Our Strategy header image

Our strategy

This page lays out ten clear priorities for our work going forward, the impact we are aiming to achieve, and how we will evaluate whether or not we have been successful. While our targets will be updated every two years from 2018, these priorities set the direction for years to come.

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01 Homes

Help to access and sustain good quality housing

Why we do it?
We are the fifth richest country in the world and yet homelessness is on the rise, particularly in London. Since 2010, rough sleeping in the capital has doubled.

What will our impact be?
By 2018, we will have supported at least 2,000 people facing or experiencing homelessness.

How will we achieve this?

  • Working with stakeholders to increase access to quality, sustainable tenancies for homeless people.
  • Funding programmes that help individuals to better sustain their tenancies and avoid homelessness.
  • Building the capacity of frontline services to operate in a way that builds emotional resilience.

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02 JOBS

Reduced barriers to work

Why we do it?
A decent, sustainable job is one of the best routes out of poverty. We believe in helping people to see their potential and gaining the next step into employment.

What will our impact be?
By 2018 we will have supported more than 1,000 people to overcome barriers to work and move into education, training or employment.

How will we achieve this?

  • Working with schools to increase the breadth of careers advices available, giving pupils the opportunity to engage with Berkeley staff wherever possible.
  • Helping unemployed people to build their qualifications and experience, and ultimately move into employment.
  • Addressing personal barriers to work, such as poor mental health.
  • Supporting at-risks individuals sustain employment, once they have moved into work.

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03 SKILLS

Developing people's talent

Why we do it?
We want to equip young people with the skills to succeed; these may be things like interview techniques or job searching, as well as soft skills such as teamwork and leadership.

What will our impact be?
By 2018 we will have helped more than 1,000 young people to develop new skills.

How will we achieve this?

  • Building young people's emotional capabilities, attitudes and aspirations for education, work and the future.
  • Funding programmes that build employability and job search skills.
  • Ensuring that young people can navigate support services and know where they can access the right support.

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04 CARE

Opportunity regardless of illness or disability

Why we do it?
Everybody should have the opportunity to play a full part in society, regardless of illness or disability. Disabled people are currently less likely to be in employment or hold qualifications. Meanwhile, carers and families can often feel isolated or marginalised.

What will our impact be?
By 2018 we will have provided care and opportunities for at least 1,500 people with life-limiting illnesses or disabilities and their families as well as launching a staff initiative to address the stigma associated with disability.

How will we achieve this?

  • Supporting initiatives that address the stigma associated with illness and disability.
  • Ensuring that people have access to high quality care and support.
  • Working with organisations that support carers and family members through the process of caring for or losing a loved one.

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05 SUPPORT

Supporting those who face the greatest barriers

Why we do it?
We want everyone to be given the opportunity to play an active role in society. In consultation with our charity partners, we have identified some key groups of people who will be at the heart of our work going forward.

What will our impact be?
By 2018 we will have launched a new partnership supporting women at risk of homelessness, and increased our support for young people that are homeless or struggling with mental health issues.

Who will we focus our support on?

  • People facing or experiencing homeless - particularly women, young people and those affected by domestic violence.
  • Unemployed people - particularly 16-24 year olds, not in employment, education or training, those who are long-term unemployed and ex-offenders.
  • Young people at risk of homelessness or unemployment - particularly offenders, young people in or leaving the care system, young parents and young people dealing with disability or mental health problems.
  • People with life-limiting illnesses, as well as their families and carers.

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06 COMMIT

Growing our commitment to communities

Why we do it?
As the Berkeley Foundation's overhead costs are covered by the Berkeley Group, we are able to operate on the basis that every penny we raise in fundraising and donations is spent directly on charitable activities.

What will our impact be?
By 2018 we will have invested or committed a total of £10 million in our local communities.

How will we grow our investment?

  • Long-term relationships with key Strategic Partners.
  • Partnerships between Berkeley offices and local Designated Charities.
  • Smaller grants made on a rolling basis through our Community Investment Fund.

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07 ENGAGE

Engaging Berkeley staff

Why we do it?
Berkeley staff make a hugely valuable contribution to the Foundation and are one of our most important resources.

What will our impact be?
By 2018 we will have ensured at least one-third of employees are enrolled in GAYE and that the overall percentage of staff getting involved is increasing.

How do staff get involved?

  • Every week, staff are organising fun days, baking cakes and climbing mountains in the name of charity.
  • Hundreds have taken up volunteering opportunities.
  • Many dig deep and make a person contribution monthly through Give As You Earn.
  • Moving forward, we want to grow the opportunities for Berkeley staff to use their skills to benefit our charities partners.

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08 INNOVATE

Championing new approaches

Why we do it?
We aim to support innovative projects that model new approaches or enhance the scale or scope of tried-and-tested work. This goes beyond simply funding high quality service delivery.

What will our impact be?
By 2018 we will have delivered a thought leadership event each year, engaging a range of audiences.

How will we achieve this?

  • Building an evidence base around alternative approaches to some of the problems faced by young people.
  • Advancing our work with our partners to produce research and bring together key stakeholders.
  • Continuing to develop, test and evaluate new responses to some of society's most pressing issues. Wherever possible, we will disseminate our findings in order to influence wider policy and practice.

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09 BUILD

Building sector capacity

Why we do it?
Building the capacity of our charitable partners multiplies the impact of our work. This can have an impact which last long beyond the lifetime of any programme.

What will our impact be?
By 2018, we will have incorporated a capacity building plan into all Designated Charities partnership strategies.

How will we achieve this?

  • Supporting our Designated Charities and other small and medium sized charity partners to access capacity building support.
  • Continuing to support our partner charities to create new roles within their organisation.

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10 PARTNERSHIP

Partnerships with the right people

Why we do it?
We cannot do this alone. Finding meaningful solutions to the problems faced by young people, their families and communities can only be done with the right people at the table - whether that's with grassroots delivery organisations, sector-leading charities, policy-makers or other funders.

What will our impact be?
By 2018 we will have grown from five to eight Strategic Partners.

How will we achieve this?

  • Identifying effective partner organisations who can maximise the impact of each investment.
  • Exploring new funding models, including funding in collaboration with other organisations and helping partners to leverage our funding.

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Our values

The Berkeley Foundation conducts our work through a series of values.
These are Integrity, Efficiency, Involvement, Learning, Innovation and Sustainability.