Love Southampton Food Report

Food Poverty and Food Distribution:
the role that Faith-based groups have in
providing and caring for their communities
Written by Jean Hirst and Professor Keith Brown

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Contents
1. Foreword 5
2. Executive Summary 6
3. About the authors 11
4. Introduction 12
5. Context 13
5.1. Introduction to the problems of food and the 13
Cost of living crisis
5.2. Introduction to the work of faith groups 14
and organisations more widely in the UK
5.3. Introduction to the evaluation 15
6. Love Southampton and conceptual frameworks 17
6.1. Introduction to Love Southampton 17
6.2. Interventions provided through the network 18
6.2.1. Emergency food aid 18
6.2.2. Marketplaces and pantry projects 19
6.3. Cross sector partnerships and networks 21
6.3.1. Cost of living Summmits 21
6.3.2. Faith Covenant Relaunch 22
6.3.3. Signposting & Communications 24
7. Methodology 25
8. Results – Love Southampton’s outputs 26
8.1. Food distributed in a week 26
8.2. From supplier to service user – what does it take? 27
8.2.1. Sourcing and supply 28
8.2.2. Storage 29
8.2.3. Service provision 31
9. Results - Impact of food aid on service users 33
9.1. Access to food /emergency food aid 33
9.2. Schools and children – learning and behaviour 35
9.3. Mental health and wellbeing through agency 37
and choice
9.4. Mental health and wellbeing through social 39
connection
9.5. Signposting and understanding people’s problems 41
holistically
10. Results – How are effective partnerships built? 43
10.1. Reliability and credibility 43
10.2. Agility 45
10.3. Knowing and being part of the community 45
10.4. Honesty and authenticity 47
10.5. Personal Relationships 49
11. Conclusion 51
12. Recommendations 53
12.1. For organisations and charities 53
12.2. For partnerships 53
12.3. For national government, policy makers, 55
and funders
13. References 56
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1. Foreword
During the recent past we have seen a huge rise in the number and scale of food banks within
our society . Love Southampton, which represents the social welfare outputs of the churches
in Southampton has also witnessed this rise, both in the number and types of provision of
food. As a part of this growth we were successful with an application for a Faith New Deal
grant from the government to support further developments and also to explore the impact
of food aid and food redistribution in the city.
To this end, during the later part of 2022 through to January 2023 we undertook a large-scale
evaluation of the impact of food aid and food redistribution in Southampton. Jean Hirst was
commissioned to lead this evaluation and this report details the findings of the research and
the evidence of the impact of the work done by churches in Southampton.
The headline results are simply staggering. Over 1.4 million meals were distributed in a year,
equivalent to £5.8 million worth of food, delivered by 18,720 hours of work by volunteers.
Moreover, this support has moved from emergency food aid to become a critical service in
the support of the most marginalised in our society. There is clear evidence that children in
schools struggle to concentrate during a school day without this provision simply because
they are hungry.
It is significant to note the way food support in the city has progressed from individual
donations of food and money to support food aid, to one of food redistribution on a very
large scale. The Big Difference works on the model of accepting and collecting food at or
towards the end of its shelf life - food that otherwise would end up in landfill - and
redistributing it to those in need in the city. The collection of this food from wholesalers,
restaurants, supermarkets and more, its sorting, recording, storage and delivery to those in
need is an awe inspiring and highly effective process. It prevents food waste, reduces landfill,
feeds the hungry and provides much needed social cohesion and support, and is clearly a
model that could and should be replicated in other parts of the country. It is a real testament
to the impact of churches in our society at the very front line of need .
Finally, on behalf of all those people who have benefitted from those 1.4 million meals, thank
you to all of the volunteers from the churches in Southampton who have collected, lifted,
moved, recorded, stored and distributed this food. You are all stars and bring hope to our
city. Love Southampton’s strapline is ‘There is Hope’ and you have all been great examples of
this in action.
Prof Keith Brown
Independent Chair of Love Southampton
March 2023
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2. Executive Summary
This Impact Evaluation reports the outputs, impacts, and activities that contribute
to effective collaboration between Love Southampton, faith-based organisations
and the local government in providing solutions to the increasing problem of food
poverty. By showcasing the examples of collaboration in Southampton this
report demonstrates the benefits and importance of cross-sector collaboration
and some of the lessons learned that can:
a) inform policy and decision making,
b) help secure continued support from national government for faith
groups, and
c) encourage other local authorities and organisations to bring social value
and solutions through such collaborations.
The UK now finds itself in a cost of living crisis. November 2022 saw inflation
reach a 41 year high, caused by disruptions in the supply chain, all while the
economy continues to recover from the impact of the coronavirus pandemic.
The unprecedented rises in inflation have caused the price of food and fuel to
increase with people seeing their bills become more expensive. Yet, without an
equivalent increase in their wages or in government benefits an increasing
number of people are struggling to pay these bills and provide food for their
households. Advice in Southampton (a free advice partnership) recorded a 39%
increase in food bank referrals and queries regarding fuel debt between January
and September in 2021 and January and September 2022.
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Recognising the partnerships with faith groups nationally through the pandemic,
the Department for Levelling Up, Housing and Communities (DLUHC) launched
the Faith New Deal Pilot Fund. The fund distributed £1.3 million to 16 faith-based
organisations with the goal of building upon innovative projects to provide
solutions to local problems for the most vulnerable, as well as helping to
establish principles for ongoing relationships between faith groups and
government. Love Southampton were one of the successful applicants, receiving
the fifth largest allocation of funding.

Love Southampton exists to support and represent Christian churches and
charitable organisations in the goal of supporting those most in need in the
Southampton area. Their strapline “Through the Church, for the City‘’ encapsulates
the aims of mobilising and connecting Christians in Southampton to help people
struggling with food and debt while seeking to help integrate students and
refugees into the city. During the pandemic, Love Southampton played a
prominent role working in conjunction with Southampton City Council and other
organisations to provide emergency food aid to the most vulnerable.
Using data from Southampton’s first food aid census in December 2022, as well as
the administrative records of The Big Difference, an estimated 28,000 meals were
distributed across Southampton in one week (with 28,000 meals as the average
for one week, an estimated 1.45 million meals would have been distributed in a
year). The census captured the food aid given by 21 different projects in one week.
The majority of meals was given through food banks, with 5,857 meals given via
pantries and food membership clubs. Of note, over 12 tonnes of surplus food had
been redistributed through the 28,000 meals to projects and people in need.
The majority of this report presents the findings from a series of 52 interviews
with participants ranging from service users, faith leaders, service providers, and
members of local government. The findings share a deeper understanding of the
lessons and activities from across the supply chain that enable such a wide
impact. There is a focus on the opportunities harnessed by The Big Difference in
redistributing surplus food directly from suppliers and supermarkets, which if
capitalised upon can reduce the need to supplement the donations received in
donation boxes by buying food from supermarkets or other wholesalers.
Currently the limiting factor to scalability lies in not having a large enough storage
facility as the surplus food is given in such large quantities. Having more storage
would enable surplus food to be redistributed to even more projects. Attention is
given to the way in which Southampton City Mission, one of Love Southampton’s
partner charities, equips and empowers churches in specific geographical
locations to provide food aid to those who are not yet in an emergency while also
using their food hubs (known as marketplaces) as a way to see communities come
together and address the issues of isolation. They focus on having an impact at a
community level, not only in creating hubs where the community can come and
access support and resources supporting some of the wider issues linked to the
cost of living crisis, but by training, investing and equipping the local churches
and volunteers to take ownership of the project.
The key themes emerging from interviews with some of the service users, clients,
and members, show that the impact of the meals given goes beyond the hunger
level, having a positive effect on mental health and wellbeing. Places and projects
that gave emergency food, such as food banks, Basics Banks and meal providers
did have a positive impact in relieving hunger, with service users commenting how
they would not know where they would get their next meal from without these
places. The social element had a positive impact on the wellbeing of the people
who attended.
The interviews with staff from primary and junior schools highlighted the impact
that the food parcels had on the lives of families and children. Where children did
not have adequate, nutritionally balanced meals there was a negative impact on
the energy and attention span of children, sometimes leading to challenging
behaviour, and difficulties in learning. All of the schools identified that the need
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was growing for food support as parents were starting to see the impacts of the
cost of living crisis. When food has such a significant effect on learning and
behaviour, and at a young age, there could be longer term effects within
communities with regard to employability. This highlights the need for continued
support with food for families and children.
The mental health and wellbeing of members and clients of marketplaces (and
their equivalents) was also being positively impacted. Individuals felt lower
levels of stress and helplessness as they experienced greater agency and control
through being able to pay a membership subscription and choose the items of
food themselves. The knowledge that they could plan their menus and time
accordingly contributed to these feelings of control and agency, reduced feelings
of anxiety, and had a positive impact on mental health and wellbeing. Being able
to access more affordable food often reduced the tough ‘trade off’ decisions such
as a parent having to go hungry in order to feed their child, or turning off the
heating in order to pay for food. These decisions and outcomes were said to have
contributed negatively to members’ mental health and wellbeing, and so
accessing the food support enabled not only better outcomes, but less stress and
anxiety over decision making.
Another positive impact on people’s mental health and wellbeing was the social
element of being able to build and develop relationships with the volunteers and
people in similar situations. People felt welcomed, cared for, unjudged and not
pressured by the volunteers and this helped to combat the shame and stigma that
is still sometimes perceived when accessing support. The way in which volunteers
shared joy and encouragement in all of the different food projects was noticed by
service users and partner organisations alike.
Many of the marketplaces and venues providing food aid were also using the
space as an opportunity to address some of the wider issues in the community
such as loneliness, health, language barriers and information about government
benefits. Through a combination of signposting to other activities in the
community such as English language lessons, community events, and inviting
in other agencies such as the NHS, and SO:Linked, members were able to gain
information or support for some of the other issues and challenges they were
facing in their lives.
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The last section of findings focuses on highlighting some of the contributing
factors to effective partnerships from the perspective of local government,
commissioning services, and partner organisations. Reliability and credibility were
seen as important elements in developing trust, knowing that actions and projects
would actually happen. Reliability in being contactable and available at meetings
also contributed to organisations being trusted. The agility with which faith-based
organisations are able to respond to people’s needs rapidly was seen as a strength,
allowing support and aid to reach communities more effectively. This agility also
enabled organisations to be bold and respond to problems with solutions. Due to
their position within and engagement with their local communities, faith-based
groups were able to identify needs in the community, as well as collaborate with
local authority to create fit-for-purpose solutions. This knowledge of the
community means that while marketplaces and projects often followed similar
models, they varied in the wider signposting and help that was provided. Honesty
and authenticity were key elements in working cross-sector. Authenticity around
a proven motive to help all people within communities meant that any concerns

egarding ulterior motives were greatly reduced. While faith groups didn’t hide
the fact that their faith motivated their actions in providing support, they had
shown that their goal was indeed to offer, love, hope and support which helped
to build trust. Honesty and humility meant that organisations could harness
each other’s strengths and weaknesses, avoid duplication, and fill in gaps; all
contributing to the overall impact in the community. The final theme arising from
the interviews on effective partnerships is the importance of personal
relationships. When addressing complex and deep issues within the community,
having regular contact with one another through which encouragement and
support was given was a positive determinant of effective and ongoing
partnerships.
The example of collaborations in Southampton, as seen in this report,
demonstrates the significant impact that can be achieved when local authorities,
commissioning services, and faith groups collaborate together. There is still a very
real need for these collaborations and partnerships to take place with the
ongoing cost of living crisis, and for any future issues relating to communities and
society.
Recommendations
Recommendations are made at three levels:
• organisational
• partnership
• national
At an organisational level we recommend a focus on effective data gathering
relating to how outputs link to specific outcomes. Not only does having useful
data demonstrate credibility and accountability, but by being able to identify
specific causal relationships between the outputs there is an opportunity to make
more informed, strategic decisions which will lead to greater impact.
We also make recommendations regarding sustainability and succession planning,
particularly for faith-based organisations that rely upon small teams of key
people.
At a partnership level we recommend that the work continues to develop an
asset map that clearly shows the assets of the community. This map can continue
the work of signposting and referrals, but should also be used in decision making
when looking at implementation of initiatives and campaigns, and potential
partnership opportunities.
While continuing to share information and best practice is still important, we
recommend developing partnerships beyond this knowledge transfer stage to one
of increased collaboration and innovation in creating specific solutions to local
problems utilising the assets that already exist in the community. To optimise the
impact of partnerships requires more than a recognition and encouragement of
each organisation’s services and strengths, it requires a commitment to problem
solving and co-creating specific projects and strategic goals aimed at reaching the
most vulnerable.
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At a national level this report proposes that grants and funding continue to be
given to faith groups that are working in partnership to provide solutions to local
problems. However, recognising the time to implement interventions, and that
many longer term impacts may not be captured within a short funding period,
longer funding periods are recommended in order to see and learn from this
wider growth.

3. About the authors
Jean Hirst
Jean Hirst has 5 years’ experience leading and
developing teams in the charity sector and is
passionate about enabling organisations to
become more effective in having lasting positive
impact. He has over 10 years’ experience in public
presentation, communicating with a wide variety of
different contexts and settings. Since completing his
Master’s degree in Management Consultancy and
Organisational Change, he is focused on
undertaking research that enables a deeper
understanding of some of the challenges and
changes that people face, and using these insights to
co-create solutions for individuals and organisations.
Professor Keith Brown
Professor Keith Brown was the founding
Director of the National Centre for Post
Qualifying Social Work and Professional
Practice and he is an Emeritus Professor at
Bournemouth University where the Social
Work department was ranked number 1
in the UK in the 2020 and 2021 Guardian
League Table.
In 2005 he was awarded the Linda Ammon memorial prize sponsored by the then
Department for Education and Skills awarded to the individual making the
greatest contribution to education and training in the UK. He was awarded a
Chartered Trading Standards Institute Institutional Hero award in 2017
recognising the significance of his research into financial fraud and scams .
He sits on the Department of Health and Social Care Safeguarding Advisory Board,
the joint Department of Housing and Social Care and Ministrey of Justice,
National Mental Capacity Leadership forum and the Home Office Joint Financial
task force.
He has written over 35 text books in the fields of social work and leadership and is
particularly known for his contributions in the areas of Mental Capacity and
Leadership.
For the past 7 years he has led the national research into fraud and scams on
behalf of the National Trading Standards Scams team and the Chartered Trading
Standards Institute.
Since his retirement from a full-time academic post, he has been the Independent
Chair of the NHS Safeguarding Adults National Network, the Chair of the
Worcestershire Safeguarding Adults Board, Chair of the West of Berkshire
Safeguarding Adults Board and the Chair of Love Southampton. He is also an
ambassador for ‘Faith in Later Life’ and a member of Above Bar Church,
Southampton.
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4. Introduction
Living in a post-covid world amidst the current cost of living crisis sees the
continuing growth of problems in people’s everyday lives. Notably, with overall
inflation reaching a 41-year high at 11.1% in October 2022, and food inflation
reaching 16.9% in the year between November 2021 and 2022, more people are
struggling with food poverty and increasing fuel prices (ONS, 2022). With
resources in the welfare state not able to meet the demand, and with the
increased pressures created by the cost of living crisis, the importance and the
value of faith groups within their communities is being seen and built upon.
Through the pandemic many local authorities intentionally partnered with faith
groups to provide aid and relief to their communities and neighbourhoods.
Recognising the continuing challenges and the social capital that faith groups
have, leveraging these relationships can have great benefits and effectiveness in
finding solutions to problems locally.
This impact evaluation focuses on the partnerships in Southampton, using Love
Southampton as an example through which collaboration between local
government and faith-based groups are seeing a substantial impact in the lives of
local people. Despite being an area showing signs of economic recovery,
Southampton has higher levels of deprivation and need than is commonly
perceived of the South. The local government and welfare commissioning
services are continuing to develop and foster effective partnerships with faith
groups, charities and other organisations in meeting this need.
Following an introduction to the evaluation, as well as the evaluation
methodology, this report presents the different activities that Love
Southampton engages with in their community. It looks particularly at food aid
and the cross-sector partnerships in Southampton.
Then an overview of the outputs in the area of food provision and surplus food
redistribution is provided, as well as a discussion on the activities and lessons
learnt from local leaders following the journey through the supply chain from
sourcing to service provision.
The findings from the interviews of the recipients of food aid are then presented,
demonstrating the value of the outputs within the community. Having discussed
the impacts from the perspective of the service user, this report proceeds to
draw attention to the findings of the interviews with Love Southampton’s
partners, and in doing so
describes and defines some of
the characteristics of effective
collaboration.
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5. Context
5.1. Introduction to the problems of food and the
Cost of living crisis
The UK currently finds itself in a
difficult economic situation with
an increasing number of
households struggling to pay
their rising energy bills. The
country is recovering from a
drop of 3.1% between 2019 and
2020 in the national Gross
Added Value (the total value of
services and goods produced)
due to the coronavirus
pandemic (Southampton Data
Observatory, 2022.) However,
the pandemic had an impact
far beyond global and national
economies with at least 175,000
people having died and more
than 21 million cases of the virus
recorded.
In addition, while navigating the impact of Brexit on the economy and in
commerce, disruptions in the supply chain, and ongoing war in Ukraine there have
been unprecedented rates of inflation (an increase in the consumer price index
(CPI) from 2% to 10.1% between July 2021 and July 2022). Without an equivalent
increase in wages people are struggling to pay for the same food and energy at
an increased cost. This decrease in ‘real’ disposable income has led to the cost of
living crisis.
The price of food and non-alcoholic beverages had been rising for 17 consecutive
months, and saw an increase of 16.9% between November 2021 and 2022.
Furthermore, the Consumer Prices Index (the average change in prices paid by
consumers over a period of time for a basket of goods) rose by 9.2%, increasing
the pressures on families (Office for National Statistics (ONS), 2023). One of the
ways that families respond to the rising prices is by buying less food, with the
Opinion and Lifestyle Survey (OPN) seeing 51% of participants report that they
had brought less food, and the rate rising to 61% in more deprived areas.
The OPN analyses responses between the 22nd June 2022 and 11th September 2022
from 13,305 adults over the age of 16 from across Great Britain (Office for National
Statistics (ONS), 2022). The national statistics demonstrate some of the challenges
that people are facing, with 45% of adults who paid energy bills reporting it to be
difficult (an increase of 5% from the previous pooled period).
The Trussell Trust group, who support a network of over 1200 food banks across
the UK, reported having distributed over 2.1million food parcels in 2021/22, seeing
an 81% increase over the last five years, and a 14% increase from the previous year
(Trussell Trust, 2022). These statistics further show the growing struggle that
people in Great Britain are experiencing with food.
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However, the analysis showed that the cost of living crisis does not affect all
people equally. The rate was higher for adults with disabilities, with 55% reporting
that they had found it difficult to afford their energy bills. Economic factors also
played a role with around half of people with an income of less than £20,000 per
year saying they found it hard to afford energy, and 23% of those earning £50,000
or more in a year. This information should be used to identify and prioritise
support to those who are being affected the most.
It is important to note that the problems arising with food in the pandemic are
not due to a lack of food, but rather people struggling with accessing and
affording it. The Waste and Resources Action Programme (WRAP) estimated that
in 2018, 9.5million tonnes of food were wasted by UK households, hospitality and
food services, and the retail and wholesale sectors (The Waste and Resources
Action Programme, 2021). While there are losses that happen during the farming
process, the waste that ensues after food has been harvested is estimated at 70%
in households, 16% in manufacturing, 12% in the hospitality and food service, and
3% in retail. Two of the main causes of waste in the distribution stage are the
challenges of storing perishable products, and products being damaged. In the
retail sector some of the issues are with stock-rotation or inaccurate forecasting,
resulting in overstocking (Jeswani, Figeuroa-Torres, & Azapagic, 2021).
With the problems associated with the cost of living crisis continuing to mount, it
becomes even more important for collaborations to continue between national
and local government, organisations and faith-groups in order to provide
solutions to these problems.
5.2. Introduction to the work of faith groups
and organisations more widely in the UK
The release of the 2021 Census shows that in the UK 56.8% identified themselves
with having a religion (with 37.2% reporting no religion and 6% choosing not to
answer the question). As well as representing some 33.8 million people, faith
groups contribute valuable social capital in their communities through their
commitments to social action and positive impact in health and wellbeing.
The coronavirus pandemic saw an increase in partnerships between local
authorities and faith groups. The Keeping The Faith report stated that of 194 local
authorities, 67% had seen an increase in partnerships with faith groups
during the pandemic, with 91% saying the experience was either ‘very positive’ or
‘positive’ (Keeping the Faith: Partnerships between faith groups and local
authorities during and beyond the pandemic, 2020).
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According to the Keeping The Faith report, local authorities said that faith groups
were most active in the areas of food poverty, mental health and wellbeing,
support for asylum seekers and in projects against racism. When asked which
aspects of partnering with faith groups most characterised local authorities’
experience in the pandemic, 60% of respondents said that faith groups added
value to a great extent due to their longstanding presence in local communities.
79% responded that ‘to some extent’ or ‘to a great extent’ that partnerships were
characterised by faith-groups being able to provide a pool of volunteer resources.
79% said that improving access to hard to reach groups most characterised their
experience of partnering with faith groups during the pandemic.

While the pandemic saw an increase in partnerships between local authorities
and faith groups, there exists an opportunity to be intentional in continuing,
developing and growing these partnerships to have impact beyond the pandemic.
At a national level, funds such as the Faith New Deal show support and awareness
of the continued social value that faith groups bring to their communities in the
areas of mental wellbeing and loneliness, debt advice, food poverty,
employability and increased community engagement.
Furthermore, the Faith New Deal fund demonstrates the importance of the
sharing of knowledge between organisations, towns and cities where such
collaborations already exist and are having impact within their communities.
5.3. Introduction to the evaluation
This evaluation was commissioned by Love Southampton as part of the funding
received by City Life Church in the Faith New Deal grant from the Department of
Levelling Up Housing and Communities. The project was structured and overseen
in conjunction with Love Southampton’s Independent Chair and members of the
Executive Board.
First, this impact evaluation seeks to determine and describe the specific
outputs achieved by Love Southampton and provide a deeper understanding of
the processes, conditions and relationships that have led to these outputs being
delivered. Second, this evaluation seeks to evidence some of the impacts in the
lives of service users who have received food aid. Finally, this impact evaluation
seeks to understand and present the contributing factors to effective cross sector
relationships between faith groups and local government during and since the
COVID19 pandemic.
The evaluation examines Love Southampton, an initiative of churches and
charities working together to support those who are most vulnerable in
Southampton. While Love Southampton supports a range of social projects
relating to food, debt, students, and refugees, this report focuses specifically
on the area of food poverty. Partnering with organisations that provide services
across Southampton, Love Southampton aims to demonstrate that faith groups
have a role to play in supporting communities to solve local problems through
providing direct support to those at risk of hunger. By hosting events such as The
Cost of living Summit, Love Southampton have aimed to increase awareness of
the work being carried out, as well as acting as a catalyst through knowledge
sharing and networking opportunities. With partnerships operating across food
redistribution networks, a more holistic understanding of the processes and
challenges can be developed and shared.
Southampton is a port city located in Hampshire in the south of England. It has a
population size of 248,922, (Southampton Data Observatory, 2022). In the 2021
National Census Southampton saw a 40.3% increase in people identifying as
Muslim compared to 2011. The percentage of Christians decreased by 18.1%. The
2021 Census shows the changes and diversity regarding faith and religion in
Southampton:
● 43.4% no religion
● 0.7% any other religion
● 40.1% Christian
● 0.5% Buddhist
●
●
●
5.6% Muslim
1.7% Sikh
1.3% Hindu
●
●
0.1% Jewish
With 6.6% choosing not to
answer the question
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Alongside the national Gross Value Added (GVA) decrease of -3.1% in 2020,
Southampton’s economy was estimated to be worth £7.2billion, £452million less
than in 2019 (-5.9%). While the economy slowly continues to grow, the effects
of high inflation (particularly on food and energy bills) will continue to have a
negative impact, particularly with rising fuel and food prices. Southampton Data
Observatory estimates that 50% of households have a discretionary income below
£135 per month and 16% of households have a monthly discretionary income
below £0. These estimates show that the challenges are not going to go away
quickly, and that more and more people will be struggling to pay for food and
energy. The solutions and support of faith groups within their communities has
even more significance and value as more people experience challenges.
PWC’s Good Growth Cities ranks Southampton 10th out of 50 cities on an index
rating cities across 12 different measures of economic well-being that lead to
economic success, and estimates that under the ‘limited growth scenario’ (in
which the continued estimated effects of inflation, post-Brexit transition and
supply chain disruption are accounted for) national GVA would grow by 4.5% in
2022 (PwC, 2022). Southampton Data Observatory estimates that with these
figures, the economy could be £500 million above the 2019 pre-pandemic baseline
(worth over £8.2million) (Southampton Data Observatory, 2022).
Despite Southampton’s economic growth following the trend lines of the South,
its deprivation levels are more in line with cities with higher levels of deprivation.
Where 1 is the most deprived, Southampton were ranked 55th on average out of
317 Local Authorities Areas, with comparator cities Leeds 92nd and Sheffield in
93rd. Local Authority Areas with similar levels of deprivation include Portsmouth,
ranked 57th and Peterborough ranked 53rd. An estimated 12% of Southampton’s
population live in neighbourhoods within the 10% most deprived nationally with
Bargate, Weston (International Way), Weston (Kingsclere Avenue), Thornhill and
Millbrook being some of the most deprived areas in Southampton. The percentage
is higher for those under the age of 18, demonstrating a higher estimated impact
on the lives of children (Southampton Data Observatory, 2020). Seven domains of
deprivation are used to create the Index of Multiple Deprivation. These go further
than looking at income and include employment, education, health, crime,
barriers to housing and services, and living environment. Therefore, while
economic growth may be increasing, an area can still suffer in other domains
which explains some of the demand for the services and support provided by
Love Southampton and similar organisations.
The findings of this impact evaluation are an important contribution to decisions
relating to the government’s wider relationship with faith groups. Additionally,
this report aims to encourage action by local government, faith groups and the
voluntary sector by offering valuable insights into providing aid to those who are
most vulnerable.
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6. Love Southampton and conceptual
frameworks
6.I. Introduction to Love Southampton
Love Southampton’s goal is to share hope and see social transformation. They do
this through networks in the areas of food, debt, students, and support to
internationals and refugees; focussing on those who are hungry, sleeping rough,
struggling with mental health needs, plus older people, and targeted family care.
The networks represent both churches and Christian organisations within
Southampton, and work more widely with other faith groups and local
government across the city.
“Our aim is for the Christian community in Southampton
to be visibly engaged at the heart of coordinated and
effective social change in the city, and for every inhabitant
to have a growing understanding of the hope and positive
impact that Christians, the Church, and Jesus can bring” -
Love Southampton Annual Report 2021/22
Across the city churches have partnered
together to focus and share resources. They do
this through financial donations, through the
use of their buildings, and through mobilising
volunteers, all while responding to the needs of
their communities through specific projects.
While there had been existing relationships and partnerships prior to the
pandemic, COVID19 was one of the drivers for increased collaboration across
multiple sectors, with Love Southampton acting as the focal point for
communication between the different service providers, particularly with
emergency food. In the year from March 2020 to March 2021 Love Southampton
co-ordinated with the Christian community in Southampton to distribute an
estimated £2.9million worth of food and provided over 13,400 hours of
volunteering through the food network (Love Southampton, 2022).
Two of Love Southampton’s critical partners in providing this support are The Big
Difference, and Southampton City Mission. The Big Difference is a food
redistribution project founded by Above Bar Church that, at the time of data
gathering for this report, supported over eighty different partners with surplus
food from supermarkets, restaurants, as well as people referred by social services
and other agencies who can’t access emergency food aid sites and require food
parcel delivery. Southampton City Mission, formed in 1996, has supported the
community through numerous strategic initiatives that cater to the varying
levels of need. Southampton City Mission and The Big Difference work well
together by operating at different points in the food provision supply chain,
supporting each other’s needs (i.e., supplying marketplaces with frozen produce,
Page 17

and any excess ambient food being given for redistribution), filling the gaps in
food aid provision, and complementing each other with their different strengths.
6.2. Interventions provided through the network
6.2.1. Emergency food aid
Individual food parcels can be received
from The Big Difference through
online referral. Anyone can self-refer
on the website. The food parcels
contain a variety of different foods
including ambient goods, cereal, pasta,
sauces, cooked meats, and fresh
vegetables and fruit (as well as
catering for different food
intolerances). As well as providing
parcels for direct referrals, The Big
Difference also partners with over 60
projects in which they provide varying
quantities and types of food according to the need of the partner project. Some
of these projects distribute food parcels to their communities and some provide
hot lunches and breakfasts to vulnerable people who need emergency food.
Individuals come to the projects (Sunday lunch clubs, breakfast clubs,
community lunch projects) and receive a hot meal while having an opportunity to
connect with friends and volunteers. During the COVID19 pandemic partnerships
between wider community welfare and health services took place at these
locations. Access to advice from Southampton City Council, free dentistry, and
signposting took place, with some of the venues becoming a vaccination hub.
Emergency food and clothes can also be received through the Southampton City
Mission’s Basics Bank projects. Referrals to the Basics Bank are made by over 2,000
referral agents and an online electronic voucher system. The food vouchers
received for referral to Southampton City Mission Basics Banks lists the number
of people in the household which then allows 4 days’ worth of food per person,
per household. Some of the referral agents include churches, Southamptonbased
charities, housing associations, mental health services, Citizens Advice, a
variety of NHS departments, community mental health teams, and social services.
Referrals from one of these partners provides eligibility for access to food parcels
and ensures that those accessing the service have need, removes potential bias
from Southampton City Mission in the decision-making process, in addition to
allowing a wider ‘net’ of food safety to take place across the city. This net ensures
that access to Southampton City Mission’s projects is not limited to certain areas,
and that individuals do not get dropped or lost in the referral process.
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Once a referral has been made service users are asked to collect four days’ worth
of food for each person on the collection voucher. Parcels contain a mixture of
ambient goods (including tins, jars, packets), plus fresh fruit and vegetables. It is
emphasised that referrals to the Basics Bank are for emergency food aid due to a
personal crisis such as an unforseen job loss, health issue or bereavement, rather
than being a longer-term solution; although with the cost of living crisis affecting

so many people the perceptions of ‘what’ and ‘who’ constitutes an ‘emergency’
are being challenged.
6.2.2 Marketplaces and pantry projects
Longer-term food assistance is provided hrough
marketplace and pantry style projects. Whereas
emergency food aid is given through referral,
marketplace and pantry projects run as
membership clubs with eligibility limited to
geographical locations via postcodes.
Members pay a £5 membership subscription
each time they come which enables them to
choose 15 items of food (approximately £30
worth of food) from the fridge, access the
partner services when they visit the
marketplace, and use the community space to
chat with other members and volunteers. The
15 items are split into groups of fresh fruit and
vegetables, bakery, ambient foods, and
toiletries and are colour coded with members
permitted a certain number of items from each
colour group. Many of the marketplaces
ensure that there are alternatives in order to
accommodate people’s allergies and
preferences.
In providing community places such as marketplaces and pantry projects longer
term aid can be given to those who are struggling, but are not yet at a crisis point.
The focus goes beyond simply providing food to developing communities and
providing support with wider issues such as loneliness.
In response to the intersections between poverty and food insecurity and how
they can create geographical locations where availability of healthy and a
ffordable food is limited, Dr Megan Blake (2019) contributes an approach for
combating the issues that affect communities by intentionally using food as a
means to create communities where people want to live (Blake, 2019).
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Blake’s Food Ladders include three rungs which depict three levels of intervention
(Blake, 2019).
This impact evaluation complements the Food Ladders approach and
demonstrates that many of the projects supported by Love Southampton meet
the needs of Rung 1 and 2 and are starting to see the benefits of communities
coming together through the marketplaces.
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6.3. Cross sector partnerships and networks
6.3.1 Cost of living Summits
In the past six months Love Southampton have organised and run two Cost of
living Crisis Summits, bringing together representatives from organisations in the
public and voluntary sector, faith groups, advice providers and Southampton
residents.
The first summit, in partnership with Southampton City Council and hosted at
Southampton Solent University in October 2022, looked deeper at the issues and
impact of the cost of living crisis, particularly in the areas of food insecurity and
the impact on mental health, and provided a chance for organisations to get an
understanding of the current needs and provision taking place. Delegates then
split into facilitated group conversations seeking to collaborate and tackle specific
issues, before being encouraged to make a commitment on an action they could
carry forward.
The summit bought together 250 delegates in a hybrid summit, with most people
attending in person. The goals were to listen to what was happening in the city,
and use the information shared in the keynote talks, to develop more targeted
support. The summit also sought to be a catalyst for action and impactful change
as delegates made commitments to actions relating to the specific questions
discussed in the group sessions. Finally, in bringing together so many people from
a wide variety of contexts it was a time for networking and for new connections
to be made, increasing the knowledge and awareness of the different assets that
exist within Southampton and opening opportunities for more partnerships.
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A follow-up Cost of living Winter
Conference took place online three
months later. Updates were given on
warm spaces, food insecurity, and
the work that had been happening in
the city. The Leader of the Council
gave a keynote address on the city,
there was an operational update on
the cost of living from the Director
of Public Health, and closing remarks
from the Chief Executive Officer for
Southampton.
The intention was to maintain momentum and encourage one another with the
work that had taken place since the previous summit, while sharing valuable
information on how the cost of living crisis was continuing to affect Southampton.
6.3.2 Faith Covenant Relaunch
At the Faith Covenant Relaunch in November 2022 Faith Community Leaders and
Southampton City Council recognised the value and importance that faith groups
bring to the city and committed to continue working together. There was great
emphasis on the Covenant not being empty words or commitments, but a driver
for increased impact in the city.
“This mustn’t be just a nicey nicey event- we must ask ‘so
what?’” - Chair of the Muslim Council, Southampton
It had been five years since the first covenant had been signed which
demonstrated the longevity in relationships within local governments, but also
recognised the need for continued collaboration addressing the needs in
Southampton both now and in the future.
Where in the past there may have been misgivings about whether local authorities
should work with faith-based groups, the very public nature of this moment was
particularly poignant, acting as an encouragement to the role that faith groups
have in society.
Page 22
“The APPG on Faith and Society is convinced that faith groups
have a great deal to offer as providers and advocates for the
communities in which they serve, and that some of their
potential is being unnecessarily overlooked at present. To help
tackle the problem, the national group drafted a Covenant which
can be adopted by faith groups and local authorities in cities
across the UK. We were delighted to recommit ourselves to the
Faith Covenant today” - Chair of the Southampton Council of
Faiths

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6.3.3 Signposting & Communications
Love Southampton acts as a communication point drawing attention to
opportunities and needs in the city and services that the Christian community
provides. It does this through its social media channels, newsletters, and website,
using these platforms to share events, stories of hope, and generate support for
specific needs that organisations may have (i.e. asking for food donations and
volunteers). In doing so, Love Southampton seeks to mobilise the community to
engage with caring for the city, promote the different sources of help and support
that exist and provide clear pathways through which this support can be accessed.
Information and learning from key events are shared on the website alongside
other resources with the aim of enabling and equipping the community to be
effective in the projects that take place. Whether it be presentation slides from
the summits, toolkits for food aid, or links to other resources the goal is to
encourage and support effective social transformation.
Furthermore, success stories of Christian impact and collaboration in the
community are shared on the website and social media platforms, acting as a
voice of hope in a time when negativity and bad news can seem overwhelming.
These stories share inspiration and serve as motivation for people to believe and
know that they are loved, that the community is cared for and that collaboration
is effective. Additionally, by documenting the impact that is being made credibility
is demonstrated for key stakeholders and funders.
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7. Methodology
Fifty two interviews were conducted of which 29 were informal group interviews
with service users, and 22 were semi-structured one-to-one interviews with
individuals from organisations that partner with Love Southampton. The informal
group interviews included participants from a pantry project, breakfast provider, a
council community project, three marketplaces, a Basics Bank, and three schools.
The interviews with partner organisations involved members of staff from
schools, church leaders, service leads and directors from local government,
charity support workers, charity leaders and Hampshire County police
constabulary.
The interviews with service users were arranged by The Big Difference and
Southampton City Mission and direct contact was made with the charity leads
and school representatives to arrange interviews. While invitations were sent out
to all of the different partners, interviews were only arranged with those who
responded. Group interviews with people in the different food venues were
designed to create a safe and non-judgmental space for conversations.
Participants felt more at ease discussing some of the issues and experiences they
were living with alongside people they had already developed relationships with,
and who were going through similar challenges. The questions and conversations
focussed on the impacts of the food received, the experience of receiving the
food, and any changes that this has led to in their lives. Due to the sensitivity and
nature of the topics being discussed, and the interviews taking place within the
venues when participants were receiving their support and taking part in
activities, observation notes were taken in a field journal before being typed up
and stored securely.
The interviews with leaders from Love Southampton were arranged with the aim
of gathering views from a variety of partners across multiple sectors. Interviews
followed the same pattern of semi-structured questions, first describing the
nature of the partnerships before focussing on the factors that lead to effective
collaboration, the elements that built trust, and whether any problems or issues
had been encountered and overcome.
Once all the notes had been typed up a
two-stage analysis process took place,
grouping the data first into sub-themes
before combining the sub-themes into
larger themes. This process involves
becoming familiar with the typed-up field
notes before then coding them. A coding
log is kept, with references to the field
notes and the codes are then grouped
together into bigger themes.
The data for this impact evaluation was collected between October 2022 and
January 2023, and informed consent was given by all participants.
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8. Results – Love Southampton’s outputs
8.1. Food distributed in a week
Working with the food aid census and the figures from The Big Difference, it is
estimated that roughly 28,018 meals were provided in the week of the Food Aid
Snapshot to those in need through the food projects. If each meal was valued at
£4 this would mean the equivalent of £112,072 in a week.
Using these statistics as an estimate, around 1.45 million meals were given to
the community in a year, which would be the equivalent of £5.8 million pounds
worth of food.
This equates to enough meals to feed the population of Southampton 5.54 times
(using the estimated resident population of Southampton in 2021 (Southampton
Data Observatory, 2021).
During the week of 5th December to 11th of December 2022 a snapshot survey was
taken of 21 different food projects who give food aid to Southampton
residents in the first survey of its kind.
Source
Meals
Foodbanks 10,990
Pantry projects & food membership clubs 5857
Served food 320
Community larders & communal fridges 175
ESTIMATED ADDITIONAL MEALS
10,676
PROVIDED BY THE BIG DIFFERENCE
Total 28,018
Table 1 Food Aid Forum Snapshot Results (5th-11th December 2022), Southampton City Mission (Adapted to include the meals
provided outside of the snapshot by The Big Difference)
In that week 17,342 meals were provided through the 21 projects who responded
out of a possible 35 projects (representing 60% of the food projects, although
each project varies in size and output). Therefore, it can be assumed that the
number of meals provided is higher than our estimate, once the data from the
remaining organisations is included. Projects such as communal fridges and
community larders are harder to monitor as people can come and help
themselves, so the food used to stock the fridges is recorded as potential meals.
In the same week, the Food Aid Snapshot reported a total of 12,319kgs of surplus
food had been redistributed. The Big Difference reported that only 63.6% of the
total surplus food redistributed was represented through the projects that
responded to the census (7835.8kg), leaving 4484.2kgs of food that was distributed
but not accounted for.
Page 26
Using the guidelines of 420g as the size of a average meal from WRAP, a NGO
Waste and Resources Action Programme (WRAP, 2020) we estimate that an
additional 10,676 meals were provided in that week (from the 4484.2kgs
redistributed but unaccounted for).

While these estimates demonstrate the value and capacity that faith-based groups
bring to their local community, the sheer level of demand for these services
highlights the need for national and local governments to work alongside faith
groups to provide solutions.
8.2. From supplier to service user – what does it take?
This next section examines the journey from sourcing surplus food from different
supermarkets and retailers to putting it into the hands of the service user, and
discusses the challenges and lessons learnt along the way.
The food that goes into food aid provision can be sourced in four ways:
1. Donations from the local community to ‘front of store’ donation boxes in,
for example supermarkets and churches
2. Bought from supermarkets or other wholesalers using monetary donations
given to the various charities
3. Collections of surplus and waste food from supermarkets, wholesalers,
restaurants, and shops by charities
4. Donations of goods directly to charities from the public and businesses
To have an effective reach and continue providing support over the long term,
charities that provide food aid must be sustainable. They need to have sustainable
sources of food, reliable and skilled volunteers and manageable operating costs.
Food from donation boxes
and contributions directly
from the community help
to sustain projects in
providing food support,
however this is not
sufficient if the
organisation wants to grow
and meet more of the
demand in its community.
Moreover, many of the
project leaders reported
that donations have been decreasing as more people are affected by the cost of
living crisis. As a result, many projects use a combination of ways to source the
food and increase the number of people that can be helped. When people who
would normally give food through donation boxes are themselves being affected
by inflation and rising food prices the amount of donations decreases which
highlights the importance of sourcing and redistributing surplus food as The Big
Difference has done. Surplus food redistribution also has wider benefits in that it
reduces the amount of food that goes to waste.
Money received from membership fees at marketplaces and pantry projects goes
some way to contributing towards running costs, although additional funding is
still needed to ensure there is enough food for all the members. If each of the
15 items cost £1 there would still be a £13 deficit (and many items cost more than
£1). Therefore, buying food is not a financially sustainable model for continuing to
meet the needs, particularly when running costs increase (fuel for the van,
heating in the warehouse, electricity for freezer units) as the reach and scale of
Page 27

a food charity grows. Buying food isn’t sustainable unless there is a ready and
steady income, or the food can be sourced for free.
The Big Difference has managed to find a way to sustain a city-wide approach in
Southampton through forming its own partnerships and delivering surplus food
for free. Organisations like FareShare operate on a national level and provide
charities with the option to receive food either
by using the paid service, or the opportunity to
collect surplus food through their local
supermarkets. At the time of writing, The Big
Difference provides eighty charities with s
urplus food for free by collecting, sorting and
storing the surplus food before then
redistributing it. Overall, the cost of
providing such a service is a lot less than buying
the equivalent volume of food (between 12-15
tonnes a month) from a wholesaler or
supermarket. Operating at the food
redistribution level provides a means for food
projects to receive free food, thus removing the
cost of buying food.
However, there are still costs associated with collecting, storing and distributing
the food and this must be paid for by The Big Difference.
8.2.1 Sourcing and supply
When interviewing the Head of The Big Difference it was clear that initiative was
an important skill in forming partnerships with food suppliers. He had been
proactive in seeking and initiating contact with local stores to generate enough
food. The Big Difference uses a rented van to collect the food and bring it back for
sorting and storing before it is redistributed to the various projects. This is
therefore a significant cost that needs to be covered.
Once an arrangement has been made with a supplier, reliability becomes
paramount. Remaining available and being consistent are important factors in
maintaining the partnership so that the supplier is happy to continue distributing
their surplus food through The Big Difference. This can be challenging when the
quantities of food are large, the type of food is varied, and when the timing of
the pickups are not scheduled routinely, but are in response to the stock levels
of the store. For example, while interviewing The Head of the Big Difference for
this evaluation a crate of 2,000 Actimel yoghurts had been collected. High volume
collections of one type of product like this are not uncommon, and illustrate the
unpredictable nature of surplus food redistribution.
Calls from suppliers may occur at any point in the day, therefore The Big
Difference has had to remain flexible and available to respond and collect the
food. With the rising prices of fuel, driving is not only costly with regards to the
time taken to go and collect pallets (with over 50 hours a week driving and loading
food), but also in paying for fuel. Therefore, The Big Difference has to make a
decision whether the journey is justified based on the quantity of food
available, and whether they have the capacity to store the food.
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Despite this, the cost of being unreliable is greater, losing not only the food in
that specific delivery, but the likelihood of the supplier offering future surplus
food which may have a longer term impact on the amount of parcels and food
that can be redistributed as food aid.
The types of items being redistributed vary from ready-meals, chocolate,
different meats and vegetables, sausage rolls, soft drinks etc. While the food may
satisfy hunger, not all of the food being redistributed contributes to a balanced
nutritional diet, as it tends to be the stock that hasn’t been sold and is about to
go out of date. Recognising the importance of healthy, nutritional food, The Big
Difference are intentionally seeking partnerships with fresh produce providers to
meet this need.
Not all the food given can be used in food parcels or in marketplace style
projects, but there is always a use for it, and it is always redistributed. An example
of this can be seen when The Big Difference was given ten whole salmon. They
were able to give them to community projects that provide hot meals, showing
that everything can be used.
In this way, The Big Difference are remaining sustainable and viable by continuing
to seek out partners. With amendments in food best-by and use-by regulations
affecting the quantities of surplus food that individual suppliers can give,
partnerships with more suppliers will be needed to sustain and grow the level of
support that is currently given.
“You do what needs to be done in order to meet the needs that
people have” - Head of The Big Difference
8.2.2 Storage
To provide so many meals, organisations must be able
to sort and store the food. The food that is donated
must be moved first from the van into the storage unit
before being logged. It is then sorted into food groups
and types to make retrieval more efficient when
preparing the parcels for referrals or to give directly
to the partner projects.
One of the biggest constraints on The Big
Difference’s food distribution is lack of storage.
Currently, The Big Difference have a storage facility in
Woolston which is rented at a peppercorn rent from
Southampton City Council and they also partnered
with SCRATCH (Southampton City and Region Action
to Combat Hardship) and invested £30,000 to set up
and use their walk-in freezer and refrigeration units in
Page 29

the Mount Pleasant industrial estate. However, this adds more time in collecting
and transferring items from the freezers and makes organisation and planning
more difficult. At the same time The Big Difference has grown to the point where
they could support more projects if they had the space to store more food. With
more storage and with freezers located onsite The Big Difference could increase
the amount of food given to projects, do it more efficiently and save time, and
reduce the cost of going between two locations. The increase in storage size
would also result in the need for more volunteers to be trained in order to cope
with the increased number of food quantities that are collected.
Great attention is given to food safety standards to ensure that the food being
given out is safe to eat. This is of particular importance given that the food being
redistributed is often close to its expiry date. A food toolkit provided by
Southampton City Mission is displayed clearly in the storage facilities. Food
parcels are hand-packed with equal quantities of food for each of the recipients.
Although this increases the amount of input with regards to volunteer hours,
bags, and electricity needed in the warehouses, it ensures that people are
receiving a fair service with equal amounts of food and that the food is able to
feed more people when portioned.
The Big Difference has been intentional in storing a reserve of food that would
enable them to keep providing food if any shocks or interruptions in the supply
chain were to happen. This is achieved by redistributing the fresh food (which
often has a shorter expiry date) and keeping stocks of long dated food.
Pre-planning in this way can mitigate the challenges of having to source the food
needed for each week within the same week, but having reserves allows time to
adapt and adjust without leaving partners and projects lacking supplies.
It requires more than just logistics and space. The people involved are vital to
the process. Both The Big Difference and Southampton City Mission have small
staff teams on a mixture of full time and part time contracts and work with over
180 volunteers between them. The volunteers come from communities all over
Southampton, with many from churches. They drive the vans that move the food,
engage in admin tasks, prepare food parcels, store and record the food, and serve
and speak with clients and service users.
Without the ongoing dedication and hard work of the teams the reach and impact
would be greatly reduced. It is important to note also that a lot of work was put in
to lay the foundations of these projects whilst they became established. Many of
the projects were started by church members responding to the need who put in
long hours to form the relationships and partnerships before reaching the stage
where means of funding were available. One project leader shared how they had
been volunteering six days a week, with only nine days of annual leave taken over
a period of three years, demonstrating the passion and commitment with which
volunteers serve their communities whilst highlighting the potential risks for both
the charities when key people are unable to continue, in addition to the wellbeing
of those volunteers.
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8.2.3. Service provision
Once the food is prepared it can be sent to the various partner projects.
Volunteers help to set out the food and set up the venue prior to members and
service users arriving. This involves stocking the fridge, preparing beverages,
setting up the table and making the environment one that is warm and welcoming.
For projects that provide hot meals such as GEMS, The Big Breakfast (a project by
Above Bar Church providing breakfasts for up to 60 homeless people on a
Thursday morning) and The Sunday Lunch Project, preparation starts even earlier
with cooking the food. When people start arriving, they are welcomed, checked
in and wait to be called to receive their food package or to choose their items
from the marketplace.
Many of the marketplaces are open throughout the day and have observed a rush
of people in the morning as well as one after lunchtime, therefore volunteers
make sure the fridges are stocked up in the quiet periods so that everyone
attending gets the same choice no matter what time they attend.
All of this requires pre-planning, sourcing of a venue, training of volunteers, and
collaboration with churches to ensure that projects are run to a professional
standard, and in a way that is consistent.
When speaking with Duncan House, from Southampton City Mission, it was clear
that partnering with and getting buy-in from local churches in their communities
at the start of a project was important in providing such high-quality
marketplaces. It isn’t just about using the resources, but training and equipping
Christians to be active in their community.
“We help churches to start projects and give them the training
and knowledge to help other people. We often help churches
set up and then withdraw, to work with others elsewhere.” -
General Manager, Southampton City Mission
Conversations had to take place with churches in the community who were
interested before choosing a lead partner church to help with the logistics, as
well as help pool volunteers. It is
this partnership with local
churches that allows each of the
marketplaces to be relevant in
responding to the needs in their
communities. An example of this
was given when Southampton City
Mission identified the need for
a baby equipment bank. Having
identified the need they invited
one of the local churches to set
one up and gave them the support
to do this.
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In addition to the training provided on policies and procedures, fridges must be
purchased, and venues made fit for purpose with a carpenter building
suitable display and storage units. This can cost up to £9,000 per marketplace.
When the venue and volunteers are prepared a soft launch takes place with a
few initial members, setting the culture of the marketplace before opening fully
to members. The General Manager of Southampton City Mission emphasised the
vision to see marketplaces become community hubs. This involves setting the
culture and demonstrating that people can take their time and not rush, helping
to welcome people and provide safe and encouraging environments that bring
members together.
The process by which marketplaces are set up illustrates the preparation and
processes needed in service provision before clients and members can make use
of the facilities. Whether it be setting up storage, training staff, understanding the
needs of a community before choosing to act; the principles remain the same,
and the outputs do not happen by accident but by careful planning and
implementation.
Once projects are up and running there are ongoing costs in continuing to provide
the services. Charities and churches are also experiencing the same challenges
with the cost of living crisis that led to many of the clients and members needing
to use the service in the first place. Especially during the cold winter weather,
churches and venues need to ensure that the space is warm for their clients.
“We have a small congregation which makes it tougher to pay
the electricity bill. But we can’t stop now. Providing this space
for the community is one of our non-negotiables. We’re
switching the heating on” - Church Leader in Townhill Park
While there are grants available, they
are often for restricted purposes,
rather than long-term solutions, i.e.
if the venue registers as a warm space
and meets certain criteria.
Additionally, local authorities are
also stretched in their budget and so
organisations cannot rely on them as a
long-term solution. Therefore,
donations from churches are
important to help cover the costs that
are associated with delivering food,
keeping it refrigerated, and
providing a warm space.
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9. Results - Impact of food aid on service
users
9.1. Access to food /emergency food aid
The benefits of receiving food shared
in the interviews differed depending on
the type of food support the
participants were receiving. For those
who were receiving emergency
parcels from a Basics Bank or cooked
meals such as a breakfast or lunch, this
was often the first meal that had been
received in days.
“It means I can eat. Currently I have one can of soup, a jar of
jam and a couple of potatoes in my cupboard” - a client at a
Southampton City Mission Basics Bank in Bitterne
Equally, for those who were receiving food parcels due to a personal emergency
the food meant the difference between eating or having to go hungry. Having
interviewed people who were receiving this kind of aid the causes and drivers for
their need were more drastic. For instance, one person at the food bank told of
how her husband had passed away suddenly. Due to being the primary carer for
her autistic son, she was unable to work and therefore needed the food supply
while waiting to find further provision. Another gentleman had suffered a stroke
the year before and had not been able to work while he was recovering physically,
and he was still struggling to find a new job.
Many people mentioned how due to a change in their housing situation or
employment the timing of receiving or having their benefits updated meant that
they were not able to put down a deposit for rental housing or weren’t able to
stretch their previous payment to last two months. Others were waiting for
delayed payments to come through which meant that they couldn’t buy food.
“It will help until I get paid. At the moment I have nothing” - A
client at The Big Breakfast
The meals and food given out at such projects tended to be ambient, long-life tins
and packets, or cooked food, or items that don’t need to be refrigerated or frozen.
This is because some of the service users didn’t have access to cooking equipment
or somewhere to cook a meal.
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Those who accessed food at marketplaces or pantry style projects were able to
contribute and the need may not have been at a crisis point, but they were
struggling to make ends meet. Often people accessing the marketplaces were
working or receiving benefits as carers and were struggling to make their income
cover their expenditure. When speaking to these people they commented that
the food would help them to eat for a few days, and allow the savings to act as a
resource to supplement their next food shop. Receiving the food aid meant that
they would have meals that lasted and would be able to eat throughout the week,
rather than miss meals or go without. Many interviewees noted the value for
money of the items that they had received.
There were varied views on how long
the food from marketplaces received
would last, with individuals, couples
and smaller families tending to say
the food would last a week, and
larger families saying that the food
would only last a few days. Households
receiving parcels from a Basics
Bank have the number of people
needing food on the voucher, and the
amount of food is given accordingly.
Food membership clubs differ in that
respect with individuals all paying the
same membership fee, recognising that marketplaces tend to meet the needs of
families who need their food shop supplemented.
One option is for existing members to pay more, or to introduce double
memberships in order to represent their household size. It was said by
marketplace providers that given the reports on quantities of food donations
decreasing, an equal amount must be given in order to sustain the membership
numbers (highlighting the community element of marketplaces). Marketplaces
face the challenge of ensuring there is enough choice of food for all the
members. Acting as membership clubs with limited numbers of spaces allows
for planning and stocking to meet the needs of those members compared to
Basics Banks or other emergency food aid providers which have inconsistent and
differing numbers of referrals throughout the year. While having membership
is a strength in that it helps form community as relationships develop amongst
the same people and allows for demand to be controlled and met; the benefits
are limited to a few in the community. With three of the current marketplaces in
Southampton having been opened within the last 12 months the focus has been
on establishing relationships and culture with its existing members. Therefore,
there is time for leaders to plan and prepare for the next stages of growth within
marketplaces once communities have been formed.
Marketplaces have memberships that are offered via postcode restriction. While
this helps to focus aid to the needs of a community and geographical area it also
limits those being able to access the help and receive the benefits. One of the
reflections from a service user at Saint Mary’s Marketplace was on how she
wished there was a marketplace in her sister’s community so that her sister could
also benefit, as she said her sister no longer had access to emergency food aid.
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9.2. Schools and children – learning and behaviour
Some of the people facing the biggest struggle with the increased cost of living
are families and children. Many families and children have benefited from the
food received from marketplaces and food banks; however, food aid was also
given directly to schools. This section shares the findings from three primary and
junior schools about the impact of the food that they received.
From single parents to larger families (one school
said they had multiple families with 10 or more
children), schools can support families and
parents of varying sizes and different needs with
the food received from The Big Difference. Some
are struggling with chronic health problems and
some children have the foodbank added to their
child protection plans, with an increasing
number of parents struggling to pay the bills due
to delays in their benefits and the impact of the
cost of living crisis.
Support is given through a combination of food
parcels in three of the schools, and a foodbank
that is run fortnightly and is used by about 70
families. If there is fresh fruit left over after
filling the food parcels it is given to children at break time.
Each of the schools noted an increase in the number of parents needing food aid
or asking for help and signposting to other services. One Headteacher noted that
they wished they could ask for more from The Big Difference, but they recognised
that there were probably limits to what could be given. Another school
representative reflected that the number of bags given out had already doubled
since they first started working with The Big Difference.
“They are just lovely professional people. We’re giving nothing
back in return for this. One family couldn’t believe that they
could come and take the food without having to pay” - Family
Liaison Officer for a local junior school
Across all three of the schools, staff members brought up not only that the food
given would allow children to eat, but how the difference in food quality would
have an impact on the behaviour of children, and their ability to learn within the
classrooms. One interviewee explained how when they had first started at the
school, they could see the effect on behaviour when children were having energy
drinks and sugary foods for breakfast. It led to hyperactive behaviour combined
with the inability to regulate emotions, having an effect on learning which would
result in longer term difficulties in employment. Therefore, by working with
parents and with The Big Difference they could see the positive impact of healthy
nutrition that the food received would have on the education of the children.
Page 35

“There were these sacks. I remember these massive sacks of
food. I just knew that it would show families that they do
matter, and that they can make a difference” - Headteacher of
a local primary school
Another staff member commented that without some of the food received pupils
would not have the energy to give themselves meaningfully to lessons. These
examples demonstrate the importance of a balanced and nutritious diet in the
formation and development of young children in particular, and further embeds
the importance of being strategic in sourcing fresh, healthy, food as The Big
Difference is doing.
One of the schools explained how they were able to give a food package to a new
mother in the school who had recently moved due to domestic violence in the
home. She described it as a lifeline. Another family were having trouble accessing
their benefits, but were able to ask for food and receive help, and were then able
to feed themselves.
“Originally there was a little bit of resistance from staff and
some parents in the school that they even needed a foodbank
but then when we saw the need and the children benefiting
from it they were able to see the impact that it had” - Teacher
from a local primary school
At first some of the parents struggled with the stigma of needing to use a
foodbank, as demonstrated by one parent anonymously making the school aware
of a family that had not eaten for three days via text message. However, some of
the stigma seems to have gone away, with some children enjoying being able to
choose the food from the foodbank. Perceptions of the types of people and
communities who suffer from food insecurity are being shifted slowly as the cost
of living crisis impacts people on benefits and people who are working too.
Despite the crisis impacting the nation, the example above demonstrates that on
an individual level people may still feel uncomfortable asking for help. To reach
these people who are suffering in silence, continued work should be done to
make the help available widely known, as well working to destigmatise the act of
asking for help.
When staff members and leaders of schools describe the negative impacts of
poor diets on their pupils’ learning and emotional development it is clear that the
effects of not having healthy food will impact these children well into their adult
lives. This in turn could have wider implications for communities and society
regarding employment and crime rates. Therefore, it is critical for research to
continue into the impact in the lives of children, and for schools, charities and
local governments to partner together in supporting parents and families.
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9.3. Mental health and wellbeing through agency and
choice
One of the secondary benefits that came through consistently in the interviews
with service users are the mental health benefits associated with agency and
choice. When there isn’t enough money to pay for food, an individual’s options are
limited and the lack of control and agency can cause serious mental health
problems. These feelings of dependency and reliance not only on others for help,
but accessing it in a restricted way contributes to these feelings of lack of control.
In contrast, being able to choose food items had positive benefits for members’
mental health.
This was particularly prevalent in the interviews with members of marketplaces.
Being able to contribute £5 gives a sense of dignity, value, and ownership, and
reduces feelings of indebtedness and being a burden on society.
“When you have a routine, you can plan your life and you feel
more in control of your life” - A member at
Saint Mary’s Marketplace
Having the ability to choose the 15 items rather than being given a pre-packaged
food parcel encourages this sense of agency and choice, contributing to feelings
of control in the lives of those accessing the service, and alleviating feelings of
helplessness. Being able to choose what food was given meant that users felt they
could cook meals. This came across strongly with members from minority ethnic
groups for whom being able to prepare and cook foods was strongly connected
with their culture and identity. For those with other people dependent on them
within their household (such as children, family members with additional needs,
or elderly parents) access to the marketplace meant that feelings of failure and
pressure were reduced, and joy was expressed at being able to provide for those
in their care.
Yet it was not just having the ability to choose items of food within the
marketplace that had an impact on wellbeing, in numerous interviews service
users spoke of how they had adapted and created new routines, planning in their
visits to the marketplace, planning how they would supplement their shop with
the food they were going to receive, and plan the meals that they were going to
make. They said that this had a positive influence on their mental wellbeing in the
week, knowing that they would have enough, and knowing that they could plan
their life accordingly.
“I can come here and rest knowing I’ll be able to get through
the next week. Knowing that it’s here puts my mind at ease” -
A Marketplace member in Townhill Park
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These reduced feelings of worry and concern led to members noticing the
positive impact in the relationships in their lives. By having a routine and knowing
when they were going to get food led to less worry, less stress, with some
interviewees commenting that they had experienced fewer arguments within
their household due to the reduced stress and fear of not knowing where and
when they would be able to get food.
Accessing food aid meant that not only did members have the ability to have
agency over their routines and meals, but also were able to have greater freedom
regarding their wider finances and avoid making financial ‘trade offs’. Some of the
‘trade offs’ included parents having to decide between them or their children
eating, having the heating on or having food, having one less meal in order to pay
the fuel to get to work. Having to make these choices leads to poor outcomes
whichever choice is made, but also contributed to anxiety through the decision
making process itself. Accessing the food at marketplaces reduced some of the
‘trade offs’ that had to be made, as paying the membership fee enabled them to
be able to have food as well as choose the other option, and consequently
reduced some of the strain on some of the members’ mental health.
“Coming here means that I can feed me and my children.
Before, I would go hungry so that my children could eat” -
A parent and member at Millbrook Marketplace
This evaluation took place in the months leading up to Christmas, and many
parents commented about the worry and fear of not being able to provide a
Christmas meal or presents for their children. Each year the coldest months
combine with the extra seasonal expenditure to create a period of heightened
stress and difficulty for many households in the UK. This year would not have
been an exception, but was made more difficult with the effects of inflation
leaving families with less disposable income to spend on heating or presents and
extra food during the festive time. Some of the marketplaces and school
partnerships had been intentional in preparing items and gifts through the
Christmas period. Receiving these items in addition to the food meant that some
members were able to purchase gifts for their families. One mother even said
that she had allowed herself a treat when she wouldn’t normally be able to. Her
treat was a packet of chocolate digestive biscuits.
“You’re worried as a parent, so it helps with mental health;
especially when you don’t want to feel like a failure to your
children” - A member at Marketplace in Townhill Park
Page 38
In summary, having access to venues that run regularly and that empower
members with an element of choice can contribute to increased feelings of
agency and control which, in turn, alleviates the negative impacts on mental
health. Knowing when and where food will be available can contribute to

positive mental health as members are able to have a sense of control over their
lives through planning and creating a routine. Accessing food and support in this
way can give greater freedom in decision making by minimising the need to make
terrible ‘trade offs’ and reducing anxiety and stress.
Careful attention should continue to be given to the way in which interventions
and projects are designed, with a focus on how the process itself can empower
and positively affect people’s wellbeing in what are already difficult and
challenging times in their life.
9.4. Mental health and wellbeing through
social connection
Another impact experienced across the Basics Banks, hot meal centres, and
marketplaces was the sense of social connection that came through the
development of relationships that had a positive impact on peoples’ mental
health and wellbeing.
Some shared how they experience isolation
and loneliness because they had few social
interactions with friends, family, or work
colleagues. Others experienced greater social
interaction but had the same feelings of
loneliness and isolation due to interacting with
people who did not understand or empathise
with their situation and so they didn’t feel able
to share their problems because they feared
they would be judged. The spaces created
through the different food projects were
deliberately designed to encourage
interactions and connection without feelings
of judgement and shame, as many people in
the space were experiencing similar challenges
and problems.
For those coming for emergency food aid this
was an additional benefit to the food parcels
they received, and some members who attended marketplaces mentioned how
they would still come to the venue even though they did not always need food.
Volunteers from across many marketplaces commented that they were also
noticing people staying for longer durations of time after having collected their
food. This was made possible due to the welcoming and inviting spaces created in
each of the venues. The spaces provided somewhere to sit with a
complimentary drink and snack while waiting to be called to collect food, with
many venues having games available too.
“I come so that I feel able to be heard and to speak to people” -
An Oasis Marketplace member
Page 39

In almost every interview members and service users gave glowing accounts of
building friendships with some of the volunteers as well as other members. Many
people spoke of how they cherished and looked forward to coming and
connecting with each other, being able to stay in the venues to get to know each
other and share their struggles.
“When I first came, I felt quite low, but they make you feel very
well” - A member at the Millbrook Marketplace
One of the enablers of these relationships was the sense of equality and
freedom from judgement that the members experienced. They shared how they
felt able to speak and share with other people in similar situations to themselves
without feeling judged or rushed, as well as with the volunteers, with many
commenting that they could tell that the volunteers providing the services cared.
Even when some of the members wanted to simply get their packages and go,
volunteers were respectful of this and didn’t pressure anyone.
“There is a friendly atmosphere, I feel that we’re all on the
same level” – A member at Saint Mary’s Marketplace
Interestingly, on more than one occasion an interviewee said that they felt more
comfortable making relationships and meeting people in the marketplaces
because they would feel ashamed to have people visit their home. People can
feel isolated as they aren’t able to engage in what are commonly enjoyed social
activities such as eating out or going to the cinema, activities that often require
disposable income. The space at the marketplaces provided a neutral ground free
of feelings of shame and the worry of being judged. Furthermore, it was the only
place where this could happen without having to pay for a meal, activity or
beverage, as going to a coffee shop or restaurant to meet friends was not
possible with an increasingly stretched disposable income. One of the
volunteers at a marketplace shared the time where a couple had come to the
marketplace for their date.
It is important to note however, that there were instances where recipients and
members wanted to take their food and leave without staying to spend time in
the venue. According to the people who mentioned this, they either had other
appointments such as the school run or work to get to, or were people who had
spouses, families, and support networks in their home or through work. This was
also more prevalent in the marketplaces that had just been set up and had only
been running for a few months. Relationships had yet to be formed, and trust yet
to be developed; highlighting the temporal aspect in seeing cultural change in the
community and addressing feelings of uneasiness and shame regarding poverty
and financial insecurity.
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Marketplaces and similar style projects create valuable places for people to come
together and build relationships as well as receive food aid. Many people feel
isolated due to the lack of social interactions and engagements with their friends,
family, or work colleagues. Different support streams often offer services that are
purely transactional in the sense that an individual gets referred, receives their
support, and then continues on (some systems are online and avoid human
interaction entirely). However, the community spaces created through
marketplaces and similar projects provide the opportunity for support,
relationships to be formed, and to be heard without judgement or shame.
Projects and initiatives that bring the community together and seek to form
relationships concurrently with addressing local problems will have an impact
beyond just meeting the presenting need of an individual. There is a need for
increased community spaces like these, particularly for locations and areas with
hard to reach and vulnerable people groups. Additional attention should be paid
to creating solutions for people who may be housebound or unable to physically
attend a project and who are likely to be experiencing higher levels of isolation as
a result.
9.5. Signposting and understanding people’s problems
holistically
Frequently members mentioned that they found positive benefits from coming to
marketplaces, not only due to the food received, but to the additional
information and support that they could gain through signposting. This support
ranged from leaflets and information in the venue itself, to other organisations
coming in to offer services such as So:Linked and social prescribers.
An example of this was seen where
a member of the Southampton City
Mission Marketplace had mentioned
that due to not having full meals
she had lost weight, meaning that
her clothes no longer fitted her. A
volunteer was able to refer her to
the Basics Clothes Bank and she
was able to get some replacement
clothes that same day.
The signposting varied amongst the
different venues according to the
needs, from community events that the churches had organised (particularly at
Christmas), to different NHS services, dentists, debt advice, leaflets for language
courses, or providing information on benefits.
“I was able to apply for free school meals, and I didn’t even
know about it” – A member at one of Southampton City
Mission Marketplaces
Page 41

One of the members of Townhill Park Marketplace spoke of the support and
information that she had received in helping to complete school applications for
her children. There were even talks in the volunteer meeting before the
marketplace opened on re-using some old iPads that had been donated to set up
opportunities for mothers in the community to help with applications for schools
and benefits.
Signposting at projects provides a way of having longer term impact by providing
information and connection points for additional support to other issues and
challenges. Accessing this support can reduce stress and considerably help the
members in a more holistic way. Therefore, organisations and charities should
seek to understand the needs of their communities and the wider challenges that
they experience, as well as have a good awareness of the different projects and
support that exist in order to have relevant signposting.
“For people who don’t know what to do and where to go, these
places are like lighthouses putting you in touch with the right
people so that you can adapt” – The Big Breakfast
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10. Results – How are effective partnerships
built?
10.1. Reliability and credibility
The most mentioned theme when speaking to different partners, whether
charities or government department leaders, was Love Southampton’s credibility
and reliability. There had been reliability and consistency in delivering the
outputs and services that had been agreed to, but also in being present at
different meetings and responding to the different calls and being available.
“Love Southampton are a robust, reliable, alliance of ‘doers’” -
Head of Stronger Communities, Southampton City Council
Many of the projects have been running for years demonstrating a faithful
commitment to providing care for the city and the key role of the Christian
community in solving local problems. The projects extend further than just food,
with CLEAR (City Life Education and Action for Refugees) supporting people
seeking asylum for over 20 years, and Southampton Street Pastors having a
positive impact on Southampton’s night-time economy since 2009.
Trust was built over time because Christian communities and projects followed
through and acted on what they said they would do. Having proven that they
would do what they said, they were trusted to continue with further projects.
This proved valuable to partnering together as it provided a solid foundation from
which to continue building and collaborating.
“If there was another national emergency, we’d call Love
Southampton” – Head of Stronger Communities,
Southampton City Council
The years of service and dedication by Love Southampton, the churches, and the
projects they represent meant that they could be trusted to achieve the solutions
and projects that they proposed. In contrast, The Commissioning and Contracts
Manager, Office of the Police and Crime Commissioner for Hampshire shared how
a partnership with a charity had been unsuccessful due to them not being able to
carry out the work that they said they would.
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“Sometimes organisations can get a little bit caught up in big
strategies, big ideas. Whereas I think what [Love Southampton]
Paul and the team have managed to do is think about practical
ways to take a step at a time and actually end up going quite a
long way to achieve something quite, quite, amazing” -
Executive Director for Communities Culture and Homes,
Southampton City Council
However, it wasn’t just through the provision of ‘services as normal’ that
reliability was built. Many of the interviewees mentioned occasions where they
needed additional or different provisions to meet emergency or more specific
needs, reporting that if ever there was another situation where they needed help,
they would call Love Southampton first.
One of the council staff noted the positive impact of having regular faces and
organisations continuing to provide value within the community, when council
leaders were likely to change, and without the faith-based organisations working
consistently over the long term the community would experience discontinuous
support. This not only has an impact on building relationships on an
organisational level, but also has an impact on relationships and expectations at
the community level, where expectations and hope can be damaged when
promised projects and help don’t materialise or are unable to continue.
Credibility was gained not only by the years of service, but with the existing
infrastructure and high standards of accountability. This can be seen through
safeguarding, GDPR and DBS checks existing within the churches and
organisations already, and with compliance with regulations and data sharing. It
also adds weight to the advice and recommendations at different forums.
Examples of this can be seen when representatives from faith-based organisations
are asked to contribute to different forums including the street homeless
prevention teams, regular safer communities meetings and Covid response
teams.
“Longevity and relationships have built up through sharing of
information and data, which helps to form a great picture of
the community and plan for more impactful responses” - City
Centre Police Inspector
Being present and consistent over time helps to build trust and credibility
which in turn, increases the partnership potential and the way in which
organisations are sought out to help collaborate on solutions. Whether it be at
individual meetings, responding to emails, or working on projects together,
reliability is built across all these areas.
Page 44

10.2. Agility
One of the contributors to effective partnerships leading to meaningful impact in
the community was the agility and flexibility with which Love Southampton and
many faith-based organisations operate; allowing care and provision to meet the
needs of their communities more efficiently and quickly. They are agile in the way
that they can respond rapidly to issues and circumstances without being
constrained by bureaucracy or rigid structures or processes.
“Anything takes a lot of time to mobilise in a local authority, so
that’s one of the big advantages of faith groups, they can just
do it seemingly overnight and make it happen” - Head of
Stronger Communities,Southampton City Council
Charities and organisations such as The Big Difference, Southampton City Mission
and Love Southampton have their resources dedicated to a specific cause allowing
them greater freedom to leverage and use their resources in this area. One of the
standout findings was how church leaders used this freedom proactively in taking
opportunities to be bold in responding to needs as they present themselves.
“It’s about being bold and taking opportunities” - Homeless
Lead, City Life Church
One of the challenges arising from both a church leader’s perspective, and that of
the council is the many priorities that are pressing and the many roles that they
play. Multiple priorities can be a limitation when seeking to invest resources with
churches recognising a commitment to their congregations and weekly activities.
Local authorities have long procurement procedures before resources can be
allocated and infrastructure created. Faith-based groups have the ability to
respond quickly to the needs of their communities without these procurement
processes, thus highlighting the benefit of being able to work alongside
faith-based organisations with the agility to do something proactively and rapidly.
10.3. Knowing and being part of the community
Knowing and being present in the community has led to many effective
partnerships and this has enabled organisations to collaborate, leading to a
deeper understanding of needs in the various communities and a more holistic
approach to meeting those needs. The interviews with church leaders, and the
leaders of faith organisations each highlighted the importance of listening to the
needs of their communities before acting.
Page 45

“We try to make sure that we understand our community by
always including participants to check whether something
would be beneficial or not” - Saints in the City Lead, Saint
Mary’s Church
Understanding the needs of the community can be attributed to the
relationships and communication that volunteers have with the members and
services that are required, and can be seen by the different types of signposting
in each of the different marketplaces. Some of the marketplaces had specific set
ups for parents to help with schools, while others had signposting for language
classes to help with community integration.
“What I see Love Southampton doing is building on the next
thing for the city and listening to the city. There’s a listening
and talking to people and getting feedback on ideas” – Service
Lead Housing Needs and Welfare, Southampton City Council
Many of the volunteers spoke of occasions where they recognised members in
the community outside of the operating hours of the service provision, as they
themselves were part of the community in which they were volunteering.
Another area where knowledge of the community was identified was in data and
information sharing with other service providers. This came in the form of
identifying potentially vulnerable people and referring them. An example of this
was given in one of the school interviews; when prioritising who would receive
the limited food aid the school were able to talk with local community leaders,
including the church, to understand some of the pressing needs.
In many of the interviews it was said that the local authority could trust what the
faith groups and charities were saying because they were so active in the
communities in which they are situated.
” If you’ve got something you’re not quite sure about and you
just want…. They seem to know people, know someone, or
something to go.” - Leader of a community project
Furthermore, there was knowledge sharing between organisations who helped
each other by sharing information on other assets within the community. One
teacher from a school shared how Dr Sanjay Mall from The Big Difference was
able to help them source a fridge to help store and provide food to families in the
school.
Page 46

Knowledge sharing is mutually beneficial for all parties in collaboration. Local
authorities can utilise the position of faith-based groups in their communities to
access and understand some of the hard to reach people groups, while
faith-based groups can leverage the wider reaching knowledge and platform that
the local authority has.
10.4. Honesty and authenticity
Honesty, humility, and authenticity were some of the words that came from the
interviews as qualities which helped to develop trust in partnerships.
Particularly when working across organisations with different political and
religious views, being honest about motives and uniting around the shared cause is
what helped to develop the relationships further.
“The faith side of it is you know you can trust people that work
as volunteers because you know they have a passion to help
people, and sometimes people aren’t used to that in this day
and age” - Service Lead Housing Needs & Welfare,
Southampton City Council
Motives were especially important with regards to faith groups working in the city,
particularly when there can sometimes be the perception of faith groups’ primary
focus being to proselytise. However, the name ‘Love Southampton’ demonstrates
clearly the intent of the organisation which is to show love to the city. Although
rooted in the Christian Faith, Love Southampton know they’re not the only people
to love the city, and they work with others committed to the good of the city. Love
Southampton and the organisations it represents do not discriminate, they do not
choose who they practically demonstrate this love and care to. They do not shy
away from who they are, and their faith being the driver of the action. However, at
no point is a response or reaction required in order for people to access the
services and food provided.
Instead, faith groups are increasingly being recognised as being a wealth of
benefit and social value within their communities. This is recognised
nationally (the Faith New Deal grant being one such example), as well as locally
within Southampton.
“I haven’t found it to be a blocker, but found working with faith
groups to be a positive. The broader the support the more
likely you are to hit where people’s hearts really are”
– Strategic Lead, Violence Reduction Unit (VRU),
Commissioning and Contracts Manager, Office of the Police and
Crime Commissioner for Hampshire
Page 47

Motives were particularly important with regards to the nature of the partnership
and relationship. Did either of the other organisations want to leverage resources
from the other? Or as in the case of Love Southampton, how could partnerships
be developed and care be demonstrated through the existing resources?
Authenticity of the cause was shown in the way that leaders turned up to attend
wider meetings and demonstrated care and concern with what was happening
across the city, rather than just their own organisation. Many times, the
interviewees mentioned how Love Southampton were “there to give and not just
get”. This can be seen through the sharing of knowledge and resources in order to
aid others in helping their communities.
“There was no competition. There was no one-upmanship.
There was no seeking aggrandisement. There was just ‘who’s
got a problem?’ and how can we find a solution?” - Executive
Director for Communities Culture and Homes, Southampton
City Council
Another trait that led to effective collaboration was humility; humility in
recognising each of the different strengths and areas of expertise that other
organisations within Southampton have and allowing space for collaboration with
each of these organisations. This could be seen at the first Cost of living Summit
in October 2022 where a variety of different speakers from many areas of the city
shared and learned from one another. It can be seen in the meetings between
organisations when devising and working on plans together to ensure their
feasibility within the community. As with any collaboration there has been room
for plans to change and be worked upon, which can only happen when there is
humility amongst those who are collaborating.
“When people have pride, they don’t partner with what is going
on, and they don’t know or listen to their communities” Senior
Health Practitioner, Southampton City Council
There is a need for understanding the role of specialist care providers, as well as
the need for community-based organisations. The specialist support can aid
individuals with specific needs and can help provide data on the community to
help focus responses to the people and areas that are most vulnerable, however
the importance of individuals being embedded in the community enables more
holistic support.
Page 48
“We build trust by slotting alongside city wide processes,
knowing where we fit in, filling any gaps and recognising the
need for both the church and the specialised services”
- Homelessness Leader, City Life Church

10.5. Personal Relationships
In four of the six interviews from different departments at Southampton City
Council personal relationships were a contributing factor to facilitate trust and
collaboration. Knowing the Love Southampton team and key members of its
partner organisations aided collaboration as it made it easier to know who to
contact. But even more so, the way in which the leaders went about providing
help was key and made partnerships work more effectively.
“The people are really important. It’s the personality of the
person that makes or breaks the partnership. The trust, the
fun too” - Strategic Lead - Violence Reduction Unit (VRU),
Commissioning and Contracts Manager, Office of the Police
and Crime Commissioner for Hampshire
Interviewees consistently commented on the joyful and positive way in which
volunteers were offering the service. Having a friendly face and being a regular
point of contact enabled relationships to grow. On more than one occasion an
interviewee recalled how they felt encouraged and supported personally, and
they were not just seen as a conduit through which a product or service was
given.
“The way in which the food is given carries so much joy” -
Headteacher of a local primary school
The encouragement and hope were not just shared at the service user level, but
also through the partnerships and collaborations, having a positive benefit in
trust being built and long-term relationships maintained. Even after specific
conferences and projects may have ended, relationships continued which acted
as a natural foundation on which to continue further work.
“[Love Southampton] Paul and I meet for a catch up every
couple of months or so just to hear about what’s going on,
what the problems are” - Executive Director for Communities
Culture and Homes, Southampton City Council
It makes solving problems more effective when that person is easy to work with,
and isn’t just there to blame, but to provide solutions and problems for their role
and also personally. With such challenging and complex problems in the
community it can be easy to assign blame and responsibility and then stand back.
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However, being able to respond with encouragement to those who have the
difficult choice of making decisions and be proactive with what resources are
available means that even in difficult times individuals and communities can be
helped.
“On a personal level, friendships have developed, and this
helps us to know we have allies and know that there is care for
the city” - Head of Stronger Communities, Southampton City
Council
It is important to note however, that while there are clearly strengths from having
personal relationships, there is a risk that too much depends on certain
individuals. Should that individual no longer be able to provide the service (many
reasons may cause this) there is a risk that projects and services might fail to
continue. Therefore, to remain sustainable churches and faith groups should
seek to develop and grow the numbers of teams that meet cross-sector so that
relationships may be built and extended. Love Southampton has started to build
these bridges through the online Conference, meetings with Southampton City
Council, and with churches through the Church Forum.
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11. Conclusion
With an estimated 1.54 million meals given out across Southampton in the year
2021/22, the example seen in Southampton is an encouraging one of how
collaboration between faith groups, organisations and local authorities can have a
profound impact in addressing the growing needs of their communities.
Such high outputs are not achieved by one or two individuals alone, but through
collaboration across the supply chain, across multiple sectors, and with the
support of what has previously been described as ‘an army of volunteers’ who are
committed and passionate to see positive social change in their community.
The impact of partnerships in the process providing food aid has been
demonstrated to extend further than physical health benefits. Indeed, by using
food aid to help give back agency and routine, as well as signpost to other
organisations the impact benefits people in the areas of mental health and
wellbeing, children and education, and greater financial security. In gathering
people together, projects like arketplaces that seek to be community hubs help
combat isolation and loneliness.
One of the key findings was the way in which greater impact is being achieved by
maximising the food that goes into food projects by tapping into the surplus food
that is more widely available. The Big Difference was not only able to offer food
to supplement some of the existing projects, but to partner directly with schools
and vulnerable adults. Being able to ‘say yes’ to collecting, and storing large
quantities of food is vital in maintaining relationships with suppliers. Unlocking
the current limiting factor of storage could open up a way for even more support
to be given to both existing projects and new partnerships. By combining this
growth opportunity with continuing the strategic decision to partner with
suppliers of fresh food, there is an opportunity for increasing the positive impact
on children and families through schools.
The interviews with members of staff at local schools highlighted the importance
of healthy food to a child’s development, and the detrimental impact of poor
quality on their learning and behaviour. Recognising the significant longer-term
effects on employability and behaviour within these communities, it is a crucial
area to focus efforts and increase the amount of support.
Southampton City Mission demonstrates a strategic approach in bringing together
faith groups and organisations in specific community areas and equipping them
to be able to have an impact. This way of working seeks to develop hubs within
the community, while providing the resources for effective impact. Equipping and
training up churches with these resources reduces some of the challenges that
individual churches may face when wanting to support the needs of their
community.
Southampton City Mission demonstrates an attention to the difference between
those needing emergency aid and those not yet at a crisis point, and have created
projects that seek to address those differing needs. By collaborating with
churches to create arketplaces they recognise the value of the community
coming together, not only to have food at a more affordable price, but to connect
people to information and provide solutions to more holistic problems.
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Such spaces can have a positive impact on the mental health and wellbeing of the
members and clients. With many people experiencing feelings of isolation and
loneliness, marketplaces address these issues by bringing people together in
welcoming environments where they can form relationships and share freely with
volunteers and others experiencing similar challenges. Additional attention and
thought should be given to identify and reach people who aren’t able to access
community hubs such as marketplaces, as they are likely to be experiencing
increased feelings of isolation.
In addition, a positive impact on mental health and wellbeing can be achieved
when members get to choose the items of food themselves as they experience a
greater sense of freedom and control over their own lives. These feelings of
control and agency were reported to have been experienced when members were
able to plan their routines and what meals they could cook as a result of knowing
that they would be attending the marketplace. Being able to access affordable
food reduced the ‘lose, lose’ trade off decisions, which not only resulted in
positive outcomes such as being able to turn on the heating, but reduced the
strain on an individual’s mental health and wellbeing through the decision-making
process itself. Therefore, when planning support interventions care should be
given to ensuring that the process of receiving support is one that empowers and
increases the choice and agency that an individual has.
Another impact that service users and clients shared was the benefit of the
signposting and partnerships with other organisations taking place within the
projects themselves. People can sometimes be unaware of the additional support
available through government benefits, other charities, and projects run within
the community. From language classes, health check-ups, information on
government benefits; information sharing and signposting helped people to
access support for a wide range of challenges, and differed from project to
project to reflect the needs of each community. In becoming aware of the
resources and projects running within the city, charities can be effective in
streamlining the specialist support needed for their members.
The outputs and impacts presented in this report demonstrate the importance
of partnerships and collaborations between different cross-sector organisations.
Effective partnerships with faith groups can happen when partnering with
organisations who have already shown a commitment to their communities
through the services that they provide. Many of the projects have run for years
demonstrating the commitment to their community, and showing that they can
be trusted to do what they set out to achieve. Their credibility can be seen
through being reliable, demonstrating humility, and being transparent with their
motives and goals. Faith groups are able to streamline information sharing and
access to their communities via signposting to wider, specialised initiatives while
creating environments where people feel safe, cared for and welcomed.
The example of collaboration in Southampton gives hope for other cities and
local authorities to see that collaborating together is not only possible, but
worthwhile. By sharing the findings of this evaluation, we hope to encourage
further collaboration and partnerships between faith groups and local
organisations.
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12. Recommendations
12.1. For organisations and charities
Build upon data collection and storage processes
Whilst collecting data for this evaluation exercise it became clear that in some
cases records did exist, but were either not easily accessible, or did not provide
enough detail to inform decision making processes at a project level. Having
regularly updated records of relevant information not only shows
accountability for funders and stakeholders, but adds credibility when looking to
make evidence-based decisions, both within the organisation and at a wider
partnership level. Being able to see how specific interventions and projects affect
different locations, people, and needs over time enables more effective decisions
and learning to be made, leading to greater impact.
Plan to ensure relational continuity
One of the risks identified through the research process was that the work of
charities, and the relationships with their partners was often dependent on one
or two key individuals. These people are critical to success and so if they step
down from the role or leave for whatever reason, the work of the organisation is
put at risk and a period of rebuilding will be needed to re-establish trust and
relationships.
Therefore, in order to ensure that relational capital and collaboration can
continue, organisations and charities should plan for “succession” and develop
people to maintain relationships and build trust throughout the stages of
collaboration.
12.2. For partnerships
Create a comprehensive asset map of existing services and
resources in the community
Having an up-to-date asset map of the services provided in the community would
not only help in making signposting more efficient and effective, but would
develop a more complete picture of what was happening across the city which
would help inform decision making.
Understanding the resources and services available in each area would help when
planning and implementing local interventions that are embedded in
communities for specific geographical areas.
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Continue to develop and share learning and best practice
The sharing of best practice and knowledge can help both at a strategic planning
level, but also amongst the individual groups and organisations that are running
projects. By continuing to document and provide ‘toolkits’ helpful information
can be more easily accessed and used to increase effectiveness and provide
direction for new projects that are starting. Additionally, maximising the use of
different hubs can create a space for some of the more nuanced and specific
questions to be answered, as well as being opportunities to develop relationships,
encourage one another, and share any specific findings. Where the Cost of Living
Summit provided a space to look at issues and solutions more holistically across
the city, hubs that are focussed on specific streams and that meet more regularly
can provide an additional depth.
Move partnerships beyond knowledge sharing and signposting
into co-creation and innovation of solutions for local problems
One of the strengths of the partnerships in providing emergency food aid
throughout the pandemic, was that organisations worked together on the
development and implementation of a solution. The collaboration went beyond
signposting to each other’s services, or sharing information that helped each
organisation be more effective individually.
Having already established and committed to shared values, partnerships should
focus on committing to co-creating solutions to problems and for specific
locations. This will require taking the time to get the right organisations in the
room, with the relevant data (both statistical data and the knowledge possessed
by those working in the community to ensure evidence-based decision making),
and designing fit for purpose solutions. One of the strengths of working with
faith-based groups is that due to their agility, it makes piloting of solutions more
feasible.
Crucial in this process would be the articulation and agreement of roles,
accountabilities, and the commitment to work together.
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12.3 For national government, policy makers, and
funders
Longer funding period and continued funding from national
government
One of the challenges in writing this impact evaluation was that the funding
period only allowed for a focus on short term impacts. Some of the interventions
had not been running long enough to fully understand the impact they were
having, even in the short term, and for others the long-term impact was not yet
clear. Recognising that some of the wider problems in society that are often
intertwined across multiple sectors it is important to recognise that there won’t
be a ‘quick fix’. By providing longer funding periods more can be learnt and shared
on how the interventions and partnerships with faith-based groups have a lasting
impact within their communities.
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13. References
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security and community resilience. Retrieved from Geofoodie:
https://geofoodie.org/2019/06/19/food-ladders/#more-48713
Blake, M. (2019). More than Just Food: Insecurity and Resilient Place Making
through Community Self-Organising. Sustainability.
Jeswani, H. K., Figeuroa-Torres, G., & Azapagic, A. (2021). The extent of food waste
generation in the UK and its environmental impacts. Sustainable Production and
Consumption(26), 532-547.
(2020). Keeping the Faith: Partnerships between faith groups and local authorities
during and beyond the pandemic. London: All-Party Parliamentary Group - Faith
and Society.
Love Southampton. (2022). Love Southampton Annual Report. Southampton.
Retrieved from https://www.lovesouthampton.org.uk/documents
Office for National Statistics (ONS). (2022, October 25). Impact of increased Cost
of living on adults across Great Britain: June to September 2022. Retrieved from
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Office for National Statistics. (2023, January 18). Cost of living latest insights.
Retrieved from Office for National Statistics: https://www.ons.gov.uk/economy/inflationandpriceindices/articles/costofliving/latestinsights
PwC. (2022). Good Growth for Cities.
Southampton Data Observatory. (2022, December). Census Overview. Retrieved
from Southampton Data Observatory: https://data.southampton.gov.uk/images/
census-2021-page-content-december-2022_tcm71-458596.pdf
Southampton Data Observatory. (2022, October). Economic Assessment Page.
Retrieved from Southampton Data Observatory: https://data.southampton.gov.uk/
images/economic-assessment-page-content-october2022_tcm71-415090.pdf
Southampton Data Observatory. (2021). Population size and structure. Retrieved
from Southampton Data Observatory Website: https://data.southampton.gov.uk/
population/pop-structure/
Southampton Data Observatory. (2020, November). Southampton Strategic
Assessment: Deprivation and poverty. Retrieved from Southampton Data
Observatory: https://data.southampton.gov.uk/images/deprivation-and-poverty-05-11-2020_tcm71-408119.pdf
The Waste and Resources Action Programme. (2021, October). Food surplus and
waste in the UK - key facts. Retrieved from WRAP: www.wrap.org.uk/food-drink
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Trussell Trust. (2022). Trussell Trust End of Year Stats. Retrieved from Trussell
Trust data briefing on end-of-year: https://www.trusselltrust.org/wp-content/uploads/sites/2/2022/04/EOY-Stats-2022-Data-Briefing.pdf
WRAP. (2020, October 9). Reporting on the amounts of food surplus redistributed
(weight and meal equivalents; WRAP guidance) . Retrieved from wrap.org.uk:
https://preprod.wrap.org.uk/system/files/2020-09/WRAP-Expressing%20redistributed%20food%20surplus%20as%20meal%20equivalents%20%28WRAP%20guidance%29.pdf
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Contact details
www.lovesouthampton.org.uk
info@lovesouthampton.org.uk
@lovesoton
@lovesoton
lovesouthampton6719
© 2023 Jean Hirst and Professor Keith Brown
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