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Free webinar: changes in grant-making practice following Covid-19
9th September 2020

Many of the large grant-making trusts in the UK have responded to the COVID-19 crisis by being more flexible and responsive. Many have been open to offering core funding for the first time and application processes have become simpler and quicker.

Are these changes here to stay?

Will funder’s experience during this crisis change their practices going forward?

Will we see more positive changes? Will it help move us towards more of a trust-based model?

We hosted a free webinar to discuss the latest trends in grant-making with three quests who have unique insights into the practice of UK trusts and grantmakers.

We were joined by Ben Cairns, director and co-founder of the Institute for Voluntary Action Research (IVAR), where he has supervised over 250 research and evaluation projects. IVAR works with funders and charities to identify problems, analyse them and reach conclusions that can progress learning and achieve change on all sides. They have released reports on core funding, collaboration, principles for grant reporting, place-based funding, learning from emergency responses and more. IVAR has developed a distinctive position as an independent ‘critical friend’ to strengthen the accountability, learning and grant-making practice of foundations.

Emma Beeston advises foundations, grant-givers, companies and families on creating and implementing giving strategies. She facilitates strategy and training sessions, co-created the Advising Donors module for the University of Kent’s Masters in Philanthropic Giving, lectures on CASS Business School’s Charity Masters Programme and delivers training for the Association of Charitable Foundation’s Professional Development programme. Emma is co-founder of Bath Women’s Fund and has advised numerous foundations including Bupa UK Foundation, Oak Foundation, Mercers’ Company, and AIM Foundation.

Ciorsdan Brown is Head of Charitable Partnerships and Strategy at The Goldsmiths’ Company, where she has worked for the last eight years. Ciorsdan has a Masters in Grantmaking, Philanthropy and Social Investment from Cass Business School and co-founded the Grant Givers’ Movement. The GGM seeks to challenge the status-quo on issues such as where endowments are invested, where power lies, systems change and the role of philanthropy in tackling some of society’s most pressing problems.
 
We will be continuing to explore trends in grant-making following the coronavirus and more broadly. We're already talking to our next webinar in February 2021. We'll be confirming a date and time for this event soon.

In the meantime, if you are aiming to improve your relationships with grant-makers and increase your grant income, you could benefit from our free Trust Fundraising Scorecard and our trust fundraising training with five weekly online modules, resources and support from 27 October to 24 November. If you want a place, we have an early bird rate (50% off) ending this Friday 11 September, so check out the details here.
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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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