Why we won’t press ‘pause’ on our funding.

Lynne Guyton’s recent article highlights a vital truth for grant funders: pausing funding is a reckless move. At Norfolk Community Foundation, we’ve recognised for a long time that the challenges our communities face require innovative, collaborative solutions, and they need them urgently. We don’t have the luxury of pausing our funding, because charities on the frontline do not have the luxury of pausing the help they offer.

We’re not just keeping the doors open when others close, but building partnerships, investing in place-based solutions, and empowering the smallest of our local grassroots groups to spark lasting change. The future of funding lies in radical collaboration—and that future is already taking shape in Norfolk.

Charities and Businesses: Shared Principles

Effective charities, much like successful businesses, prioritise efficiency, impact measurement, and adaptability. Moreover, charities also employ thrift, creativity and, vitally, they truly care about and are embedded within the communities which they serve. Charities, ever stretched, are keen to learn from businesses, while businesses are eager to work with charities to achieve social impact – but both sometimes struggle to know where to start. At Norfolk Community Foundation, we’ve cultivated partnerships with over 160 local businesses through Good for Good, which bridges the gap between corporate resources and community needs. As well as enabling businesses to contribute financially, they can achieve social impact through volunteering time and sharing expertise, creating a relationship that benefits all parties involved.

Maintaining Open Funding Streams

In times when other funders may be pausing or redirecting their support, we share Guyton’s view that we must keep funding avenues accessible. Tight budgets mean community organisations cannot afford delays or interruptions in funding. We are not following what many funders are doing: pausing funding while assessing our next steps. Instead, we’ve learnt to (as Guyton puts it) “walk and chew gum at the same time”, drawing on our insight to launch 6 Missions tackling key areas of need and directing funding where its needed most. We are also constantly seeking new sources of funding and keeping our funding accessible. Our Microgrants Fund, for instance, offered grants of up to £500 to support small, emerging community groups in piloting ideas and addressing local needs. Similarly, our Love Norfolk fund runs twice each year, giving community groups the chance to apply for larger grants for almost anything they need.

Place-Based Funding: Rooted in Community

Understanding the unique needs of our local communities is at the heart of effective philanthropy, according to Guyton. I couldn’t agree more. Place-based funding allows us to tailor our support to address specific challenges and opportunities within Norfolk. By focusing on local initiatives, we ensure that resources are directed where they can have the most significant impact. We don’t see ourselves as merely a funder, but as a partner invested in the success of the voluntary and community organisations we support. We truly understand local charities’ challenges and aspirations, allowing us to provide more than just financial assistance. Our networks, such as Nourishing Norfolk and the Sir Norman Lamb Coalition for Young People, form part of a holistic approach, ensuring that even the smallest charities can access the tools and resources they need to thrive.

As we celebrate 20 years of championing local charities, our focus remains on fostering collaborations that drive meaningful change. The challenges ahead are complex, but with a united approach, we can build a brighter, more resilient Norfolk. Lynne Guyton’s insights resonate deeply with our experiences. By committing to place-based funding, maintaining open funding streams, and prioritising collaborative partnerships, we can navigate the evolving landscape of philanthropy and continue to make a lasting impact in our communities.

Claire Mackintosh MBE, Chief Executive