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CORE STRENGTH
FUNDING ANALYSIS
Sarah Menzies
David Kane
Marc Lawson
Faruk Barabhuiya
March 2017
Comic Relief
Core Strength Funding Analysis
CONTENTS
1. Introduction............................................................................................................................................... 1
1.1 About this report and methodology........................................................................................................ 1
2. Key findings and considerations............................................................................................................. 2
2.1 Key characteristics.................................................................................................................................... 2
2.2 Challenges for the applicants.................................................................................................................. 2
2.3 Anticipated benefits from funding.......................................................................................................... 2
3. Applicant profiles, distributions and incomes...................................................................................... 3
3.1 Application overview................................................................................................................................. 3
3.2 Those in receipt of previous Comic Relief funding............................................................................... 3
3.3 Applications by region.............................................................................................................................. 3
3.4 Shortlisted applications by region........................................................................................................... 8
3.5 Organisation income................................................................................................................................ 9
3.6 Income growth patterns........................................................................................................................... 9
4. Challenges, capacity and development............................................................................................... 10
4.1 Challenges facing the applicants........................................................................................................... 10
4.2 Anticipated changes from funding........................................................................................................12
5. Reflections................................................................................................................................................15
6. Recommendations..................................................................................................................................16
Appendix.................................................................................................................................................. 17
Comic Relief
Core Strength Funding Analysis
1. INTRODUCTION
Comic Relief launched the Core Strength funding initiative for applications on 16 June 2016, providing
grants of up to 20,000 a year for two years (maximum grant of 40,000) for core costs to
strengthen their organisation.
This specifically targeted organisations playing a vital role in their locality, with an income of between
100,000500,000, working across any of Comic Reliefs grant-making themes (see www.comicrelief.
com/grants) of Empowering Women and Girls, Building Stronger Communities, Improving Health and
Wellbeing or Investing in Children and Young People.
Comic Relief received 1536 applications, of which 150 were shortlisted. In total 105 grants to a value
of almost 4 million (3,993,838) were awarded. This was partly funded by HM Treasurys Tampon
Tax to support womens and girls issues and to this end, grants to a value of 709,955 were awarded to
organisations working primarily with women and girls.
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Core Strength Funding Analysis
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Core Strength Funding Analysis
Figure 1: Proportion of applicants and those shortlisted that were in receipt of previous Comic Relief funding.
Of the entire data set, 5% (82) out of a possible 1,536 applicants had received previous funding from Comic
Relief. This was a similar proportion to those shortlisted, with 4% (6/150) having been in receipt of Comic
Relief funding previously.
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Core Strength Funding Analysis
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Core Strength Funding Analysis
Figure 3 and table 1 illustrate the spread of applications across the UK. In comparison to the population
in each of the nations, England is slightly under-represented while there is a slight over-representation
in relation to the populations in Scotland, Wales and Northern Ireland. The population across the UK is:
England, 84%; Scotland, 8%; Wales, 5%; and Northern Ireland, 3%.1
1
Office of National Statistics.(2016) Population of the United Kingdom by Country of Birth and Nationality [Online]. Available at:
www.ons.gov.uk/peoplepopulationandcommunity/populationandmigration/internationalmigration/datasets/
populationoftheunitedkingdombycountryofbirthandnationality [Accessed 12 February 2017]
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Core Strength Funding Analysis
Figure 3 shows the local authority regions with the highest number of applicants. Applications from London
are shown by borough.
Of the total applications, 83% came from outside London, although there were more applications from
London than from any other English region. Applications tended to be from lower-income local authority
areas; a third of applications in England were from the 10% most deprived local authorities.
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Core Strength Funding Analysis
The largest number of applications came from Edinburgh, Bradford, Greater Glasgow, Birmingham and
Bristol. Hackney and Lambeth were the two London boroughs with the highest number of applications. There
were 67 local authority areas from which there were no applications. This reflects the distribution of charities
across the UK and is therefore a good spread.
Local authorities with no applications were frequently from higher socio-economic areas of the UK.
This reflects the fund criteria, which stipulates that applicants must be working in areas facing significant
disadvantage or deprivation.
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Figure 5: Income growth in the total applicant group over the last two years
Contrary to expectations applicants were more likely to have increased than reduced their income prior to
application. Just over half (55%) of applicants grew in income by more than 1% between the two years, while
two-fifths of applicants (41%) shrank by at least 1% over the same period. For 16% of applicants, their income
decreased by over 20%. This is explored in more detail in subsequent sections.
There was no difference in overall growth rates between shortlisted and unsuccessful applicants. However,
shortlisted applicants were less likely to have experienced either large growth or shrinkage over that time.
Other notable characteristics relating to income growth over the two-year period were:
Applicants previously funded by Comic Relief were more likely to show growth (67%) than those who
had not received previous funding (54%).
Applicants from urban areas were more likely to have grown (56%) than those from rural ones (47%).
Organisations in Northern Ireland and Wales were more likely to have reduced rather than
increased their income.
2
NCVO. (2016). UK Civil Society Almanac. [Online] Available at: https://data.ncvo.org.uk/a/almanac16/methodology-5/#Income_Bands
[Accessed 16 February 2017]. NB: This version of the Almanac is based on data from 201314.
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Core Strength Funding Analysis
Funding issues
Core funding
The biggest concern noted by all applicants related to core funding. This related specifically to securing
core funds (eg, essential staff, operations and overheads), with the struggle having a negative impact on
organisational development and future sustainability. One application pointed to the growing imbalance
between funding for direct delivery and core services in the current austerity climate, explaining:
Funding for direct delivery to residents has held up relatively well but funding for core services such as
staff oversight and supervision, training and development, strategic planning, legal compliance, and
quality assurance, and for other core costs such as office running costs and overheads, has not kept
pace. It is difficult for managers to supervise and future-proof our services.
BME organisation in Yorkshire and the Humber
[Our project] is currently reliant on grant funding to run all areas of the organisation. As we look to
continue to develop and become more sustainable we are keen to explore alternative methods of income
that will support this growth.
Youth project, south England
We have managed to survive for nearly four decades through sheer hard work and staying power but we
need to be more focused and creative to ensure that our legacy continues over the next decade.
BME organisation, London
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Core Strength Funding Analysis
Specific sectors, such as those delivering youth work, had been significantly affected by the loss of local
authority funds. These points were illustrated by applicants in their responses:
This shift has coincided with another significant impact of public spending cuts the loss of grant
funding support from the local authority, a gradual tapering over four years to zero.
Community development project, north-east England
In March 2016 [our organisation], for the first time in its 19-year history, lost its entire project funding
due to cuts within public health.
Community development project, East Midlands
The local authority is closing down 18 out of its 24 youth clubs.
Youth group, London
We now have a waiting list for the first time in the history of the charity of fifty-two women (girls aged
eighteen and under do not sit on the waiting list, they are seen immediately) with the longest waiting
time of nine months.
Rape crisis centre, south-west England
Capacity issues
Marketing plan
The need for a marketing plan was listed as a challenge by some applicants. It was widely recognised that
organisations needed to develop their brand, improve their skills in organisational promotion, attract new
clients, and expand their reach. This was particularly important as a strategy for fundraising and seeking
new potential partners.
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Core Strength Funding Analysis
funding reporting, yet did not have the budget to upscale their evaluation systems. Some reported receiving
consultancy/technical assistance, but continued to experience a lack of relevant internal skills, and the
need to invest in infrastructure. Furthermore, weak monitoring and evaluation skills hindered their ability to
demonstrate the impact of their work especially to funders.
Governance
Issues related to governance were noted by many of the applicants, including: need for new board members;
trustee training; and wider concerns on the effectiveness of governance arrangements.
Volunteer development
Many applicants were concerned that they lacked the resources to maintain and develop existing volunteers,
to attract new volunteers, and to establish volunteering systems. This was considered especially challenging
when funding for paid staff was decreasing.
Staff/volunteer development
Increased capacity of staff
Increased staff capacity was the most commonly cited way in which a Comic Relief grant would provide
support. This included freeing up staff time to concentrate on organisational development, with fundraising
mentioned frequently. It also included time to reflect and consider the future direction of the organisation.
A significant number mentioned that they would use any funding to train and develop staff. A typical
response was the following:
Securing funding that will contribute to the salaries of the project manager and admin officer will
free up resources to secure the medium to long term stability and sustainability of the organisation.
Youth project, Scotland
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Core Strength Funding Analysis
Volunteer development
Some of the shortlisted applications emphasised that Comic Relief funding would help them to recruit new
volunteers, improve volunteer systems and carry out volunteer development.
Organisational development
Sustainable income
It was widely noted that Comic Relief funding would allow a more sustainable funding base to be developed,
primarily through enabling staff to explore new funding sources, develop income-generation models and seek
commercial sponsorships. Several applicants sought to transition away from grant or local authority funding.
As one organisation reflected:
In particular, we will expect to see [our organisation] expand its funding base with less reliance on local
authority funding and a greater diversification of funding sources. We will expect [our organisation] to
develop ongoing partnerships with other agencies in order to spread the funding risk. We will expect
[our organisation] to consider and examine more commercial partnerships with social enterprises and
community interest companies.
Carers project, north-west Midlands
Networking/better connections
The emergent theme of better connections included ideas around using Comic Relief funding to forge
new relationships with external partners. Applicants explained that funding would enable better support for
clients, organisational development and sharing of best practice. For example:
Through being able to dedicate time to review our services and reinvigorate or develop partnerships
with other agencies, we hope to mitigate or reduce the challenges we face For example we are keen
to explore how we can work within [our areas] new multi-agency safeguarding hub and locally-based
referral hubs providing wrap around support to some of the most vulnerable families and maximise
existing resources locally.
Domestic abuse project, south-west England
Business/strategic planning
Although lack of planning was not in the top ten responses relating to challenges faced by organisations,
business planning was frequently anticipated benefit of Comic Relief funding. For applicants, this
would enable them to set the organisational direction, gain clarity on future aims, and expand/diversify
their income streams.
Marketing/awareness
Applicants felt that funding would allow them to develop stronger marketing plans, which they anticipated
would lead to increased reach to service users, potential partners and funders.
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Core Strength Funding Analysis
Service improvements
Development of services
The development of new services, and increasing the access to them, were frequently cited by applicants.
Some suggestions were broad in scope, such as to grow our national footprint or to to develop more
exciting, innovative projects. Others listed new services that they would like to deliver in response
to changing demands, such as the development of services in specific areas such as BAMER [Black,
Asian, Minority Ethnic and Refugee], learning difficulties and young people (Rape crisis project,
south-west England).
Client engagement
Applicants expressed the desire to improve the engagement of their service users in programme
development and management. It was anticipated that this would lead to improved services, as well as raising
service-user confidence and skills.
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Core Strength Funding Analysis
5. REFLECTIONS
This report provides an insight into the experience, challenges and aspirations of this sample of charitable
organisations from across the UK. It particularly explores which aspects are their most important challenges,
as well as their top priorities for change. Applicants clearly articulated existing issues and anticipated
areas of development.
Recent policy changes were considered to have directly contributed to increased demand for services,
increased client vulnerability and the creation of fresh challenges requiring response. Many organisations felt
under pressure, and while they were aware of their weaknesses, they lacked the resources (financial, capacity
and knowledge) to effect change. The funding terrain had seismically changed over the previous few years.
Paradoxically, senior managers needed to secure funding to sustain core staff and operations, at precisely the
time when they were being held back by organisational and service development needs.
Many organisations had interesting ideas on how to diversify income but found it challenging to broaden their
funding base. Some were engaged in social enterprises and adopted income-generation models, but required
support (time, resources, and cash flow) to develop this further.
One anomaly remains: while funding was the clear top concern, more applicants had grown in income size
over the two years prior to application than receded; yet funding was the top concern. This may be due to an
increase in project funds but not core funds leading to a lack of overall sustainability. Furthermore, this is
contrary to the findings of NCVOs Civil Society Almanac: across the UK, small and medium-sized charities
are suffering from decreased income. Further research is required to elaborate on this particular finding.
Applicants stated a clear need for organisational development, particularly to be competitive, to develop
and extend their fundraising capacity, marketing skills and impact measurement. Core funding would ease
a number of these challenges, particularly in allowing dedicated staff time to develop a response to these
emerging, challenging areas.
The capacity-building priorities highlighted by applicants would allow for stronger, more professional
organisations that are resilient in the face of political and welfare reforms, economic realities and sector-
wide changes. But to do this, applicants need the time and resource to build connections, establish new
partnerships, attract new users and secure sustainable sources of funding.
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Core Strength Funding Analysis
6. RECOMMENDATIONS
Based on this research, the following recommendations are made by NCVO:
1. Funders should consider the importance of core funding for organisations if they are to maintain and/
or develop services. The current difficulty in securing core funding is hindering the ability of many
organisations to deliver much-needed projects.
2. Funders should consider allowing and encouraging budgets for building staff capacity and/or
discrete pieces of work such as developing monitoring and evaluation systems, improving marketing
and strategic planning.
3. When providing core funds, funders should consider the importance of including organisational
development time for senior managers to build organisational sustainability and improve infrastructure
(such as monitoring systems or volunteer management).
4. Other funders should also consider sharing their own learning and analysis of their funding applications
to build cross-sector learning and development. This analysis has provided valuable insights in to the
demand, need and value of core funding, and would be complemented by research completed by other
funders of the voluntary sector.
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APPENDIX
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Core Strength Funding Analysis
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Core Strength Funding Analysis
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Core Strength Funding Analysis
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About NCVO Charities Evaluation Services
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last 26 years we have worked with tens of thousands of voluntary
organisations, their funders and commissioners, helping them
improve their effectiveness. We do this through:
external evaluations
building organisational capacity in monitoring and evaluation
tailored training
developing resources and toolkits designed to meet
organisations needs.
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