4.11.2010 identifying funding opportunities presentation
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4.11.2010 identifying funding opportunities presentation
- 1. A systematic approach to identifying funding opportunities for AONB’s Simon Lees & Fiona Hesselden 2nd November 2010
- 3. Introduction • Where are we now? • Private sector/not-for-profit income: myths and realities • What are the opportunities and challenges for AONB’s?
- 4. Where are we now? Macro operating environment • Comprehensive • Devolving services spending review • Disconnect between • Biodiversity & climate rhetoric and reality.. change • Funding opportunities away from grants
- 5. Where are we now? Macro operating environment
- 6. Where are we now? AONB Funding Sources ~ snapshot from annual reviews Partnership Income 2.4% Cash generation and accounting… 78.8% Miscellaneous 5.8% Lottery European Union Trusts and Foundations Other Partners 5.8% Statutory Agencies Private Sector 3.3% Landfill 1.3% 1.2% 1.0% 0.4% 0.2%
- 7. Where are we now? Partnership Income £12,125,734 Natural England/CCW £7,415,433 Local Authorities £3,183,493 Defra (SDF) £1,526,808 Other Partners £180,324 Cash generation and accounting… £371,627 National Parks £5,046 Misc income £141,651 Forestry Commission £17,800 Host Authority/in kind/reserves £229,976 Environment Agency £116,600 Miscellaneous £885,630 English Heritage £30,078 External Funding ~ unspecified £885,630 National Trust £10,800 Lottery £886,037 Statutory Agencies £161,417 HLF £886,037 Regional Development Agency £144,046 European Union £503,392 Business Link/Sponsorship £13,371 European Union ~ INTERREG £338,950 Arts Council £4,000 LEADER + £164,442 Private Sector £55,313 Trusts and Foundations £192,903 Unspecified business £6,483 Esmee Fairburn £66,000 Natural Tourism £5,000 CDENT £25,151 United Utilities £6,900 Tubney £36,170 Northumbrian Water £10,000 Duchy of Cornwall £7,000 Harbour Authorities £26,930 Cumbria Adventure Capital £20,000 Landfill £30,844 Waterloo Foundation £5,000 Various operators £20,844 Petroleum Exploration Society £4,500 ALSF £10,000 Hanson £2,000 Total £15,393,221 YDMT £6,332 Charitable bodies (unspecified) £15,750 Millichope Foundation £5,000
- 8. Where are we now? What your ratios look like… Northumberlnd Howardian Suffolk Blackdowns East Devon Arnside Solway Bowland Norfolk Nidderdale Dedham Shropshire Cannock Wye Malverns Cornwall Cranborne Quantocks Mendips S Devon Lincolnshire N Devon Cotswolds Chilterns Surrey Tamar Wessex IoW Chichester Kent Downs High Weald Dorset N Pennines Partnership 95 or > 90 80 75 66 50 <50 External 5 or < 10 20 25 33 50 >50 What is realistic and sustainable?…
- 9. Where are we now? • An (over) reliance on NE/LA funding • Identified need to diversify income base
- 10. Where are we now? • An (over) reliance on NE/LA funding • Identified need to diversify income base National Grid Environmental Education Centre Network £ 1,600,000 £ 1,600,000 £ 1,400,000 £ 1,400,000 £ 1,200,000 £ 1,200,000 External funding External funding £ 1,000,000 £ 1,000,000 Chargeable Activity and Chargeable Activity and £ 800,000 partners partners £ 800,000 Site Maintenance Site Maintenance £ 600,000 £ 600,000 National Grid National Grid £ 400,000 £ 400,000 £ 200,000 £ 200,000 £0 £0 2005/06 2005/06 2006/07 2006/07 2007/08 2007/08 2008/09 2008/09 2009/10 2009/10
- 11. Private sector/not-for-profit income: myths and realities Where’s the loot? Potential funding sources: • Companies • Trusts and Foundations • Private individuals • Major donors • Community fundraising • Legacies
- 12. Private sector/not-for-profit income: myths and realities Size of the Marketplace: private giving Giving Type Amount £bn Individuals 8.9 Trusts and Foundations 3.3 Legacies 1.6 Companies 1.1 Total Giving 14.9 Charity Trends 2007 www.philanthropyuk.org/Resources/UKcharitablesector
- 13. Private sector/not-for-profit income: myths and realities Myth: The corporate sector is the major source of funding for not for profit Organisations.....
- 14. Private sector/not-for-profit income: myths and realities Reality: But... a health warning Trusts and Foundations Top 300 grant makers in are set up with the the UK give approx 3% of express aim of giving funds to conservation and funds away - £1.9bn of it the environment – around £54million/annum They provide a key target to help diversify AONB income You’re not flavour of the month.....
- 15. Opportunities and Challenges Opportunities: • The only way is UP! • Existing skills – eg HLF
- 16. Opportunities and Challenges Unattractive Attractive Opportunities: Influencing & Representation Woods for Wildlife egCAP3,4 Partnership working FAP5 traditional Field Banks High FWAP1&3 Woodland Priority Planning Management; • Revisit DAP1,2,3,4,5,6,7 &8 (Planning) History on the Heath management Evidence base EAP 7 Monitoring and research HAP1 Protect archaeological and Historic features plan to identify CEAP4 Acid flushes baseline survey HAP 4 Assess parkland and associated heritage trees priorities and Education and Information SDF CAP1 Community Projects EAP 1,2 &3 potential Inclusion and Diversity ARRAP6 &7 Access project implementation with URG’s packages Assessments & identification WAP1 Common plan Reactive: (if opportunities arise) CAP2 Local Produce Low CAP5 Local Shop agreement Priority Access FWAP 2 Woodland Products ARAP3,4 &5 Access Planning CAP6 delivering parish plans
- 17. Opportunities and Challenges Opportunities: Trusts and Comments Foundations Wildlife for History on Inclusion & • Who in the Woods the Heath Diversity fundraising Arcadia Trust √ Environmental programme universe ‘fits’? looking at biodiversity. • Who do you CHK Charities √ √? Gives to Registered know who Ltd Charities only. Would need to knows them? be part of a wider AONB family bid. • Build De Haan Focuses on relationships (Peter) projects that combat and and map out Charitable Trust √? √? mitigate climate approaches Ernest Cook change. Possible link Trust √ with woodland products.
- 18. Opportunities and Challenges RSPB donor list: Challenges: • H B Allen Charitable Trust • Competition • A J H Ashby Will Trust • The Baxters Foundation - RSPB • BBC Wildlife Fund - WWF • Mohamed bin Zayed Species Conservation Fund - Wildlife Trusts • Lost Species Fund - BTCV • Cambridge Conservation Initiative - National Trust • Care-for-Nature Trust - Natural England.... • The Charities Advisory Trust (Good Gifts) • City Bridge Trust • Peter Cruddas Foundation....
- 19. Opportunities and Challenges Challenges: • Managing approaches across the AONB movement • Competition
- 20. Opportunities and Challenges Challenges: • Charitable status • Competition • Managing approaches
- 21. Opportunities and Challenges Challenges: • Lack of dedicated fundraising resource • Competition • Managing approaches • Charitable status
- 22. Opportunities and Challenges Challenges: • How you present yourselves – branding, online info, key messages • Competition • Managing approaches • Charitable status • Dedicated fundraising resources
- 23. Summary The Three C’s: • Collaboration & partnership working • Charitable status • Co-ordination And... • Beware Corporate!
- 24. If you’re interested in this particular sandwich… We’re available to help! • 01423 330 929 • Simon@countrysidetraining.co.uk
- 25. Thank You
Hinweis der Redaktion
- CSR ~ -30% largely trailed, double whammy with Defra and DCLG so no-one is going to make up the difference?… Disconnect between rhetoric and reality ~ SWPLF May paper, messages from government ministers not being translated, national parks are getting the message of doing less with less… Devolving services, volunteering and community action
- We’re small fish in a small pond….
- The size of the current AONB income pie for illustrative purposes only to get you thinking A snap shot in time with some huge caveats… Based on annual review latest available ~ these varied from 2005/06 to 09/10!…Most information came from 08/09 financial years It does have everyone, except Scilly Isles. Wales don’t seem to do annual reviews and NI?… Only has the Tamar income for administration (and not capital spend of nearly an additional £4 million in 08/09) If being done as a more comprehensive exercise it would be done over a 3 or 5 year period to reflect the cyclical nature of external funding…e.g Arnside HLF limestone project Key messages Approximate 80:20 ratio Presentation of information in annual reports re misc funding
- Approximate £15 million cake £12.5 million by partners £2.5 million through other sources 3 AONBs raise £ 1.5 million so it can be done …
- Juggling the P’s Policy, Programmes, Promotion Now have to add in the pounds?… And it can be done National Grid strategic decision to maintain core support @£120K per year, whilst providing buildings and site… Manage site maintenance downwards Increase chargeable activity in the short term before external funded projects came on stream in 08/09 Was about £500K: £500K Now £600K: £900K Focus on evidence, not just quantitative but also qualitative, outcomes and impacts, business benefits and society benefits
- Myths and realities with regard to private sector and not for profit funding. I want to look at three things: firstly, what are the potential funding sources in this area? Secondly what is the size of the market place Thirdly which of the funding sources should you be targeting?
- Table shows who gives what in the UK. Private individauls – that’s people like you and me giving £3 a month to our favourite cause – give by far the most money to charity. Next is trusts and foundations – more about them later, legacies – gifts made by individuals in their wills and finally the corporate sector. NB check – wellcome trust, largest of trusts and amount they give away???
- The corporate sector is not set up to give money away. The reason they’re fat cats – or in this case greedy pigs – is that they keep it for themselves. The corporate sector contributes a relatively small % of income to the not for profit sector (around 7%) and in the vast majority of ihnstances is looking to get something back. If this all fits with where you are and what you’re doing and you’re comfortable with that particular corporate association, fine. But there are easier ponds to fish in.
- NEED TO RECONCILE FIGURE BELOW £3.3BN WITH THE £1.9BN – IS LATTER JUST THE TOP 300??? Charitable giving by trusts and foundations There are around 8,800 independent trusts and foundations in the UK The majority are involved in grant-making; few are engaged in operational activities The top 500 trusts and grant-making charities (by grant-making expenditure) gave funds of around £3.3 billion in 2006, a 17% increase on 2005 This represents around three-quarters of the value of all charitable grantmaking and around 10% of the UK voluntary sector’s income. It is broadly comparable with central government spending of £2.5 billion (2005 figure) Top 10 charitable grant-makers, 2005/06 The top ten grant-makers account for over half of the top 500’s grantmaking expenditure, which indicates that in the UK there are a small number of very large trusts and other charitable grant-makers. The table includes trusts and grantmaking charities that offer services. Charity name Grantmaking expenditure (£ million) Big Lottery Fund (The)/ Community Fund 336.4 Wellcome Trust (The) 324.7 Big Lottery Fund (The)/ New Opportunities Fund 243.4 Cancer Research UK 128.1 British Heart Foundation 85.4 Football Foundation (The) 58.9 Christian Aid 55.2 Action Aid 53 Macmillan Cancer Support 50.7 St Bartholemew's 47.5 Top 10 total 1,383.3 Top 500 total 3,267 Source: Charity Trends 2007
- But there are opportunuites. For a start, given that for the majority of you you are starting from a very small or non existing base of not for profit or private sector funding, the only way forward is up. Secondly, you do already possess a lot of the skills and knowledge that you need to work with not for profit funders. - To a certain extent most of you have already particiapated in some of the toughest application processes – those of the Heritage Lottery Fund. - You all have a lot of knowledge and experience about your specific environments and the issues and challenges you face. The key is applying that to a different breed of funder. BUT the first step before doing that is to re-visit your management plan.
- You need to prioritise the plan. We’ve just worked with Iain and the Quantock Hills team to sort out the essential from the desirable and develop a matrix that sorts high and low priority work and begins to identify some of the activities that are more sexy – or attractive – to potential not for profit funders. On the slide here you have a snapshot of the work we did on this – apologies for the acronyms, but its the principle rather than the detail that’s important. We then looked at the sexier activities to see if we could begin to package them in a way that would give them stand-out with funders, and in some cases enable potentially less attractive work to be wrapped up with the more attractive. We developed a ‘woods for wildlife’ and ‘history on the heath’ packages that Iain and the team can begin to work up into a proposal. Having sketched out a proposal and identified the key elements, you are then in a position to research potential not for profit funders.
- You need to work out who in the fundraising universe ‘fits’ what you want to do. This is an example of some of the trusts and foundations that we identified fit some of Iain’s project packages. The next steps for Iain will be to take this research further – who are the trustees of these organisations, who does he know who knows them or has received funding from them in the past? Can they give any tips and advice on how best to approach them? Need to begin to build relationships with potential funders – do they know who you are and what you do? The world of trust fundraising is an idiosyncratic one; they range from the big institutional trusts many of you are familiar with – such as the HLF to the family run, small and very personal trusts where the key decision maker can be the founder and /or their family. You then need to map out your approaches – what’s their timetable and process, who are you asking for what – and crucially in some cases, what is the wider movement doing? Which leads me onto some of your challenges.
- All these other organisations are out there who: Like you, are facing cuts in government funding they may receive BUT are ahead of the game with regard to diversifying their income and building relationships with key potential funders.
- Firstly, with those trusts and foundations that are not geographically explicit about where they fund, and the bigger grant makers, you need to co-ordinate approaches across the movement. The left hand needs to know what the right is doing. You don’t want to damage AONB’s reputation or relationship with a potential funder by them receiving 40 applications at once.
- Secondly, you are not currently registered charities. Many not for profit organisations will only fund registered charities. When approaching these you will need to do so through partner organisations. The lack of registration need not stop you from accessing not for profit funds, but as a movement I think the next presentation looking at the pros and cons of setting up as a charitable trust is very timely. Its a debate you need to have.
- The third challange is one of resources. You will have some of the skills and knowledge needed, but if you are serious about income diversification and securing not for profit and other funds, you need some form of dedicated resource. And time to spend on making it happen. Fundraising IS time consuming. A lot of it is about building relationships and that can’t happen overnight.
- Finally, you need to think about how you present yourselves. The exercise that Simon has just undertaken is a good example. for some of you the most up to date information on-line was going back to 2005 For others, the way that accounts are presented has a huge impact on perceptions of effectiveness; do you allocate staff costs proportionately to programme work? If you don’t, it will look like what people consider as ‘expenses’ or ‘admin’ is a significant proportion of your budget. As a rule of thumb the expectations (admitadly for charities, but if you are fishing in this pond you need to take account of it) is that between 70-80% of expenditure is on programme delivery.
- In summary, there are three key messages to come out of our presentation today. Firstly – the importance of collaboration and partnership working, both amongst yourselves and with existing partners. Secondly, the issue of charitable status for you as a movement. Thirdly, the importance of co-ordination when making approaches And I’ve added a fourth ‘C’ in case you were wondering – beware Corporate! They don’t exist to give money away, focus on them opportunistically but don’t otherwise spend time on them from a fundraising perspective.
- The unashamed sales pitch… We’ll be sending you an e-mail with an outline of what we can offer Have a look on the website… Do get in touch