Project Evaluation and the Funding Process

Successful outcomes are not just the result of great ideas, but also sound guidance and honest evaluation. When a client approaches SFL to assist them with a funding application or project development, we first spend time working with them to understand their vision - what they wish to achieve culturally and commercially, for users, stakeholders, the Board (or Committee) and the community.

We follow this diagnosis and fact gathering stage with a rigorous assessment of the project on its own merits.  This is based on a great depth of experience in the sector, many successful projects and robust commercial and cultural models.  We then create an options analysis and often a prototype business plan. Some projects do not proceed beyond this stage because they are simply not strong enough to withstand the scrutiny that a ‘real world’ evaluation applies. If the project is a start up it has to be resilient - capable of generating revenue from a variety of sources - preferably six or seven.  Some fail this resilience test.  

If the working model for the project shows that there is a potential window of success for the concept, SFL recommend that the client pursues funding - public / private or usually, a mix. The current funding sphere is more complex than it has even been and the scrutiny and level of evaluation any funding bid is likely to meet can be daunting.  We know our way  around the world of money for cultural projects.

Heritage Lottery Fund

Stephen Feber Limited has longstanding expertise in compiling and creating funding application to national funding bodies like the Heritage Lottery Fund and Big Lottery Fund. Stephen wrote one of the first HLF submissions in 1995 for Quarry Bank Mill's power project and had detailed contact with the HLF over the glass project The World of Glass in St Helens, Merseyside and in January 2012 was an expert consultee to the HLF's ongoing work on resilience.

When SFL undertake an HLF Stage 1 funding application we believe it is necessary to apply using the following (even if they are in prototype form):

  • Detailed Options Appraisal
  • Risk analyses
  • Detailed briefs for the development work to be undertaken by consultants
  • Operations and Business Plan
  • Outline Interpretive Plan
  • Outline Architectural Design Plan to RIBA STAGE B (although C is preferred)
  • Outline Conservation Management Plan
  • Outline Facility and Exhibition Design plans to RIBA STAGE B (although C is preferred)
  • Outline Procurement Plan
  • Outline Management and Maintenance plan
  • Stage B Project Cost Plans (although C is preferred)
  • Staffing Job Descriptions for new facility staff
  • Evidence trails of project 'need'
  • Stakeholder List and Interaction Records
  • Details of external evaluation
  • Feedback by the potential users of the project. 

Should a Stage 1 Application be successful SFL Stage 2 applications then build upon these foundations adding detail on all aspects of the work. 

By making the funding process a part of the generic evaluation and development process SFL believe that the outcome will have a greater likelihood of success and will effectively and efficiently deliver what our clients require.