READY (2017-2025)

reflects the years spent building trust, credibility, and programmes alongside the communities we serve. 
 

SET (2026)

is the moment to consolidate — to strengthen systems, equip our leadership, and sharpen focus so that our impact is sustainable and responsible. 
 

GO (2027-2035)

is about scaling that impact with confidence, integrity, and national reach. 
 

SET is what makes GO possible. Without strong foundations, growth becomes fragile and short-lived. 2026 is about doing the deep work that allows us to carry greater responsibility with confidence. From 2027 onwards, GO means taking what has been built and proven in Lisbon and scaling it beyond the city — expanding into other Portuguese cities so that integration, dignity, and opportunity are not the exception, but the standard across the country.

 

Organisational Annual Priorities - SET

 

Strengthen our Systems to Scale Beyond Lisbon!
 

1. Standardise 90% of core organizational processes and document in shared SOPs. 

2. Organise secure data storage with defined privacy and access controls, and use strengthened monitoring and evaluation methods in semester reviews.

3. Implement a unified user journey and central registration system across 100% of programmes.

4. Enable new team members to reach full role effectiveness within 30 days through structured handovers and onboarding.

5. Reduce manual HR, operational, and programmatic reporting by saving at least 10 staff hours per month through automation.
    

Equip our Team for the Future
 

1. Define and align LP leadership by clarifying expectations and accountability, and assessing leadership capabilities to understand strengths, gaps, and readiness for our future vision.

2. Strengthen mentorship and development for long-term staff and key positions by providing clear growth paths, leadership development, regular feedback, and tailored learning plans.

3. Ensure the right people are in the right short-term roles by clearly defining expectations and MPGs, and maintaining the agility to reassess, reposition, or transition people as needed.

4. Maintain a strong connection to CMS and organisational purpose by ensuring 90% of roles include regular, defined contact with CMS that links daily work to impact and mission.

5. Increase appreciation and recognition practices to consistently acknowledge staff and volunteer contributions.

 

Tell Our Story
 

1. Define and implement a clear communications strategy that aligns messaging, audiences, platforms, and goals across the organisation.

2. Empower multiple staff and leaders to confidently represent and communicate on behalf of LP, reducing reliance on one or two central voices.

3. Build a research foundation that informs evidence-based decision-making as we scale and strengthens our advocacy voice and public positioning.

4. Amplify community voice by regularly sharing CM stories and impact narratives across communications platforms.

5. Ensure all priority internal and external communications are delivered bilingually to actively engage more migrant communities as well as local volunteers.