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Business Planning and
Fundraising
19 November 2009
Remember…….
• Shout if there’s anything you don’t
understand
• Interrupt if needs be – I will stop talking!
• Ask questions
• Share experiences with colleagues
• Don’t be afraid to appear stupid – we do it
all the time!
Clare Wichbold MBE
• Grants and Partnership Officer, Public Health
Directorate, Herefordshire Primary Care Trust
• 11 years experience of project development in
Herefordshire
• Background in archaeology – worked for English
Heritage for several years
• Also worked for NLCB prior to coming to
Herefordshire as a grants officer
Why Public Health?
• Herefordshire Council and Primary Care
Trust have deep partnership working
• Shared services across both organisations
• Opportunity to integrate delivery of grants
and project development advice
• Currently two staff: myself; and
• Dave Tristram – VCS advice
Contents of presentation
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How do you get to a business plan?
Aims and objectives
Gathering information for identifying need
Work planning
Monitoring and appraisal of work undertaken
Money and marketing!
Warning words…..
Questions
How to get to a business
plan
• Where are you starting from?
Nothing – something – refreshing
• Why do you need a business plan?
Funding – future direction – changes in
personnel or circumstances
• Who’s going to do it?
Everyone – Someone – No one!
Headings in a business plan
• Not exhaustive, but a guide
• Think carefully about what you need and which
sections you need to major on
• Some funders have guidance for business
plans, use it if available!
• Don’t panic – everyone has to start somewhere
• Make use of the toolkit – excellent additional
information guide
Business planning
flowchart
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Look at sheet
Need to think who’s involved
Remember – a camel is a horse
built by a committee
However, try to involve people wherever
possible
• Give deadlines for responses to keep things
moving
Length of a business plan
• Think about the plan in relation to the project or
work required
• Less can be more in some cases, but don’t
scrimp on information
• Tables are very useful
• Don’t try to write War
and Peace!
Aims and objectives
• SMART
• Don’t try to do too much in one go
• Make use of your constitution which will have
some useful pointers
• Make sure you can measure your objectives as
that is what funders will be looking for
• You will have your own targets to meet as well
• Some funders want outcomes rather than
outputs – bear this in mind
Constitution Aim
• The Parochial Church Council of the
Ecclesiastical Parish of the Priory Church of St
Peter and St Paul Leominster
• “Promoting in the ecclesiastical parish
the whole mission of the Church”
Constitution objectives
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But goes on to say….
Makes grants to organisations
Provides buildings / facilities / open space
Provides services
Other charitable activities
SMART objectives
• Make 10 equipment and activity grants of up to
£500 per year to 20 organisations
• Provide one building of 400m2 for rent to 5
groups on 3-yearly contracts by December 2009
• Develop three drop in and outreach services for
250 beneficiaries of older people, children, and
the homeless in Leominster by March 2010
• Run a voluntary youth club for 25 young people
starting in April 2010
Outcomes
• Some funders are looking for outcomes rather
than outputs – around quality rather than
quantity
• Output: 50 older people are using the new drop
in lunch service at St Martin’s church
• Outcome: 50 older people have become less
isolated and have improved social lives by
coming to the drop in lunch service
Gathering information
• Information gathering to prove that you should
go ahead – you may think there is a need for
what you want to do, but is there a demand?
• Can use surveys, published information, own
research
• Questionnaires, telephone surveys
• See guidance for setting questions
• Make use of the local council’s Research Team
for “stupid proofing”
• Tracy’s workshop!
Work planning
• Think about how you need to timetable what you
are doing
• Make use of Gantt charts or barcharts for
plotting progress
• Take into account:
• school holidays,
• staff/volunteer holidays,
• bank holidays, consents,
• funder’s deadlines, etc
Monitoring and evaluation
• Frequency of meetings of groups and main
committee
• Link these meetings where possible – small
group before main group
• What are the feedback mechanisms for
volunteers and staff?
• Policies for staff and volunteers
• Show how the management structure will work –
on next slide
Thorpe PCC business
planning group
Albert Jenkins
Chair
Paul Brooker
Fundraiser
Alice Burgess
Vice-chair of PCC
Patrick Wilson
Architectural liaison
Thorpe PCC
Peter Mills
Chairman
Alice Burgess
Vice Chair
Of PCC
Other
PCC members
Other
PCC members
Monitoring and evaluation
• May have a form to complete from funders
• Need to keep good records and explain how you
do this in the business plan
• You must keep records of what you are doing,
including minutes of meetings, timesheets,
recruitment procedures, invoices and receipts
• Be careful and don’t throw things away quickly
• “Keep or Bin” – vital guide from Church of
England Records Centre
Monitoring and evaluation
• Some funders need records kept for seven
years!
• May be required to submit quarterly or yearly
returns about the project
• Remember – you may be audited
• Example of a monitoring form to show you what
might be expected
• Different funders will have different forms so
beware!
Money
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Make sure your finances and budgets are in
order and add up
Make use of spreadsheets or software to do
this
Make sure any finance details in the business
plan match with funding applications
Consider how the finances will work
and be reported, with authority
levels and decision making
More about money
• Why are you wanting funding?
• Need to decide what the money is for
• Need to make sure project fits with local and
other strategies and policies
• Need to think about future fundraising and have
a funding strategy as part of your plan
• Think about grants, fundraising, loans, and
sponsorship
Even more about money
• Be realistic about how much you need
• Are you looking for capital or revenue funding or
both? – could influence where you go for help
• Make use of local advice and support
• Ensure you fit the criteria for funding
• Need to think about exit strategy – what you will
do after the funding has finished?
• Avoid “shiny new building” syndrome at all costs
Marketing
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Who do you want to use your facilities?
What is compatible with your overall aim?
How will you reach potential users?
What about “non-users”?
How much do you want to spend on marketing?
How much can you make from what you do to
help your long term sustainability?
Writing your business plan
• Remember – even if funders are human beings,
they may be based far away
and not know the
circumstances under
which you are operating you must “sell” your project
as if to a complete stranger
But also remember…..
• Funders are not aliens – so
make sure you do ask
for advice
• Make sure you get local
advice as well for any
specific issues
BIG WARNING!!!!
Check that the business plan matches any
applications you are submitting for funding
– and use a fresh pair of eyes to do so!
More words of warning
• Be prepared to work in partnership rather than
as a single organisation
• You may not be successful - ensure you receive
feedback if not, to learn for future applications
• You must be prepared to manage expectations if
you are unsuccessful
• Refresh your business plan regularly – don’t just
leave it on the shelf once it’s done
Applying for Funding
• Remember - getting the money
is often easier than delivering
the project! Once the offer
letter is in your hands, the
hard work really starts……
Any questions??