GSK and The King’s Fund Impact Awards: Part 1, Should we give it one last try?

By Claire Fisher, Chief Officer

“Should we give it one last try?”

That was the question our Business Development Manager posed after two previous unsuccessful applications to the GSK and The King’s Fund Impact Awards. Looking back, I think the answer was always going to be yes. I’ve never been someone to shy away from a challenge.

So, in early 2025, we sat down once again to write our stage one application, never imagining that this final attempt would eventually lead to us being named one of just 10 winners of the 2026 awards.

This time, it was all about balance. How could we submit a strong application without overcommitting precious time and resources? We approached the process differently, with greater clarity about the difference our work was making. We reflected honestly on what we had learned from our earlier applications, gathered fresh evidence of our impact, and worked together to tell our story in a way that felt both authentic and compelling.

Once stage one was submitted, all we could do was wait.

When the email arrived to say we had been selected for the next stage and invited to submit a full application, we were thrilled. As we began gathering evidence, reading the stories of our service users, and reflecting on the impact of our work on local health services, I started to feel a real sense of pride in what we had achieved.

As Chief Officer of a growing charity, I rarely get the opportunity to step back and look so closely at our projects; to truly hear those stories and see how they translate into meaningful impact, not only for individuals but also for wider statutory services. The application process gave us space to reflect on just how far we had come.

What became increasingly clear throughout the application process was why it had been so important for us to keep applying in the first place. Yes, the funding and recognition would make a significant difference to Encompass, but this was about something much bigger than us as an organisation.

For years, we have worked alongside people experiencing multiple disadvantages; people whose voices are too often unheard within health and social care systems that can feel fragmented, overwhelming, and difficult to navigate. Applying for the award gave us an opportunity to shine a light on those experiences and ensure that the realities facing the people we support were part of a national conversation about change.

It also gave us the chance to raise awareness of our FLOW projects and our “team around the person” approach; a model that brings different parts of the system together to flow around the individual, rather than expecting the individual to constantly move between disconnected services. We know that people achieve better outcomes when organisations work collaboratively, share responsibility, and place the person at the centre of support.

At a time when new neighbourhood models of support are becoming an increasing focus within local communities, the application process also felt important strategically. It allowed us to demonstrate the value of trauma-informed, relationship-based approaches and the role charities like Encompass can play in shaping more connected and compassionate systems of care.

More than anything, we wanted to show that people facing multiple disadvantages deserve services that work with them, not against them, and that meaningful change is possible when organisations are prepared to work differently.

Once stage two was submitted, the waiting began again. Had we done enough this time? Would this finally be our year?

Then, on 17 October, we received the email we had been hoping for:

“Dear Claire, I am delighted to tell you that your organisation is one of fifteen that has been shortlisted for a GSK Impact Award.”

Out of more than 700 applications, we had been selected as one of just 15 shortlisted organisations.

If we thought the previous stages were challenging, nothing could have prepared us for the in-person assessment with Sophy. The only way I can describe it is like someone coming to inspect your home, no drawer left unopened, no question left unasked. Interviews with our service users, members of our team and board members. This assessment was so much more than what we had written in our application it was bringing the words on the page to life.

Was it tough? Absolutely.

Did it need to be? Without question.

The GSK and King’s Fund Impact Awards are built on credibility. They are, in many ways, the Oscars of the charity sector. To become one of the final 10 winners, you truly must demonstrate excellence in every aspect of your work.

Unlike the Oscars, we were not competing for a beautifully sculpted statue created by a famous artist. What was at stake felt far more significant for a charity like ours…

Drum roll please…

£40,000 of unrestricted funding — the kind of support every charity dreams of, and access to a 3 day leadership programme for both me and our chief operating officer, which without this award would not be possible for a charity such as ours.

After the assessment came weeks of follow-up emails, requests for evidence, and checks to verify the statements within our application. The process was incredibly thorough, reinforcing just how prestigious and credible these awards truly are. We did everything in our power to demonstrate why Encompass deserved to be among the winners.

Then, on 22 January, the wonderful Amanda emailed to arrange a call about the outcome.

That call with Lisa Weaks from The King’s Fund brought a level of anxiety unlike anything I had experienced before. I knew that winning this award would elevate Encompass to a whole new level, and I genuinely believed our entire team deserved this recognition for their dedication and hard work.

Despite feeling unwell herself, Lisa stayed on the call long enough to say the words I will never forget:

“Congratulations, Encompass is one of our 10 winners.”

I think I sat in silence for a good five minutes afterwards, simply trying to process what I had just heard.

My first instinct was to email our trustees with the incredible news. Every part of me wanted to shout it from the rooftops, but I could still hear Lisa’s final words ringing in my ears:

“Please don’t share this outside of your organisation until March.”

It’s fair to say that the time between January and March felt very, very long indeed.