The Compass Board met on July 28th 2026 for a hybrid meeting.  It focused on Compass’ strategy, our political positioning, a reflection on Change:NOW! and the recent Membership Convention. It also included a report-back on last year’s financial report. A full summary of each section is below.

Check-in

The meeting opened with a round of personal and political check-ins. Board members reflected on the changing political context following the formation of the new government, expressing a mixture of optimism about Compass’ strengthened position and concern about early government decisions, particularly around appointments, constitutional reform and Gaza.

The minutes from the previous Board meeting were approved without amendment.

Report back from Change:NOW!

Change:NOW! was seen as a significant success, generating considerable energy and optimism and strengthening Compass’ role as a convener across the progressive movement.

The Board particularly welcomed the diversity of speakers and attendees and the contribution of volunteers and Board members. Feedback was strongly positive, with many attendees expressing an interest in returning to future Compass events.

Areas for improvement included:

• Reducing the number of speakers in some sessions to allow greater audience participation.
• Creating more structured opportunities to discuss political tactics.
• Increasing audience participation in breakout sessions.
• Developing a more proactive media strategy around future flagship events to maximise external impact.

Although the event made a modest financial loss, the Board agreed that its strategic value substantially outweighed the financial cost.

Members’ Convention and member feedback on Burnham and Compass strategy

The Members’ Convention was designed as an ideas-gathering exercise to inform Compass’ wider strategy. The full report from the convention can be found here.

Members identified three broad priorities:

1. Democratic renewal and electoral reform.
2. Reducing political tribalism and building progressive cooperation.
3. Tackling wealth and taxation and expanding democratic ownership.

The exercise demonstrated that members understood the need to prioritise rather than pursue every possible policy area, and helped create a stronger sense of shared purpose.

Members remained cautiously optimistic about the new government but raised concerns about government appointments, Gaza, the lack of movement on proportional representation and the pace of constitutional reform. There was also a sense among members that patience with the government was wearing thin.

The Board discussed whether Compass should engage more publicly on Gaza and Israel. There was agreement that the issue is increasingly important to members and progressives, and that Compass could add value by convening thoughtful cross-party discussion about international issues and their implications for pluralism and community relations in the UK. Any intervention would need to be carefully framed around Compass’ values.

Finances and Budget

Compass remains in a strong financial position, following strong performance during the previous financial year and continued positive performance in the first quarter of the new financial year.

Membership is at its highest recorded level, with average member donations also increasing. However, the Board recognised that recent financial strength has relied significantly on major donors and agreed that expanding recurring membership income should remain a strategic priority.

Strategy Discussion

The Board recognised that Compass is in a significantly stronger organisational position, with stronger finances, growing membership, greater public profile and increased influence within progressive politics.

At the same time, the changing political environment means Compass needs to carefully balance:

• Constructive engagement with the Labour government.
• Independent challenge.
• Movement-building.
• Fundraising considerations.

Short-term political strategy

The Board agreed that Compass should continue to apply constructive pressure to the Labour government rather than simply oppose it.

Immediate priorities include:

• Beginning a National Commission on Electoral Reform.
• Pressing for commitments around Thames Water and Special Administration.
• Challenging adherence to fiscal rules and questioning how new spending commitments will be funded.
• Challenging the government’s wider economic settlement and assumptions.

The forthcoming electoral reform announcements were identified as a potential organising moment, supported by ideas-work and communications to members.

Long-term political strategy

The Board discussed Compass’ longer-term role in reshaping politics rather than simply responding to day-to-day events.

Key areas included:

• Challenging neoliberalism as Labour’s governing framework.
• Developing an alternative economic narrative centred on equality, security and democratic renewal.
• Building pressure from Labour’s left while maintaining constructive relationships.
• Working with trade unions, civil society organisations and progressive movements.

There was agreement that Compass needs to articulate a compelling longer-term positive vision, alongside its campaigning and political pressure.

Progressive alliances

The Board discussed the importance of building relationships between progressive parties well ahead of the next General Election.

Future electoral arrangements remain uncertain and may depend heavily on the political circumstances at the time. However, the Board agreed that developing trust and relationships now would be valuable regardless of the eventual electoral context.

Council for a Progressive Majority

The proposed Council generated significant discussion.

Potential benefits included building relationships across progressive politics, developing the idea that a progressive majority already exists and laying foundations for future cooperation.

Concerns included the name potentially sounding exclusive or dated, the risk of the project appearing overly top-down, and a lack of clarity about its eventual purpose.

The Board agreed that further development work was needed before the October meeting.

Local groups

The Board discussed investment in local organising ahead of the next General Election.

Active local groups could strengthen membership, increase Compass’ legitimacy outside London, build local progressive relationships and provide foundations for future campaigns.

Questions remain around cost-effectiveness, the balance between long-term organising and short-term digital mobilisation during elections, and where investment should be prioritised.

The team will review existing local group activity and report back to the Board, with further consideration to be given to the potential for increased investment in local organising.