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Answer:

The actual act of collecting data can be done by the project workers and/or volunteers. This can include recording attendance at activities or events, conducting surveys and doing interviews.

This data can then be analysed by project workers or service managers and included in reports or fundraising bids. There are no rules here about who does what; it is very much dependent on you and your organisation. It is also possible to commission an external organisation to do the work of monitoring and evaluation.

The work of monitoring and evaluation can be done both internally and externally to the organisation.

 

Answer:

An external evaluation can offer a thorough and independent evaluation of your project. This can be very useful to demonstrate your impact and has the following benefits:

  • It is independent.
  • It would be run by experts if you engage the right external evaluators.
  • It allows you to focus on the delivery of your project.

The main drawback of this method is that it can cost more money than running your own evaluation. If you are planning an external evaluation then you should write this into your budget at the fundraising stage. Funders are often happy to see that you have considered this at an early stage as it means they will have the information they need to know if their funding has been impactful. Even if you have an external evaluator you will still need to agree your outcomes and outputs, how to measure them and regularly collect the data to evaluate. If you don’t it is like inviting a chef to help you make dinner but not providing any ingredients.

Answer:
  • Your board or committee is responsible for ensuring that your organisation is run properly and effectively. In a charitable organisation board members are called trustees, and their role is usually expected to be entirely voluntary.
  • Define clearly the roles and responsibilities, including strategic oversight, financial management, and risk management (see our resource about Trustees).
  • Charity trustees should review their legal duties under the Charity Commission’s guidelines.
Answer:
  • Essential policies for governance like safeguarding, health and safety and financial controls are important for accountability.
  • Create relevant policies, ensure all stakeholders adhere to them and review them regularly.
Answer:
  • Transparent, accountable decision-making ensures that your organisation’s interests are met.
  • Track decisions by taking meeting minutes and records to maintain accountability and continuity.
Answer:
  • Organisations must meet reporting requirements to maintain trust and comply with regulations. This includes reporting to the Charity Commission, Companies House, and funders, as well as providing financial statements.
  • Understand reporting obligations and develop a system to make sure that reports are submitted on time.
Answer:
Without well-defined responsibilities, decision-making can become inefficient, and accountability may weaken. Trustees and committee members must understand their legal duties, including financial oversight, risk management, and strategic planning. Clear role descriptions and structured induction processes can help set a foundation for good governance.
Answer:
Some groups operate informally without clear meeting structures, leading to inconsistent or undocumented decisions. Maintaining proper records of decisions (e.g by taking minutes of meetings) can strengthen governance and accountability.
Answer:
Recruitment and retention challenges can lead to overstretched boards where a small number of people take on too much responsibility. Regularly reviewing your board, and recruiting, training and supporting trustees with diverse skills and backgrounds can help to strengthen your board.
Answer:
Failure to comply with Charity Commission regulations, financial reporting duties or safeguarding policies can put an organisation at risk. Regular governance reviews, training, and external support from infrastructure bodies can help ensure compliance.
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