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How do you involve beneficiaries? Your free guide to answering the biggest question in trust fundraising today.
by Amy Appleton
As one of the largest, widely accessible UK grant-makers, it is no surprise that The National Lottery Community Fund plays a significant role in influencing best practice in the voluntary sector. As their application process increasingly emphasises the need to involve beneficiaries from project design through to evaluation, other funders are taking notice.
So, what does beneficiary involvement actually look like and how can you integrate more people-led processes into your organisation? Amy Appleton has prepared a handy free guide to show you great examples of beneficiary involvement in practice alongside some practical tips to help you to ensure you have the people-led projects that funders are looking for.

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This article was written by Amy Appleton in April 2019. If you would like to discuss or comment on the content please feel free to get in touch at amy.appleton@kedaconsulting.co.uk or https://twitter.com/KEDA_Consulting
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Head of a Fundraising Team in a large charity with at least one trust fundraiser

If you are not securing the amount of grant income you think you should be, it is probably not due to a lack of capacity. It might be for a number of more complex reasons, such as organisational issues which require better collaboration with colleagues in other teams such as services, finance, policy and so on; or performance issues, such as ineffective practices within the trust fundraising programme. Or you may have a temporary reduction in capacity due to a trust fundraiser leaving or being on maternity or sick leave.

Director/Head of Fundraising at a charity with a small fundraising team

We have found that charities with small fundraising teams are often failing to maximise grant funding opportunities for one of three reasons:

  1. If grant funding has not been a focus in your charity, then you and your team are not likely to be experienced in this area of fundraising and already have a full workload
    managing other income streams. In this case, you are not well placed to identify the best funding opportunities and develop compelling applications.
  2. You do have the experience and expertise in securing grant funding but this is only one part of your role so you don’t have enough time to grow grant income to its full potential.
  3. You have a dedicated trust fundraiser but they are not maximising opportunities to grow grant income to its potential. This could be due to issues with strategy, performance or organisational issues outside of their control.
CEO of a small charity with no fundraising staff

We find that small charities usually have a history of raising most of their income from either grant funding or community fundraising.

If you lead a small, grant funded charity, you will probably be skilled in bid writing by necessity. You might be a great bid writer. However, we know that this is only one aspect of your role, alongside overseeing your services, managing the team and often everything else from accounting to fixing the printer! If you are stretched thinly, you will be missing out on funding opportunities that could help to grow your charity.

If you lead a small charity that relies on other forms of fundraising, you and your team may have very little experience of identifying and securing grant funding. You might not know where to start in terms of identifying the right funders to apply to, writing a compelling case for support or how to even make time for this amongst everything else.

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