I was stood by the door waiting for someone else to arrive when a refugee banged on it. I was annoyed. It wasn’t opening time yet and it’s always awkward explaining that across a language barrier. I took my time coming to the door and fiddled with the key, hoping my body language would set the tone for a short conversation.

“We’re not open yet”, I said as I cracked the door open and felt the chill of the early December cold snap.

The Iranian man looked me earnestly in the eyes, thrust a heavily laden shopping bag into my hands and said in a heavy accent:

“I’m sorry, I can’t come today”.

He flashed me a grin that showed his missing teeth, leaned over to hug me, turned his bike around and rode off up the hill.

I’d known Ebrahim (not his real name) for a few weeks – maybe a month – since another refugee had introduced me to him. I’d heard rumours of his generosity, but this was my first experience of it.

I shut the door to the church against the cold, and as I locked it my mind wandered back to an interaction with John Barclay – a professor at Durham University. I was a PhD student at the University of Nottingham at the time, and he was a world-leading theologian who had been invited to give the Firth Lectures. It was as close as you come in academia to meeting a rock star.

He came to mind as I closed the door because in those lectures, he argued that one of the key reasons the first Christian communities grew was because they practiced risky generosity.

The first followers of Jesus were likely poor enough that they relied on each other to get by: you can borrow my coat today because I’m going to need your saucepan tomorrow. That was not unusual in the ancient world and lots of communities were generous in that way.

What made Christians unique was that they were much more willing to risk including outsiders – they were willing to give to people who they didn’t know well enough to be able to rely on them giving back.

I retreated from the door wondering what had just happened and whether Ebrahim would get a decent meal today if he couldn’t come to our drop in. But mostly, I wondered why he was being so generous and I was so stingy. I mean, one of us is rich by almost any metric – and it’s not Ebrahim.

As I turned round, I saw Sami (not his real name) across the room. He’s been around longer than Ebrahim and has actually been helping us by translating sermons into Farsi for other Iranian refugees. He was already inside because he was helping us today.

They show up with gratitude, and give generously of the very little they have. They practice this risky generosity with no guarantee of return.

I know a bit of Sami’s story – how he has arrived in the UK seeking asylum because his family found out about his faith and suddenly he was no longer safe in his own home. I’ve seen the scars he got from living through that story. And yet, when Sami manages to find a way to work under the radar to supplement the pittance he’s living on and make his days more meaningful, he is as generous with what he earns as he is with his time.

There’s something striking about the risky generosity I see in Ebrahim and Sami. I can’t imagine living through what they’ve endured, but they show up with gratitude, and give generously of the very little they have. They practice this risky generosity with no guarantee of return – not least because the church is so mindful of being taken in by a sob story that we make big demands before we’ll baptise or send letters of support for anyone. It challenges me. Despite the fact that I’m the rich one, my asylum seeker friends seem closer to the attitude of the first Christians than I am.

It particularly challenges me when I then read stories about small boats, Home Secretaries and Rwanda. Because somehow people like Ebrahim and Sami seem to go missing in all the debate.

I’m not in a position to solve immigration, and I’m not for a second pretending it’s not complicated. But I thought about Ebrahim, Sami and John Barclay again when my children’s CofE primary school told me what they were teaching my boys about British values and Christian values. It’s probably no surprise that there was no mention of this kind of risky generosity that was in fact a hallmark of the first Christian communities and that I think I’ve seen in these brothers from another nation. I think that’s a shame.

There’s no doubt that the Bible talks clearly about God providing for his people –wealth is not bad, and Jesus’ call to give it all away came to one particular person rather than to every follower. But God’s own generosity runs like a thread throughout the story told in Scripture.

Maybe that’s why Paul writes that ‘God loves a cheerful giver' . The original Greek word translated ‘cheerful’ there is hilaron and we get the word ‘hilarious’ from that root. It might not be funny, but within the conversation we tend to have about wealth it is surely laughable for Ebrahim to give away a bag full of goodies when he has nothing? It’s risky, certainly: better to hold onto the money as you might need it next month if the Home Office moves you without warning again. And yet, he gives.

And because he gives, he challenges me. If John Barclay is right – and I think he is – Christians have always been the kind of people who take risks to welcome others into their community. That makes no sense if you’re trying to keep your own food and energy bills down in the face of inflation. It’s laughable, in fact. But apparently, that’s the kind of giver God likes – a hilarious one!

I think he likes that kind of giver because when he looks at them he sees the image of his own generosity. After all, according to Genesis, that’s the image humans were made to carry. Seeing Ebrahim and Sami giving reminds me that for all the complexity of the immigration debate these are human beings. Their risky generosity challenges me to live up to the actual values of the first Christian community.

Article

Character

Community

Economics

21 July 2025

4 min read

Local businesses can love their neighbours, here’s how

The powerful partnerships quietly transforming Britain's towns

Marjorie Neasham Glasgow

Marjorie is the Lord-Lieutenant of Oxfordshire

A knitted post box topper shows a group of people and the word powerhouse.

Celebrating Didcot's Powerhouse group.

In just three years, an Oxfordshire market town has cracked a code that's eluded community development experts for decades. The Didcot Powerhouse Fund has delivered £400,000 in grants to nearly 9,000 residents, proving that when local businesses and civic leaders work together, they can achieve remarkable results.

Didcot's success is all the more remarkable given its context. Surrounded by world-class science campuses and the prosperity they bring, the town is simultaneously home to pockets of serious social and economic deprivation. This stark inequality demanded a fresh model for corporate giving – one that could bridge the gap between the wealth generated by cutting-edge research facilities and the struggling families living in their shadow.

The fund's approach offers a blueprint for addressing one of Britain's most persistent challenges: how to harness private sector resources for genuine community benefit. Within five months of launching, it had generated £100,000 in grants. By year three, it had distributed 70 grants across Greater Didcot's 46,000 residents, tackling everything from domestic abuse support to youth skills training.

What makes Didcot remarkable isn't just the money – it's the method. The fund, chaired by Oxfordshire Deputy Lieutenant Elizabeth Paris, doesn't simply write cheques. It convenes businesses, charities, local government and faith leaders in the same room, mapping community needs and systematically filling gaps. This year's annual impact event, hosted by the European Space Agency, drew 160 guests who would rarely otherwise meet.

This model represents a fundamental shift from traditional corporate social responsibility. Rather than companies making isolated charitable donations, the Didcot approach creates sustained partnerships that leverage professional networks, legal expertise and grant-writing skills alongside financial resources.

The success reflects a broader civic renewal happening across Britain, much of it led by the country's 5.5 million small and medium enterprises (SMEs). Across the UK, these businesses are showing what it means to contribute not just economically, but socially, to their local communities. They do so quietly — through their skills, relationships, and a belief in stewardship.

Last winter, fuel-allowance reductions left many families wondering how to heat their homes. In East Yorkshire, a coalition of community groups supported by an SME mobilised at speed, distributing thousands of pounds in emergency vouchers. Similar efforts in Cambridgeshire and Nottinghamshire reached nearly 300 residents with targeted help. These acts made all the difference close to home.

SMEs employ 60 per cent of the UK workforce, but their real power lies in their embeddedness within local communities. They understand local needs in ways that distant corporations or central government cannot. And SMEs, as groups of individuals united by a common purpose, have the unique ability to be good neighbours in the communities they serve. The most effective business leaders understand that creating real value comes from cooperation – from working alongside others to meet shared needs.

Successful SMEs engage actively with their local communities because doing so helps them understand the people they serve, earns trust, and provides services that genuinely matter. This requires spending time with people, asking thoughtful questions, and recognising that local relationships are central to resilience.

Through my role as Lord-Lieutenant of Oxfordshire, alongside our team of 40 Deputy-Lieutenants, I witness this transformation first-hand. We engage with tens of thousands of people annually and can report that this quiet civic renewal is both important and accelerating.

From the Isle of Wight, where former vehicle technician Jan retrained as an energy retrofit assessor to help neighbours cut bills and carbon emissions, to East Yorkshire, where community groups and local firms mobilised to distribute emergency fuel vouchers, SMEs are proving themselves to be critical civic actors.

The most striking example may be Inveraray on Scotland's west coast, where the historic Local Pier had been shuttered for a decade. A local charity, supported by regional SMEs, raised over £275,000 across seven funding bids. The pier reopened in April 2024, now hosting monthly farmers' markets. As Linda Divers, Chair of Inveraray Community Council, said at the ribbon-cutting: "That vote of confidence turned a dream into reality."

This matters because trust – the foundation of effective community action – is built through personal relationships. A 2023 King's College London study found that 98 per cent of UK residents trust people they know personally. SMEs, rooted in their communities, are uniquely positioned to nurture and leverage this trust.

Parliament is taking notice. The Business and Trade Committee has launched an inquiry into what small firms need to thrive, with Chair Liam Byrne calling them "the engine room of growth and our biggest employer."

The potential is enormous. Imagine businesses helping food banks become comprehensive community hubs. Picture digital skills clinics helping charities navigate AI-ready grant applications. Envision hundreds more professionals like Jan, retrained into green jobs that serve both local communities and environmental goals.

The Didcot model shows this isn't utopian thinking – it's happening now. What's needed is recognition that the story is changing: from businesses as standalone economic actors to businesses as community builders, aligned with local purpose.

At its heart, this kind of community investment reflects a deep, shared commitment to neighbourly love – not as a sentiment, but as a practical responsibility. To be a good neighbour is to recognise the inherent worth in every person, and to act with generosity, care, and purpose.

It even calls us to see one another not as strangers or competitors, but as people closely connected, each carrying something of the same human dignity and potential. This recognition demands action: to build relationships that endure, to work for the good of all, and to strengthen the ties that bind communities together.

The work of SMEs and local leaders across the UK embodies these values, offering a powerful example of faith in action within public life. In an era of declining social capital and institutional trust, it offers hope that Britain's communities will continue to build themselves from the ground up. We should celebrate it – and help it grow.

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