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We design and deliver services that build resilience and aspiration in people of all ages and within communities across the UK. Through our strategy, Mission 2030, our emphasis remains the same: to continue to deliver impactful services and drive public service reform. Through this strategy, we aim to deepen our impact and increase our reach by preventing problems early, promoting equity and social justice, creating integrated pathways of support, and using evidence and insight to drive lasting change.
Our Business Strategy provides clarity of purpose over the next five years. Building on our existing vision, mission, and values, we have adopted our Mission 2030, our guardrails and our strategic enablers to guide us in our decision making and investment into the future which are supported by the behaviors embedded in our ways of working.
Our guardrails provide us with clarity and direction on how we will achieve our ambitions. They guide and direct us in critical activities and decisions, including internal and external investments, programme design, employee development programmes, procurement, and new business development. They ensure that everything we do will drive our organisational vision and mission through these two outcomes.
Our strategic enablers will drive us to achieve our Mission 2030. They form the basis of our strategic activity over the period and are the critical enablers to our success.
By 2030 we will have evidence of Catch22’s contribution to building stronger, resilient and prosperous communities by consistently delivering high-quality and impactful public services. We will capture data and insight to evidence our impact and validate our theories of change.
By 2030 we will be an established force in driving public service reform, investing in innovation and piloting new models of practice, and utilising our data, evidence and insight to influence policy that drives positive change.
Delivering outstanding services and programmes is the bedrock of what we do. This is deeply rooted in our history. We will capture examples of where we’re improving delivery and innovating within existing frameworks in order to improve outcomes for the people we work with. Where appropriate, we’ll pilot scaling this innovation beyond its initial intended area – whether within a different area of Catch22 or across the wider sector.
Catch22’s Public Service Reform agenda is focused on three key elements: best practice delivery, pilots and innovation, and policy influencing.
Where we’re confident these approaches are delivering the intended impact, we will look to build awareness and promote our approach to commissioners and policymakers. We’ll build coalitions and work with others across various sectors to amplify our voice and add strength to our influencing power.
Catch22 can play a key role in convening and driving this change. Ultimately, our aim is to achieve systemic change: to reform public services in our areas of expertise, so they are efficient, effective, and deliver maximum impact in a rapidly-changing world.
By 2030, we will further strengthen our financial sustainability by evolving our operating models with innovation, driven by operational excellence and scalable, mission-aligned revenue streams.
By 2030, we will be known for creating the conditions people need to thrive. We will have a future-ready workforce that is adaptable, resilient, and empowered by a culture that embraces change and continuous learning.
By 2030, we will be a recognised digitally-enhanced public service provider, with seamlessly-integrated advanced technology and people expertise to the benefit of our mission.
By 2030, we will have evidence of Catch22’s contribution to building stronger, resilient and prosperous communities by consistently delivering high-quality and impactful public services. We will capture data and insight to evidence our impact and validate our theories of change.
By 2030, we will be an established force in driving public service reform, investing in innovation and piloting new models of practice, and utilising our data, evidence and insight to influence policy that drives positive change.
By 2030, we will further strengthen our financial sustainability by evolving our operating models with innovation, driven by operational excellence and scalable, mission-aligned revenue streams.
By 2030, Catch22 will be known for creating the conditions people need to thrive. We will have a future-ready workforce that is adaptable, resilient, and empowered by a culture that embraces change and continuous learning.
By 2030, Catch22 will be a recognised digitally-enhanced public service provider, with seamlessly-integrated advanced technology and people expertise to the benefit of our mission.
Our operational strategy outlines our approach to delivering a diverse portfolio of public services. Our ambition is to utilise the data, evidence, and insight we gain to deliver added value for commissioners and a better experience and impact for our service users.
We will continue to operate with a portfolio of public service delivery but focus on how best we can integrate these services to improve access, enhance experience, and most importantly, increase impact.
Our ‘Ways of Working’ talk to the behaviours we embody across the organisation through operational delivery and corporate services. These are the areas of focus that will best deliver the Mission 2030. They are cross-cutting themes which we will embed across operational delivery and corporate support to ensure we are able to achieve our Mission 2030.
By 2030, Catch22 will be a connected environment, where our people are united by our mission and vision, and we develop clusters of integrated services to reinforce our position.
By 2030, Catch22 will deliver place-based, holistic support comprising of multiple, integrated services, forming pathways of support communities and people.
By 2030, Catch22 will be recognised as a dynamic, innovative, learning-centred organisation, that responds positively to change and embeds good practice from its learning.
By 2030, we use our voice to establish Catch22 as a thought leader and innovator within our areas of public service reform, driven by our evidence and insight, whilst amplifying our wider impact on people and communities.
Our ambition is to continuously evolve our offering of public service to meet the changing need in communities. Through public procurement, we will grow our market penetration in core product areas, while also utilising our experience and capabilities to provide new and innovative solutions to neighbouring markets.
The ability for any organisation to grow its reach and impact through public services has many external influencing factors to which we must be aware, consider, and overcome to find success. The external landscape over this strategy period will be changeable, but it is likely to be influenced by some of these current challenges which have therefore been considered in building our high-level growth strategy.
Recognising the changeable procurement environment we are operating within, a diverse growth strategy not only recognises the breath of public services we are able to deliver impact for, but also the differing needs of localised communities and the various pathways to funding.
We are optimistic about improvements to Procurement Legislation and the opportunity that devolution brings to co-design and deliver impactful services which meet local need and deliver social value back to these communities.
I’m immensely proud to share with you Catch22’s Mission 2030 strategy – a bold plan that sets out our ambitions over the next five years. This is more than just words on a page: it’s our commitment to building stronger, fairer, and more resilient communities across the UK.
Our challenge over the next five years is to deliver this strategy, and deliver it well. I am confident that with the dedication of our people, their commitment to creating this strategy and the strength of our partnerships, Mission 2030 will turn this vision into reality.
Naomi Hulston, Chief Executive Officer
