Cobseo has outlined a four-pillar strategy in its Business Plan for 2026–2028, following a six-month membership engagement consultation in 2025.
The plan, approved by the Executive Committee in December after input from the Finance, Audit and Risk Committee and staff team, sets out how the Confederation of Service Charities intends to strengthen its internal operations, member offer and sector influence over the next three years.
Pillar 1: Enhancing value to members
The first pillar focuses on strengthening the value of Cobseo to its members and ensuring the membership model is inclusive and sustainable.
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This includes developing a refreshed Membership Strategy covering criteria, packages, benefits and fees. The plan also commits to improving due diligence processes, increasing Executive Committee confidence in membership oversight, introducing new methods to measure and monitor customer satisfaction, and implementing a new website and CRM system.
Pillar 2: Improving operational excellence and resilience
The second pillar centres on internal governance and business resilience.
Cobseo plans to undertake a formal internal governance review, revise policies and procedures, and review its internal structure and HR processes. It also commits to mandatory training opportunities for staff, improvements informed by staff feedback, and the safe introduction of new tools to improve ways of working.
Pillar 3: Raising Cobseo’s profile and strengthening its brand
The third pillar focuses on enhancing Cobseo’s external profile and positioning it as a vehicle for strategic sector engagement and advocacy.
Priorities include broadening inclusive membership across the UK, further developing communications channels such as the weekly newsletter, website and digital platforms, and strengthening engagement with Cobseo’s Patron.
Pillar 4: Aligning activity and impact across the sector
The final pillar aims to improve alignment and collaboration across the Armed Forces charity sector.
This includes progressing work on sector-wide data capture and management, developing a common operating picture, gathering demonstrable feedback on Cobseo’s effectiveness in convening and influencing, and exploring how to broaden its reach and engagement, including with government stakeholders.
In a message accompanying the launch, Cobseo Chair Nick Pope said the plan had been shaped directly by member feedback and described it as the starting point rather than the conclusion of reform.
He said the focus would now shift to implementation, measurement of success and impact, with a commitment to transparent communication and accountability as the programme progresses.
