The current economic environment is a challenging one for non-profits. With funding falling and costs increasing, many organisations have had to draw on cash reserves to deal with the financial pressures of the last few years (NCVO, 2025). These financial impacts are felt in the lives of the communities with whom we work, with residents facing a sustained cost of living crisis and needing health and wellbeing support more than ever.
With global volatility likely to lead to further economic shocks over the coming years, non-profit organisations must now be exceptionally strategic in their work – providing services that are most needed, and that they are best placed to deliver, in order to attract funding and deliver impact.
Our strategy for 2025-30 is intended to increase our focus where it can make the greatest difference to communities, services, and inequalities.
Key strategic aims
Amplifying community voice will be central to our work:
Existing services and new opportunities must reflect our passion for community engagement, participation and co-production.
We will seek to impact policy and practice on a broader scale:
Taking our expertise beyond the London boroughs we currently work in, and our client base in health and local authority commissioning.
We will form new alliances to expand our reach:
Recognising that we can add value to the work others already conduct in informing policy and practice, locally and nationally.
We will partner with and capacity build others to deliver community-based interventions:
Recognising that other community and non-profit organisations are well positioned to deliver a range of much needed services and support to residents; and that our strength is in helping design and scale these services for sustainability and growth.
All our work will contribute to both our impact ambitions and our sustainability:
Ensuring we are operating efficiently, and relentlessly focused on impact.