Grants only part of overall strategy which you must have and this means not just getting grants but looking at other sources What does it take to keep your organisation running Are you utilising all your resources – match funding from banks etc? Is your committee working for you – have you volunteers Look at where you currently get income
Planning is essential Unclear and untidy will not help your case – writing outside boxes Time is given and set aside for this
Don’t apply near big events / bank holidays
You do you do you do!! This is all about planning
If you know a trustee – trusts can be flexible and have some personal interest - can advise you on whats likely to succeed History of trust/background/ethos More time researching – better application will be
Get someone that knows nothing about your organisation to have a look over your form in case you use jargon familiar to you but unfamiliar to funders
Restricted versus non restricted Most times what you are looking for isn’t something that funders are looking to fund. Essentially they want receipt based funding – closed ended and clear cut
Modernisation Fund – Department of Foreign Affairs Social Investment Fund - £80 million in 2 years – spent in certain areas
Can’t sit back and wait – must go out and look so follow the proper people on these sites
Final november members day 2012
Tips on Applying for Grants NICVA Members Day November 2012
Where does your money currently come from?Restricted Unrestricted Income Generation
Fundraising Targets• Fundraising Strategy• How much do you need• Set a Target• How do you currently fundraise?• What is your fundraising capacity?• Current Income sources
“The process of fundraising is the samefor all groups but the mechanisms andscale are different”Tobin Aldrich, Director of Communications andFundraising at WWF, UK.
Ten Reasons Why Applications Succeed1. Applicant is eligible – has charitable status.2. Project is well planned and clearly evidenced.3. Applicants present their project clearly and concisely on the application form.4. The applicant demonstrates that they meet the criteria and approaches the appropriate funder.5. Applications are made with monitoring and evaluation processes in place
“Ten Reasons Why Applications Succeed” (2)6. The budget is clear and there is convincing financial management procedures.7. The applicant doesn’t miss the deadline.8. The applicant “does not plead poverty.”9. The application enclosures are complete, accurate, up to date and enclosed.10. The applicant doesn’t ask for too much
Funders comments• Answer ALL the questions• Write in your own language• Check figures, often don’t add up• Don’t ask for too much• Not continuation funding• Read instructions & guidelines• Consider average grants
Planning Process• Before – Do your research – also plan to ensure no last minute calamities• During – attention to detail to ensure a confident application• After – finishing off well – check details
YEAR PLAN 2013 2013 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31JANUARY Fundraising Strategy/set targets Fundraising Strategy/set targetsFEBRUARY Apply to Ireland Funds Apply to Ireland FundsMARCH Apply to Awards for All Apply to Awards for AllAPRILMAY Decision from Awards for AllJUNE Decision from Ireland Funds Awards for All project begins Awards for All project beginsJULY Ireland Funds Project begins Ireland Funds Project beginsAUGUSTSEPTEMBER Apply to Lloyds TSB Foundation Apply to Lloyds TSB FoundationOCTOBERNOVEMBERDECEMBER Monitoring returns for Ireland Funds Monitoring returns for Ireland Funds
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.
But but but• We’re too small• We’ve no resources• We don’t have the right expertise• We don’t have time
“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!
Issues to research• 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
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
Completing the Form• Check Eligibility• Imagine the Funder’s Perspective• Matching Your Aims and Objectives with the Criteria of the Funder• Be Clear and Concise• Be Honest and Accurate with Information• Reference documents / enclosures• Recruit helpers, delegate tasks• Schedule time
The Funders ViewpointThe Funder doesn’t The Funder wants to want to fund: fund:
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
Grant-making Trusts/Foundations Estimates•Around 9,000 Trusts in the UK•The largest 2,500 give £3 billion each year•Make up estimated 10% of voluntary sectorincome 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
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.– Community Foundation NI – Various– Ulster Garden Villages – Quality of life– Victoria Homes Trust – Homelessness, drugs– Lloyds TSB Foundation – disadvantaged communities
Case Study – Ireland Funds•Estimated €1 million per annum in small grants•Supporting a shared future for N Ireland–In 2011 - 208 applications in NI–31 Supported = success rate of 15%–Average grant in NI = £4,225–Biggest mistakes - Requests outside guidelines–Incomplete applications/budgets/contacts–Project description – Hitting send!
Common Criteria• New and innovative methods of tackling problems• Responses to newly identified needs• A one-off item of equipment or project• Short-term projects• Targeting at most disadvantaged• Activities for which other forms of fundraising is difficult
Common Exclusions• Core / on-going running costs• Current salaries / projects• Retrospective costs• Long-term funding• Non-registered charities• Work outside the UK• Large capital projects• Replacing statutory funding / responsibility
National Lottery• 28p of every £1 spent on the lottery goes to good causes in the UK.
National Lottery in NI• Arts Council of Northern Ireland• Sports Council of Northern Ireland• Heritage Lottery Fund• Big Lottery Fund• NI Screen• Unltd
Government• Central Government/Agencies – UK Government Departments – ROI Government – NI Executive Departments – Northern Ireland Government Agencies – Semi-Statutory Bodies • Local Government • Social Investment Fund
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
The Internet"The Internet is for nerds, it will never make money for my business!”
Social Media• Must have a presence• Follow important funders/contacts• Apply via Facebook• Vote via Facebook• Let people fundraise for you via social media• Be aware of calls for application• Deadlines published
Strategy/Hit List• Key Targets - Local Council, Big Lottery Fund, Lloyds TSB Foundation• Middle Ground - Henry Smith Foundation, Garfield Weston Foundation, Ulster Garden Villages• Long Shots - Clothworkers Foundation, Bombardier Aerospace Foundation
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
Final Tips• Properly plan and cost you projects• Thoroughly research funder• Apply in good time• Read and use the guidelines• Fully complete the form with all enclosures• Keep records• Make several applications