Funding for local voluntary and community organisations

Provide services in support of the Council’s work and in particular the Council’s Statutory Duties.

Confirm RBBC services that the organisation has worked with in 2024/25 and any plans for working with RBBC services in 2025/26 and onwards. 

Provide services and support that are central to the RBBC draft Corporate Plan 2025 – 2030 priorities, specifically in support of the theme ‘Support those in need’ and the priorities and objectives that sit beneath it.

• Evidence of need
   
• Breadth of service
   
• Depth of service
   
• Demonstrate innovation in service delivery.
   
• Provide volunteering opportunities, enabling residents to participate in initiatives and activities in their communities (Equalities objective 2)

Data and insight to demonstrate the level of need in the borough.

Top 3 indicators that demonstrate the breadth of your service across the Borough (e.g., no. of clients; geographical coverage)

Top 3 indicators that demonstrate the depth of service (no. of hours per client, key outcomes of clients e.g., income maximisation)

Existing service/business plans – these may include plans to expand/develop service in the Borough in 2025/26 reflecting data or service feedback and examples of innovation (for example, new or changes to ways of working).

Evidence of recruiting and supporting volunteering

Comparative analysis against key data sources the Council hold re needs.
 

Actively work in partnership with the Council and wider public sector partners.

• Can demonstrate how they seek to use their roles on partnership groups to improve the lives of residents of RBBC.
   
• Can evidence their work with other partners on prevention (e.g., prevention of ill health)
   
• Work at neighbourhood level where appropriate, to identify gaps in service and to avoid duplication of provision.   

List of max 5 partnerships the organisation are part of or lead – with their purpose and a short description of the organisations role and what they have already achieved/are seeking to achieve through the partnership.

Review response with relevant Heads of Service and public sector partners to make a qualitative assessment of the value of the organisation within partnerships.

Gather data and actively share knowledge.

• Collate their knowledge and data, using participative approaches, to inform the bigger picture and increase understanding of the needs and desires of residents.

• Gather and share client insight to inform change.

Links to any key reports or impact assessments the organisation have produced in 2024/25 and any plans for 2025/26.

Evidence of how success will be monitored and measured.

RBBC financial contribution supports a thriving and financially and environmentally sustainable organisation:

• Evidence of fundraising/other income streams.
  Evidence of how the organisation achieves good value from funds received.

• Evidence of how they are working towards environmental sustainability. Evidence could include demonstrating a reduction in fuel use, purchases, water consumption and / or waste generated and / or an improvement in nature, recycling rates or renewable energy or consideration of climate change adaptation.

% of income that RBBC strategic grant represented across last 2 years and expected % for 2025/26.

Other funding provided by the Council.

Evidence of fundraising and any in kind support this year and plans for coming year (this might include unsuccessful applications).

Evidence of how they achieve a financially efficient service and any plans for this going forward.

Awareness of risk and evidence of plans for mitigation.

Officer review – to include Finance and Environmental Sustainability Officers, as appropriate.