Our processes

We have a selective approach to partnerships and these often come through local and thematic networks in line with our strategy. We do not work to open funding rounds or use application forms, but in some cases we invite partners to tender.

We focus on a few complex health issues, which we refer to in our Programmes and within our, Innovation, Participation & Place and Policy, Influencing & Change cross cutting projects. For each of our Programmes, we have an impact goal which provides clarity on what we’re trying to achieve, galvanises action and guides how we measure and learn.

Over time, we typically narrow our focus towards specific topic strands within our Programmes. Although we do not have calls for funding with specific deadlines, we are always interested in hearing from organisations who have ideas specific to these strands of work. We are currently focusing on fewer, larger projects and encourage collaboration between partners. Find out more about our approach, strands and how to start a conversation with us: Becoming a Partner.

We aim to give a timely, clear answer as soon as it becomes apparent that we will not be able to proceed with developing a proposal. Anything we take forward must fit with our strategic approach – both for the organisation as a whole and for the specific programme of work. We aim to only ask for information which is relevant to making that assessment.

We take a relational approach which means we aim to build individual, trusting relationships over time. Our process is collaborative and involves partners and Impact on Urban Health combining expertise where possible – therefore the experience of working with us will be unique for every partner. We invite partners to bring their own experiences and knowledge and the partnership lead will bring their own specialism, whether that be issue-based (children’s mental health, environmental justice, etc), output based (policy change, financial diversification, etc) or process based (participatory approaches, community research, inclusive design). Anything we take forward must fit with our strategic approach – both for the organisation as a whole and for the specific programme or area of work.

If we do proceed with the intent of establishing a partnership or new proposal, the Impact on Urban Health partnership lead will collaborate with the partner to develop the proposal and complete an investment paper for decision. Our team, rather than the partner, takes the lead on writing the investment paper.

We take this approach to reduce the burden on our partners and to ensure better fit with our own strategic goals. The level of collaboration can be variable depending on: partnership lead approach and capacity, partner capacity, the nature of the relationship and the complexity of the project.

During the development phase the steps taken internally include:

• determining expected impact of the proposal: including changes, outputs and outcomes
• ensuring that the proposal lines up with our core principles, our charitable objects¹, is for the public benefit² and aligns with other strategic elements (see Principles section)
• sharing the proposal across our team, ideally in its early stages, for cross team collaboration, input and feedback. We aim to do this earlier in the process rather than later
• Consulting with our Data, Evaluation and Learning; Communications; Policy, Influencing & Change and Legal and Funding Operations teams
• Deciding the form of investment e.g. grant (unrestricted, restricted core³, restricted purpose⁴, restricted project⁵) contract, social investment⁶. See more on form of investment in the Footnotes of this webpage.
• Deciding the appropriate length and value of the investment in line with budget restraints that every team operates within
• discussing and recommending the learning questions and, where necessary, any other conditions or outputs
• the partners involved are decided (except for in cases where a tender will be created post-approval, e.g. for a learning partner)
• assessing risks of the proposal
• depending on the type of proposal, collecting views from outside the organisation e.g. other funders, other organisations working in the sector, policy makers at national and local levels
• writing the proposal up into the investment paper template

You can see the Investment Paper form in which this takes shape here: Appendix C: Investment Paper – All Proposals (pdf).

Due diligence

We have a standard due diligence process, led by our Funding Operations team, which includes questions to understand legal structure, finances and governance (such as understanding your policies (including mandatory insurance) and safeguarding procedures, if applicable). We are embedding a new lighter touch due diligence process for opportunities up to and including £30,000 which are low or medium risk and we aim to roll this out in October 2025. If the opportunity is below £30,000 and higher risk, taking account of financial, legal and impact risk, we would go through our standard due diligence process. We are updating our guidance around our approach to risk as part of this lighter touch process.

In addition to our standard due diligence, there are a set of questions that partnership leads will discuss with partners to make a suitable risk assessment for any partnership and investment. This set of questions look more closely at financial stability and planning, and governance, which will inform the investment paper. We aim to start these conversations as early as possible in proposal development. For more information find our documentation here: Partnership Lead Due Diligence (pdf).

Whenever possible, we aim to provide multi-year, unrestricted funding when:

• We expect to work together over several years
• You are a smaller, community-led, minority-led or working-class-led charitable organisation
• Our budgets can support it
• Your objects either fully align with, or are within the scope of, our charitable objects (see charitable objects in footnote 1)
• Where we can’t offer this, typically because of our aims don’t fully align, we’re still open to discussing other forms of flexible support, including core funding.
• We work with many different organisations, and no two partnerships are the same. That’s why we adapt our approach based on your needs and what we’re trying to achieve together.

Our resources are limited, so sometimes we have to make trade-offs.