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Ymweliad Rhwydwaith Rank â Gogledd Iwerddon: Cefnogi arweinwyr lleol, adeiladu cymunedau cryfach

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Trustee James Murdoch

Recently, Rank Foundation Trustee James Murdoch travelled to Belfast to visit five organisations that are part of our Network in Northern Ireland: The Turnaround Project, Belfast Giants, The Advantage Foundation, Sailortown Regeneration Association, and WOMEN’STEC – all of which are doing vital, locally led work to improve lives in the communities they cherish.

His visit was a chance to connect with local leaders, hear directly from those delivering and benefitting from projects on the ground, and see the Foundation’s impact in action across several programmes: Time to Shine, Start Here, Profit for Good, and Cost of Living Support.

Shared purpose and real impact

Reflecting on the visit, James shared two standout moments that had a lasting impression. “At both The Turnaround Project and WOMEN’STEC, we met participants who have received support through multiple Rank programmes,” he said. “In each case, the messages were similar. What struck me was their sense of purpose, hope, camaraderie and a determination to ‘go straight’. These organisations aren’t just offering training or jobs – they’re delivering holistic support that restores confidence, direction, and dignity.”

Strategic levers in action

To James, the visit truly brought Rank’s four strategic levers – Leadership, Enterprise, Faith and Community – vividly to life.

At WOMEN’STEC, James highlighted the journey of Helen Kerr, who progressed from a Time to Shine leader to her current role as Head of Business Development and former member of Rank’s Leaders Action Group (RLAG): “Her rise is mighty impressive and a real example of leadership in action.”

At The Advantage Foundation’s Ravine project, an employability programme supporting young people facing mental health challenges through work experience in horticulture, agriculture, and conservation, James was impressed by the enterprising spirit behind their growing social business: “They’ve already launched a nursery and farm shop, with plans to expand into a café and scaled-up production.”

Sailortown Regeneration Association stood out as a project grounded in faith and community heritage, supporting both residents of Sailortown and interested visitors. Their work is centred on restoring the historic St Joseph’s Church in the Belfast Docks as a community hub, forming part of a people-led regeneration of the area.

To James, every visit highlighted the power of community. Each of the five charities is rooted in and lifting up their communities in different ways: The Turnaround Project supports ex-offenders on their journey forward; Belfast Giants offer ice hockey lessons to children in deprived areas; Ravine serves the local community through its space and shop, while supporting young people’s mental health through jobs, skills, and training. Sailortown Regeneration is focused on restoring the church in Sailortown as a community hub for all. WOMEN’STEC provides non-traditional skills to socially disadvantaged women across Northern Ireland.

The power of local leaders and the Rank Network

James noted the presence of multiple Start Here roles and Time to Shine alumni across the organisations. “Rank is proud to back these roles, offer participants ongoing support through the Rank Network, and see their growth over time.”

Each charity faces unique challenges in helping people move forward from the past, particularly within the context of Northern Ireland’s complex history. But James saw clear signs of progress. “It’s so inspiring to see the positive change each charity brings to people’s lives and their communities. I left the meaningful visit energised and full of admiration for everyone I met.”

Stori Ripples: “Buddsoddi mewn Profiad”

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In this article, Ciara Devlin, CEO of Breaking Barriers, describes how the charity works with experts with lived experience to develop effective policies, programmes, and services that are responsive to the refugee community’s needs and the challenges they face.

I first met members of Breaking Barriers’ Lived Experience Panel (LEP) in 2023 while going through the CEO role recruitment process. I was so impressed. Here was an organisation that was putting the people it serves at the forefront of its work and decision-making, truly embodying its organisational value of being ‘mission led’. Meeting the panel so early on was a really enriching experience, including those who had personally been supported by Breaking Barriers’ services.

Members of the LEP are professionals with a wealth of experience across various fields, including research, engineering, management, and law. In addition to their professional expertise, they have personal experience of the UK asylum and refugee system. They are change-makers who are hired as consultants to improve the way the organisation works and strengthen our workplace community.

We use the term lived experience to mean people from a refugee background who have first-hand experience seeking sanctuary or forced migration to the UK. The LEP ensures that Breaking Barriers can develop effective policies, programmes, and services that are responsive to the refugee community’s needs and the challenges they face.

Mission led

Refugees have so much to offer businesses—they bring new knowledge, skills, and fresh perspectives that help drive innovation. However, they are four times more likely to be unemployed than people born in the UK. So, Breaking Barriers’ mission is to support refugees into meaningful employment.

We work directly with clients from a refugee background, providing them with advice, education and training to help them navigate the unfamiliar UK job market. We also work with businesses to open job opportunities and build inclusive and equitable recruitment processes and workplaces to break down some of the barriers to employment that refugees face.

The people we work with are an incredibly diverse group with differing experiences. In 2023-24, we supported 1248 people from 79 countries who spoke more than 100 languages and were aged 18 to 50+. With such a diverse group, each with unique skills, experiences, and support needs, the LEP’s input is essential to ensure our services are effective and to strengthen Breaking Barriers’ own community.

Our Lived Experience Strategy

To practise what we preach, we strive to lower the barriers to employment for refugees within Breaking Barriers. This commitment reinforces our purpose and demonstrates our belief in the value and potential of those we serve.

We provide training and development opportunities for staff with lived experience and mental health support to ensure that they can progress into managerial roles within the organisation. Our goal is to create pathways into employment and invest in staff with lived experience, supporting their long-term growth and leadership within our team.

To be more effective as a charity, we consult people with lived experience to produce our solutions and strategies. They are uniquely positioned to advise us on how to overcome the challenges they face. This collaborative approach leads to programmes that more accurately reflect and meet the needs of the communities we support.

Engaging people with lived experience also fosters a culture of continuous learning and innovation. Their contributions help us adapt to evolving challenges and remain responsive to our clients’ needs.

The LEP’s Contribution

The LEP has significantly enriched our staff’s knowledge of our clients’ unique struggles and perspectives. It has also bolstered our team’s confidence when communicating with our partners and stakeholders about the barriers that refugees face. The LEP was established in July 2023 and is active in four of Breaking Barriers’ current locations. Crucially, this is a two-way relationship. Breaking Barriers provides the LEP with on-boarding, training, and well-being support so that members can contribute their best. Our LEP Involvement Officer closely supports them and reviews their progress in development sessions and appraisals.

Meanwhile, in the last year alone, the LEP has provided 450 hours of consultancy support, with projects including:

  • Strategic corporate partnerships that will increase professional opportunities for refugees.
  • Advising on a sector-leading programme integration with a partner charity.
  • Creating awareness pieces on topics such as workplace advocacy and supporting colleagues during Ramadan.
  • Improving policies and documents and making them accessible and jargon-free.
  • Co-chairing and participating in significant organisational events, including a Refugee Week webinar for 180 people.
  • Inputting into the organisation’s updated Theory of Change.

We know from direct experience that people of refugee backgrounds strengthen and enrich our communities. We are excited that our funders and partners also believe in the power of lived experience to benefit businesses and want to help refugees build new lives across the UK.

Read the full latest issue of Rank Ripples magazine

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Cofnod Blog: “Fy amser yn Sefydliad Rank: Arweinyddiaeth Gefnogol”

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In this blog post, Saana Taussi, Rank’s 2024 Time to Shine Leader and Events and Engagement Officer for the Start Here Programme, reflects on her past year’s journey at Rank, the impact of supportive leadership, and what she’s learned about fostering development in the sector.

I joined The Rank Foundation in January 2024 as an Events and Engagement Officer for the Start Here Programme. Alongside my role, I also took part in Rank’s Time to Shine (T2S) leadership programme. As my time at Rank is coming to an end, I’m reflecting on the impact this role has had on me, and what I’ve learned about leadership in the sector.

I have always been passionate about social justice, and I believe in the power of communities as catalysts for positive change. Before my role at Rank, I was driven to work in a charity, but I was becoming disheartened in my struggle to land my first paid position in the sector.

I had been working in hospitality roles after graduating from university when the Events and Engagement role came up. Reading the job description, the role was exactly what I was looking for, and a statement that stood out to me in the posting was along the lines of: “for someone who feels like they are not using their full potential in their current work”. It summed up how I had been feeling.

As I started my role, I learned that Rank’s ethos of investing in community sector leaders and building networks that improve life is not just an inspiring idea, but it’s reflected in every stage of their work. Having the opportunity to actively take part in that work has been a transformative professional experience for me. My work at Start Here has focused on increasing engagement and offering new learning to the programme’s network of community and sports organisations in Northern Ireland. During my time, I have supported the delivery of events that help programme members build their skillset and create impact in their roles. This has involved getting together with the members to learn and connect, whether at training events, peer-learning sessions, conferences or residentials. I have also worked with organisations and individuals in the programme to share their development stories through case studies.

With 100 organisations taking part in Start Here, I had a lot to wrap my head around at the beginning of my post. The first T2S conference in Leeds was two weeks into my new role and getting together with my fellow leaders who were going through the same stages set the tone of our development journey from early on. T2S connected me with so many likeminded charity professionals and encouraged me to build my confidence in the work that I do. The skills gained during my time in the programme will undoubtedly support me into future endeavours.

In many ways, the development I was going through as a T2S leader mirrored the journeys of our Start Here Programme members in their development. This helped me relate to the incredible group of people taking part in Start Here, and to bring this understanding into my work. Both T2S and Start Here are special in bringing together so many people working in different ways to improve life in their communities and championing their capability as changemakers. Seeing, hearing, and experiencing the impact of these Rank programmes from both the side of participant and deliverer has been the most unique and rewarding part of my time at Rank.

As I’ve prepared for the end of my role at Rank, I recently read over my original job application for the Events and Engagement Officer role. In summing up my motivation for the job, I have written: “Working for the Start Here Programme would give me a unique opportunity to support those in the voluntary and sports organisations who are positively impacting their communities.” Although I couldn’t have known it at the time, my immersive experience of taking part in a leadership programme while encouraging leadership in others has shown me that leadership really is about supporting those around us to succeed. I’m happy to know that I will still be a part of Rank’s supportive Network of charity leaders going forward, and I look forward to the opportunities I will have as a member of this community.

I am grateful to have had the opportunity to fulfil my potential in my work at Rank. I have been especially lucky to do this by working with so many people who are a driving force for good: the facilitators who have collaborated with me in the past year to share impactful learning, our Start Here programme members, my fellow Time to Shine leaders, the Rank team and my wonderful line manager. Thank you to everyone who was a part of my time at The Rank Foundation.

Cofnod Blog: “Pennod Newydd – Fy Nghamau Cyntaf fel Arweinydd Amser i Ddisgleirio”

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In this blog post, Rosalie Kerr—Rank’s 2025 Time to Shine Leader and Alumni Development Officer—reflects on her first steps in the programme, the challenges and opportunities she’s encountered so far, and what she’s looking forward to in the year ahead.

I’ve always had an interest in the third sector, probably because so many people around me—family, friends—work in roles connected to it. It’s always felt like a natural path to follow, but I wasn’t entirely sure how I’d get there. 

I graduated in July 2024 with a degree in International History and Politics from Leeds, and like most students, I had that post-university moment of uncertainty. The stats around graduate employment, especially in the sector you actually want to work in, aren’t always reassuring. I had my time unemployed, figuring out my next steps, but then I came across The Rank Foundation’s Time to Shine programme.

The Alumni Development Officer role stood out—it was a great fit for my interests, and the fact that it included structured training alongside the job made it even more appealing. I interviewed, and the next day, I got the offer. I was very pleased, not just because I’d secured a job in my preferred sector, but because it was one where I could actually develop and grow. 

Starting the role, it was clear that Time to Shine (T2S) is more than just about the job itself—it’s designed to give you the chance to learn on the job while developing professionally. That was reinforced straight away at the two-day residential conference at The Royal Foundation of St Katharine. This was a great chance to meet the other T2S leaders, get familiar with the Rank team, and get a feel for the programme. The sessions were engaging, and the icebreakers helped break down any initial awkwardness, making it easier to settle in. 

A standout moment was Jen McKay’s Growth Mindset session. It was one of those sessions that stuck with me—not just about leadership in theory but about how we actually approach challenges. We did an activity where each group had to sing Happy Birthday in different languages (ours did Welsh), but the twist was that there was a saboteur in each group who had been secretly told to act like they couldn’t do it (a fixed mindset). Our saboteur, Elijah, played the role convincingly, saying he wasn’t up for it. But as a group, we managed to encourage him to join in, and we ended up giving a solid (may I add, winning) performance. It was one of those silly but memorable moments that actually summed up something bigger—the importance of encouraging people and working as a team, which is something that really matters in the third sector. 

Another session that stood out was Four Seasons Work Preference Profiling, where we explored different communication and work styles. I found out I’m a “Summer”, which means I tend to be proactive, ambitious, and focused on getting things done. My line manager, Sonia, is a “Winter”, which is the opposite—more calm, measured, and reflective. I wasn’t sure how much this would come into play day-to-day, but it has turned out to be a really helpful way to understand how we work best together and set the tone for a strong working relationship. This focus on self-awareness and collaboration is something that really stands out at The Rank Foundation—since starting in the Shoreditch office, the team has been incredibly welcoming, and the environment is supportive and easy to settle into. Having two former T2S leaders in the office has also been a great bonus, as they’ve shared valuable insights from their own experiences, giving me a better sense of what to expect from the year ahead. 

I’m now about to take part in my first Action Learning Set (ALS), which is a regular session where we reflect on our work, discuss challenges, and offer each other advice throughout the year. From what I can see, it’s a good way to problem-solve and get perspective from people who aren’t directly involved in your work. Since I’m still finding my feet in my role, I think having that space to talk things through will be really useful. 

The year ahead looks busy, with regular Action Learning Sets, the Halfway Conference in Bristol, and, of course, the Annual Rank Conference in Leeds. I’m looking forward to getting more involved in my role, understanding where I can make an impact, and seeing how my work develops over the year. The first month has been a mix of learning, settling in, and meeting new people—now it’s time to get properly stuck in. 

If there’s one thing I’ve already taken from this experience, it’s that Time to Shine isn’t just about gaining work experience—it’s about building confidence, developing leadership skills, and figuring out how you can contribute in a meaningful way. I’m looking forward to the challenges and experiences ahead, and I can’t wait to see where this year takes me. 

David Sanderson i Ymddiswyddo fel Prif Swyddog Gweithredol Sefydliad Rank

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After 22 years of transformative leadership, David Sanderson has announced his decision to step down as CEO of The Rank Foundation. David will formally step down on 5 June 2025. 

David Sanderson

David’s tenure has been marked by the development of a unique ‘relational’ approach to philanthropy that distinguishes the Foundation in the philanthropic sector. 

David first joined The Rank Foundation as Director of Grants and Special Projects in 2002, a role that catalysed the Foundation’s evolution. Under his stewardship, the Foundation moved beyond traditional grant-making to embrace a model rooted in relationship-based philanthropy and this distinctive approach has become a defining feature of the Foundation’s work. 

Reflecting on his time at the Foundation, David said,  

“The Rank Foundation I joined, and the Rank Foundation today are scarcely recognisable. We’ve developed strategies, programmes and partnerships that enable our Network of social sector leaders to deliver meaningful, long-term change. It’s been an honour to be part of this transformation and my privilege to have built relationships with leaders across the UK who know they can rely on The Rank Foundation and its thriving Network for support.” 

Key achievements during David’s tenure include the introduction of a range of flagship programmes such as Time to Shine and the Rank Aspire Programme, which have supported the development of hundreds of aspiring social sector leaders, along with the adoption and proliferation of long term, place-based funding.  

The Rank Foundation’s place-based journey began in the East Lancashire mill town of Burnley, which had seen inter-racial violence erupt in 2001. Working alongside the police, Prince’s Trust and Business in the Community, David oversaw the funding of a cluster of community initiatives, which demonstrated the potential of concentrating time, knowledge and funding in a place.  

Since then, Rank has made over £25 million in long-term investments in Hull, Dundee, Plymouth, Northern Ireland and Sunderland. Learning more about how to evaluate and deliver impact, draw in extensive partnership funding, and empower grassroots organisations with each investment.  

David (center) with some Network members.
David (third from right) with Network members.
David (third from the left)
David (second from right) with colleagues.

But for David, the biggest success is the evolution of the Rank Network – a thriving group of 1,200 social sector leaders who are at the heart of the Foundation’s mission. He describes the Network as “the jewel in the crown,” noting its potential to drive learning, sharing, and collective action across the sector. 

Caroline Broadhurst

Regarding his successor, David expressed confidence in the Foundation’s future: 

“Caroline Broadhurst, who has worked alongside me for over 15 years, has been appointed into the role of CEO. Caroline’s exceptional leadership and vision will take The Rank Foundation to new heights. Her deep understanding of our work and her commitment to our values make her the ideal choice to lead the next chapter.” 

David plans to remain active in the philanthropic sector, offering his expertise as a consultant and advisor, after taking some time out and travelling in Africa. 

The Rank Foundation’s Chair, Will Wyatt, said: 

“David’s leadership has been instrumental in shaping the Foundation that exists today. His legacy is one of innovation, collaboration, and a relentless focus on mission for impact. We thank him for his outstanding service and wish him all the best in his future endeavours.” 

Gwthio Ffiniau: Adeiladu'r genhedlaeth nesaf o arweinwyr cymdeithasol

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Report by Lucy Jaffé, facilitator of the 2024 Pushing Boundaries group.

The Rank Foundation’s “Pushing Boundaries” programme 2024 has received enthusiastic feedback following a recent evaluation report. This transformative course was designed to empower emerging leaders in the social sector with practical skills and greater confidence. In this article, you will discover how participants took charge of their careers and made significant impacts on their organisations.

“It was a really valuable course that introduced us to inspirational leaders, motivated us to think about our own career and personal aspirations, and was full of practical tips that are easy to integrate into work or personal life.” 

The six-month pilot programme combined online sessions, a 24-hour residential workshop, and individual coaching to help participants build confidence, resilience, and leadership skills. I designed the course with support from Caleb Jackson, Harriet Boland and Vicki Hamlet, to include topics, such as, feedback techniques, self-esteem, governance, and planning. Each session was led by experienced leaders from the Rank Network. Additionally, five CEOs visited to share their leadership journeys.

The 11 participants created personal plans to track progress. They fostered a culture of mutual support, which allowed for open discussions about successes and challenges.

“I’ve taken more ownership of my role and gained trust in my own judgment. I’m now more willing to put forward ideas and challenge things, where before I would defer to others.”

Key Findings

The post-course evaluation highlighted significant growth in participants’ confidence and leadership abilities. They reported that they had been able to give measured feedback (with results!), share ideas, and ask for and gain promotion. They also felt far clearer about their own careers, the skills gaps, and where they were heading. 

“A great variety of topics covered and delivered by engaging experts.”

Key findings include:

  • 99% attendance rate, reflecting strong engagement.
  • Growth in confidence went from 33% to 67%
    • Before: Participants described their leadership skills as uncertain, apprehensive, and lacking in self-assurance.
    • After: Participants felt confident, empowered, rejuvenated, and excited about their leadership journeys. They reported a renewed sense of motivation, with many describing it as a boost to pursue new opportunities.

“The away day was a highlight. It helped bond the group and gave us the courage to open up about our struggles.”

Tangible outcomes included:

  • A new £10,000 contract
  • A 3-year profit share partnership
  • 3 promotions to senior leadership positions
  • 2 new jobs and 5 people with increased responsibilities
  • Applying to be a trustee

The regular 15-minute “Spotlight on Leadership” sessions with visiting CEOs, such as Kai Wooder, Gemma Juma, Jordan Ignatius and Emma Pears, provided insights into diverse leadership experiences. Participants picked their own useful takeaways, such as the importance of building a supportive network, recognizing that career paths are not linear, and that past challenges do not define future possibilities.

The final evaluation session at the Annual Conference confirmed the programme’s impact in overcoming personal and organisational resistance and providing the tools and support to drive progress.

“Pushing Boundaries was a truly valuable course that introduced us to inspirational leaders, motivated us to reflect on our career aspirations, and offered practical tips for both work and personal life.”

Improvements

The overwhelmingly positive feedback and the fact that the programme attracted three times as many applications as available places suggest a strong case for running the course again. Recommendations for improvement include increasing in-person sessions and introducing a module dedicated to addressing inclusion. Additionally, there is a suggestion to focus on recruiting participants from minority-led organizations to ensure a more diverse cohort. Finally, interest in attending the course also came from senior leaders in the network and Rank may consider a leadership power course for this level of experience. 

“I have taken more ownership of my role, and have developed trust in my own judgement. Now I am more willing to put forward ideas, or to feel comfortable challenging things where previously I would just assume the other person knows best”. 

Conclusion

Designing and delivering the ‘Pushing Boundaries’ programme has reaffirmed my belief that the untapped talent and creativity within the network can be released through confidence-building and targeted training. This course has boosted individual confidence, enhanced organisational impact, and strengthened the Rank Network as a whole. The top team at Rank have recommissioned Pushing Boundaries for 2025, which is yet another example of the Rank Foundation leadership walking the talk, listening and understanding the needs of the social sector and investing in stepping stones to maximise talent and potential. 

More information available from lucy@jaffeworks.com.

Ynglŷn â'r awdur:

Lucy Jaffé is a value-driven and results-focused leader with extensive experience in both non-profit and for-profit organisations across the UK and Europe. Through Jaffeworks.com, she offers consultancy services to small charities and businesses, which can include taking on interim senior roles. As a Trustee of three network organisations and a member of three Advisory Boards, Lucy is highly sought after for her expertise in strategy, fundraising, and finance, as well as her deep understanding of the challenges facing the voluntary, community, and social enterprise sector.

Lucy Jaffe | LinkedIn