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June 10, 2024

New investment secured for local pub with community purpose

support Featured, Financing Community Ownership, More Than a Pub, News

A 200-year-old village pub has secured a new funding package enabling it to thrive for the benefit of its community and surrounding local area.

The Blue Bell pub situated in Stoke Ferry, Norfolk has been serving residents since 1795 and as a community owned pub since 2021. Locals obtained the pub as an ‘Asset of Community Value’ and established a Community Benefit Society (Stoke Ferry Community Enterprise Limited) as a transparent way to deliver the project alongside their community. Fundraising for the purchase involved a successful community share offer, grants and loans with the pub receiving specialist advice and finance from the More Than a Pub programme.

Prior to and since opening, Stoke Ferry Community Enterprise have invested in repairs and maintenance for the pub including brand new electrics, underfloor heating and new heating system, new bar installation, improved accessibility, a new kitchen as well as improvements to the outside of the pub with children’s area, wooden roofed pods and metal pergola.

A small event and private dining area called The Lock Room (after the Lock family that had their name over the door of the Blue Bell for over a century) has also been created which serves as dining room and café seating up to 14 people available for hire free of charge for community benefit events. A range of catering options from light refreshments, buffets, set menus and a la carte dining are also provided.

The society currently has 450 members and the proudly community owned and run pub has full time staff working alongside a group of around 10 local volunteers helping out in the pub, kitchen and bar. With a good understanding of the local market and a mission that puts the community at the heart of what they do, The Blue Bell has proved popular with locals and residents within the surrounding area.

Alan Lury (Secretary to Stoke Ferry Community Enterprise Limited) said: “The loan from Co-operative & Community Finance has enabled us to consolidate most of our existing loans, including a short-term one, into a more manageable situation and to pay off some outstanding items so that we can concentrate more fully on the busy day-to-day running of the Blue Bell. Our thanks go to our CCF representative Kevin who was straightforward, down-to-earth and most importantly encouraging throughout.”

Co-operative & Community Finance were delighted to help Stoke Ferry Community Enterprise secure a loan package for refinancing and working capital following on from the ‘More Than a Pub’ legacy scheme. Kevin Lloyd-Evans, Lending and Relationship Manager at Co-operative & Community Finance said: “Working with Alan and Stephen at Stoke Ferry Community Enterprise was a pleasure. I was really impressed with how they dealt with delays and kept moving forward with the refinancing package. Co-operative & Community Finance’s funding works really well by helping build long-term financial viability with affordable monthly repayments. An excellent basis to move forward.”

The legacy ‘More Than a Pub Fund’ scheme provides loan finance of between £75,000 to £150,000 available to Community Owned Pubs at a discounted rate of interest for members of Plunkett UK, length of term ranges from five to twenty years. Co-operative & Community Finance also helps support groups to access grant funding to help them develop business plans and pay for surveys through the Reach Fund. Please contact Co-operative & Community Finance for the full terms and conditions, and to discuss how your Community Owned Pub venture can be supported.

You can find out more about The Blue Bell pub by visiting their website.

March 12, 2024

Students and investor-supporters come together to secure sustainable and affordable student housing in Birmingham

support Featured, Financing Co-operative Housing, Lending

A multi-stakeholder co-operative has secured a financial package enabling the purchase of a property that will provide affordable tenancies and access to democratically owned accommodation for students in the Birmingham area.

Founded in March 2018, Student Co-operative Homes (SCH) aims to bring together existing and start up student housing co-operatives across the UK and build a portfolio of properties for lease to local self-managing student housing co-ops.

The board is made up of individuals nominated by ‘user members’ – frequently current student residents – along with ‘investor supporter’ members, these are generally individuals with years of experience and expertise in the co-operative sector or established Co-operatives such the Heart of England and Midcounties Retail Co-operatives who bring their experience and capital in support of Student Housing Co-operatives.

Securing loans from both Co-operative & Community Finance and Co-op Loan Fund has enabled Student Co-operative Homes to purchase the property currently resided in by the Birmingham Student Housing Co-operative set up in 2014. The acquisition has helped lay the future roadmap for the property and the local co-operative, enabling a collective long-term vision with renovations, retrofit and a green agenda alongside the existing positive impact for students’ wellbeing of security in the property, affordable rents, democratic control and a purposeful student community.

Consisting of nine bedrooms, the detached two-storey house is located close by to the University of Birmingham (just outside the main student population area of Selly Oak) with excellent transport links to the city centre. Living in the housing co-operative while studying enables tenants to come together, pool resources and collaborate for mutual benefit with the view to passing on the accommodation to other students once they leave. Fostering a sense of autonomy among the students also gives time and opportunity to develop their skills and build local connections in the wider community.

Scott Jennings, Chair of Student Co-op Homes said, “We are massively grateful to both lenders for stepping in and supporting this acquisition at such an important time. This enables us as Multi-Stakeholder Co-op and the local Student Housing Co-operative to step forward together and to enact our plans for the future of the property that are essential to enable affordable student housing into the future that addresses and challenges a fundamentally broken student housing market.”

As a multi-stakeholder co-operative with members (with and without property) in Birmingham, Edinburgh, Glasgow, Nottingham, Manchester, Belfast and Bristol and in Cork (Republic of Ireland); the co-operative is keen to see the development of more student housing co-ops across the UK and beyond, acting as a platform for promoting co-operative values and development particularly amongst young people.

Kevin Lloyd-Evans, Lending and Relationship Manager at Co-operative & Community Finance said: “We are delighted to be able to support Student Co-operative Homes Limited purchase this property. Student Housing Co-operatives are an excellent initiative which can help build the co-operative sector of the future. They are attracting a new generation of co-operative members which is good to see.”

For more information about Student Co-operative Homes, you can visit their website.

December 11, 2023

Community sports and social club secures investment for refinance and growth

support Featured, Financing Community Ownership, News

Members have received a huge boost by securing a financial package that enables ambitious and enterprising plans to renovate, develop and grow their sports and social club for the benefit of the local community.

Oak House Sports & Social Club Beer Garden

Based in the heart of the picturesque Victorian spa town of Leamington Spa, Oak House Sports and Social Club has a long proud history of serving its community with origins dating back as far as the mid 1880’s. Originally founded as a social club by the local council, ‘The Liberal Club’ as it was then known eventually moved from the Town Hall to its current location in Upper Holly Walk between 1937 and 1945. The impressive Grade II listed building built by the locally renowned architect William Thomas eventually changed its name to ‘Oak House Sports and Social Club’ registering as a Co-operative & Community Benefit Society in 2015.

Securing loans from both Co-operative & Community Finance and Co-op Loan Fund has meant the club’s committee can refinance existing loans as well as put in place their ambitious plans for development and growth in the club, with a view to broadening its membership and providing more services and facilities for the local community.

Plans include renovation and building improvements for new kitchen facilities, development of the club’s large beer garden, as well as general improvement of amenities that will enable increased use of the existing function room for events and room hire including weddings, parties and children’s activities. Along with these facilities and the club’s main lounge bar and two games rooms (including darts, snooker and TV screens), the club hope to generate both new rental and bar income.

Oak House Sports & Social Club Snooker Room

David Jenkins, Treasurer and representative of the Oak House Committee said: “The committee and membership of the Oak House warmly welcome the support from Co-operative and Community Finance and Co-op Loan Fund. The future looks bright thanks to the subsequent restructuring of our finances. We now have headroom and the confidence to push forward with our growth.”

The committee also intend to engage a local marketing and advertising company to promote the club and its services to new audiences and ensure more engagement from the local community and wider Leamington Spa area. Oak House are also keen to develop new services such as hotdesking, internet access and increased food and drink sales.

Kevin Lloyd-Evans, Lending and Relationship Manager at Co-operative & Community Finance said: “We were delighted to support Oak House. The committee is determined to create a success with the club. There is a clear vision and plan in place. Getting the finance in place was the first part of the jigsaw.”

For more information about Oak House Sports and Social Club you can visit their website.

Oak House Sports & Social Club Exterior — Oak House Sports & Social Club

November 13, 2023

EDI Action Plan 2023 – 2024

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As we continue on our EDI journey, today we share our Action Plan for 2023-2024. Produced by our Board and Staff team, this Plan includes specific commitments and objectives to help us move with purpose towards real, measurable, change. Explore it here.

OUR PLEDGE: To continue working together to ensure that the sector reflects the communities it serves and that we use our tools, networks and experience to tackle inequality and bring about transformational change.

OUR COMMITMENTS:

Take ownership of our commitment to equity, equality, diversity, and inclusion.
Build accountability through meaningful collaborations & co-production with networks and Marginalised communities.
Move beyond representation to work towards an inclusive culture.
Accept the longevity and risk involved in meaningful pursuit of diversity and inclusion through open and transparent sharing.
Act with integrity through the investment of time, energy, and resources in equitable representation
Engage in intentional systems change and sustainable inclusion.
Advocate for diversity and inclusion & amplify marginalised voices.

OUR APPROACH – We aim to ensure:

Equity, equality, diversity, and inclusion are embedded in our systems, culture, and processes.
Every individual within CCF contributes to the ongoing implementation of the EDI action plan.
We look for opportunities in how we work and who we lend to, to address the structural causes of inequality.
We work in an open and transparent manner within the sector we serve.
We foster a culture of respect, curiosity, diversity, and equality in order to provide an environment that encourages discussion and challenge.
We promote, recognise, and enable best practices within our organisation and the broader sector through education, networks, and resources.
We adopt a learning-as-we-go approach, learning about what works and what doesn’t, internally and externally, while building our expertise.

Equality, Diversity, and Inclusion (EDI) & Equality Impact Action Plan

Commitment 1: Take ownership of our commitment to equity, equality, diversity, and inclusion.

Objectives	How will we achieve this? / What will be delivered?	Measurable Outcomes
Sign and Share the Diversity Forum Manifesto to show our commitment to achieving a sustainable systemic change towards a more inclusive social sector.	Sign up to the Diversity Forum	We signed up in Mar-22
	Acknowledging the need for inclusion and our commitment to change internally and externally.	Regular updates on progress against commitments and holding ourselves accountable.
	Share Online on our Website	EDI Page has been created

Commitment 2: Build accountability through meaningful collaborations & co-production with networks and Marginalised communities.

Objectives	How will we achieve this? / What will be delivered?	Measurable Outcomes
Establish an EDI Sub-committee, which includes CCF Trustees. EDI action plans, priorities and strategy will be overseen by CCF Board.	EDI Sub-committee, made up of 2 Staff Members and 2 Board Members, has been established with Governance from the Full Board.	Quarterly review of Progress at Board Level.
	Encourage discussions and dialogue about EDI as part of Board & Staff meetings.	Subcommittee has been created. EDI is now a standing item at Board & Staff Agenda Meetings.
Establish and maintain partnerships with diverse professional organisations to help develop and maintain a pipeline of diverse clients.	Identify relevant EDI & Networking events to attend and assess colleagues’ interest to join.	Regular attendance to the Diversity Forum Meetings. Actively seek out learning and insight from others, particularly co-signatories, around the challenges they are facing and how they are addressing them.
	Engage with friends and partners to share our EDI values, commitments, and expectations, and promote a collaborative working relationship to challenge and support each other on our EDI journeys.

Commitment 3: Move beyond representation to work towards an inclusive culture.

Objectives	How will we achieve this? / What will be delivered?	Measurable Outcomes
Create a fully embedded culture of inclusion throughout our business	Review and communicate CCF diversity annually.	Assessed through Staff & Board Annual survey.
	Tailor and target recruitment based on data drawn out from diversity survey where and when applicable
	Ensure Staff & Board understands that EDI, especially role-modelling a safe, inclusive, fair, equal workplace is everyone’s responsibility (not just the Subgroup)
	Monitor and encourage staff & Trustees (and ICOF Members) self-disclosure and self-identification avoiding assumptions about people’s lived experience and privilege.	Assessed through Investee Members Annual survey.
	Review internal Member communications about the purpose of diversity data collection.	Assessed through Investee Members Annual survey.
	Embed the principles of EDI into our wider engagement activities.	Plan and deliver an EDI session with Stakeholders.

Commitment 4: Accept the longevity and risk involved in meaningful pursuit of diversity and inclusion through open and transparent sharing.

Objectives	How will we achieve this? / What will be delivered?	Measurable Outcomes
Establish EDI Training for the Staff Team & Board (mandatory and voluntary).	Provide training covering microaggressions, unconscious bias, allyship, power and privilege.	Use training tools and feedbacks to inform priorities, practices or changes.
	Implement training into induction programme for all new Trustees & Staff.
	Analyse impact of training via feedback.
Oversight of EDI action plan in practice	Put the governance and accountability process in place to achieving the aspirations in EDI action plan.	Adopt and publish new EDI action plan (2023-25)
	Ensure EDI commitments “are woven” into CCF existing procedures and policies.

Commitment 5: Act with integrity through the investment of time, energy, and resources in equitable representation

Objectives	How will we achieve this? / What will be delivered?	Measurable Outcomes
Improve our equality, diversity, and inclusion practice as an organisation	Audit & Review our existing policies to ensure these are fair and inclusive.	Improved Policies
	Identify which additional policies will support the development of an inclusive culture.
Review and embed an inclusive recruitment process (this commitment relates to all CCF positions, From Support Staff to Board members)	Revise recruitment strategy & plan.	More diverse and fairer recruitment outcomes
	Implement blind CV shortlisting.
	Include a diverse panel as part of recruitment processes.
	Making sure all interviewers have completed their compulsory training.

Commitment 6: Engage in intentional systems change and sustainable inclusion.

Objectives	How will we achieve this? / What will be delivered?	Measurable Outcomes
Equity, equality, diversity and inclusion is about redistributing power, finances and resources. Acknowledging systemic inequality, our intention to change this and commit to annual reporting.	Collect and publish annual gender pay gap and diversity data on the make-up of Boards and Staff within CCF.	Annual EDI & Equality Impact Report. Report to include analysis of monitoring data, initiatives undertaken and assessment of their impact/success.
	Collect and publish annual gender pay gap and diversity data on the make-up of Boards and Staff within our investment portfolios. Include a clear statement of why this data is being collected and how it will be used.
	Explore opportunities in our role as a Lender for promoting broader Equality Impact	Subgroup to write a Blog (as a first step) focused on CCF potential in the Equality Sphere

Commitment 7: Advocate for diversity and inclusion & amplify marginalised voices.

Objectives	How will we achieve this? / What will be delivered?	Measurable Outcomes
Integrate EDI & Equality Impact considerations into our investment strategy and reflect these principles in our approach to impact.	Where applicable and meaningful, incorporate EDI (goals, risks, KPIs)	Year on year continue to improve levels of applications received from underrepresented groups and increase impact on Inequality.
	Ensure complete integration into the investment process, including the investment manual, due diligence, and guidelines on how to use this information to make better investment decisions.

November 1, 2023

Community Land Trust secures investment for people powered land ownership initiative

support Featured, Financing Community Ownership, Lending, News

A land trust rooted in activism with a bold mission statement to acquire and steward property on behalf of the local community has secured vital funding for their latest property procurement.

Stokes Croft Land Trust (SCLT) is a grassroots institution governed and run by local people for the long-term acquisition and stewarding of community assets in the Stokes Croft area of Bristol. Their goals are to promote engagement of local people with the future development of their area, support local economic activity and provide workspace for local artists, designers and small businesses which align with their charitable objectives.

Co-operative & Community Finance were delighted to work alongside The Co-operative Community Shares Fund to help SCLT secure both a loan and community shares enabling the purchase of two freehold titles which together make up one building in the heart of Stokes Croft’s cultural quarter. The acquisition will bring the property into community ownership and secure the home of Community Interest Company the Peoples Republic of Stokes Croft (PRSC). By purchasing this first building, SCLT is fighting back against gentrification of the area whilst also providing a home for the arts and wider community development initiatives. PRSC also supports rough sleepers in the area, collecting donations and providing a clean blanket and tent store, workshops and outside facilities such as water and electric points accessible 24 hours a day.

Tim Coomer, Business Development Manager Co-operative & Community Finance said: “We are absolutely thrilled to have supported SCLT to purchase PRSC HQ. The building is a vital asset for Stokes Croft, a vibrant, diverse and culturally significant community in our home town of Bristol.”

As a HQ for PRSC, the property (covering around 6,000 square feet in total) includes a central performance space which incorporates a kitchen and bar which is rented for a variety of community gatherings, exhibitions, workshops and events. The building also includes a workshop screen printing studio, a digital radio studio which can be rented on a sessional basis, artist studio spaces and facilities for decorating and firing the famous Stokes Croft China which is sold by PRSC in an adjacent shop.

Hilary Sudbury, Director of SCLT said: “Our community share offer culminated in close to 400 local people and organisations becoming members of SCLT, through the purchase of shares, to enable SCLT to purchase its first building into community ownership. We are grateful to Co-operative and Community Finance for their loan and equity investment as part of the finance mix and SCLT were pleased to announce the completion of the freehold purchase of the building, known locally as PRSC HQ, at the end of Sept 2023.”

You can keep up to date with Stokes Croft Land Trust by visiting their website.

June 29, 2023

500-year-old inn secures new investment for community

support Featured, Financing Community Ownership, Lending, More Than a Pub, News

A 500-year-old Inn saved by its residents in 2018 has secured a new funding package enabling the community pub to thrive as it enters a new chapter under new management.

Located in the heart of Ash near Sandwich in Kent, the Chequer Inn is a country pub that has been serving drinks and its community since 1674 welcoming locals, walkers and even four legged friends. The pub received specialist advice and finance from the More Than a Pub programme in 2018 and along with a successful share offer coming in from all around the world – from Alaska to Australia, via North Carolina, Scotland and Yorkshire – the pub was saved by residents and stopped from being developed into housing.

Re-opening in May 2019, the pub encountered some difficult times as the country was plunged into the Covid pandemic and lockdown resulting in the closure of the pub in January 2022. The community and the pub’s society has since rallied together and installed a new tenant responsible for the day-to-day management of the pub. Local businessman Nick Turner-Brown (who manages a number of other successful pubs in the region) has made much needed positive changes including a new and improved food menu as well as service quality the pub can be proud of ensuring long-term growth and a sustainable future for the pub and its residents.

Jane Greaves, Secretary for the Chequer Inn Ash Society said: “This refinancing by Co-operative & Community Finance of the Chequer Inn, Ash, enables us to enter a new phase of community ownership with confidence. We have been impressed by the support we have received from Kevin Lloyd-Evans but above all his genuine interest in the community, the property and our plans for the future of the Chequers. We would urge other communities keen to save their ‘local’ to seek assistance from the Plunkett Foundation.”

Co-operative & Community Finance were pleased to help secure funding for the Chequer Inn as a second loan following on from their ‘More Than a Pub’ legacy scheme in 2019. Kevin Lloyd-Evans, Lending and Relationship Manager at Co-operative & Community Finance said: “We are delighted to be able to support The Chequer Inn Ash Community Pub. We are helping clients with their debt structures to ensure affordability and long-term sustainability. The current challenges within the hospitality sector are well documented. We are supporting the development of the community shares market by listening, consulting and responding to needs. Community ownership and control are at the heart of our mission, values and plans moving forward.”

The legacy ‘More Than a Pub Fund’ scheme provides loan finance of between £75,000 to £150,000 available to Community Owned Pubs at a discounted rate of interest for members of the Plunkett Foundation, length of term ranges from five to twenty years. Co-operative & Community Finance also helps support groups to access grant funding to help them develop business plans and pay for surveys through the Reach Fund. Please contact Co-operative & Community Finance for the full terms and conditions, and to discuss how your Community Owned Pub venture can be supported.

You can find out more about The Chequer Inn pub by visiting their website.

The Chequer Inn Ash Society story can be viewed on www.savethechequerinn.co.uk while the society await a new web site going forward.

June 27, 2023

Co-op & Community Finance Strategy – 2023 and Beyond

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We are proud to be able to launch our new Co-op & Community Finance Strategy in Co-ops Fortnight of our 50^th year.

We are really pleased to be able to share it with all our members, friends and partners and very much look forward delivering on the strategy for 2023 and beyond.

To reflect changing times and needs, we have updated Vision, Mission, Values and Strategic Objectives. These are underpinned by our history whilst looking ahead to new opportunities and challenges. You can view the Strategy document here.

June 26, 2023

Innovation, Impact & Co-operation – Video Celebrating 50 Years of Co-operative & Community Finance

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One of the joys of any birthday is surely the party – the chance to connect with friends and loved ones whether close by or far flung. Our 50th birthday has so far provided a wonderful opportunity for what, in some ways, feels like a year-long party.

We shared this video at our recent AGM, showcasing the work of ICOF and Co-op & Community Finance over its 50 year history. This is a great storyline of our journey so far, and how we look to meet the needs of the co-op sector in the next 50. We hope you enjoy it!

May 17, 2023

Finance secured as “Painters Pub” continues to develop and grow as a vital community asset

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An historic village inn frequented by two of the most famous English landscape painters and now owned by its residents receives long-term finance boost.

With an inn on its site going back all the way to 1305, The Lamarsh Lion Community Pub commands a superb view over the River Stour much loved and sketched by the renowned landscape artists Thomas Gainsborough and John Constable. On the Essex/Suffolk border about 10 miles northwest of Colchester, Lamarsh is a small village of around 180 residents who since 2017 have owned their community pub after it was put up for sale the year before.

Along with a successful community share issue, a grant from the ‘More Than a Pub’ legacy scheme, a loan from Co-operative & Community Finance, and a private loan; the community were able to proceed with the purchase of the pub and begin refurbishments from July 2017. Since then, repairs and renewals to guttering, roof tiling, chimney stacks, windows and doors as well as refitting and reequipping the trade kitchen, timber frame, damp issues and drainage have all been undertaken and completed.

Co-operative & Community Finance along with Co-op Loan Fund (managed by CCF) were pleased to help secure additional finance for the pub as it continues to develop and grow as a vital community asset. Kevin Lloyd-Evans, Lending and Relationship Manager at Co-operative & Community Finance said: “We are delighted to be able to support for The Lamarsh Lion. Our long-term finance was able to support the needs of the group. This type of finance was not available through other lenders. Rising energy prices have a created tough trading conditions, however with impressive leadership in place and a debt structure which supports the business, the outlook has significantly improved for the group.”

The Lamarsh Lion Community Pub in Lamarsh, Essex.

With a committee that offers a broad range of skills and experience, The Lamarsh Lion has built up a reputation as a place to eat and drink for families in the local area and has been doing well with theme nights and community focused activities. With residents also utilising the pub regularly for family parties, The Lamarsh Lion are truly establishing themselves as a family friendly affordable venue in the region.

Ruth Allison, Treasurer at The Lamarsh Lion Community Pub Ltd said: “Getting this further investment from Co-operative & Community Finance and Co-op Loan Fund has really been a boost to our group. The challenges of running a community business in the current economic environment are complex and persistent. Having a supportive lender who knows what you are going through, understands and is willing to help is much needed and appreciated. It is a refreshing approach to accessing community finance.”

You can find out more about The Lamarsh Lion by visiting their website.

May 16, 2023

Long-established relationship celebrated as loan secured for East End’s radical print and design co-op

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A printing cooperative rooted in activism within London’s East End has secured finance as a returning borrower, 44 years after being the first co-op to fully repay its loan to Co-operative & Community Finance, back in 1979.

Founded in 1977, Calverts is a design and printing workers’ cooperative based in Bethnal Green, East London. As a 13-strong equal pay co-op, the business is built on a collective foundation where employees “jointly own and control the company, putting into action the cooperative values of equity, solidarity, democracy, self-help, self-responsibility and equality”.

Calverts members Cherry Haynes and Sam Rogers check quality on a print project.

Calverts offers a range of services including creative design, branding, high end print and bookmaking, as well as creative workshops, teach-ins and team building days for clients. Over its 45-year trading history Calverts has served a wide client base that includes consumer brands, universities, the arts, third sector and campaigning organisations. Famously, Calverts researched and designed the global Co-op Marque.

Working with Co-operative & Community Finance, Calverts has secured a loan to purchase new reprographic equipment. The loan comes some 44 years after Calverts were the first cooperative to fully repay a loan to Co-operative & Community Finance (ICOF as it was then known).

Kevin Lloyd-Evans, Lending and Relationship Manager at Co-operative & Community Finance said: “As a returning customer, we are delighted that Calverts have chosen to work with Co-operative & Community Finance again. Since 1977 Calverts have been part of the worker cooperative movement. In our 50^th year it is rewarding to see our relationships with clients standing firm and the continued relevance of our funding across the cooperative movement.”

A recent article described Calverts as a cooperative that has been ‘putting the activism into Bethnal Green since its 70’s punk rock beginnings.’ And with their radical roots running deep in the East End, the article goes on to say the co-op are ‘best placed to serve the community of which they are an intrinsic part, and in an environmentally efficient way.’

Co-operative Director Siôn Whellens said “The new £50k loan on CCF’s unique terms represents good value for money, and helps ensure Calverts competitiveness in a tech-driven industry. Because they’re a lender with a mission to support worker co-ops, we were delighted to renew the partnership with CCF”.

You can keep up to date with Calverts by visiting their website.