Nhung Phung

Ripples Story: “Creating Opportunities”

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In this article, Emma Pears, Founder & CEO of SELFA, explains how she creates opportunities for people to do great things. For Emma, inclusive leadership is about creating an environment where people feel safe to do their best work.

It took me a long time to see myself as a leader. Traditional models of leadership weren’t really something I identified with: those that told a narrative that people born into strong families of leaders are also destined to be leaders or that leaders are people who outline tasks and goals to their team and tell them how to achieve them.

I see myself more often as an inclusive leader who creates opportunities for people to do great things. It’s not about dictating, sending down orders, or micromanaging. It’s about creating an environment where people come in and really want to do their best work.

At SELFA Children’s Charity, our vision is a community where children and young people are celebrated and know they belong. I feel that if we celebrated each other more as a society, the world would be a better place! That, to me, is what inclusive leadership is all about—celebrating others and creating cultures where people feel safe to be responsible for their actions.

Very rarely do I feel like I need to lead from the front; one of the few times was during the global pandemic in 2020. People were looking to me for answers in a very scary world, and I needed to give them the safety and security that I was there for them as a leader. Even though I did not have all the answers, I showed that it was OK to be a vulnerable leader who would ensure that we got through those difficult times together.

However, most of the time, I lead from behind and let the SELFA team, our children, and young people get on with it. I honestly believe that is why our team is so strong.

When people come into our organisation, they often don’t know who the CEO is immediately because we are all celebrated as leaders and trusted to do our jobs. We are here to serve our children and young people, help amplify their needs, and support them in finding solutions to the issues they face.

Above: Emma with two young SELFA clients

Relationships are at the centre of everything I do, so the most important thing I do as a leader is to connect with other people and build a foundation of trust. Before people decide whether they want to put their trust in SELFA, they first decide what they think of me. They judge me—they think, “Can I trust this person?”

Lived experience leadership

I also think my lived experience is a really important part of who I am as an inclusive leader. Whether it is as the mother of a child with mental health support needs, the daughter of an alcoholic, or a single mum for nearly a decade, all of these have been great roles in which I’ve practised the traits of inclusive leadership. It helps me advocate for children and young people who have also faced similar experiences and support them to become inclusive leaders within our community.

I still make mistakes pretty much every day! These days, I question my ideas rather than who I am. I am comfortable saying things like, “I’m sorry I didn’t see it that way; you’ve made me change my mind.” I try to de-stigmatise failure by stating up front that it’s OK to get things wrong, and I use language like, “This is the messy part where learning takes place,” rather than finding blame for “mistakes.”

I admit that I don’t have all the answers, and I ask other people to help me come up with them. By asking open questions, I actively listen to understand rather than respond.

The best legacy I can leave as an inclusive leader is when children and young people exercise authority over themselves and others; developing their leadership skills is at the heart of everything I do.

Ripples Story: “Social Benefits of Leadership”

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In this article, Abdul Hai OBE, Director of Community Relations and Public Affairs at LabTech, shares powerful insights on inclusive leadership and its role in building stronger, more equitable communities, drawing from his extensive knowledge and experience across the Voluntary and Community Sector (VCS), local government, and the corporate world.

What Does Inclusive Leadership Mean to Me?

To me, inclusive leadership means connecting with people and communities while remaining open to opportunities. It involves uniting individuals around a shared vision whenever possible and making decisions based on data, facts, and lived experiences rather than relying on instincts or conscious and unconscious biases. Such biases often lead to missed opportunities for meaningful change.

I believe that the essential traits of an inclusive leader include humility, an open mindset, curiosity, adaptability, courage, and empathy. Inclusive leaders inspire, challenge, and lead by example, creating momentum and bringing people along on the journey for change.

Inclusion goes beyond diversity and equality; equity must also be considered when it is the right course of action. A conducive environment allows individuals and teams to flourish and grow together, fostering autonomy, openness to dissenting opinions, and a sense of fulfilment.

Does Inclusive Leadership Matter?

Absolutely. Inclusive leadership matters because it ensures everyone’s knowledge, skills, and experiences are valued, utilised, and embraced. Together, we achieve more than we do individually.

Inclusive Leadership in action

When I first learned about the spread of COVID-19 across London and the UK, I realised that my role as a community leader and lead councillor would be essential in supporting local communities and helping to save lives in the London Borough of Camden. It soon became clear that the virus disproportionately impacted residents from Black, Asian, and other ethnic backgrounds.

In March 2020, my brother tested positive for COVID-19, and my elderly mother exhibited symptoms. I shared the pain that many families across the UK experienced due to the inability to visit loved ones.

COVID-19 exposed deep structural inequalities in the UK. Recognising the need for urgent action, I worked with the Director of Public Health for the London Boroughs of Camden and Islington to establish a working group. We implemented a six-week programme to review the disease’s disproportionate impact on ethnic minority communities. Our goal was to quickly gather evidence and take immediate action to protect residents while developing a long-term call to action for substantive change. We explored a wide range of issues, including health and employment, and sought to understand the underlying factors better.

In August 2020, we launched the “Building Equal Foundations” report, which presented our findings and outlined a plan of action to tackle racial inequalities in Camden. The report reflects input from councillors, senior officers, health practitioners, schools, young people, and community members. The Local Government Association (LGA) recognised the work as good practice. I chaired a cross-party Race and Equality Working Sub-Group to hold the Council and its partners accountable for implementing the report’s recommendations.

Above: Abdul with Mayor of London, Sadiq Khan

In 2017, Camden experienced a surge in knife crime, becoming the highest in London. Deeply concerned by this trend, we believed a community-led response was necessary. I co-chaired the Camden Youth Safety Taskforce (2017-2023) with Keir Starmer, then the local MP, to investigate the causes of youth violence in the borough and develop a coordinated response. We brought together schools, Public Health, businesses, the police, young people, and community groups with the desire to improve youth safety. We firmly believe that no young person should feel unsafe in their community. However, what became clear to us while leading this work is that for some young people, fear of crime and violence has become a daily reality. Our goal was to change that.

In 2018, Camden’s Youth Safety Steering Group was established to oversee and deliver the 17 recommendations made in the Youth Safety Taskforce Report. These recommendations aimed to reduce youth violence and keep young people safe by adopting a public health approach. By proactively engaging with at-risk youth, collaborating with the police, and providing trauma-informed support in schools, youth clubs, and on the streets, we have delivered significant reductions in knife crime in Camden.

The Mayor of London has invested £3 million across the city to implement the Engage Youth diversion programme developed by the Taskforce. This programme supports young people in police custody through youth workers and health practitioners. Additionally, the government has pledged £100 million towards the Young Futures programme, designed to tackle knife crime based on the Youth Safety Taskforce model.

Ultimately, inclusive leadership is not about mere words – it is about driving forward the change needed to deliver our desired outcomes.

Launching Long-term Investment in Sunderland’s Social Sector

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The Rank Foundation is pleased to announce a major long-term investment in Sunderland.

With a commitment of £1.5 million, and additional funding to be secured, our Sunderland Place-based Programme will support the city’s social sector over the next three years (2024-2027) by:

  • Boosting the impact of five anchor organisations 
  • Leadership and social enterprise support training for future social sector leaders 
  • Access to funding in open, micro, and repayable grants

At the launch event held in local landmark Hylton Castle, Cllr Michael Mordey, Leader of Sunderland City Council said:

“The Rank Foundation is not just investing in projects, it’s investing in the future of Sunderland. As we look ahead, there is much to be hopeful about. Sunderland is a city that is continually evolving, creating more and more opportunities, for its residents, and rising to meet the new challenges with the sincere determination that’s always defined it. 

All of the successes and development in recent years have been down to productive partnerships by like-minded people and organisations coming together, sharing and working hard to achieve the same aims and ambitions. And we are proud to count the Rank Foundation as a key partner in that journey.”

Why Sunderland?

Sunderland has a rich industrial heritage. Once a Northeastern powerhouse of shipbuilding and coal mining, like many former industrial areas Sunderland has undergone significant economic changes in recent years.

Despite challenges Sunderland is brimming with opportunity, attracting new industries like film production, e-sports and construction innovation. Rank chose to invest in Sunderland because it is a city in transformation, with a strong community identity and collaborative statutory leadership.

Having spent time getting to know local voluntary sector leaders, it’s clear the sector can play a crucial role in community-centred regeneration.

A place-based approach: so much more than money

Rank’s place-based approach is at the heart of this initiative. No place is the same, so no place-based programme is the same. But just like our investments in Hull, Dundee and Plymouth, the Sunderland Place-based Programme will build on existing strengths in the city.

We’re committed to supporting social sector organisations that know Sunderland best, helping to build capacity and resilience in the voluntary, community and social enterprise sectors (VCSE).

We will collaborate with strategic partners, including local government, funding bodies, and community leaders, to leverage the local resources and opportunities for sustainable development in Sunderland.

With the support of Jen McKevitt, Rank’s Place-based Associate for Sunderland, we will focus on developing community infrastructure by increasing the resilience of voluntary organisations, and enabling them to create pathways for residents to access new economic opportunities in the city.

We’ll start by working with five community anchor organisations:

Each organisation is deeply embedded in Sunderland’s local communities. They will work together, share knowledge and specialisms, and develop a unique city-wide social enterprise collaboration.​

Long-term Vision

The Sunderland Place-based Programme will offer microgrants, repayable grants, and leadership training bursaries but our investment is not just about financial support.

It is about creating a sustainable future for Sunderland by getting alongside local leaders, community groups, and residents during the city’s transformation. The goal is to ensure that Sunderland’s voluntary sector can play a central role in the city’s regeneration, connecting people to new jobs and creating a stronger, more resilient and enterprising VCSE.

Rank’s Associate, Jen McKevitt said:

“This programme represents a significant step forward for Sunderland’s social sector. We believe that by investing in the organisations that know the city best, we can help to unlock Sunderland’s potential and build a brighter future for its residents.”

For more information about The Rank Foundation’s place-based approach and its work in Sunderland, contact Jen at: contactus@rankfoundation.com.

View the full album from the launch event:

Blog Post: “On the ground in Plymouth – Creating ripples of change through repayable grants”

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Blog post by Nhung Phung, Communications and Impact Officer, The Rank Foundation

Plymouth, known for its maritime history and vibrant communities, is home to a network of innovative social enterprises that are transforming local life. Last week, I had the privilege of travelling to this beautiful coastal city, where I joined Phil (our Associate Director for Plymouth) and Caroline (our Deputy CEO) to meet some of the remarkable organisations supported through our repayable grants programme. By leveraging the programme’s favourable loan conditions, these organisations are tackling social, environmental, and economic issues head-on to create ripples of impact in their communities.  

Our Rank Network is thriving in Plymouth. What struck me most during this visit was the city’s strong sense of community. The friendliness and passion for making a difference were palpable at every organisation we visited: Trevi, Pollenize CIC, Nudge Community Builders, and Four Greens Community Trust.  

Trevi: A lifeline for vulnerable women and children 

Our first stop was Trevi, a women’s charity that provides safe spaces for women and their children to recover from trauma, particularly those affected by domestic violence, substance misuse, and mental health challenges.  

The first thing that caught my eye was the vibrant atmosphere of Trevi’s office, known as the Sunflower Centre. Decorated with cheerful sunflower motifs, the space was as bright and welcoming as the staff who greeted us. Hayley, Victoria, and Laura made us feel right at home with their genuine warmth and enthusiasm. 

Trevi received £65,000 from our repayable grants programme to help purchase Blossom House, a key part of their strategy to create a dedicated space for. This investment, along with additional funding, enabled them to buy and refurbish the property. 

Blossom House, named with the same care as Trevi’s other services like the Jasmine Mother & Child Centre, Daffodil Family Centre, and the Sunflower Women’s Centre, serves as a vital refuge where women can find rest, peace, and security while taking positive steps in their journey of recovery from trauma and abuse. Without this space, many women would be trapped in unsafe environments and face ongoing risks of domestic violence, substance misuse, and homelessness. Blossom Women’s House also offers a range of activities and interventions to help women build the skills and social connections needed to thrive in the community. 

Reflecting on their experience, Hayley emphasised how crucial the repayable grant was to their success: “Without that catalyst from Rank, we wouldn’t have achieved this level of success. The funding wasn’t just about the money; it was about the two-way relationship with Rank. The support from Rank, including bursaries, conferences, and networking opportunities, has been invaluable in helping us bloom and thrive.” 

They also highlighted the importance of local connections, which helped them secure funding smoothly and quickly. The interest-free nature of the grant alleviated some financial concerns, allowing them to focus on their mission.  

Nudge Community Builders: Breathing new life into old spaces 

Leaving Trevi’s Sunflower Centre, we visited Nudge Community Builders. We were joined by David, our CEO, and had a warm and insightful conversation with Wendy, Nudge’s co-founder, at their base, ‘The Plot’. 

Nudge’s mission is simple yet powerful: “empty buildings are not okay, they need a little Nudge.” Their goal is to breathe life into these neglected spaces and turn them into thriving community hubs. Since 2017, Nudge has been working hard to transform Union Street, once filled with derelict properties, into a space the community can be proud of.  

Wendy showed us one of their key achievements that holds deep historical significance for the local community: The Millennium Building. She explained that this landmark project was made possible thanks to a £285,000 repayable grant from Rank. There’s something poetic about the fact that this former cinema was once the Top Rank Entertainment Centre in the 1960s. The connection to Rank adds a layer of history and purpose to the project, as the building comes full circle, once again becoming a space for the community. When we arrived, a band was already there rehearsing for their upcoming performance at London’s Notting Hill Carnival.  

Nudge’s success here is not just about bricks and mortar—it’s about giving people a place where they can gather, work, and enjoy moments together. They’ve already hosted events, student tours, and even music video shoots in the space. “It’s early days, but the impact is already showing,” Wendy said.  

Wendy was keen to emphasise how critical this funding has been for their growth. “Rank has been brilliant. They’ve given us flexibility, trust, and the ability to take risks. The 0% interest repayable grant has allowed us to focus on our mission without the burden of traditional financing.” 

Another exciting project we toured was Club 103, an iconic building that had been in disrepair for years. The space is being restored and will be used by local organisations working with young people, along with an indoor urban farm that will create food, training opportunities, and local jobs. The other half of the building will be housing for young people. “It’s going to take time, but we knew we had to do something,” Wendy said, “because buildings like these hold so many memories and can offer so much opportunity.” 

At the heart of Nudge’s work is the belief that small actions can lead to big change. Their projects aren’t just about developing buildings but about creating lasting social, economic, and cultural ripples across Plymouth.  

As we left, Wendy reflected on their partnership with Rank, saying, “The beauty of working with Rank is the trust. We listen, we share, and together, we’re making a huge difference.” 

Pollenize CIC: Leading the way in pollinator conservation 

Our third visit took us to Pollenize CIC, where we met Owen, co-founder of this pioneering social enterprise. Pollenize is on a mission to save pollinators—like bees, moths, and butterflies—through community-led conservation and cutting-edge technology. With a repayable grant of £18,000 from Rank, Pollenize has been able to increase its capacity and deepen its impact in preserving pollinator habitats and educating the community about their crucial role in the environment. 

“What we do is relatively unique,” Owen shared. “From the start, we could see there was more value in keeping bees than just for their honey. We now see the future role of beekeepers as scientists and the gatekeepers of bee knowledge.” 

Pollenize’s mission has evolved to harness the power of both community action and scientific research. With partnerships across academia and the use of AI technology, they are developing new ways to monitor and protect pollinators. For example, they’ve launched an AI-powered tool called Floradex, which helps landowners and businesses create pollinator-friendly habitats by analysing their land’s potential. 

Owen showed us their newest innovation, the Nest Sweeper, a game-changer in the fight against the invasive Asian hornet. He also gifted us one of Pollenize’s flagship products, their native wildflower seed packets, designed to help restore pollinator habitats. Community members can take part in a citizen science project by logging their planting efforts on Pollenize’s interactive rewilding map. Through this, Pollenize is encouraging local communities to plant wildflowers and create thriving mini-meadows across Plymouth. 

“We’re part of the bigger picture,” Owen said. “Through conservation, education, and community engagement, we can make small behaviour changes that benefit the environment on a large scale.” 

Since receiving the grant, Owen and Matthew used the investment to dedicate more time to the organisation. The grant has also allowed them to purchase more seeds, further expanding their wildflower planting efforts. Pollenize has also secured an additional £33,000 in income through collaborations and partnerships. They’ve distributed over 1,400 seed packets and planted 2,000 square metres of wildflower meadow in Plymouth alone. 

Despite their growth, there is still more work to do. “I want to grow our team, but it’s difficult at the moment,” Owen admitted. “We need more capacity building to keep up with the demand for our products and the potential of our research.”  

“The trust in us that has been shown is very important,” Owen said, reflecting on their partnership with Rank. “This repayable grant encourages us to keep developing our social enterprise model.” 

With their innovative solutions and strong community engagement, Pollenize is well on its way to becoming a leader in pollinator conservation. Their journey, which started with a love of local honey, has grown into something far more impactful. 

Four Greens Community Trust: A van driving community change 

Our final stop was at Four Greens Community Trust (FGCT), where we had the pleasure of chatting with Mark, the CEO. Mark’s warm and friendly welcome made the visit feel more like catching up with an old friend than a formal meeting. He shared with us the amazing work FGCT does to uplift the local community, tackling issues like poverty, social isolation, and health inequalities. 

FGCT is driven by a powerful vision: to eradicate poverty and inequality within their community. Their mission is to work with local partners to offer services and opportunities that promote economic regeneration. What really stands out is their commitment to making sure everyone in the community benefits, with a particular focus on young people, the elderly, people with disabilities, and minority groups. 

A central theme of our conversation was the importance of their new pizza and catering van, made possible by a £60,000 repayable grant from Rank. Partnering with Plymouth Argyle Community Trust (PACT), FGCT has launched a pizza and food catering van. This isn’t just any food truck—this van is staffed by young people who’ll get hands-on experience in the catering business, learning valuable skills while earning an income. Mark described it as “more than just selling pizza. It’s about social interaction and giving young people a real chance to learn and grow.” As he said, “The van is just the beginning. It’s a catalyst for something much bigger.” 

The repayable grant programme gave FGCT the flexibility they needed to launch this project, which would have been impossible through a traditional bank loan. “We found the timing perfect,” Mark said, “and the relationship we’ve built with Rank has been key. Their support is what made this happen.” 

Mark also highlighted the ethical side of the grant. The focus isn’t just on financial return but on creating real community impact. FGCT hopes to pay back the grant while continuing to make a difference, especially for those struggling with food poverty, mental health challenges, and isolation. Through their work at the community centre, café, and garden projects, they offer support in many areas, from financial advice to food bank access. 

Reflecting on the collaboration, Mark described Rank as the catalyst for all this positive change. “We wouldn’t have gotten here without Rank,” he said, “and this partnership is making a big difference, not just for us but for other organisations in Plymouth too.” 

With FGCT’s strong community focus and the support of partners, it’s clear they’re on a path to achieving their mission of eradicating poverty and isolation, one project at a time. 

Final thought 

For me, this trip was more than just a series of meetings—it was a reminder of why we do what we do. It was amazing and inspiring to see how each organisation we visited is driving real, tangible change in the communities they cherish.  

What I took away from this experience is the importance of relationships—whether that’s between foundations like ours and the people we fund, or between the social enterprises and the communities they serve. It’s clear that the repayable grants programme does more than provide financial support. It enables these organisations to thrive, grow, and continue making a difference. And by repaying their grants, they are also creating opportunities for other organisations in Plymouth. I feel truly honoured to have witnessed this firsthand. 

Get in touch

Nhung Phung

Nhung Phung | LinkedIn

Blog Post: “Celebrating One Year of Collaboration and Growth in our Coworking Space”  

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In this blog post, The Rank Foundation’s Assistant Director of Operations, Sonia Talsi reflects on the journey of our coworking space – from an empty building to a thriving hub for social sector organisations. Sonia also outlines our plans to continue supporting collaboration and growth within our community. 

It is hard to believe that a year has passed since we opened the doors of our coworking space at Garden Walk, in London’s Shoreditch.  

What started as a disused building has transformed into a vibrant, inclusive hub where social sector organisations come together to work, connect, and create lasting impact.  

Quality Coworking Space for the Social Sector 

The 6,200 sq ft workspace had a high-end refurb, with a range of useful amenities, all the latest tech, and a stylish kitchen. Spanning two floors, it’s fully accessible and staffed by our friendly on-site team. 

Inspired by our founder, Lord Rank’s enterprising spirit, we are driven to use our resources and capacity to create more social good. By establishing Garden Walk as our own social enterprise, we have not only created a space where social sector peers thrive but have also experienced firsthand what social enterprise can be. 

What Next? 

After a successful first year, I am excited to share some of our latest offers available to our social sector peers. To celebrate our one-year anniversary, we are offering: 

  • 50% off hot desks from 1st September 2024 until 31st October 2024.  
  • A Flex Trial Day, where organisations can try out our space free of charge. 
  • Discounted Hot Desk Bundles and Desk Memberships. 
  • 50% off our meeting rooms on Fridays—perfect for your next team meeting or workshop. 

Get to know more about our current offers. 

We know there is always room for improvement. Our users love our phone booths and have asked for more, so we are on it!  

Following the success of our Coffee Mornings and Share & Connect events, users also asked for more community activities. We are pleased to say we are planning even more activities in the coming months to foster deeper connections and collaboration among our users. 

From Good to Great 

Our coworking space is part of our strategy to transform the Rank Network from good to great. We knew that to support the incredible work being done across the Network, we needed to offer more than just a workspace. We wanted to build a community—a place where collaboration happens naturally, ideas flow freely, and every organisation feels supported. 

Garden Walk was designed with this in mind. We believe that social sector peers deserve a great place to work, with opportunities to collaborate and take a breather in a safe, quality, and welcoming environment. Whether you need a permanent workspace, occasional desk space, or a meeting room, we have flexible options that allow you to focus your resources on social impact, not sky-high rents. 

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Over the past year, we have been thrilled to see this vision come to life. Our coworking space has welcomed a diverse group of tenants, including: 

Each of them brings something unique to our coworking space, and together, we have created an environment that is all about working, learning from each other, supporting each other, and growing together. 

The feedback from our users has been overwhelmingly positive about the cleanliness, the quality of our facilities, noise levels, amenities and services, and the warm, welcoming atmosphere we have worked hard to cultivate. Here is what some of our community had to say: 

“I really value the coworking space. It has significantly impacted my experience of work and made me much more productive and happier. I really appreciate how much you care about making the space a good place to work and I’m very thankful.” 

“I really like the environment and the welcoming way in which we can move around, and the facilities offered. The free fruit and access to good quality tea and coffee is much appreciated.” 

Looking back, it is amazing to see how far we have come since August 2023. We’ve reached nearly 80% capacity and have been delighted to support the Rank Prize Fund, CTVC, our programme participants, and other social sector organisations by providing them meeting space throughout the year. 

As we celebrate this milestone, we want to thank everyone who has been part of this journey. Garden Walk is not just a workspace; it is a community where social sector organisations can thrive together. We are excited for what the future holds as we continue to grow, learn, and support one another. 

If you would like to find out more or arrange a tour of Garden Walk, please do not hesitate to reach out us at booking@rankfoundation.com, and a member of our friendly team will be in touch soon. 

Get in touch

Sonia Talsi

Sonia Talsi | LinkedIn

Learning from Plymouth Repayable Grants Programme

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Reflections by Caroline Broadhurst, Deputy Chief Executive, The Rank Foundation

Following the publication of a report by Gareth Hart at Iridescent Ideas CIC, Caroline Broadhurst shares insights from our Repayable Grants Programme in Plymouth.

At The Rank Foundation, our commitment to place-based funding has taught us lots over the years. Plymouth is a prime example of how targeted investment in specific places can drive community impact.

The Repayable Grants Programme is part of our broader place-based funding strategy, which we have refined over two decades.

Developing place-based funding

Our journey began in Burnley in 2001, where we responded to a crisis with a cluster of community initiatives. This initial success fuelled our belief in the potential of concentrated, place-based efforts. Over the years, we expanded this approach into Hull, Dundee and then Plymouth.

We’re opportunistic; we zero in on places with potential. Then our strategy revolves around understanding the unique characteristics and aspirations of each place, nurturing local leadership, and catalysing sustainable community development.

Investing in Plymouth

Since 2018 The Rank Foundation has committed around £5m to the coastal city Plymouth.

We chose the city because of the warm collaboration between the city’s public, private and third sector organisations and because it already had a well-established social enterprise infrastructure. It was recognised as the UK’s first Social Enterprise City in 2013.

Building on these achievements, we sought to maximise development and resourcing opportunities for social enterprises so they could collaborate more effectively to address inequalities. Since 2018 we have supported nearly fifty social enterprises and community businesses that address Plymouth’s social, economic and health challenges.

In April 2022, we launched a £220,000 repayable grant fund for Plymouth, aimed at supporting social enterprises and community businesses. This followed a prior investment in Nudge Community Builders, whose repayments helped establish the new fund.

To date, the programme has distributed over £440,000, thanks to the revolving nature of the repayments.

Learning from the Plymouth Repayable Grants Programme

Gareth Hart’s report shows that Plymouth repayable grants were dependent upon trusting relationships and flexibility. They helped improve sustainability because they give recipients the security and confidence to invest in growth.

1. Trusted local relationships and knowledge

A critical success factor was the local nature of the fund. Recipients felt a strong sense of community accountability, knowing that repaying their grants would enable others in Plymouth to benefit. This created a ‘social contract’ that underscored the communal aspect of the funding​.

The presence of local advisory support, provided by partners like Real Ideas and Iridescent Ideas, was invaluable. The supportive environment they created encouraged applications and ensured tailored guidance for each organisation.

2. Flexibility and tailored support

Flexibility in repayment terms, including repayment holidays and zero percent interest, was important but not critical. The terms provided a safety net, allowing organisations to focus on growth without the immediate pressure of financial return​.

Continuous dialogue with grantees enabled us to tailor the support to their evolving needs, ensuring that the funding model remained responsive and effective. It also meant there were no surprises for us if an enterprise needed a payment holiday.

We wouldn’t have been able to do that without our local Associate, Phil Davies, and the local advisory support.

3. Sustainability and long-term impact

We developed repayable grants to encourage enterprise and to help us leave a legacy in Plymouth.

While the current financial climate has threatened the resilience of almost every organisation within our Network, our aim is to support long-term community resilience and sustainability not reliance on grants. The Repayable Grants Programme is one response to that.

The idea of a revolving fund – where former grantees ‘pay it forward’ to the next generation of social entrepreneurs – ensured that the impact of our investment can continue beyond the initial grant period.

4. Income for impact

The repayable grant model encouraged social enterprises to focus on income-generating activities.

For instance, Pollenize CIC used their grant to increase their capacity, resulting in an estimated £33,000 of additional income and expanded ecological projects across the city​. Other beneficiaries, such as Nudge Community Builders and Trevi Women, reported significant financial growth.

Trevi used the grant alongside other funding, to help purchase and refurbish a building – Blossom House – to support women recovering from trauma and abuse.

Since then, they have secured running costs of over £640,000 from The Ministry of Justice and The Home Office.

What’s next?

The Repayable Grants Programme not only supported individual social enterprises, but we’re told it has strengthened the fabric of the Plymouth social enterprise community, with the ‘pay it forward’ model.

Following feedback from funded organisations, we will explore extending eligibility beyond the Rank Network to increase the potential local impact of this type of funding. Recipients and the local advisory team have also asked us to consider performance-related repayments and leveraging additional match funding to amplify the fund’s impact.

As we continue to refine our approach, we remain committed to sharing our learning and collaborating with other funders to advance the practice of place-based investment. For those interested in exploring place-based funding further or discussing our experiences in Plymouth, I invite you to get in touch.

Get in touch

Caroline Broadhurst caroline.broadhurst@rankfoundation.com

Read the Report from Iridescent Ideas.

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