TS Eliot once wrote of the ‘still point of the turning world.’ It is a phrase that has been on my mind as the Wolfson Foundation launches its new Strategic Framework.
Across the sectors that we serve, the last few years have been ones of giddy, unpredictable change and challenge. We inhabit a world that is turning, and sometimes turning in a bewildering way.
How to respond as a long-term funder?
One answer is to listen (even) more. In preparing this new Strategic Framework, we have canvassed the opinion of all applicants from the last few years – as well as engaging in targeted conversations, both formal and informal, to gain insight and feedback.
Building on those comments, two clear conclusions have been drawn. Both are reflected in our Strategic Framework.
First, there are a number of ‘mega-challenges’ which will continue to face society across the next generation. They will inevitably impact both our grant-making and the operations of the organisations we fund. Whilst we can’t reflect every major societal challenge in this Framework, we have identified three which are especially pertinent to our funding: the climate emergency, inadequate mental health support, and persistent inequalities in access to education and opportunity. The success, or failure, of societies and organisations in responding to these three challenges will shape the next generation. It is important to emphasise, however, that we are not expecting each and every application to be focussed directly on these issues; rather, they are a lens through which we will be thinking about our grant-making and our own impact on society.
Secondly, there is clearly an appetite in the sectors that we fund for some ‘still points’ in this turning world: sources of funding that remain consistent as business models evolve.
Credit: St Benedict’s College
So we make no apology for retaining our broad focus. Our core belief remains that inquisitive and well-informed communities are vital for societies to flourish. This belief drives our continued support for research and education across all stages of life. Research and education are surely more important now than ever.
We received the clear message that there remains a crucial need across the UK for capital infrastructure funding. There are few other similar sources of funding and yet organisations need to keep investing in their physical infrastructure – and not least because many of the buildings of the 1960s and 1970s, built during a great expansion of educational provision in the UK (and many funded by the Wolfson Foundation), are reaching the end of their useful life. A majority of our funding in the next five years will therefore be allocated for infrastructure: refurbishment, equipment and new build.
In our last Strategic Framework (2020-24) we indicated that we would allocate at least £150 million during the period. In the event, it was £195 million – and we aim to exceed that figure over the next period (2025-29).
Credit: Manchester Metropolitan University
In terms of how we work, we remain committed to holding ourselves to the highest standards, acknowledging that a perennial danger for all funders is hubris. We have deliberately created a Strategic Framework, not a detailed strategy. That is to allow us to remain flexible and nimble, keeping all of our programmes under review.
Over the time period of the last Framework the sharp increase in needs led to a corresponding rise in applications. This vast flow of applications causes challenges – but we commit, again and publicly, to being relentless in attempting to provide the best possible experience for all applicants. We also recommit ourselves to being a listening funder, working in genuine partnership with the sectors that we support.
Conservationists working from ropes overlooking the outer bailey, Corfe Castle. Image National Trust. Neil Davidson
Although acutely conscious of the headwinds, we also launch this Framework with a degree of optimism. We are continuing to support imaginative, important projects and have the great joy of working with remarkable organisations across the whole of the UK.
The vision and ambition of our partner sectors, organisations and projects is inspiring. We look forward to working with you over the next five years.
Paul Ramsbottom is Chief Executive of the Wolfson Foundation.
Read our Strategic Framework (2025-29)
Top image: Thrive client gardener and volunteer. Credit: Thrive
