Our Strategy (2025–2028)
Working towards a future without homelessness
Our vision
A world in which everyone has somewhere to call home.
Our mission
To give hope, create community, and open opportunities for those experiencing homelessness.
Our Strategy (2025–2028)
Our Values
These values guide how we work, how we treat people, and how we show up every day across our services.
Our Strategy (2025–2028)
Our strategic priorities
Over the next three years, we will focus on four key priorities.
Our Strategy (2025–2028)
1. Responsive, inclusive services
We will continue transforming our services through compassion and innovation, making sure people can access the right support at the right time. This includes developing more accessible, trauma-informed day centre spaces, creating more welcoming women-only environments, improving access to health and learning opportunities, and strengthening outreach, follow-up and support in underserved areas.
What this means: more people engaging with support, improved wellbeing, and clearer pathways out of homelessness.
Our Strategy (2025–2028)
2. Empowering our people
Our staff and volunteers are at the heart of Maggs. Over this strategy period, we will invest in development pathways, wellbeing, supervision, peer support and volunteer opportunities so that the people who make our work possible feel valued, supported and able to thrive.
What this means: a skilled, stable and supported team with a strong shared purpose.
Our Strategy (2025–2028)
3. Deepening partnerships and influence
We know lasting change does not happen alone. We will work collaboratively to strengthen partnerships with councils, health services, voluntary sector organisations and wider system-change networks. We will also use our 40th anniversary to raise awareness and build influence.
What this means: stronger collaboration, greater visibility, and more effective relationships that improve outcomes for the people we support.
Our Strategy (2025–2028)
4. Securing strong foundations
To thrive long-term, we need strong systems, financial resilience and sustainable income. We will focus on strengthening our infrastructure, moving from deficit to surplus by 2028, growing fundraising beyond traditional sources, embedding INFORM across the organisation, and reducing our environmental impact.
What this means: greater financial stability, stronger planning, and a more resilient organisation.
Our Strategy (2025–2028)
What success looks like
Over the next three years, we will measure our success through the impact we create for individuals, communities, and the wider system. This means not only expanding our reach, but strengthening how we deliver support and work in partnership across Worcestershire.
“This strategy is not just a roadmap — it’s a call to action.
We know that homelessness is complex, and the need across Worcestershire is growing. But we also know that by working together — with our partners, our supporters, and our communities — we can create real, lasting change.
At Maggs, we are committed to building a stronger, more responsive organisation that meets people where they are, and supports them towards greater stability, wellbeing, and independence.
Jane Kemp, Chair of Trustees
Our Strategy (2025–2028)
Our Journey
2025 – Laying the groundwork
Launching the strategy, strengthening day services, and building foundations.
2026 – Strengthening systems
Improving data, infrastructure, and collaboration.
2027 – Innovation in action
Delivering new service pilots and responding to emerging needs.
2028 – Reflecting & reimagining
Evaluating impact and shaping the next phase.
Together, we can build a stronger, more compassionate Worcestershire.
From partnerships and fundraising to volunteering and donations, your support helps us reach more people when it matters most.
Be part of the change.
Read our full strategy or get in touch to explore how we can work together.
Download our 2025–2028 Strategy