The Armed Forces Covenant Fund makes grants in a number of ways
The people who benefit from our grants are from the Armed Forces Community. This includes serving personnel, families, veterans and families of veterans. In some of our programmes, the wider community around a base or in an area with an Armed Forces population can also benefit; as we will support projects on one of our programmes that will help to encourage good relations between Armed Forces and civilian communities.
All of our grants are awarded through specific programme. Each programme has an aim, which describes the change that we would like the funded projects to achieve.
We always encourage organisations to work together to deliver their funded projects to offer the best possible ways of support for the people who benefit from the grants. Under the terms of some of our funding programmes this may be a desirable requirement, whereas for others it is essential that there are formal arrangements for collaboration and complementary work, and/or sharing of resources. These models are described below and we will make it clear in our programme guidance if we are seeking applications for partnership grants or for portfolios
Single grants are where we award funding to one organisation to carry out the project idea that was in their application form. They might work with other organisations to share ideas or refer people to other sources of support, but they do not share any of the grant with other organisations. They can use parts of their grant to purchase goods or services that they might need to access to deliver their project, in line with the budget they have agreed with us.
An example of a single grant programme is the Armed Forces Covenant Fund Trust Local Grants Programme
Our terms and conditions of grant are with the organisation that submitted the application form, and they are responsible for the money
A partnership grant is where delivering the project idea contained within the application means that the organisation will have to work with at least one other organisation to help them deliver the project. This other organisation might be receiving part of the grant. They might also be providing support or access which only they can provide.
The Families in Stress programme makes grants to support serving Armed Forces Families. The projects must be able to work with local bases to deliver the support. If the base stopped supporting a project, it would not be able to deliver the idea in the application form.
Partnership grants need to have a partnership agreement in place before any funds can be released between the organisations that are critical to the success of the project, as described in the application form
Our terms and conditions of grant are with the organisation that submitted the application form, and they are responsible for the money.
A consortia grant tends to be made for more complex projects. A number of partners are involved; all bringing skills and expertise that are critical to the success of the idea described in the application form. The grant awarded to a consortia of charities led by the Royal British Legion under the Veterans Gateway programme is an example of this.
Consortia grants have more partners, and may have internal governance processes to manage the relationship between these partners. A partnership agreement needs to be in place before any funds can be released.
Our terms and conditions of grant are with the lead organisation that submitted the application form, and they are responsible for the money. In consortia grants, the lead organisation typically has a significant role in delivery. The lead organisation will report to the Armed Forces Covenant Fund Trust on the delivery of agreed milestones under the grant and will need to gather this information from consortia partners.
A portfolio grant is about delivering significant change. Examples of this include the Aged Veterans Fund and the Tackling Serious Stress programme, both of which aim to make significant changes to the types and range of support offered to vulnerable veterans. Portfolios cannot therefore support a single project.
Portfolios need to be made up of a number of different organisations, delivering different projects so that new ways of working can be trailed in way that reduces duplication and offers the best options of support for vulnerable beneficiaries. The lead organisation will manage the relationship between these various delivery partners. A partnership agreement needs to be in place between the lead organisation and each delivery partner before any funds can be released.
Our Trustees will take into account the range and spread of a national portfolio of projects when taking into account which portfolios to support under a portfolio programme. Portfolio grants are strategic in nature, as they are trying new and innovative ideas, or are responding to complex problems.
Our terms and conditions of grant are with the lead organisation that submitted the application form, and they are responsible for the money. In portfolio grants, the role of the lead organisation is to coordinate and deliver the portfolio. The lead organisation may participate in delivery, but this is not their primary role. Their role is to support, co-ordinate and manage the portfolio consisting of a number of different projects as a whole.
A good portfolio is like a jigsaw puzzle. When all of the pieces are put together, the whole picture should become clear, and this picture should be greater than the sum of its parts.