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Mission, vision and impact

Social Purpose

Vision: Annexe Communities exists to help create healthier people and healthier communities within Glasgow.

Mission: Annexe Communities works to continuously engage with local people and to maintain its position as a key provider of cost-effective, wellbeing initiatives resulting in fitter, healthier and more resilient communities within Glasgow.


Annexe Communities is a community-led organisation, working with residents to address issues affecting their health, social, cultural and economic needs. Our members, staff and volunteers are committed to the following values and principles:

  • Participation and empowerment – enabling people to have a greater say in the decisions and activities/services that affect their lives
  • Celebrating and promoting diversity – underpinned by equality of opportunity and actively addressing inequalities
  • Promoting respect, integrity and confidentiality in all aspects of working
  • Striving for the best quality and value for money in delivery of services and activities
  • Embracing change and adapting to meet the needs of communities
  • Committed to reducing our environmental impact and continually improving our environmental performance as an integral and fundamental part of our business strategy and operating systems

Annexe Communities recognises the importance of working with partners, with similar values to address issues affecting communities.

Strategic Business Objectives

  1. Cement our position as a leading provider of frontline community-led health services in partnership with other agencies, and lead the field in service innovation
  2. Establish a broader mix of income sources – increasing self-generated revenue winning public sector contracts and reducing reliance on public sector grants
  3. Develop a robust costing and pricing structure based on a full cost recovery model to generate greater profit for social benefit
  4. Maintain maximum business flexibility - learning and changing rapidly in response to the needs of communities and the volatile third sector operating environment
  5. Build, support and maintain a core group of staff with the skills, knowledge and enthusiasm to achieve our wider objectives; and retain a competent and effective board of directors


Impact & Key Facts 2020-21 (COVID-19 Pandemic)

  • 120 vulnerable residents were provided with emergency food support during lockdown
  • The healthy living centre building was open and services available for 18 weeks during non-lockdown periods
  • 138 residents accessed in-person services during non-lockdown period and 698 attendance were recorded
  • 26 residents accessed online exercise activities
  • 41 volunteers helped deliver services and activities
  • 7 volunteer directors served on the board - all living or working locally
  • Turnover was £424,396
  • Grant income from various source totalled £403,449
  • £16,399 was raised from fundraising and donations
  • 10 FTE permanent staff were employed


For comparison:

Impact & Key Facts 2019-20

  • Around 500 people used our Healthy Living Centre in Partick each week for community-based activities and services
  • Annual footfall totalled 17,000
  • 1,024 people registered and took part in health and wellbeing activities
  • 30 volunteers regularly committed between two and eight hours of their time each week
  • 6 volunteer directors served on the board - all living or working locally
  • There are 40 formal “members” of Annexe Communities
  • Turnover was £412,000
  • Grant income from various source totalled £230,000
  • £48,000 was raised from fundraising and donations
  • Hall rental and café income raised £35,000
  • 10 FTE permanent staff were employed and six sessional staff contracted