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Draft Lincs Lottery Officers Text
Community Project Development
Work Book
Lincolnshire Lottery /Development Officers
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How to use this book
This book has been put together by people who work with local communities to access
funding from all manner of sources. They hope that their knowledge, which is contained
here, will help to make applying for funding easier.
The book has been planned for applicants to any funding body and for any size bid. It can
be read from cover to cover or dipped into for instant advice. It is for the experienced
committee member or the group just forming. What it hopes to do is make bidding for
funding successful in Lincolnshire.
Contents
Forward
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2
Chapter 1
Getting Started
4
Chapter 2
Committee Structures
7
Chapter 3
Setting up a Group
10
Chapter 4
Developing a funding application
17
Chapter 5
Preparing the bid
20
Appendix A
Model Constitutions
25
Appendix B
Guidance notes on business
development plans
30
Appendix C
Useful Contacts
33
Appendix D
Fund-raising Ideas
36
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FORWARD
The Lincolnshire's County Lottery Officers and Development Workers Group have
produced this workbook to assist Community Groups with project development. It aims to
provide a checklist of actions required by funding bodies. By understanding and applying
this information to funding applications it is hoped groups will have the best possible
chance of success when applying to the many local and national grant holders and funding
bodies.
The Three Golden Rules of successful funding
Check your constitution
Make sure it allows you to apply for grant aid. 50% of all grant application fail on the
constitution. (If you haven’t got one see Chapter 4)
Provide all supporting documentation
Make sure that all the supporting documentation required by the funding bodies are
enclosed with the application form. Missing documents delay decision making and may
miss deadlines.
Let a Lottery/Development Officer check the application
It is a good idea to contact the local Lottery/Development Officer at the start of the project
development. There are no guarantees, BUT, by working with someone with experience of
assisting groups in developing projects can give the best chance of receiving funding and
making sure projects succeed.
Throughout the workbook this symbol will point out important or useful facts
Development Officers work with other community groups, voluntary organisations and
Development Officers from both the funding bodies and other agencies in Lincolnshire.
The role of a Development Officer is to work with the funding agencies, keep up to date
with the many changes to the available grants criteria, know when new grants come on
board and when a grant is over subscribed. All this information can only help your group to
have the best possible chance of success.
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CHAPTER 1. GETTING STARTED
Doing the groundwork at the start gives everyone a clear picture of
what your group wishes to achieve
Beginning a new project is always both an exciting and a worrying time. No matter how
much funded is needed, from £500 to £100,000+, there is always a feeling of doubt when it
comes to completing the application. Getting Started offers ten groups of questions which
will help focus a group discussion at the start of a project. The questions are there to
stimulate thought and discussion, point towards actions needed and time scales to be set.
Remember obtaining funding always takes longer than you think!
1. What is the overall aim of the project? How much money will be needed to achieve this
aim?
What do you want to do
think big
What is realistic to do
think manageable
What is the least to be done
think economy
Money – total need – own funds – fund-raising plans - funding bids
Talents - local skills – committee members skills – individuals skills
Contacts -people who can give professional advice at minimum cost
2. Who owns the facility?
- any lease
- any restrictions to use
- who are the neighbours
- likely affects of project outcome on neighbours
- likely affects during project
3. How much money will be required from each funding source?
- do a breakdown of need and match to funding source.
- remember to include all partners/users, they may be able to access additional
funding on your behalf.
- include future fund-raising estimates and strategies
4. What is the best way to apply?
- does the project need to be done in one go
- can it be broken down into self contained sections, for example on a building
project, build and services, fixtures and fittings, sports area, nursery area and so on
- if you cannot raise all the money in one go, can the project be achieved over two
or more bids
5. How successful will the bid be?
- has the committee thought through the project, not once but many times
- projects change many times through their development, they need to be constantly
assessed.
- is there any urgency to the project
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- have you considered the risks – financial - physical - to the building or existing facility
- what would happen if the project did not go ahead
- will there be small, significant or major change as a result of the project
- what will be the ongoing consequences of the project
6 Who will be managing the outcome?
Committee members – what are their skills?
- might they change in the short term
- can they cope with added responsibility
- how representative are they of the community
- is there potential for attracting new committee members
- should staff be employed to run the project
- advertise for local expertise to co-opt onto the committee to assist with project
development
7. What are all the things the group wants to do?
List all the suggestion from everyone that has expressed an opinion or has been
consulted
Is this project all you want to do in the view of:
- Individual committee members
-The community
- Users – now and in the future
Have you consulted everyone?
8. Who will benefit?
Who uses the facilities at present?
- regular
- occasional
- how many locals use it
- are there any that object to present use
- do non-locals use it
- how do they treat what is already there
Who might use your facilities the future?
- regularly
- occasionally
- are there some potential new users
- where are they now
- what commitment is there from them to use the new facilities
9. What will be the effect of the project?
Can we support the organisation afterwards?
Will there be - more users
- opportunity for greater income
- danger of over use
- danger of under use.
What happens whilst the project is going on?
- loss of income
- loss of users
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- inconvenience.
What happens between now and project starting?
- reduced income
- reduced users
- inconvenience.
10. You will need to look at other local communities and consider:
Are there similar facilities nearby?
- can they cope now
- what will be the impact on them in the interim
- what will be the impact on them afterwards
- what sort of community are you?
- numbers, ages, occupations
- what changes have there been in last the 5 years
- what are the likely changes in next 5 years
- where are the services delivered currently
Remember
Can the projects be carried out under the existing constitution?
Is the constitution in an acceptable form for the funding bodies?
(See ch.2)
Are your Parish, District and County Councillors aware of the
project? Have the plans received their support? (Parish
Council’s can apply for planning permission on group’s behalf as
they receive a discount on the cost.) If you don’t ask you don’t
get!
Has the local lottery/funding/ Community Development Officer
been contacted to advise on the bid? They are there to help!
(Contact details Appendix D)
Who owns the land or building to be refurbished? Has
permission and support been given to proceed with the project?
If there is a lease, has it still got sufficient length to run.
Remember you may need to provide some development money
at the beginning of your project.
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CHAPTER 2
SETTING UP A GROUP
It is important to be aware of the legal structure of your group. Funding bodies who give
small grant are normally happy if you have a constitution (set of rules) to guide the proper
functioning of your group. For large scale funding, the group may need to show that the
organisation has a clear legal entity such as a company limited by guarantee or a charity.
(A development officer will advise you.)
Key Question
Does your group’s existing Constitution allow for your project to be carried
out? If your group does not have a constitution, should you talk to the
funding body to ask what is needed?
“From our point of view, the constitution is paramount. The first question we ask is if
you have one - if you don’t we can’t class you as an organisation and you will be
ineligible. After that we will want to check that your purposes are charitable and that
the document is clear and reflects what you do”
National Lottery Community Fund
Possible Structures
An unconstituted group - consists of a group of people who meet on a reasonable
informal basis. There is no written constitution and officers have not been formally elected.
For example:
A group of residents in Anytown get together to organise a community picnic once a
year. This is undertaken in the summer months at someone’s home and they don’t feel
a need to formalise what they do.
A constituted voluntary group - has a constitution or set of rules (which can be quite
short). It will elect officers such as Chair, Secretary and Treasurer, and it will open a bank
account in the organisation's name. Usually at least 2 people will need to sign cheques.
For example:
The Anytown group has become so successful that they decide to develop the idea of
community lunches as a way of bringing people together. Due to the expansion they
decide to become more official and they meet together to write a constitution - their
aims and objectives, frequency of meetings, how officers are elected and so on. They
form a Committee and a Chair, Vice-Chair, Secretary and Treasurer are appointed.
They decide to call themselves Anytown Diners, open a bank account and start a fundraising campaign.
These are the simplest, most flexible and accountable structures to run
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An unincorporated association - Contains a membership of supporters of the
organisation, (who could be either individuals or representatives of organisations such as
the local voluntary organisations, the Health Authority, Local Clinic, Local Authority or
School) and a management committee of trustees appointed by the members. It would
have a formal constitution as a group of individuals with the same aims, but it would not
have the sort of legal status that could own property, for example.
A registered charity - is a group that exists exclusively to help others or the community,
and does not make a profit. It is a legal entity and is governed by charity law. Setting up a
charity involves creating a ‘governing document’ (constitution) which must be accepted by
the Charities Commission.
For example,
Anytown Diners gets known far and wide in Lincolnshire and beyond for the social and
community benefits of community lunches, picnics and parties. A network is developed
‘Eating Together’ which brings different groups together, particularly lonely and
disengaged people, with outdoor activities, community arts and having a good time. A
full-time worker is now required as well as a Committee and they agree they should
seek Charitable Status.
Registered charities can be companies or un-incorporated associations or, more rarely and
if they have a significant endowment, trusts. Before registering as a charity you should
normally have adopted a constitution or a Memorandum and Articles, which has charitable
objects
The kinds of activity, which are considered to be charitable are closely defined by law:
 relief of poverty
 advancement of education
 advancement of religion
 other purposes beneficial to the community,
Advantages
 able to receive grants from those charitable trusts and other bodies, which can only
give money to registered charities.
 mandatory 80% relief on rates
 relief from direct taxes such as corporation tax, capital gains tax and stamp duty
 can reclaim from Inland Revenue the tax paid by donors on Gift Aid and Covenants
 exemption from having to pay VAT on certain items, such as the printing of fund-raising
materials and also on equipment purchase for use by disabled people.
 a certain amount of public respectability in being recognised as a charity
Disadvantages
 restrictions on ability to make payments to trustees
 restrictions on trading
 restrictions on political activities
 must report each year to Charity Commission on activities and accounts.
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Charitable Companies - some charities have also registered with Companies House as a
limited company. This provides the security of limited liability for the Committee, which is
now usually referred to as the Management Board.
You would have a membership of supporters of the organisation, (who could be either
individuals or representatives of organisations such as the local voluntary organisations,
the Health Authority, Local Clinic, Local Authority or School and a management
committee of company directors, who are also trustees appointed by the members. You
would have a Memorandum and Articles, registered at Companies House with a unique
company number and you would form a separate legal entity.
Advantages
 separate legal identity, so in its own name, it can enter into contracts, sue and be sued,
own property, employ staff.
Limited liability - Limited liability means that the financial risk that the Trustees face is
limited to the value of the organisation (its buildings, equipment and other assets). Without
this, Trustees are in theory responsible for any debt that the organisation incurs.
Please note: Tustees are still liable under Charity law if they are in breach of
good faith and do not exercise their duty of care over the administration of
the company.
Disadvantages
 Expense of registering as a company and also expense of administration
 Increased administration involved in running a company
 Subject to Company Law as well as Charity Law with a wide range of duties and
responsibilities on company directors/trustees.
 Failure to fulfil reporting and accounting duties on time can result in fines
There are no hard and fast rules about when or if an organisation should become
incorporated. Traditionally, organisations with an annual turnover of less than £250,000
and employing less than 6 staff have not found it necessary to become incorporated.
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Appendix A
1. Example of model constitution for small-medium sized groups
1. Name
The name of the group shall be
(Hereinafter called "the Group")
2. Objects
The objects of "the Group" shall be:3. Membership
Membership shall be open/ irrespective of political party/ nationality/ religious, opinion/
race or colour.
4. Termination of Membership
Any member wishing to resign from the group shall give notice in writing to the Secretary/
5. Management
The General Management of the Group shall be in the hands of the Officers and Executive
Committee elected by the majority of the members attending the Annual General Meeting.
The Officers of the group shall be a Chair/ Vice-Chair/ Treasurer and Secretary.
6. Finance
The group should have a bank account, for which three (3) signatures should be
nominated. Two officers should be required to sign cheques. An annual financial report
should be presented at the AGM, audited by an independent accountant.
7. Dissolution
i) If the Officers and elected Committee of the Group decided by a majority that it is
advisable to dissolve the Group it shall call a meeting of all voting members of the Group.
Notice of this meeting will be at least 21 days. If/ at the meeting/ a motion to dissolve the
Group is passed by a majority vote/ the Committee shall have the power to dispose of any
assets held in the name of the Group.
ii) Any assets remaining, after all outstanding debts have been paid/ shall be transferred to
another group in the area with similar aims. If no such group can be agreed upon/ then the
assets remaining should be handed to the Charity Commissioners for disposal. At no time
will any members of the Group be entitled to any share of the assets of the Group.
8.
Alteration to the Constitution
Any proposal to alter the constitution must be delivered, in writing, to the Secretary of the
Group, not less than 28 days before the General meeting at which it is to be considered.
Any alteration will require the approval of a majority vote at the Annual or a Special
General Meeting.
Notice of any such meeting must be given not less than 14 days prior to the meeting in
question and giving the wording of the proposed alteration.
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2. Example of Constitution of a Charitable Unincorporated Association
This is written in legal language, if you do not understand it speak to
someone who can explain it.
1.NAME
The Name of the Charity is
2.OBJECTS
The Objects of the Charity ("the Objects") are:
3. POWERS
In furtherance of the Objects but not otherwise the Charity may:
 Employ and remunerate such staff (who shall not be members of the Executive
Committee) as are necessary for the proper pursuit of the objects;
 Acquire and dispose of property (subject to any consents required by law);
 Invest funds in any lawful manner provided that professional investment advice is
obtained whenever it is prudent to do so;
 Borrow money with or without giving security (subject to any consents required by law)
 Raise funds by any lawful means except permanent trading;
 Accept gifts either for the general purposes of the Charity or for a specific purpose
within or connected with the Objects;
 Do anything else within the law, which is necessary in carrying out the Objects.
4. MEMBERSHIP
 Membership of the Charity is open to any individual or organisation who is interested in
furthering the Objects and who completes an application form as prescribed by the
Executive Committee.
 Every member must pay an annual subscription of such amount as the Executive
Committee decides from time to time.
 Every individual member and the appointed representative of every organisation in
membership have one vote at General Meetings of the Charity.
 A member may resign his, her or its organisational membership at any time and a
member who is three months in arrears with his, her or its subscription is deemed to
have resigned but may rejoin on payment of the arrears.
 If the Executive Committee consider that a member's conduct is harmful to the Charity
it may by resolution require the member concerned either to resign or to put his, her or
its case to a meeting of the Executive Committee.
 Where the Executive Committee is satisfied after hearing the case put by or on behalf
of the member concerned that the member should leave the Charity it may terminate
that membership by written notice and that notice is final.
 The Executive Committee may make provision for non-voting categories of
membership including junior membership, associate membership and honorary
membership, and set the subscriptions payable (if any).
 The Executive Committee must keep a list of members in each category.
5. GENERAL MEETINGS
 There must be an Annual General Meeting of the members of the Charity once in every
calendar year.
 At the Annual General Meeting the members will:
Receive the Executive Committee's report for the previous year;
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Receive the Treasurer's report and accounts for the previous year;
Elect the Executive Committee for the following year;
Discuss and advise the new Executive Committee on matters of policy for the Charity;
Determine any other matter of which notice has been given.
 A Special Meeting of the members of the Charity may be held at any time if called by
the Executive Committee or if at least [10] members of the Charity make a written
request to the Executive Committee.
 A Special General Meeting must be called within two weeks of such a request.
 A General Meeting requires 28 days' notice to be given to the members specifying t he
matters to be dealt with.
 A quorum at a General Meeting is [15] members present in person or a minimum of
one third of the membership, whichever is the smaller number. If there is no quorum
the meeting may be adjourned for at least 14 days and the number present at the
adjourned meeting if at least three will constitute a quorum for that meeting.
 The Chairman of the Executive Committee or in their absence some other person
elected by the meeting takes the chair at General Meetings.
 Except where this constitution provides for a larger majority on a specific question,
every question is decided by a majority of the votes cast. In the case of equality of
votes the Chairman has a second or casting vote.
6. EXECUTIVE COMMITTEE: COMPOSITION
 The Executive Committee ("the Committee") is the body responsible for the
management of the Charity.
 The Committee consists of a minimum of three [the minimum can be more than three
but never less] and a maximum of [
] individuals who are either members of the
Charity or the appointed representatives of organisations in membership.
 The members of the Committee are elected annually at the Annual general Meeting
and normally hold office until the end of the Annual General Meeting the following year.
 A member of the Committee who resigns by written notice to the Committee, who is
 absent from three consecutive meetings of the Committee or who is disqualified by law
from acting as a charity trustee, ceases automatically to be member of the Committee.
 Casual vacancies in the Committee may be filled by the Committee by co-option, and a
co-opted member will have the same voting powers and hold office for the same period
as the Committee member he or she replaces.
7. EXECUTIVE COMMITTEE: PROCEDURES
 The Committee must meet at least [four] times in every calendar year. A special
meeting of the Committee may be called at any time on [seven] days' notice. A quorum
at Committee meetings is three [the quorum may be greater than three but not less]
 At the first meeting of the Committee in every year the members must appoint from
among themselves a Chairman, a Treasurer and such other honorary officers as they
think fit.
 Every question is decided by a simple majority of the Committee members present and
voting at a meeting. In t he case of equality of votes the Chairman of the meeting has a
second or casting vote.
 The Committee may appoint sub-committees including at least two Executive
Committee members to advise them or to carry out specific tasks in the management of
the Charity but sub-committees must always report back to the Committee as soon as
possible.
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
The Committee must keep minutes of its meetings and proceedings and keep safe all
records relating to the Charity.
 The Committee may make rules to govern its own proceedings and the proceedings of
sub-committees so long as they are not inconsistent with the provisions of this
Constitution.
8. EXECUTIVE COMMITTEE: NOMINATIONS
 Every candidate for election to the Committee must be nominated and seconded by
members of the Charity and must give his or her consent to stand for election.
 Written nominations and consents must be sent to the Committee within [seven] days
of the notice calling the Annual General Meeting. Candidates for election can be
nominated at the Annual General Meeting.
 No person who has been an elected member of the Committee for five consecutive
years is eligible for re-election for the immediately following year but may (if duly
qualified) stand again for election at the Annual General Meeting in the subsequent
year.
9. FINANCE
 All funds of the Charity, including all donations, contributions and bequests, shall be
paid into an account operated by the Committee in the name of the Charity and all
funds must be used in furthering the Objects.
 No member of the Committee may be employed by the Charity or receive any payment
or other benefit from its funds except for reasonable out of pocket expenses properly
incurred for the purposes of the Charity.
 The Committee is responsible for the keeping of books of accounts and for the
preparation of an annual report and annual statement of accounts for the Charity,
copies of which must be sent to the Charity Commissioners as required by law.
 The Committee is responsible for arranging for the account of the Charity to be audited
by a registered auditor or, so long as the income or expenditure for the year in question
does not exceed £100,000, examined by an independent examiner.
 The Committee shall maintain one or more accounts in the name of the Charity at a
bank or building society. All withdrawals from the Charities accounts must be
authorised and signed by at least two members of the Committee.
10. PROPERTY
 Subject to the provisions of sub-clause (2) of this clause, the Executive Committee
shall cause the title to all land held by or in trust for the charity which is not vested in
the Official Custodian for Charities and all investments held by or on behalf of the
charity to be vested in a corporation entitled to act as custodian trustee or in not less
than three individuals appointed by them as holding trustees. Holding trustees may be
removed by the Executive Committee at their pleasure and shall act in accordance with
the lawful directions of the Executive Committee. Provided they act only in accordance
with the lawful directions of the Executive Committee, the holding trustees shall not be
liable for the acts and defaults of its members.
 If a corporation entitled to act as custodian trustee has not been appointed to hold the
property of the charity, the Executive Committee may permit any investments held by
or in trust for the charity to be held in the name of a clearing bank, trust corporation or
any stockbroking company which is a member of the International Stock Exchange (or
any subsidiary of any such stockbroking company) as nominee for the Executive
Committee, and may pay such a nominee reasonable and proper remuneration for
acting as such.
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11. NOTICES
 Whenever notice has to be given to the members of the Charity under the provisions of
this Constitution it must be delivered either by hand or by first class post to the
member's last known address in the UK.
 Whenever any notice is required to be given to the Committee it must be delivered by
hand or sent by post to the Secretary
 Whenever any notice is given by post it is deemed to have been received 48 hours
after posting.
12. AMENDMENT OF CONSTITUTION
The provisions of this Constitution may be amended at a General Meeting by resolution
passed by two thirds of the members present and voting but:
 Notice of the terms of the proposed amendment must be given with the notice calling
the meeting;
 No amendment will be valid if it would alter the Objects;
 No amendment will be valid if its effect would be that the Charity ceased to be a charity
according to English Law.
 No amendment may be made to clause 1 (the name), 2 (the objects), 9.2 (trustees not
to be remunerated), 13 (dissolution) or this clause without the prior consent in writing of
the Commissioners.
13. DISSOLUTION
 The Charity may be dissolved at a General Meeting by resolution passed by two thirds
of the members present and voting.
 In the event of a dissolution, the members of the Committee holding office will remain
responsible for the orderly winding up of the affairs of the Charity.
 After paying or making provision for all debts and liabilities of the Charity the
Committee shall transfer any remaining assets to one or more registered charities
having objects similar to the Objects chosen either by the members in General Meeting
at the time of dissolution or afterwards by the Committee.
 The Committee shall send a final statement of account to the Charity Commissioners.
14. DISPUTES
Any dispute as to the interpretation of this Constitution or as to the propriety of any action
taken or proposed by one or more members of the Committee may be resolved by
unanimous decision of the Committee or referred to an independent adviser or mediator.
This Constitution was adopted at a [Public] Meeting held
at
on
Signed:
Chair of Meeting
Secretary of Meeting
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CHAPTER 3. COMMITTEE STRUCTURES
In this chapter we look at the roles of the various members of committees, they are usually
refereed to as officers if they appointment or just members.
a) The overall role of a managing committee
The managing committee is the governing body of a voluntary organisation. It is where
final decisions are made.
It contains the people who ultimately carry the can.
The managing committee’s role is to make sure that the organisation is successful in
working towards its aims and objectives. It must see that all the resources are used
entirely for the pursuit of the organisations purposes, and are used efficiently and
effectively. The committee governs the organisation. It takes an overview of the work and
helps to steer the organisation towards its aims. It ensures that the values and spirit of the
organisation are kept alive, by setting an overall framework of policies within which all the
work takes place.
The managing committee is the mind and soul of the organisation. It relies on the body of
the staff (if you have any) and volunteers to carry out the work, and to keep it informed of
progress.
The role consists of six main parts:
1. Giving direction:
Setting and reviewing the direction and mission of the organisation, making
overall plans and monitoring progress. Steering the organisation through good
and bad times.
2. Managing people:
Getting the best out of all the people (paid staff and volunteers) who are
working to achieve the organisation’s aims and objectives. Given direction and
training, and seeing that there is adequate supervision of work.
3. Making the organisation accountable:
Accounting for the work of the organisation to any body, group or individuals
with an interest in it. This includes all sorts of communication about the
organisation including regular reporting in the form of a newsletter, local
newspaper report or notice.
4. Keeping to the law:
Seeing that the charity abides by it’s governing aims and obeys the law.
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5. Managing resources:
Ensuring that money and property are used only to pursue the purposes
(objects) of the organisation, and are used to best effect. Making sure there are
sufficient resources to keep the organisation going and to develop its work.
6. Managing itself:
Making sure that the committee functions well, that meetings are effective and
that all members are fully involved. Keeping committee records of meetings
including decisions made.
The committee has the responsibility to make sure that all six roles are carried out. The
committee itself does not necessarily do the work — this may be delegated to staff or
volunteers.
Developing the Committee
The committee may feel when undertaking a new project, the need to find additional
committee members and/or develop the skills of existing people. It is important to
recognise that some community members or users of your facility may need support to
give them the confidence to contribute effectively - committee procedures can be offputting. Also to keep new members it is important to make sure they understand their role
and receive on-going help and training.
They may also need help in recognising that they have skills and experiences in other
aspects of their everyday and working lives that may be very helpful for the committee, for
example:

an understanding of the concerns of the local community/user group

experience of record keeping or budgeting

experience of organising events
Existing members may need to improve their effectiveness by considering, for example;

how they work together as a team

how they can get users views represented
A group’s management committee is crucial to its effective running ... after all it acts like a
board of directors. Funding bodies will want to see that your committee processes are
working well, that your governing documents are up to date and that your members have
the skills and experience needed to do a good job.
The managing committee is defined by the Charities Act 1960, as those people who have
the general control and management of the administration of a charity/group.
b)
The Management Committee Secretary
Most groups have a constitution/set of rules/governing document, which tells them the
structure of their committee and the officers they will need. One of these is the (Honorary)
Secretary, who is usually elected at the Annual General Meeting. They carrying out all the
secretarial duties necessary to support the committee, it is a very important job and can be
very time-consuming.
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The secretary of an organisation that has paid workers can quite reasonably delegate
many of the secretarial duties to a particular paid worker.
(Careful! Although the paid worker can do the secretarial duties, they cannot
become an officer of the committee, cannot vote and should not be called the
committee secretary.)
As a secretary of an organisation, which has no paid workers, some tasks can be divided
amongst other committee members to prevent too heavy a workload on the secretary.
What kinds of skills are needed to be a Secretary? (All these skills can be learnt)
Ability to organise things well
Some experience of committee procedures - not necessarily in the same committee or
organisation
Some office / administration skills – an ability to type or use a computer.
Experience in taking minutes or willingness to be trained.
What kind of duties does the Secretary have?
Supporting Meetings
Prepare the agenda with the Chair.
(Agenda = notice of time / place of meeting and list of things to discuss.)
 Receive agenda items from other committee members.
 Circulate the agenda along with any other information papers to committee members.
 Make arrangements for meetings, book the room, and arrange for equipment if
necessary and refreshments, make sure that the needs of any committee members,
who may need wheel-chair accessible meeting rooms or papers in another format are
catered for.
 At the meetings, check that there is a quorum (see your group’s constitution for an
explanation of how many people need to be present and voting in order to take any
decisions).
 Receive any apologies for absence from committee members.
 Take down minutes of the meeting and write them up as soon as possible afterwards.
(This can be delegated to another committee member as Minute Secretary
 Make sure that decisions are recorded clearly and also any requests for certain named
people to take action.
 Some Chairs may wish to see draft minutes before they are send them out.
 Remind people named in the minutes of any action they have agreed to carry out.
 At the next committee meeting, make sure that the Chair signs the file copy of the
minutes, once they have been approved.
 Circulate the agendas / minutes / reports / notices of any ordinary committee meeting,
Annual General Meeting or other special or general meetings to the appropriate
members.
Keeping the Records and Dealing with Correspondence
 Keep and regularly update any lists of committee members and also the list of
members of the organisation, their addresses and phone numbers. (Remember the
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Data Protection Act )
Receive all incoming mail, write any letters on behalf of the organisation and organise
publicity. (This may be delegated, for example the publicity, to another committee
member, who can act as Publicity Officer).
Look after the organisation's legal obligations, such as insurance, reports to the Charity
Commission, if appropriate, employment law and so on.
Make sure that the Annual Report of the organisation is written by the Chair and sent
out to the right people.
Look after all the group's records, which would include minute books, reports, and
constitution.
Prepare and circulate any newsletters.
Other tasks
 The Secretary is usually one of the people, who can sign cheques. (There needs to be
two out of a list of three or four able to do this).
 Sit on any sub-group as required
 Make sure that as a retiring secretary all the group's files and records are handed on
and all duties are explained to any newly elected Honorary Secretary.
The usual Management Committee Secretary is an elected position in any unincorporated organisation. The post of Company Secretary in a charitable
company has different responsibilities. If you are a Company Secretary, get in
touch with Companies House for guidance.
c)
The Role of Management Committee Chair
The Chairperson has overall control of the organisation. He or she should both hold the
organisation together, provide leadership without dominating and keep things moving.
The Chair keeps committee meetings in order, and acts as the main spokesperson for the
group.
Before taking on the role of Chair or any committee role, check that you can
spare the time. For a group undertaking a large project, a minimum of one full
day-per week may be needed.
Look at ways that some of the tasks can be shared with other committee members.
Sometimes, for example, a Vice-chair can be appointed to cover the duties of running the
meetings, while the Chair takes the organisational or policy side of the work.
What kind of skills do you need to be a Chairperson?
 Leadership
 Experience of committee procedures
 Good people-skills - a tactful or diplomatic person is needed.
 Basic fairness
 Ability to respect confidences.
 Understanding of the issues covered by the charity.
 Knowledge of the organisation and how its constitution works in detail or an ability to
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develop that knowledge.
Knowledge of the voluntary and statutory networks necessary for the effective working
of the group, or an ability to develop that knowledge.
What kind of duties does the Chair have?

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Represents the organisation and is a figurehead
The Chair acts as the spokesperson whenever necessary attends meetings, events
and functions and fronts fund-raising activities.
The Chair could also be the person to liaise with the press, unless this has been
delegated to another committee member.
Chairs both Committee Meetings and Annual General Meetings
 This can be shared, if the organisation has a vice-chair.
Plans and runs the meetings of the organisation
 The Chair ensures that the organisation develops and sticks to its agreed policies and
aims as outlined in the constitution or as decided at committee meetings.
 Makes sure that the management committee works effectively
 Makes sure that the committee has members with appropriate skills and experience.
Plans Meetings
 The Chair plans the agenda with the secretary and leads the meeting.
 Is well briefed about each item on the agenda.
 Makes sure the secretary sends out all necessary information papers.
Runs Meetings
 Starts the meeting off and welcomes everyone.
 Asks whether there are any matters to be brought up under Any Other Business and
then decides whether to take them or not.
 Controls time limits for the meeting overall and for specific items beings discussed.
 Keeps to the agenda and ensures proper minutes are being taken.
 Encourages everyone to give his or her views.
 Keeps discussion moving on. Starts with facts, then opinions, moves on to ideas and
finally the decision.
 Is impartial. Listens as well as speaks and questions.
 Makes sure everyone understands what is going on.
 Regularly summarises what has been discussed for the benefit of committee members
and for the person taking minutes.
 Makes sure that decisions are noted and that all agree on who is taking action.
 Agrees the date of the next meeting.
After the meeting
 Sorts out items for the agenda
 Checks the minutes of the meeting produced by secretary before they are sent out.
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Ensures appropriate staff supervision (If necessary)
Usually the Chair holds regular support and supervision meetings with the senior
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member of staff.
Sits on disciplinary or complaints panels
Day to day management and problem solving between meetings
 Takes part in the recruitment of staff or volunteers.
 The Chair usually oversees budgets, and can sign cheques and letters, but this can be
delegated
 If an urgent decision needs to be made between meetings, it may be agreed that the
chair can take action. This must be genuinely urgent, be reported to the next committee
meeting and be within constitutional rules.
 Deals with any disputes between group members, users and the organisation.
How to Prevent Potentially Difficult Situations
In some situations
 an organisation can become too reliant on its chair or
 a Chair can dominate the committee and refuse to stand down or
 A Chair can be well liked but not very good at it and can hold the group back, but no
one wants to offend him or her.
 The solution, or, better still, prevention, is
 to agree a fixed term of office or
 A maximum period for which the chair can be re-elected and to agree a fixed
minimum period out of office before a former chair can be re-elected.
d.
The Treasurers Job
Even if a group's constitution doesn't say that it needs to have a treasurer, it is good
practice to have one. Appointing a named person to have the overall responsibility for
checking on the group’s finances and reporting to the committee on progress.
Tip: For obvious reasons, more than one person should actually control the
finances.
Does the treasurer have the financial responsibility for the organisation? No!
The Committee members have this responsibility. In a charity that is why they
are called trustees. They are trusted to look after the charitable funds.
This means that each Committee member must be able to understand the
budgets and accounts presented to the committee. Always ask if you don't
understand.
Tasks for the Treasurer
In larger organisations that employ staff, staff can do many of the following tasks. Any staff
or other volunteers will need overall direction and monitoring by the treasurer.
The Treasurer has the responsibility for:
 Developing a set of rules to make sure that money is handled securely. Review
regularly.
 Banking making sure that the group receive statements. Checking that a mandate
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form is completed for the bank and is up to date. This allows two people from an
identified list of three or more to sign each cheque. (The Treasurer is normally one of
these people)
Bookkeeping Setting up and overseeing a bookkeeping system to record all the
income the organisation receives and payments you make.
Bank reconciliation checking the bank statements against the book- keeping records
regularly.
It is recommend that this is done this on a monthly basis.
Paying Bills
 It is a good idea to keep a file of unpaid bills, a separate file of paid bills (numbered), as
well as a file showing details of payments received and letters from funding bodies.
Preparing accounts
 Regularly reporting the financial situation to the committee.
These Management Accounts should show how income and expenditure stands in
comparison to the budget.
They should show whether there is an over or under-spend.
 Preparing End of Year Accounts. These accounts allow members and other people
outside the organisation, including funding bodies, to see how cost effective the
organisation is and whether it is adequately funded. Charity accounts are public
information.
 Arranging for the end of year accounts to be independently examined or audited.
Ensure the auditors or examiners receive all the necessary papers.
 Writing the financial part of the Annual Report
 Preparing and sending the Annual Return to the Charity Commission, (if you are a
registered charity).
 Presenting the accounts to the Annual General Meeting. Doing this helps people to
understand the accounts by giving a general overview of the financial situation in the
previous year. Comment on the prospects for the coming year and answer questions
about the finances.
Insurance cover
 Checking that the group has all the appropriate insurances in place and that they are
up to date.
 A list of the organisations fixed assets and equipment, complete with serial numbers
can be useful if you need to make a claim.
 Recommending the investment of any surplus money such as in a deposit
investment account.
The Treasurer must advise the committee to do the following:
Budgets and Planning
 Producing a budget and making decisions on spending is not the Treasurers job
alone.
 The Treasurer should however be involved in working with any staff or key committee
members in drawing up a draft budget for the Management Committee to discuss.
 It is the Treasurers job to help the Committee to plan by providing financial information.
 Usually the committee decides the key activities to be carried out and the Treasurer
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can then produce draft costs and income for discussion and alteration.
Fund-raising strategy
 Raising the money or writing funding applications is not the Treasurers job alone.
 A good Treasurer should look over the budgets in each application and make sure that
there is enough funding for the organisation to do what it is setting out to do.
 It is reasonable in a larger organisation for a Treasurer to co-ordinate funding
applications for projects to check that the funding for the core of the organisation work
is secure.
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Chapter 4
a.)
Developing a Funding Application
Telling your story.
Write a short detailed history of your group, its place in the community, and your project. If
the project involves a building, its life from when built to the present day. Explain the need
for the project in the community, how the project has been developed, and how it fits with
other facilities within the area.
When you send your application form to the funding body it will be assessed. Sometimes
the Assessing Officers don't know the problems that face groups in rural Lincolnshire. So
tell them about your community. The nearest shop, Post Office, pub, how frequently do the
buses run, daily, weekly or not at all, and, if relevant to the project, what other services run
or don't run in your community.
Other information such as how it is intended to increase the fund-raising activities to
support the new project, that consideration has been given to the increased running costs
and the plans in place if the project fails in any way.
Tell them about all the events currently held on a weekly, monthly and annual basis. That
the committee is working to introduce new services and/or activities for the community.
This story is part of the Project/Business plan and will need to be kept up to date as the
project develops. By doing this nothing is missed from your application.
Note: Never complete a funding application form without including any copies
of surveys or questionnaires you have completed. Check the checklist.
b)
Fund-raising
Developing a plan to structure and monitor your efforts
Most funding bodies usually only give enough money to finance a project for a limited
amount of time and often they like to see that projects are part funding from other sources.
If this money is from the groups own fund raising, it gives them confidence that the project
will be delivered and it is not likely to go under once their funding has finished.
To demonstrate that ability to continue the project, there is a need to show a good fundraising strategy. Having a clear strategy will also help your group plan and co-ordinate the
fund-raising efforts and be a useful living document for your organisation.
Note: There is little point in investing the time to write a detailed funding plan
just for the benefit of funding body - it should be used to collect money not
dust!
What should a fund-raising strategy contain?
The purpose of the fund-raising strategy is to identify the funds that will allow your group:
 To run the core activity of your organisation and to survive
 To set up special projects or new activities
 To consolidate financial reserves (as a safety-net, to gain from the interest, to save for
new future projects)
So, the strategy must be a forward-looking plan agreed on by the committee. It should
show how your organisation currently receives funding, such as rental from current users,
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grants and donations from sponsors, all the income from fund-raising and any other form
of income currently received.
Consideration should then be given as to how much funding is needed to achieve the new
project and how much additional income will be needed to sustain it. The strategy needs to
show the different ways the group intends to raise the funds needed.
Define what the Committee member’s roles will be for the fund-raising efforts. Also, who
will apply for funding, fill in the forms or organise local events.
Note: Raising funds can take more time than anticipated be patient and keep
both the groups and committee’s spirits high.
c)
Getting local support
Your Group will need to research the community need for any project, and
must obtain the supporting hard evidence needed to include in the grant
applications
Collect letters of support from existing users and any possible new user groups of the
facility. Collect together all consultation papers or questionnaires that are relevant to your
community or undertake a new study, if possible. This will allow for all members of the
community to have their say.
Don’t forget letters of support are not binding contracts, so be imaginative. Consider
contacting outside service providers, for example, can the Citizens Advice Bureau run
outreach sessions, is any local collage looking for venues to run Adult Education classes?
d.) Publicity & Promotion
Keep the project in the public eye. Keep the village and the surrounding communities
informed of what the group are trying to do and the progress that is being made. Use this
to raise awareness and gather support. Appoint one of the committee members as Press
Officer, it should be their job to try and have the project mentioned at least once a month in
all local Parish/Church magazines and the local press. Mark your milestones.
Try to “gate-crash” all local events and activities by putting on a display of the new plans of
the project and where you have got with your fund-raising. You may also gain new
members with skills you can use. Use them to help to produce surveys and questionnaires
or just to spread the word. Remember! Get support from the Parish, District and County
Councils.
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Chapter 5 Preparing the bid
How to put together a credible project plan and systems to monitor your progress
For a large detailed funding bid, someone in the group will have to write a project plan (this
can also be called a business plan). The funding body will have increased faith in your
ability to manage the project (and their money) if you are able to outline how each stage of
your project will be organised. A project/business plan provides an overall framework
showing the development of the project.
Project Management
Project management is essentially concerned with the constant balance of quality, time
and budget. The group will need to show that they have thought through the whole project
and have built in contingencies. They should have in place procedures to spot if they have
overspent (or under-spent!), if things are not happening on time, or if the quality of what
they are doing is not as good as was hoped. The group will be in a much better position to
put things right or make alternative arrangements if they have thought about it before
hands. Funding bodies are looking for value for the money they give. What will they get
from you?
To quote Karen Watts
Chief Executive, Community Council of Lincolnshire.
“Having a clear project plan shows that you have thought through the realities of what you
are delivering. Funding bodies will want to see that you have you feet firmly on the
ground, so resist the temptation to draw up and over ambitious plan.”
A possible bid structure is:
Executive Summary
Index
Aims - Objectives
The Market Need
Activity timetable - Costing – People
Monitoring and solving of problems
SWOT analysis
Timetable
Exit Strategy - Evaluation
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Executive Summary
Although it is the first item seen in a Project Plan, the Executive Summary is usually the
last section to be written. This is because it is the overview of the whole project, in which it
is explained what the group wants to achieve, how they plan achieving the project.
Index
Number all pages, list contents and appendices
Aims and Objectives
The following questions will help pull all the aims and objectives of your project together.
 What are the 'Aims' of the organisation/group? (I.e. we aim to provide…..(break these
down into tasks or elements of your overall project)).
 Where did the idea/project or reason to develop the existing project come from?
 What is seen as the overall outcome of the project?
 How will your group develop and break into new markets?
Other important questions that need answers are regarding the groups’ own background:
 What is your track record?
 How long has the committee/project been established?
 Where do we want to be in the future?
Project Planning – Market - Need
Funding bodies require applicants to provide strong information and evidence that the
project they are being asked to fund fulfil a local need and benefits the greatest number of
people in the community. You will need to include letters of support from current users of
your facility/service, new users you hope to attract. You will need to show support from
Parish, District and County Councillors if appropriate. Most importantly you will need to
show that you have the support of your community, that you have given them the chance
to air their views and that you have considered the needs of the disadvantaged in your
community. Consultation forms the basis of all good projects.
Possible ways of doing this include interviews, surveys, and feedback sheets.
Activity Timetable
Once the consultation process has been undertaken and the need for the project
established, an outline timetable of all the tasks to be undertaken should be written. What
is on the list will of cause be different for each type of project, but if you are undertaking
the building work remember to include an Access Audit and a Health & Safety check.
Project Costing and Budgeting
Costing is a process of analysing how much money will be needed to achieve your project
aims. This involves listing all the different stages (expenditure headings) of the project that
will need funding and then knowing how much money each stage will cost. It is important
to get this right because if the bid is successful, this will be the amount you will be given to
deliver the outcomes planned.
Normally you will not be given more money if you run out!
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The funding body may provide expenditure headings or you may decide your own. You
need to make a distinction between:
 Capital items - major one-off items (for example: buildings, renovation, large equipment
like computers)
 Revenue items - day-to-day running costs (for example: office overheads, wages, small
items like videotapes or a notice board).
Some examples of possible expenditure heads might be:
CAPITAL
Building
Building renovation
Equipment – Fixtures and Fittings
REVENUE
Advertising and publicity
Heating and lighting
Insurance
Office overheads - telephone, postage
Professional fees e.g. accountant
Rent
Salaries incl. Tax and National Insurance
Training and development
Volunteer expenses
Using these expenditure headings, start to put together a budget for the project - the
amount of money you need for each. Some funding bodies may require a cash-flow
forecast (probably for larger bids). This involves splitting down each expenditure head into
monthly spend over a 12 month period.
Project Monitoring - Budgets
The hardest part of any bid can be when the actual sum of money requested is granted
and suddenly there is a huge budget to manage and account for.
The following points are useful possibilities to help keep track of what is spent:
 Keep clear and accurate financial records
 Update them regularly
 Plan a way of reporting financial summaries to your committee on a regular basis.
Project Management
The committee and the funding body should have a clear understanding from your project
plan who is going to manage your project - a project team? Your team could be made up
of people who work on both a voluntary and paid basis but managing a project can be a
demanding task
 particularly if depending heavily on volunteers.
 It is important to decide the roles and responsibilities of committee members,
volunteers and paid workers.
 Who will provide supervision and support to volunteers and/or paid workers on the
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project?
 Who has decision-making responsibility (for what level of decision?) - it could be the
committee, a project team and/or a project manager
 What skills or experience will people need in their various roles?
 Will training be necessary to complete the project effectively?
S.W.O.T Analysis (see appendix C)
Strengths – CVs or skills overview of the committee
Weaknesses – areas the project will seek to develop
Opportunities – new initiatives and ideas.
Threats – how your project will overcome these
Timetable
 When do you need the grant?
 When will the project be complete?
 When will the benefits be seen?
Project Monitoring – Timing - Achievement
Timing can be crucial when it comes to monitoring achievements and meeting vital targets,
but what is the best way of making sure the project stays on-line with the project plan.
The following possibilities should help you to keep track of how the project is going:
 Split the project into key milestones.
 Write major milestones large on the notice board so no one can forget target dates
 Review milestones regularly at committee meetings.
 If one activity is delayed, can others be undertaken first to help you to catch-up at a
later stage?
Project Monitoring - Quality
Ways of doing this include:
 Formal or informal feedback from the people that use your service or other people
involved in your organisation - like your volunteers
 Having representation from your service users on your committee
 Asking people to complete questionnaires
 External evaluation (e.g. from Social Services or the Health Authority, or for a large
project an independent evaluation may be appropriate)
Project Monitoring - What happens if something goes wrong?
It is important to identify the key times when something significant could go wrong with
your project. It helps to identify at the beginning the signs that would show that things are
not going to plan. You can then make contingency plans before you start and then react
quickly to any problems.
Exit Strategy – What happens when the funding ends
Where fairly substantial funds are being provided, funding bodies usually want to know
what will happen when the money runs out. Will the group be expecting them to continue
funding? (They don't normally like this idea!) Will you look for alternative funding? Will you
be able to survive on much lower levels of funding? Or have you got a clear exit strategy in
place?
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Project Monitoring and Evaluation on completion
An awareness of the need to collect monitoring and evaluation material throughout the
whole course of the project will help to collect information for your report at completion.
This will keep you up to date with how the project is progressing and if everything is going
according to plan. So keep all posters, leaflets, feedback sheets, press articles and
photograph or video anything special!
What evidence is required?
You will need to decide what type of information you need and what your funding body
may require. It is important to be clear about this at the outset so that you can put systems
in place to collect and analyse the information you need.
Evaluation is concerned with the value that people attach to the project – their perceptions
and assessment of it.
Assessment of how well the project is achieving (or has achieved) its objectives. Can take
place during and/or at end of the project.
Who will evaluate the project?
It is usually a good idea to have someone to evaluate the project but you must decide who
that will be. It is usually a good idea to have more than one source of evaluation such as
 Workers on the project
 Volunteers on the project
 People using your service
 The community
 An outside agency
DON'T FORGET:
Make sure everyone has a copy of the project plan
Ensure that you have SMART objectives
Train someone to have a sound grasp and interest in budgets and cash-flow forecasts
Invest all you can to recruit a good team and support them once in post
Monitor and deal with crises preferably before they happen
Know how you will evaluate from the beginning
Have some fun - launch parties, exit events
MAKE IT:
A really interesting part of the project - part of the process
An opportunity to review and pick out the real achievements (from all the pain, perhaps!)
Also an opportunity to show off and show the world what you have achieved
Exciting - pictures, photographs, an exhibition, an event
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Appendix B - Glossary
Any Other Business
Can be used as the last item on a meeting agenda to cover any items not
covered by the agenda or arising from the meeting.
Annual Return (Charity)
Form sent by the Charity Commission, which must be completed and returned
within 10 months from end of financial year. This ensures the register of charities
is up to date.
Bequest
Personal property (or money) left to a group under a will.
Budget
Annual statement of spending.
Contains statement of all money that is needed and what it will be spent on and
who else is committed to giving funds to the group.
Business plan
Document which explains why a project is needed, how it will work, how it will be
managed, what beneficiaries will gain, how achievements will be measured and
how funded, why the group should carry out the project.
Capital gains tax
When an asset that has increased in value is disposed of, a tax must be paid,
registered charities are exempt from this.
Cash flow forecast
A breakdown of projected budget, what group expects to spend on and where
funds will be generated.
Charity Commission
Non Ministerial Government department, which acts on behalf of Parliament and
the Courts to help charities to be more effective. Much of the work is as a
gatekeeper, seeking to ensure only appropriate organisations are registered as
charities.
Community
A body of people sharing a common geographical area or common interests.
Constitution (Governing document)
Document setting out the rules of the group, sets out objectives and the powers
to carry them out. How the Management committee is made up, the process of
terminating the group and how finances will be managed.
Consultation
Seeking views from the local community on the project.
Contingency costs
Unforeseen costs often arise during the time of a project, during the budget
planning stage an amount is written into the budget for these costs.
Covenant
A promise set out in a deed that is legally binding, to donate a stated amount of
money (or land) to a charity.
Charities Act
1853 Charity Commission set up Charitable Trusts act that ensured charities
were managed correctly.
1960 Replaces previous act, authorises the establishment of a register of
charities and allows their objects to be updated.
1985 Allows small charities to alter their objects and spend capital assets
1992 Strengthened Commission and made it a criminal act not to comply with some of its
requirements.
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1993 Consolidating previous acts
Data Protection Act
1984 Enables the UK Government to comply with European awareness on data protection and to
meet growing concern about the use of personal data. The act applies to those who automatically
process personal data.1998 extended to include data that is processed manually.
Dissolution
Final stage in terminating the group. The constitution (governing document) must have a clause
stating what will happen to assets on dissolution.
Evaluation
Assessment of how well the project is doing, is it meeting its objectives, (what it set out to do)
Fixed assets
Premises, fixtures and fittings, plant and machinery, motor vehicles that belong to the group.
Feasibility Study
Study of the practicability of a proposed project, analyses what can be done, should it be done,
which option, what will outcomes be and what preparation is required.
In - Kind Contributions
Gifts of land, resources, buildings, contribution of professional services, volunteers timeImpact
The effect of the project on the surrounding community, other activities and facilities.
Letters of support
Letters form other groups and organisations that support the project (in principal).The letters used
within an application, can demonstrate to the funding body there is a need for the project.
Mandatory
Compulsory
Minutes
Brief accurate notes of committee meetings, these contain any action to be taken or decisions
made. Circulated to all Committee members before the next scheduled meeting.
Monitoring
Measuring if the objectives of the project have been achieved, e.g. how many extra users for
activity or facility.
Mission Statement
A written explanation of the purpose of a project, event or group, usually brief and to the point.
Objectives
Aims of the group, the purpose of the project.
Outcome
The result of a successful project, e.g. what is expected to happen when new facilities are
provided.
Quorum
The minimum number of members with voting rights who have to be present at a meeting. Unless
the constitution states otherwise the quorum for a general meeting is a majority of the members
and may not be less than 2.
Risk assessment
Highlighting risks run by the project includes technical, financial, economic, legal and management
issues.
SMART Objectives
S - Specific objectives should be individual and broken down to the simplest form.
M - Measurable, they must be able to be proved to have taken place.
A - Achievable, resources have to be available to achieve the objective.
R - Realistic, the group must have the ability to deliver the objective.
T - Time related, if no time is allocated to achieving the project, it would not be measurable.
Sponsorship
A business deal between two parties where both parties benefit from the arrangement.
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Strategy
The determination of the long-term goals and objectives of a group and the courses of action and
allocation of resources necessary for carrying out these goals.
Trustee
A person who legally holds property on behalf of a group.
Users
People who use the service/ activity/ facility, potential users, those who may use the service in the
future/
Value for money
Cost per participant for extra activities/ facilities, the cost compared with alternatives, jobs created
and increased income generation.
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Appendix C. Useful Contacts
Action with Communities in Rural England (ACRE)
Somerfield Court
Somerfield Road
Cirencester
Gloucestershire G17 1TW
Tel 01285 653477
www.acre.orq.uk
Awards for all (East Midlands)
City Gate East, 2nd Floor
Tollhouse Hill,
Nottingham NG1 5NL
Application line: 0845 6002040
www.awardsforall.org.uk
Carnegie UK Trust
Comely Park House
New Row
Dunfermiline Fife KY12 7EJ
Tel 01383 721445
www.carnegie.org.uk
British Trust for Nature Voluteers
137 Shepherdess Walk,
London, N1 7RQ
Tel: 08070 600 2482
www.btcv 600 2482
Business in the Community (East Midlands)
3rd Floor
30-34 Hands Gate
Nottingham NG1 7AB
Tel 0115091106666
www.bitc.org.uk
Business Link,
Welton House
Limekiln Way,
Lincoln LN2 4NH
Tel: 01522 5744000
www.matrixbusinesslink.co.uk
Charities Aid Foundation
Kings Hill
West Mailing
Kent
ME194TA
Tel 01732 520000
www.caf.org.uk
The Charities Commission
2nd Floor, 20 kings Parade,
Queens Dock,
Liverpool L3 4DQ
Tel: 0870 330123
www.charity-commission.gov.uk
Community Council for Lincolnshire
Church Lane
Sleaford
Lines NG34 7DF
Tel 01529 302466
www.cclincs.com.uk
Community Development Foundation
60 Highbury Grove
London, N5 5NL
Tel: 020 7226 5375
www.cdf.org uk
Community Fund (East Midlands)
City Gate East 2nd Floor
Tollhouse Hill
Nottingham NG1 5NL
Tel 0115 948 4436
www.communitv-fund.org.uk
Countyside Agency (East Midlands)
18, Market Place,
Bingham,
Nottingham NG11 8AP
Tel: 01949 876200
www.countryside.gov.uk
East Midlands Arts
Mountfields House
Epinal Way
Loughborough
Leicestershire LEU OQE
Tel 01509218292
www.artscouncil.ora.uk
East Midlands Development Agency
Apex Court, City Link
Nottingham, NG2 4LA
Tel: 0115 0988 8300
www.emda.org.uk
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English Heritage
23 Saville Row
London W1X2ET
Tel 020 7973 3000
www.english-heritaae.org.uk
Heritage Lottery Fund,
7, Holbein Place,
London, SW1W 8NR
Tel:020 7591 6001
www.hlf.org.uk
In Kind direct
PO Box 140
20 St Mary at Hill
London EC3R SNA
www.inkinddirect.org uk
Joseph Rowntree Foundation
The Homestead,
40, Water End, York
North Yorkshire, YO30 6WP
Tel: 01904 629241
www.irf.org.uk
English Nature
Northminister House
Northminster Road
Peterborough PE1 1 UA
Tel 01733 568834
www.enalish-nature.org.uk
Lloyds TSB Foundation
PO. Box 140, St. Mary’s Court
20 St. Mary at Hill
London EC3R SNA
Tel: 020 7204 5276
www.lloydstsbfoundation.org.uk
Equal Opportunities Commission
Amdale House, Amdale Centre
Manchester m4 3eq
Tel 0161 8388312
www.eoc.orq.uk
Foundation for the Sports and Arts
PO Box 20,
Liverpool L1 31 HB
Tel: 0151 2595505
Government Office for the East Midlands
The Belgrave Centre, Stanley Place
Talbot Street
Nottingham NG1 5GG
Tel 0115 971 2530
www.ao-em.gov.uk
Heritage Lincolnshire
Cameron Street,
Heckington, Sleaford,
Lincs NG37 9RN
Tel: 01529 461499
Millennium Commission
Portland House
Stag Place
London SW1 E5EZ
Tel 020 7880 2001
www.millennium.aov.uk
Princes Trust
18, Park Square East
London NW1 4LH
Tel: 020 7543 1234
www.princes.trust.org.uk
National Associations of Councils for Voluntary Service
(NACVS) 3rd Floor Arundel Court
177 Arundel Street
Sheffield S1 2ND
Tel 0114 2786636
www.nacvs.orq.uk
New Opportunities Fund
Heron House, 322, High Holburn,
London WC1 V7PW
Tel: 020 7211 1800
www.nof.org.uk
National Council for Voluntary Organisations
Regents Wharf, 8 All Saints Street
London N1 9RL
Tel 020 7713 6161
www.ncvo-vol.orq.uk
North Kesteven District Council
PO Box 3, District Council Office
Kesteven Street, Sleaford,
Lincs. NG34 7EF
Tel: 015629 414155
www.n-kesteven.qov.uk
Sport England (East Midlands)
Grove House, Bridgeford Road
West Bridgford Nottingham NG2 6AP
Tel 0115 982 1887
www.SDOrtenaland.ora.uk
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Appendix D
Fund-raising Ideas
Social events
Quiz night
Casino evening
Race night
Duck race
Disco
Gala dinner
Concert
Talent show
Celebrity sports dinner
Fashion show
Theme party (e.g. Halloween, Easter)
Celebrity sports dinner
Fashion show
Breakfast/ brunch party
Coffee morning
Wine tasting
Boot sale
Skittles
Roving suppers
Ceilidh
Car rallies
Antique road show
Sponsored Events
Swims/ walk/ run/ hop/ three-legged run/ cycle
Slim
Toddle
Pram pushes
Silence
One day fast
Marathon game/ dance/ juggle etc.
Record breaker attempts
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