Doing and Learning Update #6 - January to April 2026
Download the PDF of the Doing & Learning Report (January to April 2026) - here
What is Regenerative Futures Fund?
The Regenerative Futures Fund is a new, ten-year, £15m pooled fund for communities in Edinburgh that puts decision-making power into the hands of those who are most often excluded. This fund is designed by and for people in their own communities.
The funding will give grassroots organisations, collectives, and movements the opportunity to think and plan for the long-term, tackling the root causes of poverty, racism, and the environmental crisis. It supports approaches to improve the lives of people living in poverty and experiencing racism, and it contributes towards a just green transition by enabling equity, power-sharing and long-term change.
Doing & Learning Report #6 – Covering January to April 2026
What is the purpose of this update? We are committed to ‘working in the open’ as we develop the Regenerative Futures Fund. This is our sixth team update, sharing what we have been up to the past few months, what we've been learning, and a bit about how we move forward. These updates are shared with our Oversight & Enabling Board and on the Regenerative Futures Fund website. We – Aala Ross, Andy Hyde, Leah Black, plus our new colleague Joe Yauch – have written this collaboratively, with future versions to be contributed to by the wider ecosystem.
This update is structured around our seven project plans areas:
1. Fund Design — Process, Programme & Participation
Fund Design — Process, Programme
We have been:
Following the capacity-building phase with projects (64 organisations spread across 37 projects), each project had a proposal review call with Aala to review the language and length of the proposals, aligned with the residents’ ask that proposals be clear, brief, and easy to understand. Final proposals, a proposal form, a high-level budget, and a 3 Horizons map were submitted by the applying projects for review by the residents’ panel.
Through this we have been learning:
· It’s difficult to create a process that responds to the needs of all 37 projects (64 organisations) and varies so much from traditional Edinburgh funders’. The resident-designed proposal questions, the request for short, to-the-point proposals, a budget that is tentative and flexible, and a visualisation of long-term change (via the 3 Horizons map) are unique to this Fund. Some organisations stated they would’ve liked to create a proposal document based on other applications they have/ continue to submit to other funders. We recognise the time required to submit a new, different application, and yet the idea of this Fund is that organisations are funded and supported (through mostly optional touch-points) to do things differently.
· Continuing on from the ‘live feedback’ form for organisations in the cohort (shared regularly from November to final proposal submission), we will capture and reflect on those submissions, which will feed into a larger process evaluation we hope to undertake in 2026 (along with additional routes to providing feedback) with the purpose of sharing with other funders looking to run a collaborative and relational funding process.
· We are particularly interested in how different types of applicants — from small, grassroots, unconstituted groups to larger, better-resourced collectives — engaged with and reflected on the process. Anecdotally, we have noticed a degree of segmentation: for one cluster of projects, the process was tremendously helpful, while another group perceived it as taking time away from their regular work. We believe these insights could be highly valuable to a range of funders, from the Council to charitable trusts, and could help open the door to more deliberate and careful co-design of future funding processes.
· We remain tremendously grateful, and continually moved, by the level of care, generosity, dedication, and imagination that came through in the proposals. At a time when so many organisations and grassroots groups are working within conditions of scarcity, exhaustion, and uncertainty, it felt profoundly meaningful that people still chose to bring forward such thoughtful, ambitious, and hopeful visions for Edinburgh’s future. Many proposals carried not only strong ideas, but deep relationships, lived experience, and years of often unseen community labour. We do not take lightly the time, trust, emotional energy, and vulnerability involved in sharing this kind of work within a funding process.
· One of our strongest hopes is that the imagination, reflection, and systems-thinking that emerged through the application process does not end with a single funding bid. As organisations have already expressed interest in continuing this work, we are excited about supporting projects to embed these ways of thinking — particularly around long-term transformation, collective care, and systems change — into future funding applications, organisational practices, and wider collaborations.
· Three Horizons maps came to us in many forms: words, images, diagrams, slide decks, stories, and reflections. We are interested in how we might meaningfully reflect this learning back to International Futures Forum (the creators of the framework) and beyond. From our perspective, there is strong evidence that Three Horizons can act as a deeply generative tool for reflecting on systems change work — helping people articulate not only what they are doing now, but the futures they are trying to build and the transitions needed to get there.
· We are also deeply grateful for the patience, generosity, and understanding shown by organisations throughout the process. While Aala often sat in the difficult position of intermediary for many months, as resident panel members chose to remain anonymous, the cohort consistently responded with grace and care — recognising the importance of giving residents the time and space needed to deliberate meaningfully on proposals. Throughout the process, we have had the privilege of passing on words of gratitude in both directions: from residents to organisations, and from organisations to residents. We are genuinely excited by the possibility of creating opportunities for these groups to connect more directly in the months ahead.
· Continuing with our commitment to openness and transparency, we have now begun feedback calls with organisations who have applied but were not selected as the final funded ten-year cohort, sharing carefully considered comments from the residents on the systems change proposal submitted.
· The residents, as well as the RFF team, are super sincere in our offer and efforts to support organisations and projects we have connected with during the capacity-building phase. We are delighted that so many wish to remain involved: with RFF, with our generous host Foundation Scotland, with the wider cohort they met through the process, and with a broader ecosystem of systems change work across the city. We are looking forward to continuing relationships with people we increasingly see not simply as applicants, but as collaborators, fellow organisers, friendly faces, trusted colleagues, and people collectively working toward a more just, caring, and hopeful future for Edinburgh.
Fund Design — Participation
We have been:
· Three months of intense, challenging, all-consuming work with the Residents' Panel led to the selection of the projects to be funded by RFF for the next 10 years, completing our first year of work together. It has been a monumental effort by everyone involved, including:
· Many days (spread over 11 weeks) of reading and assessing more the 37 proposals.
· Consulting technical experts
· Countless cups of tea and coffee and a good supply of snacks
· Each resident contributed between 10 and 15 days across 3 months to this effort.
· We’ll publish a report on the process with more detail in the future, but we can share some of it here:
· Applicants had assigned their proposals to one of three RFF themes (Just Futures, Community Voice, Environment) ensuring that we could cluster submissions with a similar focus. Residents chose to work with one of the clusters, to initially assess a sub-set of proposals but in more depth. The decision-making process took place in four phases:
· Phase one (Individual)– assessing by themselves with an initial recommendation.
· Phase two (Cluster Panel) – small (4 people), cluster group discussion to compare notes / recommendations as a panel
· Phase three (External Review)– consulting with learning session leaders (from the capacity building stage) and other external contacts for any technical clarification and with applicants for any proposal-related clarification. A group recommendation was then made to take forward to a gathering of all three groups.
· Phase four (Full Panel Review) - all three clusters met as the wider residents’ panel of 12 to consider all recommendations.
· Each application was considered, with the themed-group recommendation open to challenge or agreement. A final shortlist was compiled through a combination of consensus decision-making and continued deliberation – rooted in empathetic listening and constructive debate.
· Even after spending three long days together in a room considering all of the proposals, the group had still not arrived at the final list. The complexity that they were working with – in terms of the proposals and the criteria – required several rounds of consideration and shortlisting.
· Consensus decision-making committed the group to finding solutions that everyone could actively support. Making the time for discussion and reflection was key, to reach decisions that didn’t go against the will of an individual or a minority.
· As the group put it in their collective poem ‘... a city that cares is built from decisions that are found not taken’. Our group put much love and care into collectively finding the right decision for each application.
Through this we have been learning:
· How to enable the right conditions for good decision-making to happen. Some of these are:
Preparation and design:
· The residents shaped the application process and so we were starting from a place of some experience.
· We knew from choosing the capacity building cohort (see Doing & Learning report 3) that enabling people to collectively arrive at a list of projects that everyone was happy with would take time, space, and a clear process.
· We started the design of different phases, meeting formats and venues, support structures, and facilitation months ahead.
· Coordinating a group of residents, room bookings, catering orders, continual access to digital and analogue access to confidential information and more, while ensuring we had enough water or cutlery and the technology was working... it would be a lot of (literally) moving parts over many weeks.
· We recognised that each of the three groups would benefit from the same facilitator throughout the process and we didn’t have the capacity. Our Foundation Scotland colleague Livi brought her wide experience of proposal assessment, group guidance and grant making to the process. We couldn’t have completed the process without her skills, care, and eye for detail!
· Creating a calendar of all meetings helped residents to plan their busy lives around a big, intensive ask of their time in the space of just a few months.
· I (Andy) think visually, so I created diagrams to explain what the decision-making process would consist of before we started. We created phases and numbered weeks and discussions to hopefully help people navigate through the many stages. The aim was to send out regular emails to say which week were in, what was happening, which discussion was next and what to expect. This didn’t always happen and I would certainly design this more intentionally next time.
· One of the early points we discussed in planning was that it’s easy to get mixed up - proposals can start to sound similar once you’ve read 10 or more. So, we numbered each proposal. Sounds simple, but it avoided any confusion.
Persistence and resilience:
· We knew this would demand a lot of energy from us all and we tried to design in time for the usual things like breaks from discussions and space between meetings and time to respond to requests. One thing we learned was that the residents’ persistence and resilience (rooted, we think, in their commitment to the process and the fairness of the outcome) was a source of energy for us, the facilitators. Even after long days of discussion and debate, residents continued to challenge, correct, and support us and each other.
· We’re yet to hear their detailed reflections on the process, but we are planning to do this over the next month and will share this in the upcoming resident report.
Clear criteria and mutual aid:
· This sounds so obvious, how can you make a good decision without clear criteria for making it? But honestly, to remain as curious, generous and critical as possible with the 37th proposal as you are with the first ... that takes energy and focus. It takes a community.
· We all get tired or distracted or lose our patience at different times and for different reasons. Even with breaks, asking people to spend so long on the process means that it’s impossible that everyone will have the same attention, energy and focus throughout. That’s just human.
· But the group retained energy and focus to the end, naturally compensating for each other, supporting those who might be flagging and turning to those with more energy or insight in particular moments. We witnessed hugs, jokes, small gifts, and acts of kindness.
· A group that trusts each other holds itself to account and creates its own collective memory. During deliberations, somebody would always bring us back to the original questions – could this work contribute to ending poverty? Could it help to bring about systems change?
· So yes, clear criteria are important, but it needs collective effort to apply them fairly.
Love:
· We don’t often include love on evaluation forms or in design checklists but, on reflection, it was a vital ingredient that got us through such a monumental activity together and still remain friends that can make plans for the future together.
· Residents weren’t comparing data on graphs or assessing which evidence promised the best possible outcome, they were debating ideas that could change lives, submitted by people with passion. Every proposal we received was crafted with care, attention and real purpose. Both sides of the process required emotional work.
· While we aimed to support the group in practical ways, it was the collective effort that led to consensus – a result of something more than simply having everything in the right place at the right time. Our observation is that the group put love into this work and cared for each other, in spite of many challenges along the way. We do not underestimate the power of this.
2. Recruitment and Team Development
We have been:
· A very special shout out to our Livi Seligmann, our colleague from the Philanthropy Team in Foundation Scotland who temporarily joined our team between December and April to support the decision-making process. As well as technical support and experience of grant making across assessment and due diligence, Livi facilitated one of the decision-making clusters, helped design forms and templates and summaries to feed into each step, and worked closely with our Residents’ Panel bringing kindness, compassion, emotional intelligence and super facilitation skills. We could not have done this without Livi 💖and we are pleased to have worked so closely with her for this short burst of activity. We are also hugely grateful to our colleagues Helen Wray and Conor Cross for their support in making this happen.
· In January 2026 we advertised and swiftly moved through the recruitment process to add a new team member to the team – Programme Coordinator. We are over the moon to share that our new colleague Joe Yauch has now joined the team.
· About our new colleague - ‘Joe recently completed a graduate programme in history, where he conducted community-engaged research to investigate the relationships between logging and Indigenous communities in New England (USA). Through that work, he developed an appreciation for the value of lived experience, an ability to analyse and understand systems, and a passion for using that experience to drive systemic change. In his most recent job at the Scottish Ornithologists’ Club, Joe planned events to bring a wide range of people together to share different approaches to bird conservation. Joe lives with his fiancé and cat on the coast in Edinburgh, and spends his free time hill-walking, cooking, and playing tag rugby with friends’ - here is our updated About Us page.
· In March 2026 we advertised a new role which will be the fifth team member of the team - ‘Senior Partnerships Advisor - Trusts and Foundations’. At the point of writing this update we are happy to share that we have completed this recruitment process, and our new colleague will start in July 2026 - we will share more about our new colleague in July. Huge thanks to Vicki Moore, Head of Development at Foundation Scotland, who assisted us with this recruitment, from helping us drafting and honing the job description to shortlisting and interviews.
· We are grateful to everyone who has applied for these two new roles. We were impressed with the quality of the applications and fed back to applicants that in an age of AI affecting the quality of CV’s and Cover Letters we were heartened by the level of care and quality of writing in the applications we received. We have also had positive feedback from applicants who appreciate the recruitment process including that we share questions prior to the interview and for all interviewees we have compiled and shared detailed feedback.
· We are continuing to benefit from the expertise, networks, and support of Margaret Morton, our fundraising consultant and lawyer who is helping with fundraising and funder and donor development. We plan to continue working with Margaret until the Summer 2026 and organise a crossover period between Margaret and our new Senior Partnerships Advisor - Trusts and Foundations.
· We have been continuing to build connections and plan collaborative working with our Edinburgh Futures Institute colleagues and friends in our ‘Ward’ (Public Services), including a festive drinks and book swap organised by Aala and more recently a scone social morning organised by our EFI colleague Noreen.
Through this we have been learning:
· Again, we continue to learn from and be supported by our colleagues in Foundation Scotland, as well as reaping the benefits from being co-located in Edinburgh Futures Institute in the Public Services Ward. Both groups of colleagues enrich our professional and personal lives!
3. Communications and Open Working
We have been:
· Continuing to ‘Work in the Open’ as much as possible and making sure we make time as a team for reflective practice and sharing what we are learning. As we move into the next phase of the programme with the cohort, as some of our Residents’ Panel emerge from anonymity, and now with Joe in the programme coordinator role, we will begin to encourage others in our ecosystem to share their learning through a range of different channels and methods.
· As a team we are thinking more about our own writing and reflections and hope to share more personal writing, open-working, and team updates, as well as more reflections shared from those who went through the capacity-building phase and the Residents’ Panel members.
· Regularly updating our News & Notes page with press, updates, recruitment, blogs and events.
· Sharing our first Annual Report with interested parties during January and February, which we published in December 2025. The report shares extended learnings and challenges from the year of pooled fund development and operationalizing the fund, as well as additional learnings and lessons from the entire process of engaging the residents panel and wider third sector.
· Although we planned to create a shorter version of the Annual Report (with a focus on easy-to-understand graphs and charts that demonstrate our work over this period), the busy start of 2026 has meant that we have not managed to complete this yet. Watch this space!
· Planning ahead for our public announcement of the ten-year cohort, working with our funders and Residents Panel. We have been working on a Q&A which we will share soon, and planning for photography with Claire Montgomery, Deborah Cowan, and photographer Lewis Houghton.
Through this we have been learning:
· That there continues to be a huge amount of interest in the model and learning from Regenerative Futures Fund in Scotland and across the UK – and that we need to start thinking about how we can share resources and learning while progressing the development of the fund, programme, and fundraising at pace.
· That we make sure to document and consider how we share the experience of our Residents Panel as a key part of our governance eco-system.
4. Governance Ecosystem
We have been:
· Embarking on the process of Board power-sharing is a delicate one, and we are lucky to have a Residents Panel and Oversight & Enabling Board (OEB) that are supportive of shared principles of empathy, kindness and respect.
· Sharing our Governance Ecosystem – current version is here. We are still hoping to work with partners to develop a live visualization of this ever-changing ecosystem.
· Considering the peripheral groups of people who will feed into the direction of the programme and who we’d like to weave into our governance eco-system – such as young people, early years, people seeking asylum, disability justice activists, and more. We have begun careful outreach, but please contact us if you would like to support the learning and growing of our governance ecosystem.
· Meeting with our Oversight & Enabling Board – Meeting #1 happened in December 2024, Meeting #2 in March 2025, Meeting #3 in June 2025, Meeting #4 in September 2025, Meeting #5 was in December 2025, and Meeting #6 was in-person in February. We are looking forward to meeting our Oversight & Enabling Board in May 2026 for Meeting #7.
· Continuing to think about how to include and engage residents into the Oversight & Enabling Board after the December meeting, this will continue into the May 2026 meeting and beyond.
Through this we have been learning:
· How to plan an agenda and facilitate a meeting to encourage space for both oversight and enabling.
· The importance of carefully considering and planning how we invite others into the room, and who might benefit from having a seat within our governance eco-system (and always, who is not in the room?).
· There is wider interest in the idea and practice of working in a governance eco-system – more to share on this over time.
5. Fundraising and Contracting
We have been:
· Sharing our newly updated our 2-page case for support (March 2026 version) - on the website here and PDF version here
· Celebrating the huge news that we have now reached £9.1 million committed to the £15.8 million pooled fund! This total now includes – in addition to larger UK and Scotland-wide focused Foundations and the Local Authority (City of Edinburgh Council) - three local philanthropists who give through their family trusts.
· Continually thankful to the funders and donors who have been open to coffees, conversations, introductions, online meetings, and who continue to challenge us on many aspects of the Regenerative Futures Fund.
· Deeply appreciative of each and every introduction or new connection between our existing network and new funders and donors.
· Continuing our internal work with our colleagues within Foundation Scotland – especially the philanthropy, communications, people and development teams. Thanks to everyone who is helping us in so many ways, this really is a huge collective effort.
· Attending events and networking with other funders at events, including presenting at the ACF Place-Based Network about collaboration between Regenerative Futures Fund and City of Edinburgh Council.
· Developing and designing a new staff role to join the team with a focus on trusts and foundations, we took time to consider what additional capacity we needed to move us forward to the overall target, working closely with Vicki Moore, Head of Development at Foundation Scotland. The role was advertised in early March and we have now completed the recruitment! We look forward to sharing more about our new colleague who will start in July, in the next Doing & Learning Update.
· Continuing conversations with public sector partners in Scotland, and ongoing conversations with aligned foundations in Scotland and across the UK.
Through this we have been learning:
· This type of fundraising – long-term, collaborative, bold, strategic – must be rooted in relationship building and trust, which means it takes time.
· There has been national and international interest in the model from funders, community foundations, local authorities, and community organisations.
· There is particular interest in the collaboration with the local authority, as it is seen as a bold move for a local authority to collaborate with funders and charities in this way.
6. Monitoring, Evaluation, Accountability and Learning (MEAL)
We have been:
· Wrapping up our work with IVAR, our Learning Partner for Year Zero, to have an informed and carefully planned framework for working and bringing people into our Learning Space, as well as refining our learning inquiry strands that we will continue to refine with the 11 funded projects.
· Continuing to plan (with support from IVAR, and now with Joe) a thoughtful process for reviewing, sharing, and archiving of RFF processes and learnings.
· Planning ahead to create a process for presenting the RFF MEAL toolkit, refining it, and sharing it with the final selected cohort of organisations.
· Finalising and sharing our design for the planned evaluation of the grant making process and resident-led decision-making process. We hope to have a report on both two strands of work out in the world this summer.
· Beginning to plan, with our Residents Panel, for a resident-led reflection on their involvement in decision-making. We are planning to create a resident-led toolkit on participation. Much more to consider, but we are excited to work with our residents to share their rich learning and experience.
Through this we have been learning:
· That building Monitoring, Evaluation, Accountability and Learning (MEAL) and holding the role of record-keeper and reporter to the funders and Council is really critical for the success of the Fund. We’re also recognising through our engagement with IVAR, with the cohort of community organisations, and through our own work, how important it is to give the co-design of MEAL processes as much space, time, and thought as possible.
7. Field Building & Systems – Learning With Others, Learning Partnerships, Sharing the Model
We have been:
· Trying to get all our field learning and field building into one place here - this is a work in progress that we will continue to populate as an alternative to listing the developments here. However, due to the work in progress nature of the above, here are a few highlights:
· Leah attended the Beacon Philanthropy Forum in London in February 2026, a huge and extremely well organsied event focused on philanthropy and the impact economy. Many of the themes of Regenerative Futures Fund were discussed at round tables – including place-based giving, collaborative and pooled funds, funding systemic change, tackling multiple issues with collaborative resources - so it was fascinating to be part of this.
· We were invited by our colleagues in Edinburgh Futures Institute – Kristy Docherty, Steve Earl, and Keira Oliver – to take part in the Introduction to Systems Convening Pilot over 2 days in January 2026.
· In 2025 Aala and Leah spoke at the (UK-wide) Foundations for Social Justice network on their visit to Edinburgh. At this event we met Marcia Asare from The Walcot Foundation, after a couple of conversations with Marcia following our presentation we were invited to present to the Walcot Foundation Trustees at their away day to talk about place-based system change, residents decision-making, and our governance ecosystem– expertly facilitated by Gail Cunningham.
· In March 2026, Aala, Andy, and Leah took part in the Scotland-leg of a research project led by Place Matters. We enjoyed spending the afternoon with Steff O’Keefe and Steff’s colleague Scott Hinkle, sharing our learning about setting up Regenerative Futures Fund, moving through the stages of design, pooled fund development, call-outs, capacity building, and decision making which will feed into a ‘practice report’ about place-based change initiatives across the UK. Here is a reflection from Steff on their trip to Scotland and what they discovered. We look forward to continuing to collaborate and learn with Place Matters.
· Leah and Gillie Severin (Head of Strategy, City of Edinburgh Council) were invited to talk to the Association of Charitable Foundations (ACF) Place-Based Network in March 2026. The focus of this event followed the UK Government's increased focus on neighbourhoods and place, and our session focused on the partnership between City of Edinburgh Council and Regenerative Futures Fund, how we worked together to move a decision through the Council committees and the ongoing commitment of City of Edinburgh Council to collaborate with philanthropic funders and communities on RFF to achieve long-term systemic change. Here is the link to the event invitation.
· In April 2026 Leah and our colleague Vicki Moore from Foundation Scotland attended the launch event of a research project looking into Scotland’s foundations. Here is the link to the publication. This research uses publicly available data to address key questions about Scotland’s charitable grant making foundations, including how many there are, where they are located, how much wealth they hold, and what is known about the public good that they contribute to, and was led by Christopher Dougherty and supported by Professor Tobias Jung. Tobias is a Trustee of Foundation Scotland and is also the director and founder of the Centre for the Study of Philanthropy & Public Good in St Andrews.
· Along with our Foundation Scotland colleague Rachel Searle, Andy attended a Pride in Place event in Glasgow to deliver a workshop focused on tensions and trade-offs in community-led decision-making. Fifty + people from local authorities around Scotland took part and explored together the harder aspects of community-led decision making and environments and approaches that can mitigate some of these. Drawing from RFF and Foundation Scotland’s work in Clackmannanshire, Andy and Rachel shared their own experiences as well as those of residents involved in various decision-making groups.
· Part of our work in Edinburgh is to share learning with colleagues so in April 2026 we scheduled a cross-learning session between the RFF team and our City of Edinburgh colleagues to consider how we can embed and share learning between our teams – topics covered included community planning and the Edinburgh Partnership, third sector funding co-design plans, the Equal Edinburgh Strategy, and the Neighbourhood Prevention Partnerships.
· Coming to the conclusion of the research project looking into pooled funds for systemic change with community voice at their hearts, which is being generously led by Ben Cairns and Chris Mills from IVAR – the research project includes three Scotland-based pooled funds: Clackmannanshire Transformation Space, the Scottish Human Rights Fund (led by Corra Foundation), and Regenerative Futures Fund in Edinburgh. The report will be launched with an online webinar in May 2026 and in-person launch in Edinburgh in September 2026.
Through this we have been learning:
· About multiple initiatives that aim to change the way we involve communities. The recent publicity around, and enthusiasm for Pride in Place highlights those efforts. It’s important for us all to keep in touch, share, and collaborate where we can. We also need to be clear about the differences between initiatives so that a) organisations seeking support can make good decisions about where and when to apply to different funding opportunities and b) funders are clear about where they might want to focus their efforts.
· About the massive appetite for continued system convening and field building through a range of conversations with funders over the last few weeks. Once we have the cohort announced, we look forward to exploring how we continue to convene and contribute to building the field in a range of areas including pooled funds, participation, shifting power to residents, philanthropy advising, place-based system change, plus much more.
· Learnings from the Systems Convening Course Pilot in January with our colleagues at Edinburgh Futures Institute were about our roles in the team at RFF as system convenors across our governance ecosystem and that we should all build this into our job descriptions; the mismatch between project management methods and tools and working in emergence, recruiting for ‘system convening’ roles and what skills are required; asking what it takes to ‘be more relational’ in the work we are doing; that Kristy, Keira and Steve are designing a course that is full of care, beautiful and needed; and that having fun is important (in our group we ended up making a poster about Kevin Bacon!)
If anything chimes with you and you’d like to know more, please do get in touch:
· Aala Ross (Co-Head) – aala@foundationscotland.org.uk
· Leah Black (Co-Head) – leah@foundationscotland.org.uk
· Andy Hyde (Participation Lead) – andy@foundationscotland.org.uk
· Joe Yauch (Programme Coordinator) - joseph@foundationscotland.org.uk
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