How to get the whole practice team involved in setting up a low vision offering

Here, Maher explained how every member of the team can play their part in a practice’s low vision journey.

How important is it to get contributions from across the whole practice team when setting up a low vision service?

Involvement from the entire practice team is essential to the success of a low vision service. Front-of-house staff are often the first point of contact for patients, and their understanding and confidence in responding to low vision enquiries can make a significant difference. 

In my experience working with low vision patients, it’s crucial to first assess how comfortable and informed the wider team feels in this area. A practitioner-led introduction to low vision — covering key signs to look for, common patient questions, and indicators of when someone might need additional support beyond routine care—can be immensely beneficial. Helping the team understand the typical journey a low vision patient may have taken by the time they reach us can build empathy and context.

Patients experiencing changes in their vision often contact their optical practice first. It’s important the team knows what kind of language or concerns to listen for and how to respond appropriately. This includes being able to triage queries effectively and escalate them to the practitioner based on urgency.

It’s also vital that staff are aware of local low vision services and referral routes. These may differ significantly across regions — some areas have well-established hospital low vision clinics and primary care services, whilst other areas benefit from strong support through local sight loss charities or sensory services. Understanding the local low vision landscape and the interdisciplinary nature of care is key to offering comprehensive support.

Do you have any tips for educating the wider practice team about local low vision pathways?

A great deal of training can take place within the practice. Practitioner-led sessions can introduce team members to local services and organisations, outline referral options, and provide an overview of common eye conditions, treatments, and their implications for daily life.

Training should also cover the range of support options available—from optical and digital magnifiers to referrals for sensory support, local authority services, and relevant partner organisations.

When it comes to low vision assessments and aids, both optometrists and dispensing opticians (DOs) can lead the development of a low vision service. However, DOs may be best-placed to do so.

As a DO myself, I’d emphasise the valuable role we can play in establishing and delivering a low vision service within practice. Being based outside the test room allows DOs to work closely with the whole team and offer training in a collaborative, accessible way.

Inviting guest speakers can further enhance understanding. For example, you might host an eye clinic liaison officer from the local hospital, or invite a representative from a nearby sight loss charity.

Alternatively, arranging for practice staff to visit a local charity can provide real insight into the support available and the patient experience beyond the consulting room.

Being based outside the test room allows DOs to work closely with the whole team and offer training in a collaborative, accessible way

It’s important to look at the patient holistically, to identify if anything has changed since their last appointment. How can practice team members help with that?

Fact-finding is vital. Team members can ask patients questions such as: ‘How are you getting on with your magnifiers?’, ‘How long have you had them?’ or ‘When was your last low vision assessment?’ These questions help gauge the level of ongoing support a patient may need.

Even simple questions like ‘How did you travel to the practice today?’ can reveal important details. If a patient regularly uses taxis, for instance, it might indicate financial strain—highlighting a need to connect them with support services that can help.

Active listening is key. Picking up on subtle cues in a patient’s response can help identify unmet needs that may otherwise go unnoticed.

Any advice for practice team members on spotting changes in patients who might need low vision support?

Front-of-house staff often build long-standing relationships with patients, and that rapport is invaluable. They’re often the first to notice changes in mood, behaviour, or circumstance that may signal a need for additional support.

Be alert to life changes: a patient may have moved into assisted living, lost a caregiver, or now struggle with daily tasks they previously managed. These shifts can have a significant impact on their wellbeing and independence.

Of course, patients might also report that their vision has changed, or that their magnifiers are no longer meeting their needs. But low vision care should always take a holistic view—considering not just the patient’s eyesight but their broader circumstances and support network.

Missing recall appointments for routine eye exams can also be a red flag. It might suggest declining health or mobility, and the practice should explore whether a domiciliary referral is appropriate.

Front-of-house staff often build long-standing relationships with patients, and that rapport is invaluable

What would you say to the wider practice team about why low vision services and having that offering in practice are important?

Providing low vision services in practice — through assessments, magnification aids, and appropriate referrals — can have a profound and immediate impact on a patient’s independence and quality of life and can deliver high-impact outcomes. The equipment required to set up a low vision service can often be low-cost in comparison to other practice equipment, and is often available as a complete kit from suppliers.

For team members, the personal satisfaction of helping someone regain confidence in daily tasks is unlike routine dispensing. It’s a rewarding area of care that reinforces the value of the whole team in supporting patients’ long-term wellbeing.

How can the LOCSU Low Vision Pathway support the practice in setting up a low vision offering?

A funded low vision pathway can help cover the cost of assessments and magnification aids, reducing financial barriers for patients. The Local Optical Committee Support Unit works with local optical committees (LOCs) across England to develop and support proposals for these pathways, including engaging with commissioners to make the case for funding. There is a clear patient benefit to delivering low vision services within optical practices, bringing care closer to home and in familiar surroundings, making follow ups more accessible.

Practices are encouraged to reach out to their LOC to begin these conversations. Demonstrating interest and demand at the practice level strengthens the business case for a commissioned pathway.

In my experience, cost is often the deciding factor when more than one low vision aid is appropriate. A funded pathway ensures that patients receive the full range of aids they need — without compromise.

For guidance on low vision pathways or to get advice on setting up a low vision service, contact LOCSU’s low vision lead, Sid Maher, via email.