Modernisation Fund – Department of Foreign Affairs
Castlereagh community grants october 2012
Community Grants NICVA October 2012
Objectives• Objective 1: Describe the funding application process• Objective 2: Describe what makes a successful funding application• Objective 3: Identify what to include when completing an application form
Agenda• Introduction• Why applications fail• Planning• Your organisation/background• Need for Funding• Funders available• Checklist
“Ten Reasons Why Applications Fail”1. Applicant is not eligible for reason of its legal form, lack of charity status, size or geographical remit.2. Projects are not well planned.3. Applicants do not present their project clearly and concisely on the application form.4. The applicant fails to demonstrate that they meet the criteria or asks for something the funder will not fund.5. Applications are made without monitoring and evaluation processes in place
“Ten Reasons Why Applications Fail” (2)6. The budget is problematic and/or unconvincing financial management procedures.7. The applicant misses the deadline.8. The form is incomplete or illegible.9. The application enclosures are incomplete, inaccurate, out-of-date, contradict the application form or are simply not enclosed.10. The applicant is asking for too much
Funders comments• Answer ALL the questions (comic relief)• Check figures, often don’t add up• Don’t ask for too much (unltd)• Not continuation funding• Read instructions & guidelines (Lloyds)• Consider average grants• No unsolicited applications (Atlantic philanthropies)
Three Stages to Fundraising• Planning Your Project• Researching The Funders• Bringing Your Project and The Funders Together (The Application)
Planning Process• Before – planning to ensure no last minute calamities• During – attention to detail to ensure a confident application• After – finishing off well
Aims and Outcomes• Aims: your aims are the areas of change you intend to achieve through your project and which stem directly from the needs of your clients.• Outcomes are all the changes and effects that actually happen as a result of your work, expected or unexpected, welcome or unwelcome. The outcomes you hope to see are all the specific changes that will help you to achieve your aims.
“What is The Background of Your Organisation?”Background information can include:• how and why your group was set up• how it is run• what geographical area it covers• what ethos it is based on• what support it has within the community.
“What do you want the grant for?”• No point applying because there is funding• Half baked will be seen through and could damage long term credibility• The funder is expecting a clear description of exactly what their money will be spent on.• Be specific with what you are asking for• Break down the need and the relevant costs
“How do you know the project is needed?”Funders look for clear evidence of need for projectsthey intend to fund.• Statistics from a recognised source• Short quotes from clients• Surveys, questionnaires or hold public meetings.• Research carried out by other groups or agencies e.g. local Health and Social Services Trust.• Let the funder know you have done your homework!
Methods of collection Reading RecordingProgress reports Numbers, ages,Minutes, Diaries genders, fromCorrespondence geographical source, Comments for which services Observing QuestioningActivities, events, Questionnaires, photographs, formal/informal interviews, meetings, etc. Individuals/groups, talks
Things to Do Before• Research the funder• Check and confirm eligibility• Choose appropriate writing style• Reference documents / enclosures• Check guidelines, forms and additional docs• Recruit helpers, delegate tasks• Schedule time• Assess the form
The Funders ViewpointThe Funder doesn’t The Funder wants to want to fund: fund:
Typical Questions to Ask• Total Grants Budget• Copy of Annual Report/Accounts• Application deadlines, meeting dates• When is the best time to apply• What do trustees particularly look for• How are applications assessed• Who are the trustees
Deeper Research• Speak to the Trust• Look into past grants, history of the trust• Speak to organisations who have been successful• Speak to funding advisers• Investigate, speak to Trustees• Look at accounts/annual report
MonitoringCollect information:• Before the project - on the situation now• During and after the project on - what you did (on youractivities (outputs) and the changes you brought about(outcomes))You will instinctively be collecting data, but you need totake time and planning to collect information in anorganised and routine manner.Good monitoring data provides you with a sound basisfor judgements (evaluation) and information to give tofunders.
EvaluationEvaluation involves judging the successes and failuresof your project or organisation, often based on ananalysis of your monitoring information.•Analyse the data and make judgements•During and after the project to judge your success andthe impact you had.•Identify what you have learnt, particularly what worksand what doesn’t and share findings•Be open and honest in the evaluation process
Completing the Form• Check Eligibility• Imagine the Funder’s Perspective• Matching Your Aims and Objectives with the Criteria of the Funder• Have someone read over it• Be Clear and Concise• Be Honest and Accurate with Information
But but but• We’re too small• We’ve no resources• We don’t have the right expertise• We don’t have time
Grant-making Trusts/Foundations• Around 9,000 Trusts in the UK• The largest 2,500 give £3 billion each year• 10% of voluntary sector income in Northern Ireland
Trusts/Foundations 2011• Wellcome Trust £642m• Comic Relief (2011) £100m• Leverhulme Trust £53m• Wolfson Foundation £49m• Gatsby Charitable Foundation £45m• Sainsbury Family over £1 billion (18 Trusts)• Garfield Weston Foundation £40.5m• Esmee Fairbairn Foundation £40m• Henry Smith - £28.8m
What trusts typically want to fund• New & innovative methods of tackling problems• Responses to newly identified needs• A one-off item of equipment or project• Activities for which other forms of fundraising is difficult• Targeting at most disadvantaged• Short term projects
What funders typically don’t want to fund (1/2)• Core / ongoing running costs• Current salaries / projects• Retrospective costs• Long-term funding
What funders typically don’t want to fund• Non-registered charities• Work outside the UK• Large capital projects• Replacing statutory funding / responsibility
Henry Smith 2012• Kids together West Belfast - £6,450• Lisburn Downtown Centre - £9,000• Dunnaman Childrens Centre - £2,000• Link Family and Community Centre - £96,000• 2012 Total for NI so far – £312,350
NI Charitable Trusts• Small in comparison to UK.• At least £50m per annum.– Turkington Fund – Older People– Ulster Garden Villages – Quality of life– Enkalon Foundation – Cross community, self help– Victoria Homes Trust – Homelessness, drugs– Lloyds TSB Foundation – disadvantaged communities
National Lottery in NI• Arts Council of Northern Ireland• Sports Council of Northern Ireland• Heritage Lottery Fund• Big Lottery Fund• Northern Ireland Film & Television Commission• Unltd• NESTA
National Lottery• 28p of every £1 spent on the lottery goes to good causes in the UK.
Government• Central Government/Agencies – UK Government Departments – ROI Government – NI Executive Departments – Northern Ireland Government Agencies – Semi-Statutory Bodies • Local Government
European Union 2007 - 2013• Peace III – €324m – Positive relations are built at the local level €140m – The Past is acknowledged €50m – Creating Shared Public Spaces €82m – Key Institutional Capacities are developed for a shared society €40m – Technical Assistance €12• Community Initiatives and Budget Lines• Competitiveness and Employment
Recession and other impacts• Some Trusts income significantly down• Knock on effect less grants and lower amounts• Sustainability of some groups called into question• EU Funding has had a detrimental effect on applications to trusts• Not all bad – some trusts have bucked the trend
“The process of fundraising is the same for all groups but the mechanisms and scale are different”Tobin Aldrich, Director of Communications and Fundraising at WWF, UK.