Being able to operate a new charity from a running start
Supporting people suffering from addiction, mental ill health, homelessness and domestic abuse for the past 12 years has given the team at community interest company A Better Tomorrow a first-hand insight into not only the struggles faced to access help, but also the increasing numbers of people for whom intervention is needed.
This, and the fact that most of the CIC’s senior staff are experts by virtue of their own experiences, means the organisation has been proudly peer-led throughout its history by those who have encountered the same situations as have the people they are trying to help.
So to significantly expand the work of the CIC is why a linked charity has now been launched – known by the same name, A Better Tomorrow (ABT) – with the aim of raising funds to extend programmes, enhance targeted early prevention and assist more people back into the workplace.
Managing and measuring
Currently in its infancy, the charity is being managed by the leaders of the CIC, but plans are in place to hire specialist programme delivery staff and eventually a team to oversee the day-to-day running. With a board of directors in place to oversee the governance of the CIC, a separate board of trustees has been formed to ensure the charity delivers its aims and meets stringent requirements around compliance, safeguarding and the use of funding.
The impact of the CIC has always been measured through both qualitative and quantitative means – not only reporting the number of people coming through the doors and the expansion of housing provision across the Telford area, but also collecting feedback and testimonials from those who have been through the programmes.
Both will be equally as important when monitoring the success of the new charity: being able to evidence an increase in the amount of people able to access programmes, housing or early intervention – as well as continuing to gather people’s stories. Whilst the numbers are incredibly important, the real-life impact of ABT’s work is just as vital. The life-changing, often life-saving, effect of intervention is difficult to measure objectively.
But the message is clearly there via words shared by those who have maintained their recovery, been able to leave abusive situations, returned to work or have simply managed to keep on going after once feeling they couldn’t. They are the real reflection of the transformational work undertaken by the team, and we hope sharing those stories will showcase why the new charity is much needed and will encourage people to support it in whatever ways they can.
Focused aims
Funds raised by the charity will be used for three very specific aims. The first is to provide psychosocial interventions – both on a one-to-one and a group basis – to support recovery and rehabilitation. Secondly, to work with those who have been through ABT’s programmes to develop skills and focus on employability, supporting them through the next stage of their journey and helping them consider getting back into the workforce where appropriate and feasible.
Thirdly, we will develop a range of health programmes focused around addiction and mental health, with the goal of providing early intervention for those recognising the early signs that there may be a worsening issue.
The need for this support is well evidenced, not only by our own rising referral rates but by national statistics: Mind reports one in five adults are now living with a mental health condition, with public funding per resident falling in real terms by 18% over the past 15 years. Around 3.8 million people experienced domestic abuse in the year ending March 2025, according to the Domestic Abuse Commissioner.
Government statistics show 1.4% of adults have an alcohol dependency and 3.1% show signs of drug dependency. And Shelter claims 382,000 people in England alone are experiencing homelessness – a rise of 8% in just a year.
Charity challenges
The increasing need across all four of these issues is clear, as is the stretching of public money and resources available – with support often only attainable for those in crisis and lengthy waiting lists commonplace.
Of course, funding is also a huge challenge for any charity and ensuring a steady flow of donations is vital to the long term sustainability of the new charity. But, having weathered the cost of living crisis, the pandemic and a constantly shifting national economic state since setting up ABT, the currently shared team perhaps has more confidence in their ability to attract funding to meet its aims than if they were setting up the charity without such a wealth of experience.
Whilst still in the process of defining specific targets, work is already underway to attract funding from three main avenues. It is of course essential to bring on board an expert to ensure a high success rate when it comes to applications. So an external consultant is already working with the charity to submit applications to a range of organisations, which resulted in a National Lottery Community Fund grant of £20,000 being proudly announced at the charity’s official launch in March.
Having already built up a fantastic reputation in Shropshire, and having a proven track record – growing ABT’s housing provision from just a handful to more than 120 homes, and supporting more than 3,700 adults – means ABT has already successfully submitted tenders to the likes of local authorities, and has established long-running partnerships and joint working provision with other not-for-profits in the area.
These relationships already being in place will stand the charity in good stead when it comes to working with the public sector and submitting future tenders to undertake projects around mental health, addiction, homelessness and domestic abuse.
The third and final key area of focus for the new charity when it comes to fundraising is the private sector, with a specific strategy developed – and essential time and resources allocated – to raise awareness and attract corporate support. The wider societal and economic benefits of supporting individuals in need are something which already resonates with many business leaders, and the team hopes to increase knowledge and understanding around issues such as alcohol and drug dependence.
The Government estimates that alcohol-related harm and illegal drug misuse costs the UK economy up to £47 billion per year, a compelling reason for employers to consider supporting organisations such as the new charity. Equally, we know that mental ill health, housing concerns and domestic abuse all have a prevalent and sadly increasing impact on employment – whether this presents as sickness absence, reduced productivity or having to leave the workforce altogether.
Ensuring employers in Telford and the wider area understand the very real advantages of individuals being able to seek support from a charity such as ABT is crucial when it comes to obtaining support from the private sector, for whom an economic as well as an emotional pull is often needed in order to attract funding. This is understandable given the financial pressures they are under.
Stigma in society
Another core challenge centres around attracting support when topics still carry a level of stigma around them. While domestic abuse and mental health are talked about more openly and more often than they were decades ago, there is still a way to go before everyone in all communities is fully knowledgeable – and addiction and homelessness are perhaps even less well understood.
This can even be reflected in people’s willingness to support charities like ourselves, but that is again where having built up a wealth of anecdotal and data-based evidence through the CIC will benefit the charity. From the offset, the team can demonstrate how much these programmes can positively impact individuals, their families, employers and wider society.
The benefit of being a peer-led organisation is, of course, that the team themselves are testament to the transformational impact of the programmes, and the effects of providing appropriate support to aid recovery and rehabilitation. Not only have the team when utilising their personal experiences to operate within the CIC been able to maintain this recovery and rehabilitation, but they have all made a truly meaningful and valuable contribution back to the community which supported them in their own lowest moments.
Thus while there may be more educating to do and while the wider benefits of supporting individuals experiencing one or more of these issues may need to be amplified further so everyone recognises them – it is work that the ABT CIC and charity teams will work together to continue.
Operating as two defined but interlinked organisations will enable A Better Tomorrow to do further exactly what its name promises: provide a better tomorrow for those who desperately need the kind of intervention, empathy and expertise that the CIC and the charity can collectively provide.
