Important Info
Here you can find our organisational policies, and other key information as it emerges.
Business Strategy: 2025 – 2028
This strategic business plan for the period April 2025 to April 2028 represents the steps we will be taking to make Improving Lives Plymouth (ILP) a stable, sustainable, and high-impact organisation – one that works with people to create real change and improvement in lives, whilst building on our heritage and place in Plymouth’s service landscape to secure our long-term future; through our 120th anniversary in 2027 and towards our 125th anniversary on 2032 and beyond.
Our vision: A healthy, happy, sustainable and thriving society for all people.
Our mission: To support people and communities across Plymouth and surrounding areas to thrive by leading healthier, happier and sustainable lives.
Objective 1: Designing and delivering high quality, accessible and impactful preventative services
We are strengthening our person-centred, trauma-informed approach through the development of an integrated Person-centred Wellbeing Hub (PCWH) model, bridging gaps in provision, and ensuring accessible, demand-led and data-driven service design.
What we are doing for objective 1
Year 1 priorities
- Core project delivery: delivering and developing our core projects, aligned to the Person-centred Wellbeing Hub (PCWH) model
- Integrated PCWH operating model: define and re-design, including the senior leadership and operational management structure for 2025 to 2028
- PCWH operating model: deploy the changes around the integrated model, with continued investment in workforce, leadership and management capability
- PCWH model sustainability: resources and financial planning for 2026 to 2027, with outline financial modelling for 2027 to 2028
Years 2 and 3
Sustaining and developing effective and efficient delivery through an improved person-centred, integrated Wellbeing Hub model representing the One ILP culture, delivery principles and approach, with finances and resources fully aligned to strategic intent.
Objective 2: Communicating public messaging about healthy lifestyles
We are amplifying voices, growing public awareness, and deepening engagement through strategic marketing, digital media, and evidence-based campaigns that connect positively with our supporters and communities.
What we are doing for objective 2
Year 1 priorities
- Strategic marketing, communications and supporter engagement: review and develop the plan, including brand, digital media and policy-based campaigns, and recruit to a delivery role
- Deploy the plan: summer, winter and spring public-messaging campaigns for supporter engagement, fundraising and diversifying income
- Develop the business case for future investment in brand, digital media and fundraising capability
Years 2 and 3
Capitalising on the improved understanding, engagement and public visibility and awareness of ILP, with plans to sustain and develop our trusted voice in promoting public health messages and to be an organisation the public recognise and want to support.
Objective 3: Workforce development and wellbeing
We are committed to making ILP the best place to work and volunteer. Through leadership development, wellbeing initiatives and an excellent benefits package, underpinned by an inclusive ‘One ILP’ culture, we will continue investing in the people who drive our mission forward.
What we are doing for objective 3
Year 1 priorities
- Annual staff survey and a follow-up pulse survey, with actions built into the workforce development plan
- Away days themed around One ILP, celebrating and recognising the contribution of volunteers
- Workforce, volunteer, leadership and management development plan: define, design and deploy
- Monthly internal communications from the CEO on progress against the strategy
- A cross-organisation working group to review and improve the benefits package and wellbeing support, including flexible working
Years 2 and 3
Continuing the trajectory for ILP to be the best place to work and volunteer in Plymouth, with continued investment in our people and their development, built around a collective motivation and unified culture of delivering exceptional person-centred help and support services.
Objective 4: System Leadership
We are positioning ILP as a trusted system partner, promoting and placing the organisation at the centre of shaping preventative health and wellbeing services through strategic partnerships, co-design initiatives, and innovation in service delivery.
What we are doing for objective 4
Year 1 priorities
- Wellbeing Hub Network: continued leadership support, chairing the Network Executive Group and hosting the Network Coordinator role
- Devon Mental Health Alliance: leading on co-production and on community development in Plymouth and West Devon
- Co-design Centre: developing and financing a sustainable go-to model for co-design and co-production of health and wellbeing support
- Strategic partnerships: continuous review and prioritisation during a period of significant change for the NHS and local government
Years 2 and 3
Sustaining and developing our strategic positioning as a go-to trusted system partner that is uniquely placed to support, develop and innovate around the health and wellbeing service-system.
Objective 5: Sustainable Infrastructure
We are developing our infrastructure, investing in our property and facilities, strengthening our IT, digital and data capabilities, and diversifying income to make sure ILP remains resilient, financially secure, and positioned for future growth and development.
What we are doing for objective 5
Year 1 priorities
- Property and facilities: a costed schedule of works and investment case for the Mannamead and City Centre hubs
- IT infrastructure: embed the new phone system and deploy technology to help manage demand in the PCWH model
- Data roadmap: re-design Charity Log around the person, live dashboards, and data analysis training
- Fundraising and digital strategy to increase fundraised income and diversify income streams
- A business development pipeline and capacity for bidding and innovation
- Quality management: secure AQS accreditation and embed it as our quality management system
- Business support structure review, to a fit-for-future structure
Years 2 and 3
Continuing to deliver investment in our properties, facilities and supporting infrastructure, with bold plans to re-imagine our spaces for advice and support, group activities, and a food, leisure, fitness, exercise, growing and repair, re-use and recycle offer.
Our values
- We treat everyone with honesty and kindness
- We treat everyone with respect
- We listen and respond to people’s needs
- We have a one team culture at Improving Lives Plymouth
Our principles
- Person-centred and holistic approaches to support people’s health and wellbeing that embraces body, mind, heart and spirit
- Implementing an evidenced-based lifestyle medicine approach to health and wellbeing
- Creating a learning environment for all people and partners
- Embracing an outward mindset organisational culture that is solution focused to drive our outputs and outcomes
- Taking a system-based approach to working in partnerships
