At Action West London (AWL), we have always prided ourselves on being at the forefront of the fight against poverty and social exclusion. Our mission is deeply rooted in providing employability services, especially job brokerage, to those furthest from the labour market, often within Black, Asian, and Minority Ethnic (BAME) communities. As an anti-poverty charity operating in one of the most dynamic yet challenging environments—West London—we have consistently adapted to meet the evolving needs of our community. However, the challenges we face today, compounded by future uncertainties, are unlike any we have encountered before.
Rising Demand for Services Amidst Economic Uncertainty
The demand for our services has never been greater. The cost of living crisis, exacerbated by soaring housing costs in London, has pushed more individuals and families into precarious situations. For many, the difference between stability and poverty is a matter of a few missed salary payments. The safety nets that once existed are fraying, and the role of charities like AWL has become more critical than ever.
Our job brokerage services, designed to help the hardest-to-reach individuals—those furthest from the labor market—are under significant pressure. The need for occupationally relevant short courses is rising as people seek to upskill quickly to meet the demands of a rapidly changing job market. Yet, the resources available to us are shrinking. The short-term nature of grants and Payment by Results (PBR) contracts makes it difficult to plan for the long term. These funding structures, while intended to incentivize performance, often leave us in a perpetual cycle of financial uncertainty, unable to guarantee the continuity of our services.
The Challenge of Financial Sustainability
Financial sustainability is one of our most pressing concerns. Grants that once provided stable support are becoming increasingly competitive and often come with strings attached that limit our flexibility. PBR contracts, while well-intentioned, place a heavy burden on charities like ours, requiring us to front-load investment without the certainty of sufficient returns. This model can be particularly challenging when working with those furthest from the labour market, as the journey to employment for these individuals is often long and complex.
The cost of living crisis adds another layer of difficulty. In London, the housing sector is a significant contributor to this crisis. High rents and the scarcity of affordable housing mean that even those in work struggle to make ends meet. This reality is starkly felt by the communities we serve, where the barriers to employment are compounded by the threat of homelessness or housing instability. As a charity, we must stretch our resources even further to address these interconnected issues, often stepping into roles that were traditionally the domain of the public sector.
Volunteer Retention in a Challenging Environment
Volunteers have always been the lifeblood of AWL. Their passion, commitment, and local knowledge are invaluable in delivering our services. However, volunteer retention is becoming increasingly challenging. The same cost of living pressures that affect our service users also impact our volunteers. Many are finding it harder to give their time when they are struggling with their own financial concerns.
Moreover, the changing nature of work and the rise of the gig economy mean that people have less predictable schedules, making it harder for them to commit to regular volunteer hours. We must find new ways to engage and support our volunteers, ensuring that they feel valued and able to contribute without compromising their own well-being.
Looking to the Future: Technological Disruption and Emerging Risks
While we navigate these immediate challenges, we must also look over the horizon to identify and prepare for future risks. The onset of advanced technologies, including automation and large language models (LLMs), poses a significant threat to the job market, particularly for entry-level positions. As technology continues to evolve, we risk seeing a reduction in the availability of these jobs, which have traditionally provided a pathway out of poverty for many.
For the communities we serve, who already face significant barriers to employment, the prospect of technological displacement is daunting. It is essential that we anticipate these changes and adapt our services accordingly. This may involve focusing more on digital literacy, advocating for policies that protect vulnerable workers, and working closely with employers to ensure that new technologies are implemented in ways that do not disproportionately harm those already at a disadvantage.
Moreover, large language models and other forms of AI are beginning to change the nature of professional services, which are often better paid and traditionally seen as more secure. As these technologies become more sophisticated, they could reduce the demand for human labour in fields that many of our service users aspire to enter. We must ensure that our training programs are forward-looking, equipping people with the skills needed not just for today’s job market, but for the job market of the future.
Conclusion: A Call to Action
The challenges we face are complex and multifaceted, but they are not insurmountable. At Action West London, we are committed to continuing our vital work, supporting those who need it most, and adapting to meet the challenges of the future. However, we cannot do this alone. We call on our partners, funders, and the wider community to join us in this effort. Together, we can build a future where everyone, regardless of their background or circumstances, has the opportunity to succeed.
Gary Buckley
CEO Action West London
For more information about Action West London email info@actionwestlondon.co.uk