The Value of Connection

Reflecting on a Year of Place-based Learning & Leadership

As we reach the end of 2025, Caroline Broadhurst, CEO has been reflecting on what has defined this year for The Rank Foundation. Three things stand out: the power of human connection, the growing confidence of local leaders, and the increasing need to think differently about funding social impact.

Coming together in Leeds

In October, more than 200 members of our Network gathered for two days of learning and honest conversation. It was my first conference as Chief Executive, and what struck me was our togetherness. The generosity with which people shared ideas, the willingness to face challenges, and the deep sense of belonging reaffirmed why the conference is worth the investment.

Occasionally I’m asked why the Foundation invests so much in an annual conference. In a climate where every penny is scrutinised, it’s a fair question. My answer is always the same: relationships matter.

In our feedback survey 96% of conference attendees said they were either satisfied or very satisfied with the networking opportunities.

Bringing social sector leaders together – from small community groups to national charities – is an investment in their ideas and wellbeing. But most of all it’s an investment in new and strengthened relationships. The connections made at conference do pay dividends.

Participatory grant making in Plymouth

In Plymouth, where we have invested in the social enterprise sector since 2018, we piloted a participatory approach to a £1 million loneliness and isolation fund, in partnership with Livewell Southwest CIC.

Working with our Place-based Associate Phil Davies and the brilliant Kate Smith from Memory Matters, we recruited a panel with lived and professional experience of loneliness. Many had never been invited into a grants panel before.

The process was thoughtfully designed and accessible: training on power dynamics and imposter syndrome, anonymised applications, plain English, large print and good biscuits.

What emerged was a set of decisions grounded in real life for Plymouth residents experiencing isolation. Some projects would likely have been overlooked by a traditional panel, but residents saw their potential.

One panellist even went on to become a trustee of a major local charity, crediting the PGM experience with transforming her confidence – and showing once again that the impact of participatory processes goes deeper than the money.

Participatory grant making with young people in Sunderland

In Sunderland, our long-term commitment to the city expanded with Connecting Futures – a collaboration between Rank and two other funders to help young people build the skills, networks and confidence needed for jobs in emerging industries. The grant decisions were made by a panel of eight local people, half of whom were under 25. Young people had a meaningful say in what would shape their peers’ futures.

The eight funded applications will support more than 1,100 young people into opportunities in screen, digital, green tech, advanced manufacturing and the creative industries.

Growing national interest in enterprise grants

We also noticed the growing sector interest in enterprise grants.

Inspired by the entrepreneurial spirit of our founder, we have been offering enterprise and repayable grants for six years now. In that time, we’ve seen they are a practical, scalable way to help organisations diversify income streams, strengthen their resilience and reduce reliance on short-term grants.

We’ve long believed: enterprise has the power to shift how the social sector sees itself. It is not about pushing organisations into commercialisation. It is about giving them the tools to build sustainable futures.

As a participant of Profit for Good 2025 said:

“As long as you stay rooted in your community, enterprise strengthens your mission… Profit for Good’s been a big eye-opener. After decades in the voluntary sector, this has completely regenerated how I think. I can’t wait to keep going.”

Looking ahead

Across our work, it’s clear that relationships are not a soft extra – they are the backbone. When we back local leaders, build trusted partnerships and open up decision-making, we see transformation.

As we refine our strategy for 2026, we are listening to our Network. The world is changing but we remain relational and responsive to the people and places we serve.

Thank you to everyone who has shared their journey with us this year.