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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.


           Forward                                                                 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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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

                   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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                 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
      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
     - 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

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
   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


                    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

                    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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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 fund-
   raising 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

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,

 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

 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.

 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.

 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.

The Name of the Charity is
The Objects of the Charity ("the Objects") are:
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.
 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.
 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.
 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.
 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

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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
 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
 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.
 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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 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.
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.
 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.
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


Chair of Meeting
Secretary of Meeting

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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

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

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 off-
putting. 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
             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
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
 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

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
    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 un-
     incorporated 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

           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?
   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.

    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
 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

           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

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
 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
   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
 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
 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         Developing a Funding Application

a.)        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 fund-
raising 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

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

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

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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


                                     Aims - Objectives

                                     The Market Need

                          Activity timetable - Costing – People

                           Monitoring and solving of problems

                                      SWOT analysis


                                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.

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:

Building renovation
Equipment – Fixtures and Fittings

Advertising and publicity
Heating and lighting
Office overheads - telephone, postage
Professional fees e.g. accountant
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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 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

 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
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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

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
 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.
 Personal property (or money) left to a group under a will.
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
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.
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.
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

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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.
Final stage in terminating the group. The constitution (governing document) must have a clause
stating what will happen to assets on dissolution.
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 time-
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.
 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.
 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.
Aims of the group, the purpose of the project.
The result of a successful project, e.g. what is expected to happen when new facilities are
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
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.
A business deal between two parties where both parties benefit from the arrangement.

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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.
A person who legally holds property on behalf of a group.
People who use the service/ activity/ facility, potential users, those who may use the service in the
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)   Awards for all (East Midlands)
Somerfield Court                                  City Gate East, 2 Floor
Somerfield Road                                   Tollhouse Hill,
Cirencester                                       Nottingham NG1 5NL
Gloucestershire G17 1TW                           Application line: 0845 6002040
Tel 01285 653477                        

Carnegie UK Trust                                 British Trust for Nature Voluteers
Comely Park House                                 137 Shepherdess Walk,
New Row                                           London, N1 7RQ
Dunfermiline Fife KY12 7EJ                        Tel: 08070 600 2482
Tel 01383 721445                                  www.btcv 600 2482

Business in the Community (East Midlands)         Business Link,
3rd Floor                                         Welton House
30-34 Hands Gate                                  Limekiln Way,
Nottingham NG1 7AB                                Lincoln LN2 4NH
Tel 0115091106666                                 Tel: 01522 5744000                         

Charities Aid Foundation                          The Charities Commission
Kings Hill                                        2 Floor, 20 kings Parade,
West Mailing                                      Queens Dock,
Kent                                              Liverpool L3 4DQ
ME194TA                                           Tel: 0870 330123
Tel 01732 520000                        

Community Council for Lincolnshire                Community Development Foundation
Church Lane                                       60 Highbury Grove
Sleaford                                          London, N5 5NL
Lines NG34 7DF                                    Tel: 020 7226 5375
Tel 01529 302466                         uk

Community Fund (East Midlands)                    Countyside Agency (East Midlands)
City Gate East 2nd Floor                          18, Market Place,
Tollhouse Hill                                    Bingham,
Nottingham NG1 5NL                                Nottingham NG11 8AP
Tel 0115 948 4436                                 Tel: 01949 876200               

East Midlands Arts                                East Midlands Development Agency
Mountfields House                                 Apex Court, City Link
Epinal Way                                        Nottingham, NG2 4LA
Loughborough                                      Tel: 0115 0988 8300
Leicestershire LEU OQE                  
Tel 01509218292

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English Heritage                                          Heritage Lottery Fund,
23 Saville Row                                            7, Holbein Place,
London W1X2ET                                             London, SW1W 8NR
Tel 020 7973 3000                                         Tel:020 7591 6001                     

In Kind direct                                            Joseph Rowntree Foundation
PO Box 140                                                The Homestead,
20 St Mary at Hill                                        40, Water End, York
London EC3R SNA                                           North Yorkshire, YO30 6WP uk                                   Tel: 01904 629241

English Nature                                            Lloyds TSB Foundation
Northminister House                                       PO. Box 140, St. Mary‘s Court
Northminster Road                                         20 St. Mary at Hill
Peterborough PE1 1 UA                                     London EC3R SNA
Tel 01733 568834                                          Tel: 020 7204 5276                       

Equal Opportunities Commission                            Foundation for the Sports and Arts
Amdale House, Amdale Centre                               PO Box 20,
Manchester m4 3eq                                         Liverpool L1 31 HB
Tel 0161 8388312                                          Tel: 0151 2595505

Government Office for the East Midlands                   Heritage Lincolnshire
The Belgrave Centre, Stanley Place                        Cameron Street,
Talbot Street                                             Heckington, Sleaford,
Nottingham NG1 5GG                                        Lincs NG37 9RN
Tel 0115 971 2530                                         Tel: 01529 461499

Millennium Commission                                     Princes Trust
Portland House                                            18, Park Square East
Stag Place                                                London NW1 4LH
London SW1 E5EZ                                           Tel: 020 7543 1234
Tel 020 7880 2001                               

National Associations of Councils for Voluntary Service   New Opportunities Fund
(NACVS) 3rd Floor Arundel Court                           Heron House, 322, High Holburn,
177 Arundel Street                                        London WC1 V7PW
Sheffield S1 2                                            Tel: 020 7211 1800
Tel 0114 2786636                                

National Council for Voluntary Organisations              North Kesteven District Council
Regents Wharf, 8 All Saints Street                        PO Box 3, District Council Office
London N1 9RL                                             Kesteven Street, Sleaford,
Tel 020 7713 6161                                         Lincs. NG34 7EF                                       Tel: 015629 414155
Sport England (East Midlands)
Grove House, Bridgeford Road
West Bridgford Nottingham NG2 6AP
Tel 0115 982 1887

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Appendix D
Fund-raising Ideas

Social events
Quiz night
Casino evening
Race night
 Duck race
Gala dinner
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
Roving suppers
Car rallies
Antique road show

Sponsored Events

Swims/ walk/ run/ hop/ three-legged run/ cycle
Pram pushes
One day fast
Marathon game/ dance/ juggle etc.
Record breaker attempts

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