Shantona, based in Leeds, was established in the late 1990s by local women seeking a safe, independent space to support their community. 

The organisation provides culturally tailored services for women from a range of ethnic and cultural backgrounds, including refugees and asylum seekers. Shantona addresses domestic violence and abuse, mental health and wellbeing, child sexual exploitation, and advocates to help clients access mainstream services. 

The organisation engages in preventative work, supports women through the criminal justice system, and works in partnership with other local and national organisations to promote gender equality. 

Shantona collaborated with their local council to improve understanding of domestic violence and abuse within the Bangladeshi community. Mainstream services had previously underestimated the scale of the issue and, in many cases, were unaware it existed.

Cultural taboos, stigma, and religious misconceptions mean that women in the community are often less likely to report abuse, leaving gaps in service provision. To address this, the organisation collected data, stories, and case studies directly from the community to evidence the need for targeted, culturally competent support.

As a result of these efforts, the council recognised the gap and concluded that existing services were unlikely to adequately meet the needs of Bangladeshi women experiencing abuse. They explored options and decided to roll out a specialist service, leading to Shantona securing funding to deliver this work.

Through the service, staff work closely with women and girls to explore and challenge religious interpretations and feelings of shame surrounding domestic violence and abuse, empowering them to seek support and assert their rights. Co-production and community engagement ensure the service is shaped by the experiences of the women it supports. 

This case demonstrates how organisations like Shantona can fill critical gaps in public provision, advocate for systemic change, and ensure the needs of specific communities are recognised and addressed. By combining culturally sensitive practice with partnership and advocacy, Shantona shows the impact of local expertise in breaking cycles of exclusion and supporting vulnerable women.

In a diverse urban area such as Birmingham, health inequalities have remained largely unchanged for nearly two decades. 

Local physical-activity services, while officially open to everyone, have often been designed with a narrow user group in mind –  typically men – making them less accessible to many women from racialised communities.

Community organisation Sähëlï Hub identified a clear gap in provision for South Asian and Muslim women, particularly those of Pakistani heritage, who were among the least likely to participate in physical activity. 

Mainstream gyms and classes were largely mixed-gender, which many women found unsuitable due to cultural or religious beliefs. As a result, women who could benefit most –  particularly those living with or at risk of long-term health conditions such as diabetes, cardiovascular disease, or musculoskeletal issues – were effectively excluded from services intended to be universal. 

Sähëlï Hub responded by engaging directly with women in the community, listening carefully to their needs, preferences, and wider life circumstances. These conversations highlighted that women-only sessions were essential to enable participation and support women to build confidence in managing their physical health. 

In response, the organisation developed women-only physical-activity sessions, including aerobics, Zumba, walking, cycling, swimming, and multisport classes. These activities are designed not only to improve physical and mental wellbeing and support the prevention and management of long-term health conditions, but also to help women establish routines, reduce social isolation, and increase confidence to engage more fully in family, community and public life.

Sessions are delivered at Sähëlï Hub in Balsall Heath and in other local community venues, creating familiar and accessible spaces.  Instructors are recruited, supported and trained from within the communities being served, ensuring cultural understanding,  building trust, and enabling participants to feel safe discussing health needs and limitations related to long-term conditions. 

The impact has been significant. Participation increased, and women reported greater confidence, motivation, and improved ability to manage their health through regular physical activity. Many also described wider benefits, including stronger social networks, improved mental wellbeing, increased independence,  and greater readiness to pursue learning,  volunteering or employment opportunities. The sessions created opportunities for women from different ethnic and cultural backgrounds to meet and interact, fostering social bonds, community cohesion, and supporting integration. 

Sähëlï Hub treats these targeted sessions not as an alternative to universal provision, but as a first step. Some women, once confident in these tailored settings, go on to participate in mixed-gender or wider community activities, training, and even employment – a “stepping stone” approach to inclusion. This demonstrates how adopting a targeted approach can help secure more equitable outcomes for all groups.

One of the organisations participating in our research reported that their ability to serve their communities has been severely constrained by a lack of funding and support from key partners, particularly the local council. 

Founded to support South Asian migrants, this small community organisation has long helped clients navigate the complex landscape of public services and understand their rights.

Originally a grassroots network, it developed expertise in welfare and immigration advice, becoming a trusted source of support for disadvantaged communities. Today, it continues to serve a diverse neighbourhood with a majority Asian population, one of the most deprived wards in the town, facing complex disadvantages such as health inequalities, poverty, and limited access to quality public services. 

Despite its critical role, the organisation has repeatedly struggled with a lack of funding and support. Operating with only one paid staff member, it faces the constant challenge of trying to meet community needs on a shoestring budget. 

At times, the organisation had sufficient funding to expand its services, allowing them to support a wider range of residents, including an increasing number of Eastern European families. However, when those funding streams ended, staff and capacity were lost, leaving the organisation unable to fully deliver its services. 

While the organisation has received support from the National Lottery Community Fund, which has been helpful, there remains a long-term absence of core funding, preventing sustainable planning and expansion. 

The organisation’s attempts to advocate for resources have often been met with frustration. Despite demonstrating high levels of need, including stark local health inequalities, council engagement has been limited, reflecting a broader lack of political will to understand and respond to the realities of racialised communities.

On rare occasions when the organisation successfully secured additional funding for their community, they faced active opposition from some within the council, illustrating the systemic barriers they must overcome. 

They highlight a culture of gatekeeping with links based on preferred partners rather than merit. Funding allocated to local groups often bypasses this organisation in favour of established providers who lack deep engagement with their community, leaving the neighbourhood under-resourced. 

Through persistent advocacy and campaigning, the organisation is beginning to gain traction with local partners. An NHS advisory group has been established to address racial inequalities, and the ward has been designated a priority area with increased engagement from local partners. 

Despite these developments, the organisation’s small team continues to face burnout and emotional exhaustion, constantly going the extra mile to support residents without sufficient resources to expand their workforce. 

Their experience highlights both the human cost of funding inequalities and the critical need for long-term, core funding and genuine engagement from public sector partners to deliver meaningful change in marginalised communities.

Back on the Map is a large community anchor organisation with a mission to regenerate its local area, empower residents, and strengthen social cohesion through improvements to housing, commercial property, and community infrastructure. 

Operating in a predominantly white area – where 84 per cent of residents identify as white – they have long been mindful of the need to promote diversity, inclusion, and racial justice.

To proactively challenge prejudice and segregation, particularly toward migrants, Back on the Map runs initiatives such as catered welcome events for refugees, which introduce new arrivals to the wider community and help build early connections. 

These efforts became especially important in the wake of the 2024 city riots. The organisation also works closely with by-and-for organisations and networks, contributing to wider work on diversity and inclusion across the voluntary and community sector. 

Despite these initiatives, the organisation recognises there is more to do to advance racial justice. Staff are aware that people from racialised communities may feel intimidated entering community spaces dominated by white faces and are therefore exploring more tailored approaches to engagement. 

While robust equality, diversity, and inclusion policies and procedures are in place, the organisation is reflecting on whether these go far enough in practice. It is learning from other organisations about how to apply a racial justice lens to strategic decisions – such as the siting and design of new youth justice facilities – to reduce cultural barriers and improve accessibility. 

The organisation is also working to address systemic inequities. For example, some refugees and asylum seekers who attend welcome events wish to volunteer but lack the documentation required to complete DBS checks. Staff have raised this issue with statutory partners in an effort to influence policy and practice. 

While this has not yet resulted in statutory reform, pragmatic workarounds – such as enabling individuals to shadow DBS-checked volunteers – allow them to participate safely and meaningfully. 

This case study demonstrates the organisation’s proactive and reflective approach to racial justice. It combines direct community engagement with efforts to influence systemic change, while recognising that this is an ongoing journey and committing to continuous learning and improvement.

Several organisations in our research demonstrated a strong commitment to fostering community cohesion. 

One large, well-resourced community anchor organisation, located in a diverse area, exemplifies this commitment. With a clear mission to build a vibrant, multicultural community, cohesion is a frequent topic of discussion at Board level, and it informs their day-to-day work.

The organisation operates in a complex environment, and the local community, which primarily comprises residents of Pakistani and Muslim heritage,  experiences ongoing racism both directly and via local online forums. Recently, racist discourse has become noticeably louder and overt. 

Despite these challenges, there is significant mixing and inclusivity within community settings in the area. However, divisive media narratives and social media posts have led residents to question their previous strong sense of belonging in the wider area, leaving some feeling “othered” or fearful. 

In response, the organisation takes deliberate steps to bring people together, emphasising shared experiences and commonalities without imposing an agenda. Activities are designed to foster exposure and understanding in subtle, meaningful ways. 

For example, they run arts and crafts sessions which are aimed at providing new social connections for isolated adults and which are not aimed at any particular demographic group. Community events, such as those based at the organisation’s community garden, have been particularly successful in engaging residents from across social “divides” and creating informal, social spaces to meet people from all sections of the local community. 

A key strength of the organisation is its diverse staff team. An inclusive recruitment policy ensures the workforce reflects the communities they serve, enabling the organisation to model multiculturalism in practice. 

Staff diversity also enhances responsiveness to different cultural needs. The organisation actively supports this through structured cultural induction: when a new team member joins from a different cultural background, they give presentations to the team explaining cultural practices, festivals, and traditions, fostering mutual understanding and respect. 

The organisation is also taking proactive steps to create inclusive spaces within the community. They are investing in local buildings to ensure they can be used for a range of purposes that serve all residents. Their inclusivity programs, including ESOL (English for Speakers of Other Languages) classes, support new arrivals in learning English, connecting them to the area and to other groups in the community. 

Partnerships are another cornerstone of their approach. By collaborating with a wide variety of local organisations, they are able to reach and engage the diverse communities in their area, extending the impact of their bridge-building work. 

This case demonstrates that even in areas facing societal divisions and tensions, community organisations can play a vital role in bridging differences, fostering understanding, and creating inclusive spaces where everyone feels they belong.