Appleby Blue Autumn Panel Session 2025
This October, we hosted a United Thinking: Appleby Blue Sessions – a new series of conversations exploring how partnership, power and place can help shape a fairer, more connected Southwark.
This session, “How to Influence: Relationships and Partnership Working,” was delivered in partnership with Community Southwark who gave an update on the state of the sector. Together, we brought voices from across the borough – funders, businesses, and community leaders – to explore how strong relationships and partnership working can drive real progress in funding, premises and policy.
Setting the scene
The session was chaired by Claire Kennedy, Joint CEO of PPL, with opening reflections from Martyn Craddock, Chief Executive of United St Saviour’s Charity, and Anood Al-Samerai Chief Executive of Community Southwark.
Martyn introduced USTSC’s approach to who we fund, how we fund and what we fund – emphasising fairness, equity and the importance of devolving power. “Funding should be distributed fairly and equitably,” he said, “with decisions made closer to the communities they are meant to serve.”
Anood presented key insights from the Community Southwark State of the Sector findings, identifying three central challenges facing Southwark’s voluntary and community sector:
- Access to funding,
- The lack and affordability of premises,
- The need for stronger networks, relationships and partnerships.
She also highlighted the many examples of innovation and collaboration already happening locally.
Our panel: different perspectives, shared purpose
The discussion brought together voices representing different parts of the voluntary eco-system:
- Cllr Sarah King – Leader of Southwark Council (local government)
- Michelle Walker – London Area Director, Arts Council England (national funder)
- Sayce Holmes-Lewis – CEO, Mentivity (community organisation)
- Claire Kennedy – Joint CEO, PPL (consultancy and social enterprise, Chair)
Each offered a perspective on how influence and partnership can shape a more resilient, equitable borough.
Funding: power, clarity and the courage to say no
Resilience was a recurring theme throughout the session — but with important nuance.
- Cllr Sarah King discussed how the council is working to build its own resilience, simplifying application processes so community groups can access funding in an accessible way.
- Michelle Walker offered a cautionary lens on the overuse of the language of “resilience,” if it becomes shorthand for coping with what shouldn’t be acceptable. She emphasised the power of saying no:“Not every funding opportunity is right for you. Be clear on your mission, know your red herrings, and only partner where there’s genuine alignment.”Michelle encouraged generosity in learning between partners — sharing insights to avoid repeating mistakes — and reminded groups that time is a precious resource.
- Sayce Holmes-Lewis shared how Mentivity has built financial sustainability by learning to speak the language of the corporate sector — focusing on return on investment, impact and long-term partnership. Private sector collaborations, he said, can offer three-to-five-year funding commitments that make community organisations more resilient and strategic.
He also spoke about the importance of peer support among Black founders, citing Active Communities Network as a vital ally. “We’re stronger together,” he said. “We’ve been the ‘third sector’ too long — we’re the first responders. We should call ourselves the first sector.”
Relationships: the infrastructure that holds everything together
If funding is the fuel, relationships are the infrastructure.
Cllr King spoke candidly about the realities of working within a large local authority:
“With 5,000 staff, people move roles and structures shift — but those relationships with residents and groups on the ground are what help us truly understand change as it’s happening.”
She noted potential improvements in how the council holds relationships, shares information internally, and helps partners navigate who to go to when decisions are made.
Michelle Walker built on this, urging groups to find time to be curious about other organisations’ strategies and to identify alignment early. “Public funders want to understand what change you’re making and how you’ll measure it,” she said. “But remember your worth — what you bring is closeness to people’s lives that other sectors just do not have. That’s unique.”
The panel agreed that effective influence means recognising a common language, not necessarily the same language – and that honesty and curiosity are the foundations of strong, long-term partnerships.
Sayce Holmes-Lewis spoke powerfully about relationships as the real engine of influence.
“We can’t build anything sustainable without trust. That means listening to understand, not just listening to respond.”
He described how Mentivity’s partnerships — with schools, councils and corporates like Spotify — grew from showing up consistently, proving impact, and building credibility over time.
Premises and place: building from the ground up
The role of premises — not just as buildings but as places of belonging — was another major theme.
Sayce Holmes-Lewis described premises as “crucial,” warning that regeneration and gentrification often displace communities before they can respond. “Sustained investment could have kept those communities going,” he said, sharing how Mentivity transformed a blank canvas into Mentivity House, a thriving hub that delivers youth work, mentoring and space for alternative provision and respite from mainstream schools and is a model he hopes to franchise.
He also called for more support to help organisations acquire and manage buildings, including training around leases, compliance and legalities. “We need to upskill groups that take on these spaces, so we preserve premises with long-standing identities – the places young people can rely on.”
- Sarah King outlined the Council’s new Neighbourhood Model, which aims to embed council work within communities, developing neighbourhood plans shaped by residents, businesses and voluntary groups. “Our head office in Tooley Street isn’t accessible for everyone,” she said. “We have to be imaginative about how we reach people.”
- Michelle Walker gave a national perspective, describing the Arts Council’s place-based approach and the government’s £85m Creative Foundations Fund for repairs and improvements to existing buildings. She recognised the particular challenges for cultural organisations facing rising fixed costs associated with buildings. “Our public spaces should be safe, welcoming and sustainable – places where people feel as comfortable as they do in their own homes.”
Business and community: shared responsibility
During the Q&A, a representative from Team London Bridge how businesses can better support grassroots organisations at an early stage.
Sayce Holmes-Lewis stressed the importance of sharing best practice and collaborating early: “It’s not sustainable to do things on your own. Southwark has great ingredients – we just need to let our local chefs, chef.”
Cllr Sarah King emphasised the council’s convening role, and the need for local institutions – businesses, hospitals, universities – to make their community contributions more visible.
Michelle Walker referenced the Arts Council’s Cultural Compacts programme, which has seen effective cross-sector partnerships between businesses, cultural organisations and local authorities emerge nationally, championing culture as a driver of place and economy. Some Southwark businesses had been part of a pilot exploring this model in London a few years ago and there may be some learning from that series of conversations that could inform future collaboration between the business and creative sectors locally.
Looking ahead: from 2030 to 2080
The session closed on a striking question what would it look like if we planned not for 2030, but for 2080?
Peter Baffoe, Executive Director of the South London Mission reminded the room that the NHS and social housing were born in the voluntary sector — and took decades to mature.
Sayce picked up the challenge: “Adults, not young people, created this moment; now we must lay foundations for the next generation.” He urged partners to embrace innovation and upskilling, from AI and apprenticeships to creative new pathways for young people.
Cllr Sarah King agreed: “Long-term funding and simple, human language will help to get us there.”
Michelle Walker added that balancing long-term funding with fresh opportunities for new voices as they emerge is key to keeping the sector stable and relevant.
Learn more and explore further
State of the Sector – Community Southwark
Find out more about our speakers and partners:
- Southwark Council
Cllr Sarah King, Leader of Southwark Council
Councillor Sarah King became Leader of Southwark Council in July 2025 — the first woman to hold the post since 2002. Previously Cabinet Member for Council Homes, she has served as a councillor since 2010 and represents Champion Hill ward. - Arts Council England
Michelle Walker, London Area Director
Michelle has extensive leadership experience across London’s cultural sector. She joined Arts Council England from the London Borough of Southwark, where she led major partnerships with Tate and Theatre Peckham, and previously served as Strategic Lead for Culture at Nine Elms and Executive Director at Festival.Org. - Mentivity
Sayce Holmes-Lewis, CEO
Sayce Holmes-Lewis is the dynamic CEO of Mentivity, a mentoring organisation empowering young people through education, racial equity and social justice. In 2023 alone, he secured over £1.25 million in new investment, forming groundbreaking partnerships with global organisations including Goldman Sachs, Spotify, Avanade, and Sky. - PPL
Claire Kennedy, Joint CEO and Chair of the session
Claire Kennedy is Joint Chief Executive of PPL, a London-based social enterprise improving health and care outcomes across the UK. With more than two decades’ experience in public sector transformation, she specialises in connecting strategic ambition with delivery and in building effective, motivated teams.