The most important finding here is that, in thinking about ‘who’ we reach with funding, we also need to think about ‘how’. Smaller, younger neighbourhood charities will need very different finance to larger, more established ones. These differences are self-evident in the take-up of the CCLORS fund by BAME-led organisations, and the very low numbers applying to the RRLF.
We will need to consider too the kind of support that these organisations might want alongside money, and make sure that we engage with them as directly as possible to find out whether they want to grow and develop and have been restricted in their access to the right tools, or whether we are beginning, instead, to better understand a rich seam of smaller charities that deliver important support in ways that are best served by local voluntarism.
As our understanding of our customers and the impact of SIB’s finance grows, we are dedicated to applying what we learn within our systems and in designing our funds and financial products. This section focuses, therefore, on how we apply learning and improve on our delivery to better meet the needs of our customers.
In the last year we can point to several applications of our internal learning:
The design of the RRLF blended finance product with a focus on people and place
The use of data-led analysis in stage one grant assessments, applying key priorities and introducing blind decision-making
Launching a new community panel, drawing on a larger group of customers to support our work