Thanks again to everyone who took part in the forums, online consultation, and sense-making sessions to explore What’s Next for GM SC.

This report comes 10 years after work surrounding Greater Manchester Systems Changers started. If you haven’t already, we strongly suggest you read our history and strategy first.

This report, which can be downloaded here, captures the reflections, insights, and dreams that emerged from these conversations. Like a pomegranate, our network holds many seeds, individuals, communities, collectives, and organisations, bound together by shared principles, vision, and care for each other.

From food justice and community ownership to breaking barriers and reimagining systems, this report reflects what partners have valued about GM SC so far, the systems we’re resisting, the alternatives we’re building, and our aspirations for the future of GM SC, along with ideas of how we can make those dreams a reality.

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INTRODUCTION 

GM SC was born from the collective wisdom of diverse communities across the region, driven by a shared desire to move beyond charity and towards what truly enables us: justice, liberation, and alternative ways of being.  

In 2020, Lankelly Chase brought together a small group of people in  Greater Manchester to launch and guide Greater Manchester Systems  Changers (GM SC). 

Through participatory grant-making (which we called Spaces, in its initial iteration), traditional grant-making, and training programmes,  we built a connected network of over 60 partners, each contributing to transformative work across Greater Manchester.  

In 2023, when Lankelly Chase – our primary funder – shifted its strategy to disentangle from philanthropy (including grant-making), they phased out funding GM SC. We took this as an opportunity to expand our team,  bringing on Temporary Stewards to guide GM SC into its next phase.  

To understand what role, if any, partners wanted GM SC to play moving forward, we held a series of conversations (in person and online) in Autumn 2024 – The What Next Forums.  

In these Forums, we invited partners to reflect on key questions: 

• What has been good so far about GM SC, and what could be better? 
• What do you see as a possible future for  GM SC? What roles might it play? 
• What are we, as an eco-system of organisations and collectives, working to change within our work in GM? 
• How might you or your organisation help create GM SC’s future (if at all)?

Following this, in November, we hosted two sessions to reflect on partners’ responses, identifying key themes and patterns. This report is our way of sharing back what we heard. We have aimed to capture the collective insights, aspirations, and feedback shared by our partners. Each section of this report is grounded in what you told us, outlining the shared vision, guiding principles, and actionable priorities that will shape GM SC’s future.

What has been good so far about GM SC, and what could have been better? 

We began each forum by reflecting on partners’ experience of GM SC so far: what they valued and enjoyed, and what could have been even better if… 

1. Transition from Lankelly Chase 

Partners expressed deep appreciation for Lankelly Chase’s support but highlighted challenges when funding ceased.  They felt there wasn’t enough time or space to navigate the transition collectively and desired for a longer adjustment period.  Greater clarity around Lankelly Chase’s new strategy was also identified. 

3. Funding and Resourcing 

Partners valued and appreciated GM SC’s trust-based approach to funding, with minimal restrictions and straightforward application processes. The ability to adapt without the weight of rigid reporting enabled partners to focus on the work and their communities. However, partners stressed the need for more sustainable funding to support their ability to make long-term and lasting change. Greater transparency around funding decisions and increased opportunities to share resources and capital across the network were also highlighted as priorities. 

2. Future Vision and Clarity 

While GM SC’s flexibility and the clearer vision emerging from the forums were valued, some partners noted that power dynamics and gatekeeping of information had, as times, created confusion and even harm. Partners emphasised that access to information, archiving our work and creating strong accountability and feedback loops are critical to building trust and making collective decisions in the future. 

4. Culture of Trust 

The culture of trust fostered within GM SC was widely celebrated by partners. Partners valued the human, relational approach and the focus on fairness and justice, which created an environment of mutual respect and collaboration. Partners also called for greater transparency and accountability in decision-making processes, including clearer communication around the recruitment and roles of the Temporary Stewards. Suggestions included improving regular communication and strengthening accountability mechanisms. 

5. Healing 

GM SC’s spaces centering care and healing were deeply valued. Partners appreciated the prioritisation of love, rest, care and revitalisation that lead to a healing-centered practice particularly when supporting grassroots leaders and communities. Partners also expressed a desire for even more opportunities to practice collective care and healing, as a way to deepen GM SC’s commitment to holistic well-being for all. 

6. Focus 

Partners praised GM SC’s emphasis on living/lived experience and centering marginalised groups, particularly working-class women and young people, predominantly of colour. GM SC’s practice of consistently asking “Who is missing” ensured that underrepresented voices were always thought about and included. To strengthen this focus, partners suggested explicitly including queer, trans and disabled people when talking about centering working-class women and young people.

7. Networks and Communities 

The sense of solidarity fostered by GM SC was another key highlight. Partners appreciated the opportunities to connect, share and learn from like-minded individuals and organisations. GM SC was described as a “recognising, validating, and supporting collective” that made diverse perspectives visible and valued. To enhance this, partners suggested more consistent ways to connect the network, such as regular online catch-ups, as well as strategies to build relational power and deepen collaboration across groups. 

9. Training and Learning 

Spaces for learning, unlearning and reflection were highly valued. Partners found these opportunities vital for exploring radical ideas, developing leadership skills and experimenting with new and innovative approaches. To strengthen this, partners recommended expanding training spaces, increasing skill-sharing opportunities and integrating more initiatives like Participatory Grant Making (PGM) and Systemic Action Research (SAR). Sharing successful models and influencing other funders were also identified as ways to amplify GM SC’s impact. 

8. Collaboration 

Partners appreciated the collaborative spaces GM SC created for sharing resources, skills, and knowledge. They noted that this support enabled communities to name and challenge oppression while empowering them to reclaim agency and leadership. To build on this, partners suggested expanding one-to-one support, pro viding platforms for experimentation, and tailoring collaboration strategies to address specific needs. 

What are we, as an ecosystem of organisations and collectives, working to change within our work in Greater Manchester? 

1. Food, Land and Housing Justice 

Many partners are committed to shifting power and sovereignty away from profit-driven systems towards community-led frameworks, particularly in the areas of food, land and housing justice. At the heart of this work is community ownership: the ability to grow, distribute and consume their own food. Partners also emphasised the importance of catering to diverse dietary needs, including those with specialised dietary requirements. 

2. Changing the system 

Partners are unlocking the capacities and confidence within their communities to challenge barriers, stigmas, and systemic discrimination. Their work focuses on creating widespread cultural challenges within mainstream institutions to foster belonging and respect for all. This includes challenging policies, advocating for culturally appropriate support, and pushing for systemic change while actively resisting oppressive systems. At the same time, they also provide direct support to individuals and communities through peer support networks, signposting to services and creating systems of mutual aid and care

3. Alternatives for women and young people 

Supporting and working with working-class women and young people, predominantly of colour, is central to the work of many partners. They challenge systems dominated by adult white men, where women and young people are often excluded and disempowered. Women-led spaces have been developed as safe environments for healing, rest, and collective joy. These spaces are essential for recuperation, connection, and skill-sharing, offering opportunities to come together, laugh, learn and rebuild. For young people, partners are addressing gaps in childcare provision and youth services that fail to meet the needs of families and communities. Services often lag behind social and cultural shifts, leaving young people underserved. Partners advocate for culturally aware, flexible education and youth leadership opportunities, ensuring that young people have an authentic seat at the table to shape services that impact their lives. 

4. Resisting borders violence and the carceral state 

Communities experiencing migration, forced displacement, and the asylum system face severe barriers due to racism, the hostile environment, and systemic human rights violations, such as the denial of public funds and the right to work. Partners support those communities by providing day-to-day assistance, advocacy and connecting to essential services. They also challenge harmful immigration policies, campaign for legal reforms in the criminal justice system, and resist police violence and the incarceration-based state. 

5. Challenging dominant systems 

All partners are actively challenging the discrimination and exclusion that is around them, including in the arts, education, and public services. They advocate for creating culturally relevant spaces that reflect and address the needs of the living/lived experiences of their communities. This includes breaking down barriers to access, particularly for those with disabilities, and fostering a culture of togetherness and inclusion. At the heart of this work is a shared commitment to solidarity and collective liberation. Partners are resisting dominant narratives and building alternatives to colonialism, white supremacy, neoliberalism and capitalism by centering justice and equity in everything they do. 

6. Healing 

Some partners are focused on building alternatives to mainstream mental health services, which of ten fail to meet the needs of diverse communities. They advocate for a power shift in the sector, ensuring that communities are directly involved in designing mental health services that reflect their realities. Their work emphasises culturally sensitive and trauma-aware approaches that centre care, compassion and collective healing while rejecting exploitative practices within the sector. 

7. Community-led economies 

Most of our partners are dedicated to dismantling capitalist and profit-driven systems that extract resources from communities. Instead, they work to build equitable, community-led economies where control and assets remain within local neighbourhoods. This includes reclaiming wealth, championing collective decision-making, and advocating for co-designed funding processes that centre the voices and priorities of people they serve. Amidst the ongoing poly-crisis, partners are focused on creating sustainable, people-centred economic models that align with the values and needs of their communities. 

8. Building alternatives and opportunities 

Across all their work, partners stress the importance of holistic, person-centred support systems that reject ‘one size fits all’ approaches. They are already experimenting with alternative models where communities have the power to contribute, listen to diverse voices, and take part in the decisions that will impact them the most. Partners provide training and learning opportunities to develop leadership within communities, alongside spaces for rest, recovery and collective joy. By working together, they are creating tangible alternatives that demonstrate the power of collaboration, care and collective action. 

What do you see as a possible future for GM SC? What roles might it play? 

1. Our vision 

Partners envision GM SC as a universal ‘safety net’ – a foundation that supports both collective and personal liberation through action. This ‘safety net’ would break down institutional barriers by simplifying the processes and systems that stop meaningful change. This would free-up partners to focus on developing long-term alternatives to harmful systems. 

2. Our principles 

Partners emphasised a shared commitment to dismantling harmful systems, including: 

• Capitalism – systems prioritising profit over people, 
• Colonialism and oppression – structures that continue to harm marginalised groups, 
• Injustice and inequality – barriers that prevent all communities from thriving, 
• Needless monitoring practices – overly rigid evaluation processes that undermine trust. 

Instead, partners want GM SC to model alternative ways of working that is grounded in: 

• Inclusivity and equality – ensuring everyone has a voice, 
• Transparency and trust – clear, open communication and shared accountability, 
• Collectivism and shared power – decisions made together, 
• Cross-generational collaboration – bridging older and young generations to build lasting solutions. 

3. Our governance and organisational structure 

Partners envision GM SC as a sustainable, self-funded entity, governed collectively by the network. 

While priorities varied, they identified key areas to focus on: 

• Wealth generation which will allow us to build financial independence. 
• Sourcing and identifying funding opportunities without compromising values. 
• Direct action to support grassroots-led campaigns. 
• Alternative ways of being and alternative ways of delivering services, primarily from a community-led perspective 
• Policy influence at local and national levels. 

For example, GM SC could establish specialised working groups focussed on wealth generation, advocacy or funding strategy. These groups would feed into a larger decision-making body, ensuring collective input. 

4. What we aspire to be 

Partners see GM SC as a connector – bridging gaps between grassroots and radical leaders, organisations, and collectives who may not yet know one another. By strengthening relationships and sharing resources, GM SC could optimise the network’s collective power. 

For example, GM SC could act as a central hub where leaders working on housing justice, food systems, or youth leadership come together, share knowledge and collaborate on shared goals. 

5. Who we center 

Partners reaffirmed the importance of centering the leadership and voices of working-class women and young people, predominantly of colour. But also highlighted a need to additionally focus on older people, queer, trans and disabled people and other underrepresented identities. 

6. Building Alternative Systems 

Partners called for the prioritising of alternative systems that 

• Centre healing-informed approaches (that support our mental, physical and emotional wellbeing), 
• Listen and respond to community needs, 
• Eradicate racial, economic and social inequalities by acknowledging and challenging them. 

These alternatives are focussed on prioritising people over profit and supporting all communities to thrive. There are already (within the network) multiple examples of these alternative systems in practice. 

7. Shifting Power and influence 

Partners want GM SC to share and shift power to grassroots communities by: 

• Advocating with and for communities and pushing for policies that reflect their priorities. This would include challenging the systems that deny people access to rights and services 
• Influencing institutions and holding funders and systems accountable to communities needs which includes influencing funders to have a more trust-based funding system. 
• Collective action to leverage GM SC’s strength to campaign for change, such as redirecting public funding from harmful sectors like war to life-affirming priorities such as community care. 

8. Managing Resources (Money) 

Partners highlighted three approaches to resource management:

• A – Attracting and Securing Resources 

Partners stressed the need for GM SC to focus on building long-term financial sustainability through innovative and community-led strategies. This includes: 

Leveraging grassroots expertise: GM SC and its network of partners possess deep knowledge, skills and lived experience that can be used to secure contracts and funding. For example partners suggested exploring opportunities for research and training programmes that are aligned with their values and meet community needs. 

Building strong partnerships: collaborating with larger funders and trusted external partners could help GM SC mobilise resources more effectively. GM SC could act as a bridge, ensuring funding reaches grassroots organisations that are often overlooked or excluded from traditional funding systems. 

Diversifying funding sources: to reduce reliance on a single funder partners encouraged reaching out to a range of funding opportunities, such as grant funding, social investment and community fundraising. By building a mix of income streams, GM SC can strengthen its financial resilience and independence. 

• B – Stewarding Resources Responsibly 

Partners emphasised that resources must be managed responsibly, transparently, and in ways that reflect the needs and interests of the entire network. Key priorities for responsible resource stewardship include: 

Acting for the common good: Resources should be used in ways that benefit all partners, ensuring that no-one is left behind. This could involve funding collaborative projects, supporting grassroots initiatives or investing in shared infrastructure that strengthens the network as a whole. 

Shared decision-making: partners stressed that decisions about resources must be made collectively, with input from those directed impacted. GM SC could set up participatory budgeting processes where partners decide together how resources are allocated. 

Modeling trust and accountability: GM SC must demonstrate transparency and fairness in how resources are managed. This could include regular financial reporting, open communication about funding decisions, and creating clear accountability mechanisms to build trust across the network 

Acting as a community financial intermediary: Partners suggested that GM SC could play a key role in channelling resources to grassroots organisations. By acting as a trusted intermediary, GM SC could ensure that funding reaches those doing critical work on the ground, particularly smaller groups that may lack direct access to funders.

• C – Redistributing resources equitably 

Partners share a vision for GM SC to lead by example in redistributing resources to where they are needed most, prioritising equity and trust. This involves: 

Trust-based approaches: resources should be redistributed through relationships built on trust and accountability, bypassing rigid and exclusionary processes. GM SC could work with partners who already have strong relationships with grassroots groups to directly resource their work and further devolve decision making and distribution of resources. 

Participatory methods: by involving communities in decision-making, GM SC can ensure resources reflect the priorities and living/lived experiences of the communities. GM SC could facilitate participatory grant-making processes where grassroots groups collectively decide how funding is allocated. 

Building local circular economies: Partners advocated for resource redistribution that supports community wealth building, i.e. keeping assets and economic value within local neighbourhoods. For example, funding projects that create jobs or local businesses; supporting mutual aid networks that redistribute skills, food and care; investing in cooperatives, timebanks or community-owned assets that benefit the whole community. 

9. Community ownership 

Partners expressed a strong desire for community ownership which is recognised as necessary to our path towards alternative ways of being. This includes ownership of: 

• Spaces and assets such as land, housing, and physical hubs for gathering and collaboration 
• Shared resources through mutual aid networks, timebanking, and fair food systems. 
• There is a desire for a co-owned physical space that models something different, which manifests the intentions of the village i,e. a place to rest, gather and build solutions together. 

10. Care and holistic support 

Partners highlighted the need for holistic space where caregivers, grassroots leaders and changemakers can rest and recharge. This includes support for mental, emotional, and physical well-being, ensuring that those driving change in the communities are cared for too. 

There was a strong appreciation of the authentic and embedded nature of care and support that is already offered within GM SC and there was a call for the culturally sensitive and holistic models to continue and be more widely available. 

11. Learning together 

GM SC was envisioned as a space for: 

• Learning and unlearning in order to understand harmful systems, their impact and how to dismantle them. 
• Co-learning and knowledge exchanges where skills and insights can be shared to develop the next generation. 

This time for reflection would allow partners to talk about the systems they are committed to changing and potentially collaborate on how change can happen.

12. Meetings and forums 

Partners supported the continuation of regular gatherings, forums, and spaces for: 

• Strategic discussions including sharing ideas, challenges and opportunities 
• Connection and collaboration to strengthen relationships across the network. 
• These were seen as essential to build upon existing work. 
• Partners also expressed that there needs to be strategic communication with organisations and networks beyond GM SC’s existing partners. 

13. Services and offerings 

Feedback suggested GM SC could develop sustainable programs to meet community needs such as: 

• Social inclusion initiatives 
• Digital literacy and employability training 
• Legal advice and support 
• An online hub was also proposed to centralise GM SC’s resources, knowledge and opportunities. 

14. Direct action 

Partners advocated for campaigning and direct action to redirect resources away from harmful priorities (war, incarceration) towards life-affirming ones like care, equity and peace. GM SC could support campaigns to reclaim public funding for community-led housing, education or mental health initiatives. 

How might you or your organisation help create GM SC’s future (if at all)? 

Partners across the network identified a wide range of skills, knowledge, and resources they can mobilise to collectively build the vision for GM SC. Below is a non-exhaustive summary of what they offered each other: 

1. Collaboration and Relationships 

A key theme was the partners’ eagerness to collaborate. They emphasised the importance of sharing resources to maximise collective impact; co-creating programmes and developing referral systems to strengthen support networks; exchanging knowledge and skills through collaborative projects, workshops and advocacy campaigns. 

For example, initiatives like bringing partners together to create a shared vision for food sovereignty in Greater Manchester are already underway. These collaborations demonstrate how pooling expertise can lead to practical solutions for community needs.

2. Skills and Knowledge 

Partners highlighted the wealth of skills and expertise within the network. Many brought practical skills such as campaigning, public speaking, research and teaching while others offered specialised knowledge in areas such as immigration procedures, housing, youth work, mental health, and human rights advocacy. 

A key strength of the network lies in the partners living/lived experience. By drawing on personal histories of exploitation, trauma and resilience, partners bring insights that are vital for creating meaningful, community-led solutions. Some partners offered expertise in cultural translation to support migrant communities, while others demonstrated their ability to navigate complex systems like the UK benefits system to ensure people receive the support they need. 

There is also a strong commitment to challenging dominant narratives. Partners proposed reframing the ‘cost of living crisis’ as the “cost of corporate greed” crisis offering a more accurate observation on systemic inequality. 

In addition to these practical ad advocacy-based skills, the network boasts a wealth of creative talents: from visual arts, writing, storytelling to amplifying unheard voices. These creative tools are essential for driving systemic change, fostering connection and sharing messages that reflect the realities and aspirations of the communities they serve. 

3. Resources sharing 

Partners offered tangible resources that can benefit the network such as: 

• Meeting spaces: Venues like the ReKingle building, or 42nd Street in Manchester could host workshops gathering or even a “skills shop” where partners exchange training in areas such as finance, research and practical DIY. 
• Tools and equipment: including books, creative supplies, tools for workshops or community projects were offered. 
• Sustainable business ideas: Partners shared income-generating ideas and models for building long-term sustainability, drawing on collective expertise. 
• By offering these assets, partners demonstrated how resources can be shared, redistributed and utilised for everyone within the network. 

4. Holistic and Creative offerings 

Many partners offered initiatives that prioritise well-being, creativity and sustainability including: 

• Healing sessions that run on a monthly basis focussed on resilience, abundance and emotional recovery. 
• Food science such as fermentation and skills such as sustainable gardening with access to public land 
• Practices like trauma-informed care, mindfulness, and community based healing approaches. 
• Creative skills such as art and cultural storytelling and community release practices. These were seen as tools for collective healing and connection. 

These offerings reflect the commitment to nurturing not just systems change but the people behind the work. 

5. Advocacy Partners expressed a strong commitment to advocacy, particularly to defend the rights of the most marginalised, such as those with no recourse to public funds, people experiencing homelessness and those impacted by incarceration. They highlighted the importance of redistributing resources to grassroots groups, supporting their growth, and working together to coordinate joint campaigns on shared priorities. 

Partners also emphasise using skills like research and action learning to challenge harmful policies and resist oppressive systems. By advocating collectively, they aim to amplify their impact, hold institutions accountable, and ensure no community faces these challenges alone. 

6. Energy and Passion 

Finally, partners brought a deep sense of positivity, commitment and solidarity to the network. Many offered moral support, empathy and encouragement, recognising the emotional and mental toll of this work. Their willingness to cheer each other on, share moments of joy and offer compassion reflects an understanding that care and collective energy are essential for building alternative ways of being.

Next Steps and Conclusion…

Greater Manchester Systems Changers (GM SC) is like a pomegranate: a fruit where every part works together to hold the whole. 

Our guiding principles form the strong outer layer of the skin (epicart), providing a shared foundation. Beneath that, the husk, softer but still supportive, represents our shared vision and the connective tissue that unites us. Inside, the chambers of the fruit reflect our governance and infrastructure i.e. flexible spaces that provide the structure for our work to take place. At the heart lies the seeds, each representing the individuals, collectives and organisations within GM SC. 

This metaphor captures the strength, flexibility and interconnectedness of our collective. It reflects our ability to hold complexity without hierarchy, creating space for every part, every seed to grow and flourish, side by side and with the support of one another. 

Together, our vision and principles guide us as we work towards: 

• Community ownership, 
• Care and holistic support, 
• Collective learning and communal actions, 
• Offerings and services to each other and our communities, Sharing and shifting power, 
• Influencing decision-makers, 
• Challenging harmful systems and building alternatives. 

Each seed compliments the other and contributes to our shared vision. The chambers that hold them contain ideas, practical proposals, and alternative ways of doing and being. These spaces allow for collaboration across the whole network or focus on smaller, more targeted initiatives. Partners can move in and out of these spaces as needed, stepping into shared projects or pursuing their own priorities, all while remaining connected to the collective purpose and our shared dreams. 

In this report, Seeds of Our Future, we aimed to outline not just who we are as GM SC but what we aspire to become: a Greater Manchester collective rooted in justice, care, and collective power. We envision GM SC as a dynamic space for collaboration and action where all 60 partners (or in smaller groups) can come together, support one another and grow towards a liberated future. 

The next step is for partners to reflect on this document as a foundation for what comes next. 

In March 2025 will be the decision-making forums where we will come together to collectively decide the future of GM SC. We look forward to continuing this journey with you, nurturing the seeds we’ve planted together and building a future where we can all grow, thrive and flourish…