The document outlines the requirements and strategies for applying for lottery funding, emphasizing the importance of demonstrating clear community needs and engaging local beneficiaries in the consultation process. It details the necessity of providing robust evidence to support the identified needs, along with using SMART outcomes to effectively communicate project goals. Additionally, it discusses full cost recovery, assessment criteria for applications, and the importance of monitoring and evaluating projects post-funding to ensure successful outcomes and community impacts.

1. Applying for Lottery Funding

2. Need Consultation and Engagement

3. Need Consultation and Engagement What do they mean by need? The aim of lottery funding is – To bring real improvements to communities and the lives of people most in need

4. What do they mean by need? You need to think about What difficulties, problems or barriers do people in your community face? Why do they have these difficulties? What needs to change to improve the situation?

5. Why do you need to prove need? High demand for very limited resources The clearer the need the better your chance of success Prove you haven’t presumed what the community needs You have identified a real need – and can prove it Prove your project is the best way to address the need You know what the alternatives are – and can prove it Prove you understand the community and its needs

6. What can you use as evidence of need?

7. Sources of evidence Strategies – generic and specialist Do you have up to date information? Do you know what other local projects are doing? Can you link with or work with them? Statistics and area or community profiles Do you know how to find the information you need? Research, reports, surveys etc. Internal or external

8. Sources of evidence Consultation and Engagement This is THE MOST IMPORTANT ONE Consulting your beneficiaries or user groups Surveys/questionnaires Events/festivals and feedback forms It takes time It needs to be targeted It should be representative

9. Sources of evidence Consultation and Engagement The funders need to know you have consulted the project beneficiaries and that you understand and ideally belong to the community the project aims to serve They don’t like projects that parachute in from outside with no in-depth understanding of the community

10. Sources of evidence No Parachutes

11. Sources of evidence Other existing services or current provision Do you know what’s on your patch? Are you working with – or at least talking to – other local providers? Why don’t/can’t members of your community access existing provision?

12. Sources of evidence Evaluation of your current services Letters of support Anecdotal evidence } important – but carry less weight than the other factors

13. Things to think about Ask questions about the data you are using Is it accurate and reliable? Try to make sure your own research isn’t biased Take care when Wording questions Interpreting data Make sure surveys and statistics are representative

14. How much evidence do we need? It depends… First you need to identify The scale of the problem Your capacity to make an impact on it

15. How much evidence do we need? Secondly you need to do a stakeholder analysis Who are your key stakeholders? How can they become involved? Your stakeholders ARE NOT just the people who use your project – they could include any organisations working in your area, or doing similar work or working with similar people or organisations funding similar projects such as the local authority or Primary Care Trust Funders do not want to see projects working in isolation

16. Questions you will need to answer What is the need? – what are the existing services and where are the gaps? How have you identified the need? – what consultation and research have you done? What priorities have been identified as most important in your area? – how do you link to existing strategies? How will your project address the need? Why is your project the best way of meeting the need?

17. Presenting your case Does it all make sense? Don’t assume funders will automatically see things from your point of view You need to make a convincing case Use statistics, anecdotes etc. from reliable sources and cite these in the text Can you realistically address the problem with your proposed project? Provide evidence that your funding bid is specific to this project – not to your organisation as a whole

18. Useful websites – facts, figures & strategies Census statistics – www.statistics.gov.uk Super Output Area lookup tool – www.swo.org.uk/soa Community Health Profiles – www.communityhealthprofiles.info Association of Public Health Observatories www.apho.org.uk Government Office – www.goem.gov.uk/ 10 Downing Street – www.number-10.gov.uk Government Directory – www.direct.gov.uk One Nottingham – www.onenottingham.org.uk East Midlands Observatory - www.eastmidlandsobservatory.org.uk One East Midlands - www.oneeastmidlands.org.uk Community Knowledge Network - www.communityknowledgenetwork.org.uk Nottingham Community Network – www.ngcn.org.uk

19. Useful websites – research and consultation Community toolbox – www.nps.gov/phso/rtcatoolbox Consultation toolkits – www.worcestershire.whub.org.uk/home/wcc-con-toolkit www.westsussex.gov.uk/communityandliving/research/KBConsultation%20Toolkit%20for%20Web.pdf www.tda.gov.uk/upload/resources/pdf/c/consultationtoolkit.pdf www.nottinghamcity.gov.uk/sitemap/wt_contact_us_main_form_/consultation/consultation_toolkit.htm www.consultations.leics.gov.uk/ConToolkit/contents/teg.htm www.idea.gov.uk/idk/aio/70580 www.derbyshire.gov.uk/environment/sustainable_development/community_consultation_toolkit/ National Association for Voluntary & Community Action www.navca.org.uk

20. What Grant officers are looking for Is the need for your project supported by robust evidence and/or research? Have you consulted ALL the relevant stakeholders? Does the consultation support the identified need? Do you have a good understanding of what similar work is already happening locally? Do other stakeholders know about your project and do they support it? Are you aware of any relevant local, regional and/or national plans and strategies? Can you explain how your project relates to them?

21. SMART Outcomes

22. S pecific M easurable A chievable R ealistic T ime Based SMART Outcomes

23. Indentify the need Develop an aim Develop outcomes Measure progress Monitor your project SMART Outcomes What you are expected to do

24. Indentify the need and explain it Evidence Asking people Own experience Research Local statistics Setting a baseline SMART Outcomes Identifying the need

25. You should use this as your first sentence – it should be simple, short and achievable. For example – To improve young people’s health and involvement in the community It should be something you can either achieve or strongly influence. It should summarise why the project exists. SMART Outcomes The project aim

26. Be realistic – a relatively small local group cannot have a major impact on huge problems. You cannot, for example, eliminate world poverty – or even eliminate poverty in your own neighbourhood. But you could do something that has an impact on the effects of poverty – for example running a local food co-op or community job club SMART Outcomes The project aim

27. Identifying outcomes What needs to change for the project to achieve its aims? What difference will the project make to its beneficiaries? You will need to identify between 4 to 6 outcomes SMART Outcomes Project outcomes

28. Use words that indicate change – like: More Better Increased Reduced Improved SMART Outcomes Project outcomes

29. Outcomes must be SMART – Specific, Measurable, Achievable, Realistic and Time-based For example – 300 young people (14 -18) will have increased their fitness levels and enjoyed improved physical health by 31 December 2010 SMART Outcomes Project outcomes

30. What is going to be done to bring about the intended outcomes? Tasks Services Activities SMART Outcomes Project activities

31. SMART Outcomes The outcomes triangle The overall aim of your project The difference you intend to make or the change you plan to bring about for your beneficiaries The main services and activities you plan to carry out – what those working on your project will actually do week by week Overall aim Intended outcomes Activities

32. SMART Outcomes The outcomes triangle Families on the estate are recycling more Greater accessibility of recycling Increased awareness of recycling More active community participation More positive attitudes towards recycling Activities in local schools Talks at the community centre Set up accessible collection points Community events focused on awareness-raising Overall aim Intended outcomes Activities

33. Steps along the way to achieving outcomes What do you hope to achieve, for how many people and by when Target setting – be realistic when estimating numbers SMART MILESTONES example Project co-ordinator in post Jan ‘09 work started with beneficiaries Apr ‘09 250 young people attend summer community events Aug ’09 15 volunteers complete training Sep ’09 Youth club opened Jan 2010 SMART Outcomes Milestones

34. SMART Outcomes BIG Lottery Fund Outcomes Community learning and creating opportunity Promoting community cohesion and safety Promoting wellbeing Outcome People having better chances in life with better access to training & development to improve their life skills Outcome Stronger communities with more active citizens working together to tackle problems Outcome Improved rural and urban environments which communities are better able to access and enjoy Outcome Healthier and more active people and communities

35. Your project outcomes must contribute to the outcomes of the funding stream to which you are applying

36. Full Cost Recovery

37. Full Cost Recovery What is full cost recovery? Recovering all your organisation’s costs, including the direct costs of your projects and all your overheads

38. Full Cost Recovery Overheads Contributions towards your total overheads will be proportionate to: The funded project costs The percentage of the overheads used by the project

39. Full Cost Recovery What are direct costs? These are all the costs that are clearly and directly related to the project – and include things like Venue hire Travel Fees or salaries Equipment Publicity

40. Full Cost Recovery What are overheads? These are all the costs that your organisation needs to cover but are not directly related to a specific project or projects – such as Management Insurance Training CEO Premises Finance Governance Research & development ICT Human resources Fundraising Administration

41. Full Cost Recovery Identifying costs Direct Costs List all the things needed to get the project up and running Look at costs of existing projects Talk to groups who run similar projects Salaries Remember to include employer’s National Insurance and Pension contributions Value Added Tax Remember to include this if you are not VAT registered

42. Full Cost Recovery Identifying costs Inflation Don’t forget to allow for inflation if your project runs for more than one year – use a realistic current figure for inflation Overheads Use the latest annual accounts, budgets and forecasts Remember – some overheads may increase as a result of your project and some will not Remember that overheads can go up each year in the same way as project costs

43. Full Cost Recovery Sharing overheads In full cost recovery each project run by the organisation is allocated a fair share of the overheads. You can use various methods for allocating overheads including Number of staff Premises usage Direct project expenditure Number of users or beneficiaries Staff time Whatever method you use must be meaningful and consistent You cannot use notional figures – for example estimated number of users

44. Full Cost Recovery Sharing overheads Here’s an example based on staff time. Let’s say there are 3 projects Project A Staff hours per week 55 Project B Staff hours per week 111 Project C Staff hours per week 74 Total hours per week 240 Total overheads per year = 13868 Share of overheads Project A 13868/240 x 55 = 3178.08 Project B 13868/240 x 111 = 6413.95 Project C 13868/240 x 74 = 4275.97 Total overheads = 13868

45. 47 Full Cost Recovery Things to think about Pick a way of sharing overheads that makes sense to your organisation Sharing different types of overhead in different ways is often unnecessary The allocation of overheads to a project is only an estimate – it doesn’t have to be too detailed or time consuming Make sure the allocation method is fair and reasonable based on the information you have Funders will expect you to be able to explain how you have worked out and allocated costs – so keep comprehensive notes Training on full cost recovery is available from Community Accounting Plus 0115 90839

46. Full Cost Recovery Additional Resources Full cost recovery spreadsheet Salary spreadsheet Guidance notes for the spreadsheets Are all available from www.biglotteryfund.org.uk And you can also call the Big Advice Line on 0845 410 2030 You can also get advice and support from the Group Development Team at Nottingham CVS – contact the NCVS Helpline on 0115 934 9548

47. The Assessment Process

48. The Assessment Process Big Lottery |Fund Criteria The Big Lottery Fund has two criteria – the first is about your project the second is about your organisation Criterion One – The proposed project outcomes meet an identified need and help to achieve the programme outcomes Criterion Two – The organisation can deliver the project well and achieve the intended project outcomes Note: Programme outcomes refer to the BLF outcomes Project outcomes relate to your proposed project

49. The Assessment Process Criterion One - Outcomes Judgement Point 1a – There is a need for the project and this has been clearly identified Is there a clearly defined need (or needs) that the project will address? Has the applicant carried out or referenced open and inclusive research and consultation that is recent and relevant to the project and demonstrates a clear need? Has the consultation been extensive and detailed and included potential beneficiaries and all relevant stakeholders?

50. The Assessment Process Criterion One - Outcomes Judgement Point 1a – There is a need for the project and this has been clearly identified Does the consultation clearly show that the project will fill identified gaps or add value to existing provision? Has the applicant shown that they have a clear understanding of local, regional and/or national strategies and how their project will complement these?

51. The Assessment Process Criterion One - Outcomes Judgement Point 1b – The intended project outcomes will meet the needs of the beneficiaries Are the project outcomes SMART? Are the project outcomes clear, well researched and ambitious? Are the chosen project delivery methods appropriate to meet the needs of the project’s beneficiaries?

52. The Assessment Process Criterion One - Outcomes Judgement Point 1b – The intended project outcomes will meet the needs of the beneficiaries Is the project delivery method realistic, achievable and responds to an identified need? Is there a clearly defined group of target beneficiaries that is relevant to the project and the programme? Do the project outcomes directly and effectively meet the needs of the target beneficiaries?

53. The Assessment Process Criterion One - Outcomes Judgement Point 1c – The identified need(s) are relevant to the programme aims and the intended project outcomes will help achieve the programme outcomes Is there a clearly identified need? Is it clear how the identified need the project aims to address meets the programme aims? Is it clear how the identified need the project aims to address meets the programme outcomes?

54. The Assessment Process Criterion One - Outcomes Judgement Point 1c – The identified need(s) are relevant to the programme aims and the intended project outcomes will help achieve the programme outcomes Will the intended project outcomes clearly and directly address the programme outcomes? Is there strong evidence that the project will have a long term impact?

55. The Assessment Process Criterion Two - Organisation Judgement Point 2a – The project is likely to achieve the intended outcomes Are there clear milestones identified? Does the applicant have extensive plans to monitor progress in achieving project outcomes? Are there comprehensive resource plans in place? Are there appropriate levels of support for staff in place? Are there comprehensive procedures in place to manage external relationships and partnerships? Does the organisation have a good record of working with other organisations?

56. The Assessment Process Criterion Two - Organisation Judgement Point 2b – The project is likely to be delivered well Does the applicant show a high level of commitment to equalities? Does the applicant provide details on how the project will be made accessible to all potential beneficiaries? Are appropriate plans in place to fully engage the target beneficiaries in the monitoring, planning and delivery of the project? Has the applicant identified the main risks involved in delivery the project? What plans are in place for effective risk management?

57. The Assessment Process Criterion Two - Organisation Judgement Point 2b – The project is likely to be delivered well Does the applicant have realistic and detailed plans in place for either continuing or closing down the project when the grant ends? Are there comprehensive, appropriate and inclusive plans in place for measuring and evaluating the success of the project? Does the applicant have a track record for monitoring and evaluation the success and achievements of activities? (Does not apply to new organisations) Is the organisation reflective of the beneficiaries the project will target?

58. The Assessment Process Criteria Grading Applications will be graded at one of these levels at each judgement point Excellent Good Satisfactory Weak Unsatisfactory Unless your project scores either Excellent or Good on all judgement points your application will be thrown out at this point

59. The Assessment Process Timeline Contact with the applicant Outcomes Staff details – you can amend the budget at this stage Exit Strategy – please note: - Hope is not a strategy Feedback – BLF provides much more detailed feedback on failed applications now

60. The Assessment Process Most common reasons that applications fail Missing information Amount requested is not within the programme limits Project does not meet the programme outcomes Project is outside the programme policy No SMART outcomes Need not established Insufficient funds Please Note: Reasons 1 to 6 are completely under your control

61. Evaluation and Dissemination

62. Evaluation and Dissemination What is Evaluation? Monitoring An on-going process involving continuous and regular collection of key information about a project as it happens Evaluation A systematic assessment of whether the stated aims and of objectives of the project have been achieved, lessons learned and any other relevant information after the project has ended

63. Evaluation and Dissemination Monitoring Regular Monitoring is expected on BLF grants covering Numbers of beneficiaries Milestones achieved Outcomes achieved Amount of grant spent You will be expected to report Usually annually but can also be quarterly At the end of the project

64. Evaluation and Dissemination Evaluation Drawing out the learning from the project To what extent have people benefitted? Was the project delivered in the right way? What could be improved? Draws out both positives and negatives

65. Evaluation and Dissemination Evaluation Organisations need to consider Timing and resources - capacity Scope – focus on specific elements and benefits Methodology Analysis – can you get enough information to analyse properly Reporting – use accessible language for your target audience Draws out both positives and negatives Please Note : You can include the costs of evaluation in your project budget

66. Evaluation and Dissemination How does monitoring & evaluation help? Develops better planned and more responsive projects Getting feedback as you go along can help you stay on track You can change things that aren’t working before it’s too late Proves your project is working well You have up-to-date, good quality data available for interested stakeholders The information can support future funding applications Informs and improves your future delivery

67. Evaluation and Dissemination Dissemination Telling others what you have learned Highlights your successes Highlights the problems or issues an organisation is tackling Allows others to take on your good practice Raises the profile of the organisation Can be both positive and negative Can help your organisation and others to avoid making the same mistakes again

68. Evaluation and Dissemination Resources Big Lottery Fund - Guide to Self Evaluation Arts Council England - www.artscouncil.org.uk Charities Evaluation Service – www.ces-vol.org.uk Leicestershire Funding Toolkit – www.fundingtoolkit.org Paul Hamlyn Foundation – www.phf.org.uk

69. If you are a voluntary or community group based in Nottingham City and you would like some feedback on your draft application before you submit it – send it to – [email_address]