applying for lottery funding

3 September 2008 Applying for Lottery Funding

Group Development

Applying for Lottery Funding


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Need Consultation and Engagement


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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


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What do they mean by need?

You need to think about

a) What difficulties, problems or barriers do people in your community face?

b) Why do they have these difficulties?

c) What needs to change to improve the situation?


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Why do you need to prove need?

1) High demand for very limited resources

2) The clearer the need the better your chance of success

3) Prove you haven’t presumed what the community needs

a) You have identified a real need – and can prove it

4) Prove your project is the best way to address the need

a) You know what the alternatives are – and can prove it

5) Prove you understand the community and its needs


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What can you use as evidence of need?


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Sources of evidence

1) Strategies – generic and specialist

a) Do you have up to date information?

b) Do you know what other local projects are doing?

c) Can you link with or work with them?

2) Statistics and area or community profiles

a) Do you know how to find the information you need?

3) Research, reports, surveys etc.

a) Internal or external


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Sources of evidence

1) Consultation and Engagement

a) This is THE MOST IMPORTANT ONE

i. Consulting your beneficiaries or user groups

ii. Surveys/questionnaires

iii. Events/festivals and feedback forms

• It takes time

• It needs to be targeted

• It should be representative


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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


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Sources of evidence

No

Parachutes


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Sources of evidence

Other existing services or current provision

1) Do you know what’s on your patch?

2) Are you working with – or at least talking to – other local

providers?

3) Why don’t/can’t members of your community access

existing provision?


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Sources of evidence

1) Evaluation of your current services

2) Letters of support

3) Anecdotal evidence } important – but carry less weight than the other factors


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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


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How much evidence do we need?

It depends…

First you need to identify

1) The scale of the problem

2) Your capacity to make an impact on it


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How much evidence do we need?

Secondly you need to do a stakeholder analysis

1. Who are your key stakeholders?2. 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


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Questions you will need to answer

1. What is the need? – what are the existing services and where are the gaps?

2. How have you identified the need? – what consultation and research have you done?

3. What priorities have been identified as most important in your area? – how do you link to existing strategies?

4. How will your project address the need?

5. Why is your project the best way of meeting the need?


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Presenting your case

1. Does it all make sense?

2. Don’t assume funders will automatically see things from your point of view

3. You need to make a convincing case

4. Use statistics, anecdotes etc. from reliable sources and cite these in the text

5. Can you realistically address the problem with your proposed project?

6. Provide evidence that your funding bid is specific to this project – not to your organisation as a whole


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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


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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/70580www.derbyshire.gov.uk/environment/sustainable_development/community_consultation_toolkit/

National Association for Voluntary & Community Action

www.navca.org.uk


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What Grant officers are looking for

1. Is the need for your project supported by robust evidence and/or research?

2. Have you consulted ALL the relevant stakeholders?

3. Does the consultation support the identified need?

4. Do you have a good understanding of what similar work is already happening locally?

5. Do other stakeholders know about your project and do they support it?

6. Are you aware of any relevant local, regional and/or national plans and strategies?

7. Can you explain how your project relates to them?


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SMART Outcomes


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Specific

Measurable

Achievable

Realistic

Time Based

SMART Outcomes


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• Indentify the need• Develop an aim• Develop outcomes• Measure progress• Monitor your project

SMART OutcomesWhat you are expected to do


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• Indentify the need and explain it• Evidence

– Asking people– Own experience– Research– Local statistics

• Setting a baseline

SMART OutcomesIdentifying the need


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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 OutcomesThe project aim


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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 OutcomesThe project aim


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•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 OutcomesProject outcomes


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Use words that indicate change – like:

– More– Better– Increased– Reduced– Improved



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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



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What is going to be done to bring about the intended outcomes?

– Tasks – Services– Activities

SMART OutcomesProject activities


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SMART OutcomesThe 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


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SMART OutcomesThe outcomes triangle

Familieson the estateare recycling

more

Greater accessibility of recycling

Increased awareness of recycling

More active community participation

More positive attitudes towards recycling

Activities in local schoolsTalks at the community centre

Set up accessible collection pointsCommunity events focused on awareness-raising

Overall aim

Intended outcomes

Activities


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– 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 OutcomesMilestones


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SMART OutcomesBIG 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


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


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Full Cost Recovery


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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


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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


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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


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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


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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


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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


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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


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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


Project C


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


Group Development 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


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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


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The Assessment Process


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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


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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?


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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?


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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?


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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?


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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?


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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?


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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?


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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?


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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?


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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


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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


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Most common reasons that applications fail

1) Missing information

2) Amount requested is not within the programme limits

3) Project does not meet the programme outcomes

4) Project is outside the programme policy

5) No SMART outcomes

6) Need not established

7) Insufficient funds

Please Note: Reasons 1 to 6 are completely under your control


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Evaluation and Dissemination


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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


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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


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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


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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


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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


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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


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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


Group Development

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 protected]

applying for lottery funding

Health & Medicine

evidence of need

areal need

community profiles

consultation community

community face

sources of evidence

community health profiles

project beneficiaries