strategic relationships with organisations such as: VISION 20/20 (UK) Ltd, Visionary; England Vision Strategy (EVS), RNIB Group, Guide Dogs – for the benefit of those living with a visual impairment.
  • We will support the set-up and further development of local service delivery organisations to assist them in achieving self sustainability e.g ELVis, SELVis, London and Birmingham Vision and similar new or existing bodies.
  • We will develop sustainable, long term plans for the users of our traditional and pilot services including: Court, Lodge, Balham, volunteering and our pilot activities.
  • We will build on and maintain relationships through our involvement with those having the influence to drive change in the eye health and sight loss sector e.g. Clinical Council, College of Optometrists.
  • We will further develop our strategic influence on national, regional and local governmental and health economy structures and planning processes through vehicles such as EVS and Visionary.

Managing resources – we will seek to maximise our impact across the sight loss sector through the focused management of our resources

  • We will conduct a review of our leadership and governance structures, including our articles and objects clauses, to ensure that the charity has the capability and capacity to deliver on its ambitious plans.
  • We will further develop our planning and scorecard reporting to enable us to most effectively measure what we are spending money on and the impact on our activities.
  • We will engage, value and support our people and celebrate this through the Investors in People framework.
  • We will adopt a total return approach to our investments to optimise our use of funds.
  • We will leverage additional income from new/existing sources and support the development of fundraising vehicles which are used to enhance the availability of local services delivered by our partners.
  • We will develop and introduce an approach to grant giving and partner contractual relationships to ensure maximum return for beneficiaries.

Achieving our priorities

We will focus our leadership on influencing change in the sight loss sector and in building our partnership base:

  • We will take time to develop strong relationships with current and new partners and their volunteers so as to ensure our collective aims and objectives are met.
  • We will listen to the needs of those we seek to serve, reflect on what they tell us and incorporate learning, as best we are able, into future plans.
  • We will maintain our commitment to existing service users to do our best to ensure they continue to receive the support they need – in some areas this will involve the establishment of new entities better equiped to provide services locally to those living with sight loss.
  • We will support the delivery of our strategic aims and objectives by externally raising the profile of the charity and the contribution of our partners. Internally, we will review our structure to ensure that we have the appropriate teams in place to deliver on our aims and objectives and we will continue to ensure that our people understand the value of their contribution to the people we serve.

View the video below to hear the Chief Executive explaining the new strategy at a recent staff conference.