School of Business
Jamilas Legacy CIC
Established: 2015
Legal structure: Community Interest Company
Who we are
Jamila’s Legacy provides advice, advocacy, support, a listening service, self-care activities and training, to individuals interested in maintaining their own mental health well-being and supporting others. Their vision is to normalise mental health conversations and create a society where people with mental health problems are accepted, valued and feel they belong.
The challenge
Jamila’s Legacy needed strategic direction and management of its rapid growth, as a relatively new CIC. Opportunities were falling at the organisation’s door but with no clear strategic plan for their priorities and growth, it was unclear which opportunities to take advantage of and which fitted with their social purpose. Capacity was also an issue, and the organisation needed to focus their time and efforts to ensure effective service delivery.
What was required
Jamila’s Legacy needed a business plan to help them with their strategic direction and business growth. Since incorporation as a CIC in 2022, the organisation had undergone a period of rapid growth, with their services in demand, but realised they needed clear strategic direction for growth and future sustainability.
Tools used:
- Strategic planning – SWOT, PESTLE, Strategic priorities
- Growth planning
- Financial forecasting
- Action planning
Supported the organisation from a starting point of having no plans, to having developed a three-year strategic plan, enabling partnership building, planning for new services and diverse income streams to support current delivery and future growth.
Growth acceleration through
Strategic planning: Internal assessment of the organisation, and external assessment of factors impacting the organisation. Setting strategic priorities and financial forecasting.
Action planning: Planning the balancing act of business as usual whilst handling growth planning and positively developing new opportunities.
“We have been through a period of rapid growth and needed a plan to manage our growth and set out clear priorities for the next three years. The strategic planning process enabled us to stop and review our current work streams and income streams, as well as assess the organisation’s strengths, weaknesses, risks and opportunities. We feel very confident about the future and the plan has given us more structure to deliver and grow our services.” Rehana Sidat, Project Manager/Director, Jamila’s Legacy
