Overview

Headway Kent needed a short-term programme and service development support project to launch a new commissioned service line, strengthen their referral and assessment pathway, and improve contract governance and assurance.

The work was time-limited and delivery-focused. The Kent-based charity needed clear planning, better operational information (and visibility of information / metrics). They needed practical systems and processes that would keep working effectively after the initial support period ended. The main focus of the project was on translating strategic intent into practical service design and delivery. With secondary objectives of increasing client referrals and conversion rates, and demonstrating impact and outcomes.

What the charity needed

• A practical service development and mobilisation plan aligned to local authority and Headway UK national federation requirements.
• Clear KPIs/measurement and an operating rhythm for monitoring and evaluation to support operational planning / delivery and executive / board oversight.
• Stronger referral pathways and management and a centralised CRM system to support growth.
• Additional capacity to communicate changes and reframed/repackaged programmes and services clearly to potential clients, existing clients, friends and families, and local authority / health partners.

Outputs delivered

• A strategic plan for service delivery and mobilisation aligned to the local authority contract requirements and real operating constraints and capacity.
• A wider KPI / metrics design and implementation, including an improved referral process and monitoring and evaluation system.
• Relaunch of client acquisition, referral, and CRM system, improving consistency and visibility.
• Launch of a new Community Activities and Skills, Training, Volunteering, and Employment support service, including practical steps to establish delivery and on-the-ground support to run the pilot sessions and understand the learnings.
• Strengthened stakeholder engagement at board, local, regional, sector, and national level to support credibility and partnership working.

What changed

• Clearer service model and delivery priorities, improving internal alignment.
• Stronger measurement and evidence for commissioners and partners.
• Improved operational confidence through better referral processes and CRM foundations.
• Practical new service capacity that expanded support beyond the existing offer.

Why this matters

For charities centred around the delivery of services – growth often fails when planning, referrals, and measurement are weak. Sustainable referral pathways/pipelines can take months to deliver a sufficient throughput. Without a strategic approach to data acquisition/management and impact /evaluation measurement – it can create capacity issues when the process is up to full strength. The project brought strength to the operational foundations and delivered service improvements and evidence of outcomes.