Are you looking for funding?
Do you have a an good idea but are not sure how to fund it?
Check out the Funding Sources below, or alternatively, make an appointment to see us by either emailing firstname.lastname@example.org or ring on 01824 702441.
Hate Crime Community Projects
Apply for funding of £25,000 or £50,000 for Hate Crime Community Projects to tackle hate crime.
Hate crimes are crimes that are motivated by hostility on the grounds of race, religion, disability, sexual orientation and gender identity. Hate crimes target an intrinsic part of the victim’s identity and have no place in our society. Providing funding for projects which prevent hate crime is one of the actions included in the UK government’s hate crime action plan.
About the fund
The aim of the fund is to work with affected communities to develop a range of pilot projects to tackle hate crime, by funding the development of innovative projects that support the delivery of the five key aims of the UK Government’s plan for tackling hate crime.
The five key aims are:
- Preventing hate crime
- Responding to hate crime in our communities
- Increasing the reporting of hate crime
- Improving support for the victims of hate crime
- Building our understanding of hate crime
The fund allows organisations to support our ambitious programme and to bid for grant funding for specific programmes that help to deliver some of the objectives set out in the Hate Crime Action Plan. Applications for funding will close on 14 October 2016.
The Home Office is seeking to fund projects at two levels of either £25,000 or £50,000.
What are we looking for?
We are looking for motivated and creative community groups or consortia to develop innovative programmes that help to tackle hate crime and issues associated with hate crime. Your programme development must involve stakeholders who are affected by, or are past or potential perpetrators of hate crime.
To find out more please visit https://www.gov.uk/guidance/preventing-hate-crime-funding-for-community-projects or e-mail email@example.com
Hate Crime Community Projects Team
£3 MILLION AVAILABLE FOR
COASTAL COMMUNITIES IN WALES
Regeneration projects in Wales are being urged to apply to the Coastal Communities Fund which has £3.4 million available from today.
Under the Coastal Communities Fund, which was established by the UK Treasury and devolved administrations, grants of between £50,000 and £300,000 are available to fund projects that boost the economic prospects of coastal communities.
Eligible projects must benefit coastal areas in Wales, promote sustainable economic growth and create or safeguard jobs so people can better respond to changing needs and opportunities.
Projects, which can come from public, private and voluntary sectors, must also do one of the following:
- start or move into a new area of activity or business
- expand the delivery of existing activity or business
- innovate or improve their business model or organisational structure
Since the start of the Coastal Communities it has awarded 218 grants worth £125 million to organisations across England, Scotland, Wales and Northern Ireland. These projects are forecast to deliver 12,000 jobs opportunities, and help attract over £240 million of additional funds to coastal areas.
Some 39 awards worth £8,160,904 have been awarded in Wales with the programme being delivered in partnership between the Welsh Government and Big Lottery Fund.
BBC CHILDREN IN NEED
BBC Children in Need now has a Small Grant Programme for applications of up to £10,000 for 1 year, and are keen to promote this funding to organisations in Wales. A Small Grant could be a way of kick-starting your work with disadvantaged children and young people aged 18 and under. Our next deadline is 01 December with a turnaround of 8/9 weeks. We make fewer Small Grants than in other parts of the UK and we are keen to increase our numbers. Our Main Grant Programmes is still available for applications of over £10,000 for up to 3 years.
To access applications to either of our grant schemes go to our Grants page on www.bbc.co.uk/pudsey or call Emma or James on 029 2032 2383 to discuss your idea. We fund not-for-profit organisations – you do not need to be a charity but organisations do have to be non-statutory. We look forward to hearing from you.
Rural Development Programme – FUNDING ADVICE SURGERIES on New LEADER Funding Opportunities
- Cadwyn Clwyd will be administering the new LEADER funding programme on behalf of the Local Action Groups in the rural areas of Denbighshire, Flintshire and Wrexham.
- LEADER is part of the Welsh Government Rural Communities – Rural Development Programme 2014 – 2020, which is financed by the Welsh Government and European Agricultural Fund for Rural Development (EAFRD).
- It is an exciting initiative that can provide assistance and financial support to groups to develop innovative pilot projects to benefit their rural area.
- The LEADER programme will be able to provide financial support towards up to 70% of a project’s costs. Eligible costs include professional fees and services, and small scale equipment costs (no more than £10,000 inc. VAT). Possible projects could include mentorship, training, feasibility studies, or pilot projects testing an innovative new idea or concept.
Funding surgeries are being held across the three counties. If you would like to book a slot to speak to an advisor, please call 01490 340 500 or email firstname.lastname@example.org
Funding advice is currently delivered by Stephen Convill, Sector Development Officer.
Overview of finding and getting money
This information below aims to provide an overview of what you need to think about and do in order to devise a fundraising strategy to raise money for your third sector / voluntary organisation.
What’s the place of fundraising in your organisation?
Most voluntary organisations could not exist without fundraising in some form. Some groups find that fundraising dominates their activities, whilst on the other hand, some projects who have the luxury of a three year guaranteed grant support, leave it until the last three or four months to find continuation funding. Getting the balance between providing your services and fundraising is crucial and it is important to ensure that your organisation has a fundraising strategy and that it has a high priority in your long-term planning, in the regular work of your executive committee, and in your day-to-day activities.
Getting the balance right starts with taking responsibility for what you are trying to do, and understanding why and how. Who is responsible? Responsibility for effective fundraising rests ultimately with the members of your Board of trustees, management of executive committee.
You may employ staff or delegate individual volunteers to carry out the work of fundraising. But it is the committee’s duty to ensure that your organisation has the resources it needs to carry out its aims and objectives. This is a legal responsibility for individuals running a charity or limited company, but the obligation applies to all committee members in voluntary and community organisations.
Know your organisation
The only way to be responsible (and to be in control) is to know what is going on. So before you begin planning your fundraising, your committee members should take the time to discuss, and answer, some basic questions:
Are we all familiar with the organisation’s aims and objectives (particularly those in the constitution)?
Where do we get our money from now?
Why do we need to raise money?
What would happen to the work we do if the organisation ceased to exist?
What is special and different about our work?
Are there any sources of money or types of fundraising which are not allowed by our rules (e.g. lotteries and bingo) or by the Charity Commission?
Is our fundraising in fact trading, and are we allowed to trade?
Do we keep proper accounts and safeguard our money, particularly for cash and the income from special appeals?
Do we have a long-term plan which our fundraising fits into?
Preparing for fundraising
The ‘strategic plan’ is no more than jargon for ‘what you want to do over the next few years, and the resources needed to achieve it’. It’s rather too easy to rush around trying to raise money without having a clear idea of what you need it for. Of course you always need money, but where does your organisation want to be in three years time? What new activities would you like to undertake or avoid? The idea of writing a ‘strategic plan’ if you are struggling simply to survive to the end of the year may seem daunting. But standing back from the day-to-day crises to take a fresh look at the challenges and opportunities of your work could just be what you need.
Targeting your efforts
For your efforts to be effective, you need to be clear about:
what you want your fundraising to achieve, and
how you will manage the fundraising work you do.
Fundraising is not just about getting money from anywhere to do anything. Your efforts should be targeted to meet your needs and consistent with your capacity to raise the money and ability to spend it effectively. You should use different tactics and select different targets depending not just on how much money you think you need, but also on where your needs are greatest, how you want your organisation to develop, the time you have for the job, the skills of your staff and volunteers, and how you see your organisation surviving in the long term.
Time to start planning
A wide range of different approaches is available – from government bodies and charitable trusts to public appeals and jumble sales (these are covered in more detail in other Information Sheets in this series). But you may want to pursue two or three objectives (say funding for your ‘core’ activities, and for a new building), and to consider several different types of fundraising for each. It is easy to see how thorough and detailed planning will improve your grip on this complex challenge.
In fact, a systematic approach to planning, taking in an overview of all your needs as well as the detail of what you need to do in practice, will give you a better chance of success whatever funds you are trying to raise.
Writing a ‘fundraising plan’
Bringing in money really starts with preparing a fundraising plan. Unlike the strategic plan, the fundraising plan must be a ruthlessly practical document which you refer to week to week and use to check your progress. It should cover:
What you are fundraising for.
The different types of fundraising you will undertake.
The organisations you can approach for grants.
Priorities for your fundraising work.
A timetable and targets, including application deadlines.
Who will be responsible for what – and who is responsible for making the plan work.
Good organisation and good practice
Once you have a plan, you need to gear up your organisation to start tackling your chosen fundraising activities. You will need to consider issues such as:
Research on sources of funding and fundraising tactics.
Gathering information to help you make your case for grants.
Making sure you can meet the costs of the fundraising activities.
Planning the project you are fundraising for
Budgeting to establish exactly how much you need to raise.
Setting fundraising targets.
Creating opportunities for volunteers to be involved.
Networking to share information with other similar organisations.
Setting up procedures for treating donors properly.
Making an impact
Whatever the source of funding, you should assume that the pressure is on you to produce the best possible case to persuade funders or donors to part with their money.
How you present your organisation depends on the type of funding you are trying to raise.
Here is some generic advice:
The business plan and grant applications
It can be unwelcome news for some, but a ‘business plan’ or ‘development plan’ is often a critical part of a grant application, even if it is not asked for. However, it need not be a difficult job. Today, any substantial grant application (from a few thousand pounds upwards) would normally be accompanied by a document which describes:
How you know there is a need for it.
How you will spend the money.
What impact it will have on your organisation.
What difference will it have on those you are seeking to help (outcomes).
How you will budget your income and expenditure during the period of funding (and preferably afterwards too).
A timetable with target dates.
How you will monitor the impact of the funding.
A good public image
It goes without saying that your chances improve when funders and donors have a positive image of your organisation, but the reverse is even more important. A charity which no one has heard of can easily (rightly or wrongly) be seen as one which is not achieving a great deal.
Going for grants
Although it’s not true for all funders, you should normally take with a pinch of salt any advice which suggests that your lack of resources and skills to produce impressive grant applications will not harm your chances. The quality and presentation of your bid does matter because in practice it is very difficult to distinguish between its content and the way you present your case. A few simple tactics can significantly improve your chances of success; this subject is dealt with in more depth in other Information Sheets in this series. Try to get help with applications if you feel it’s needed.
What if you are successful?
Many fundraising efforts, particularly project planning and preparing grant applications, take place in a vacuum of hope, aspiration and even adventure, far removed from the daily grind.
So it’s not surprising that people often fail to consider what they will have to do if their fundraising efforts are successful. This is why it is crucial that you:
Tell the truth in your grant applications.
Evaluate carefully the impact of grant-funded projects on your own organisation.
Build monitoring arrangements into your grant applications.