NLHF Advice for Volunteers and Trustees

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Practical guidance for boards preparing a Heritage Fund application

When applying to the National Lottery Heritage Fund (NLHF), trustees and volunteers play a central role in shaping, governing and evidencing the project — not just approving it.

Funding success is rarely about the building alone. It is about governance, sustainability, public benefit and deliverability.

Below is a clear guide tailored to trustees and volunteer-led organisations.

Understand What NLHF Is Really Funding

NLHF does not fund “building projects” in isolation.

It funds:

  • Heritage conservation
  • Community engagement
  • Learning and participation
  • Organisational resilience
  • Long-term sustainability

Capital works are only one part of a wider programme.

Trustees must be able to explain:

  • Why the heritage is significant
  • Why intervention is needed now
  • How the public benefits
  • How the organisation will sustain outcomes long-term

Governance Must Be Robust

NLHF assess governance carefully.

Trustees should ensure:

  • Clear decision-making structure
  • Up-to-date governing document
  • Active board oversight
  • Conflicts of interest properly managed
  • Financial controls documented

Weak governance is a common reason for funding hesitation.

Board minutes should clearly record:

  • Project decisions
  • Risk review
  • Budget approvals
  • Consultant appointments

The Development Phase Is Not Just Design

If applying for a Development Phase grant, NLHF expect structured outputs before Round Two.

Typically this includes:

  • Options appraisal
  • Business plan
  • Activity plan
  • Cost plan
  • Risk register
  • Planning and Listed Building strategy
  • Cashflow forecast
  • Match funding strategy

Trustees must remain engaged throughout — not delegate entirely to consultants.

Be Realistic About Capacity

Volunteer-led organisations often underestimate delivery demands.

Trustees should consider:

  • Who will manage consultants?
  • Who will submit grant claims?
  • Who will monitor cashflow?
  • Who will report to NLHF?
  • Who will manage contractors?

Where capacity is limited, appointing a Project Manager or Development Consultant can reduce risk.

Demonstrate Value for Money

NLHF assess value for money in terms of:

  • Proportionate fees
  • Competitive procurement
  • Clear scope definition
  • Avoidance of unnecessary scope creep
  • Long-term operational viability

Trustees should ensure:

  • Clear consultant appointments
  • Transparent fee breakdowns
  • Competitive quotations where required
  • Proper procurement records

Risk Management Is Essential

NLHF expect a live risk register.

Common risks include:

  • Planning or Listed Building delays
  • Inflationary construction costs
  • Volunteer burnout
  • Match funding gaps
  • Programme slippage

Trustees should review the risk register at every board meeting during the Development Phase.

Think Beyond the Building

NLHF prioritise:

  • Community engagement
  • Skills development
  • Volunteer training
  • Inclusion
  • Environmental sustainability

Trustees should be prepared to answer:

  • Who benefits?
  • Who is currently excluded?
  • How will you broaden participation?
  • How will you reduce environmental impact?

Projects that are building-led but people-light tend to score poorly.

Plan for Long-Term Sustainability

NLHF will look carefully at:

  • Revenue generation
  • Maintenance strategy
  • Ongoing programming
  • Governance resilience
  • Volunteer succession planning

Trustees must demonstrate that the organisation will still be thriving 5–10 years after project completion.

rocurement and Appointments

NLHF expect:

  • Appropriate consultant selection
  • Clear scope of services
  • Transparent procurement routes
  • Proportionate contracts

For building projects, trustees should ensure clarity around:

  • Architect’s scope aligned to RIBA stages
  • Principal Designer duties (CDM 2015 & Building Regulations)
  • Quantity Surveyor involvement
  • Project management responsibilities

Ambiguity here often creates delivery problems later.

Communicate Clearly with Your NLHF Officer

Engage early and honestly.

If risks emerge:

  • Inform them
  • Propose mitigation
  • Adjust programme realistically

Proactive communication builds trust.

Common Trustee Mistakes

  • Treating the grant as “free money”
  • Underestimating governance responsibilities
  • Assuming consultants will “handle everything”
  • Failing to budget for inflation
  • Not planning for post-project revenue

In Summary

For volunteers and trustees, a successful NLHF application depends on:

  • Strong governance
  • Realistic capacity
  • Clear procurement
  • Active risk management
  • Long-term sustainability thinking

Capital works are only part of the story. NLHF fund projects that strengthen heritage and organisations.

If your board is preparing an NLHF Development Phase or Delivery Phase application, early clarity around governance, risk and professional appointments can significantly strengthen your submission and reduce delivery risk. Contact Osbornes Chartered Architects for further advice.