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The voluntary and community sector has become an increasingly critical force in UK resilience, according to the latest impact report from the Voluntary and Community Sector Emergencies Partnership (VCSEP), which points to rising demand for coordination, clearer insight and stronger cross-sector relationships.
Covering 2025/26, the report, Shared Strength: Clarity, Confidence & Connection in a Turbulent Year, sets out how the partnership has expanded its reach and influence at a time when emergency services, local authorities and communities are facing what it describes as “compound pressures” from global instability, climate shocks and social division.
At the centre of its findings is a shift in how resilience is understood, away from a system led solely by statutory responders, towards one where voluntary, community and faith organisations are seen as essential partners in preparedness, response and recovery.
Robyn Knox MBE, director of the partnership, said the past year had reinforced the importance of trusted relationships across the system. She noted that organisations are operating under “extreme strain”, making connection and shared understanding more than a ‘nice to have’.
“The organisations people trust really matter. We have invested in their connection, credibility and support as one of the most practical ways to protect resilience.”
Robyn Knox MBE
Growing reach despite pressure on capacity
The report highlights a significant increase in engagement, despite partners having less time and capacity to participate. Over the past year, 1,172 individuals from 545 organisations engaged directly with the partnership, with both figures up sharply on the previous year.
This activity ranged from network calls and training sessions to one-to-one support and involvement in Local Resilience Forum (LRF) work, reflecting what the report describes as a “network of networks” approach.
Overall satisfaction rose to 91%, up from 78% the previous year, with feedback suggesting that the partnership’s role is becoming embedded in day-to-day resilience practice rather than being seen as a standalone intervention.
Making sense of complexity
A key theme running through the report is the partnership’s role in helping organisations navigate an increasingly complex resilience landscape. More than two-thirds of partners (68%) said the partnership provided information they could not access elsewhere, while 78% said its insights directly informed their actions.
Rather than simply sharing information, the report argues that the value lies in making it usable by translating policy, connecting organisations and reducing duplication. Knox described this as helping partners “move through the system with confidence”, whether by linking them to the right contacts, clarifying structures or bringing voluntary sector experience into national discussions.
That work has also extended into central government. The partnership contributed to national resilience conversations led by bodies including the Cabinet Office and supported guidance to help officials better understand and access voluntary sector capabilities during major incidents.
Building confidence to act
Alongside clarity, the report identifies growing confidence across the sector. More than half of partners (56%) said they had taken action to improve planning for those most at risk in emergencies, while 83% reported a better understanding of the needs of vulnerable communities.
The partnership has also expanded its training offer, including a “train-the-trainer” model designed to help organisations run their own exercises. This approach is intended to spread capability more widely rather than concentrating expertise in a small number of specialist organisations.
Strengthening connections across the system
The report shows that 87% of partners feel better connected to organisations and people who can support them during an emergency. There are also signs of improving relationships across sectors, including between voluntary organisations, local authorities and emergency services, though engagement with LRFs remains more variable.
The partnership’s role bringing together agencies that would not normally interact is seen as central to this progress. It has also helped amplify the voice of the voluntary sector in national resilience discussions, with 77% of partners saying it effectively represents their interests.
Influencing system change
Beyond operational support, the report points to growing influence at a strategic level. The partnership has contributed evidence and insight to parliamentary discussions, including sessions in the House of Lords, and is increasingly being asked to inform government thinking on resilience policy and public preparedness. At the same time, it is working to shift how the voluntary sector engages with resilience, encouraging more organisations to take on leadership roles within local structures.
This dual focus of influencing government while strengthening the sector itself is presented as essential to achieving what the report describes as a “whole-of-society” approach.
“We’ve moved away from trying to prepare for everything and focused more on enabling partners and communities to be ready for anything.”
Robyn Knox MBE
Lessons for the future
The report concludes with a set of lessons it says the system “cannot ignore”.
Among them is the idea that connection should be treated as core infrastructure, not an optional extra, that social division and mistrust represent a growing risk to resilience, and that communities must move from being consulted to actively co-producing solutions.
It also highlights the importance of speed and trusted communication, warning that delays in sharing information can have significant consequences during fast-moving incidents.
The partnership is expected to play a role in shaping a potential national public preparedness campaign being considered by government, with a focus on ensuring communities help shape the messages they are asked to act on.
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