Strengthening Our Impact: Looking Back, Planning Ahead
In 2026, the Smallwood Trust will mark its 140th year and so we are keen to recognise the progress made, the challenges still to be addressed, and the responsibility we hold to keep evolving in order to tackle gendered poverty.
Our work has always been shaped by the changing social and economic challenges for women. That continues today, as we look ahead with a renewed focus on relevance, sustainability, and impact.
A Legacy of Practical Support
Our story began in 1886 when Edith Smallwood established what was then called the Society for the Assistance of Ladies in Reduced Circumstances. Her aim was straightforward: to provide financial support to women with limited means at a time when little formal help was available.
For much of the 20th century, the Trust focused much of its work on individual grant-giving. However, by the early 2000s, there was growing recognition that our approach needed to change. This prompted a shift toward clearer direction and more intentional impact.
The Past Nine Years: Transforming with Purpose
Since 2016, Smallwood has moved through a period of focused transformation. Governance structures were modernised, a new Chief Executive was appointed, and our mission was redefined: to enable women to be financially resilient.
We shifted from awarding grants directly from our headquarters in Malvern to funding 28 community-based partnerships across England. These local partners combine financial support with wraparound services, helping to ensure that grants reach women in a way that’s timely, respectful, and effective.
We also responded quickly to major national challenges — from the COVID-19 pandemic to the cost of living crisis — securing over £13 million in external funding to extend our reach. Alongside this, we’ve supported place-based systems change in areas like Coventry, Birmingham, Manchester and Middlesbrough, working to address the deeper, structural causes of gendered poverty.
In total, nearly £26 million has been awarded over the past nine years — built on collaboration, evaluation, and a clear commitment to learning and progress.
Looking Ahead: Building on What Works
This year, we’ve extended our strategic plan by one year to allow space for reflection, planning, and transition.
We are recruiting new trustees and planning for leadership succession. We’re reviewing what’s worked, what could be strengthened, and where we should go next. Our place-based approach continues to develop, and we remain focused on ensuring our funding is both effective and sustainable.
The work ahead is significant, but so is our commitment to it. As always, we will move forward by learning, sharing, and adapting—staying true to our purpose while evolving to meet the realities of the present.
We know our next chapter matters just as much as our first—and over the next six months we will be focused on shaping our strategic approach with care and clarity to ensure we’re successful in our mission of enabling women to be financially resilient.
