Guidance

National Workforce Programme: prospectus

Published 12 November 2025

Applies to England

1. Introduction

Addressing homelessness and rough sleeping is a priority for this government. Fulfilling the government’s ambition and manifesto commitment to get back on track to ending homelessness relies on the dedication and expertise of the frontline workforce within the homelessness sector (“the sector”).

The sector brings together people from across local authority housing departments, public bodies, commissioned services, and the voluntary, community, and faith sector (“VCFS”). Working side by side, they provide essential, often localised, support that helps individuals and families find stability, rebuild their lives, and stay connected to the services they need.

The government recognises the vital contribution this workforce makes every day, as well as the challenges it faces – from recruiting and retaining skilled staff, to managing burnout, accessing training, and finding clear routes for career development. Addressing these challenges is key to strengthening the sector and ensuring it can continue to change lives and drive progress towards ending homelessness.

In this prospectus, we will explain the new £12 million National Workforce Programme (NWP) 2026-2029 and provide the information required for you to complete your application, including eligibility, assessment criteria, timeline, roles and responsibility and how to apply for the funding.

We are seeking proposals to:

• Work with MHCLG to provide a national programme that is flexible and adaptable to the changing demands of homelessness and rough sleeping.
• Maximise online, digital and other technology to improve and expand the reach of your service.
• Involve the voice and experiences of people both working within the workforce and those with a lived experience of homelessness and rough sleeping in its ongoing delivery throughout the Grant.

If you have any questions, please refer to our frequently asked questions or get in touch, using the email address nwpgrant@communities.gov.uk. We will do our best to help.

2. Programme summary

Purpose

A national programme to strengthen and support the capacity, capability and career pathway opportunities for the homelessness and rough sleeping sector’s workforce.

Objectives

The objectives of the National Workforce Programme are to meet the current and future needs of the workforce, with specific focus on:

1. Capacity building: Ensuring there is a stable workforce that can meet the demand for homelessness and rough sleeping services.

2. Capability building: Ensuring the sector’s workforce has the right knowledge, skills and support to deliver high quality homelessness and rough sleeping frontline services.

3. Career progression: Improving the profile of the sector’s role and address current recruitment and retention challenges by recognising sector roles as technical and specialist professions and supporting career development opportunities.

Type of grant

Competed.

Funding available

Up to £12 million – multiyear funding for 3 years (commencing April 2026 to March 2029).

Important dates

Applications open: Midday on 12 November 2025

Deadline for applications: 5pm on 10 December 2025

Scoring bids: 11 to 19 December and 5 to 10 January 2026

Moderation of applications: Mid to end of January 2026

Due diligence checks: Mid to end of January 2026

Negotiation of KPIs and proposed budget with preferred bidders: Mid February 2026

Approval and confirmation of awards: End of February 2026

Issuing of grant funding agreements: Early March 2026

Grantees mobilisation: March to April 2026

New NWP Grants funding agreements commence: Beginning of April 2026

Structure of the Programme and Pillars

Delivery of the NWP will be achieved by dividing the work programme into 4 distinct areas (known as ‘Pillars’). These thematic programme areas will be interconnected and have complementary work streams and objectives.

The intended aims and expected outcomes of the fund are:

• Pillar 1 ‘Foundations’ - Strengthen the foundations of the sector and develop workforce capacity, recruitment and career pathways.

• Pillar 2 ‘Training’ - Provide a comprehensive workforce capability package accessible to professionals and volunteers working in the sector.

• Pillar 3 ‘Advice’ - Provide specialist housing and homelessness advice for professionals working in the sector.

• Pillar 4 ‘Community’ - Strengthen community-based organisations to tackle homelessness in all its forms.

To help you with your proposals, please find our specification for Pillars 1 – 4 below:

Table 1. NWP Pillars

Pillar 1 ‘Foundations’

Objectives

Objective of Pillar 1	Develop workforce capacity, recruitment and career pathways
Number of proposed outputs	4
Range (£) per annum:	£1.3 – £1.5m

Outputs

Proposed output (1): Workforce data

Aim	Gather high quality qualitative and quantitative data at an organisational and individual level, to provide an annual dataset and up-to-date evidence base of the sector’s workforce.
Proposed activities	- Delivery of a national workforce survey to be an annual qualitative and quantitative data set​ - Analyse workforce trends over single years and across multiple years of funding - Publish the data as a freely accessible resource
Expected outcomes and benefits	- Identify current priorities and emerging issues affecting the sector’s workforce​ - Maintain an up-to-date evidence base to help MHCLG and the sector plan for long-term workforce development​ - Support planning of local, regional, sub-regional, and national strategies to tackle homelessness​ - Evidence the need for new programmes, including funded training places - Inform the development of a workforce responsive to changing policy context and needs of people at risk of and experiencing homelessness.

Proposed output (2): Creation or expansion of a national homelessness skills framework

Aim	- Co-develop a comprehensive homelessness knowledge and skills framework with the sector, including mapped career pathways for local authority homelessness services and voluntary, commissioned, and VCFS organisations. - Provide a practical, accessible resource for the workforce that clearly signposts available training and qualification opportunities
Proposed activities	- Create, or update and expand on a national homelessness skills framework to include local authority homelessness job roles, including:       - types of roles across the sector       - required knowledge, skills, and values for each role​       - clear guidance on accessing relevant training and qualifications - Work with key stakeholders to identify/understand the sectors learning needs and gaps
Expected outcomes and benefits	- Create a professional identity for the sector and reflect the range and specialisms available in different roles - Roll out and access to information across local authority and VCFS organisations - Demonstrate and encourage routes into the sector by providing information on the different roles and the skills, knowledge and values needed for these roles - Help identify transferrable skills, signpost to specific training and support career progression​ - Promotion of the sector and support recruitment for those seeking a career change​ - Support retention of knowledgeable and qualified staff

Proposed output (3): Qualification development

Aim	To fund the development of a national suite of professional accredited qualifications
Proposed activities	Fund experienced qualification providers to develop a range of professional qualifications (including necessary accreditation) aimed at local authority and public sector bodies​ and homelessness and rough sleeping voluntary, community and faith-based organisations
Expected outcomes	- A range of tailored professional qualifications, available at different learning levels e.g., Level 3 - 7​ - Increasing and standardising knowledge and skills, in line with a wider national homelessness and housing skills frameworks (see Objective 2)​ - Specialist skill development for the support of people experiencing multiple disadvantage​ - Contribute to the Career progression of the sector and development of clearer career pathways for staff across all levels​ - Aligning training and skill developments to the wider housing sector activities (e.g., requirements for training and mandatory qualifications through the Social Housing (Regulation) Act)

Proposed output (4): Recruitment & encouraging routes into the sector

Aim	Promote homelessness sector careers and raise awareness of available roles to attract future workers
Proposed activities	- Develop a targeted recruitment campaign, promoting homelessness sector careers to students, career changers, and early-career professionals - Link messaging to a national homelessness and housing skills framework (Pillar 1, Output 2) and professional qualifications (Pillar 1, Output 3)
Expected outcomes	- Increased visibility of homelessness sector careers among target audiences​ - Greater interest in the sector, inspiring future workers to consider it as a career choice​ - Improved recruitment outcomes, helping to address workforce capacity challenges

Proposed output (5): National homelessness database

Aim	To provide the public, local authorities and policy makers with a database to locate services and understand the scope of the homelessness provision in England
Proposed activities	Publish an accurate and regularly updated national data source on homelessness services in England
Expected outcomes	- The general public and homelessness workforce can access up-to-date information on services delivering support to people in need across England - Government departments and policy makers have access to vital sector workplace data in order to support the compilation of national statistics (e.g. homeless deaths) - Improved signposting and access to services for people currently or at risk of experiencing homelessness and rough sleeping

Pillar 2 ‘Training’

Objectives

Objective of Pillar 2	Provide a workforce capability package to strengthen workforce capacity and prevent and respond to homelessness and rough sleeping
Number of proposed outputs (see below)	2
Range (£) per annum:	£0.9m – £1.1m

Outputs

Proposed output (1): National training pathway package – essential learning

Aims	National funded training and essential learning package
Proposed activities	- Deliver a fully funded, comprehensive training pathway package, essential learning available to the sector​ - Structured training that provides the workforce with the fundamental knowledge, skills and specialisms to meet government’s strategic commitments as laid out in the strategy - Specific training for local authorities and public bodies to meet their statutory obligations in relation to housing and homelessness (e.g. Renters Rights Bill) - Establish clear learning pathways to support workforce development, from foundational skills to specialist areas - Offer flexible, accessible, training formats, including webinars, bite-sized videos, e-learning and learning events - Undertake ongoing evaluation of the training and qualification package, including learner feedback
Expected outcomes and benefits	- Strengthened workforce capability to prevent and respond to homelessness and rough sleeping.​ - The wider homelessness and rough sleeping workforce can provide effective tailored support to at risk groups (e.g. young people & care leavers, migrants, veterans, domestic abuse survivors, people with multiple disadvantage and victims of modern slavery) - Workforce equipped with the knowledge and skills to support individuals experiencing or at risk of homelessness and rough sleeping, including young people, vulnerable cohorts and those with protected characteristics​ - Clear learning pathways to support progression and standardisation of staff skills, knowledge and development - Increased career progression of the sector​ - Ongoing evaluation and improvement of the training package – so it meets the ongoing needs of the sector and ensures value for money

Proposed output (2): Sector practice support

Aim	Develop and deliver targeted support, knowledge and development opportunities to build the capability of organisations and professionals, enabling more effective service design and delivery
Proposed activities	Develop and deliver a sector support package that comprises of:​ - Digital resources – high quality information, guidance and best practice - Knowledge-sharing platforms – events, webinars and conferences to promote learning and innovation​ - Responsive programming – to address emerging needs​ - Leadership and governance support – to enhance organisational resilience and strategic capability​ - Ongoing evaluation and feedback mechanisms – ensuring the support package remains relevant and effective​ - Alignment of activities to the national training and qualification programme – ensure consistency across workforce development
Expected outcomes	- Improved service effectiveness in addressing homelessness and rough sleeping​ - The wider homelessness and rough sleeping workforce can provide effective tailored support to at risk groups (e.g. young people & care leavers, migrants, veterans, domestic abuse survivors, people with multiple disadvantage and victims of modern slavery) - Stronger organisational leadership and governance – contributing to long-term sustainability.​ - Increased adoption of best practice – supported by accessible resources and collaborative learning - Continuous improvement of activities – informed by evaluation and sector feedback to ensure value for money

Pillar 3 ‘Advice’

Objectives

Objective of Pillar 3	Specialist housing and homelessness advice
Number of proposed outputs (see below)	2
Range (£) per annum:	£0.9m - £1.1m

Outputs

Proposed output (1): Specialist housing and homelessness advice service

Aim	To deliver prompt and effective 2nd tier specialist housing and homelessness advice service for the frontline workforce
Proposed activities	- Deliver tailored housing and homelessness advice to the frontline workforce, covering basic, intermediate and complex enquiries - Provide access to specialist advisers for urgent and complex cases.​ - Operate webchat and telephone support services, available Monday to Friday, 8am – 5pm (excluding bank holidays)​ - Develop and maintain high-quality digital content and web-based resources to support self-service for low complexity enquires - Offer written confirmation of advice on request​ - Conduct follow-up activities, including user satisfaction surveys, case outcome tracking and confidence assessments to inform service improvement​ - Identify emerging training needs at both sector-wide and local levels through enquiry trends and feedback​ - Ensure alignment with national training and qualification programme and the wider sector practice support package (Pillar 2)​ - Assess options and feasibility to extend the service to Housing Associations operating in England - Assess options and feasibility to include general welfare advice in the service offer - Undertake ongoing evaluation of the advice service to ensure it remains responsive to the sector’s needs and delivers value for money
Expected outcomes and benefits	- Improved workforce capability to deliver accurate, legally sound and timely housing and homelessness advice​ - The wider homelessness and rough sleeping workforce can provide effective tailored support to at risk groups (e.g. young people & care leavers, migrants, veterans, domestic abuse survivors, people with multiple disadvantage and victims of modern slavery) - Greater confidence and competence among frontline staff, enabling them to manage similar issues independently in the future​ - Increased ability of local authorities to meet statutory obligations​ - Identification of training gaps, informing future workforce development strategies - Consistency and coherence across all Pillar 2 and 3 activities​ - Continuous improvement of activities – informed by evaluation and sector feedback to ensure value for money

Pillar 4 ‘Community’

Objectives

Objective of Pillar 4	Strengthening community-based organisations
Number of proposed outputs (see below)	2
Range (£) per annum:	£0.2m - £0.3m

Outputs

Proposed output (1): Training and best practice support for non-commissioned community-based homelessness and rough sleeping services

Aim	To deliver a set of responsive tools to support partnerships between non-commissioned voluntary, community and faith-based organisations, local authorities and strategic authorities
Proposed activities	- Specific training for volunteers and trustees, including workshop opportunities that focus on related issues such as homelessness and effectiveness - Engagement resources for working with local stakeholder groups (e.g., summits, forums, charters and the development of further, new and innovative approaches) - Develop a specific street feeding support offer (e.g., networks, forums and the development of further, new and innovative approaches) - Provide a quality accreditation scheme for non-commissioned providers of emergency accommodation - Produce development resources to respond to the gaps identified in the quality accreditation scheme assessment - Develop an up to date emergency accommodation toolkit and training package to support the safe establishment of new shelters.
Expected outcomes & benefits	- Non-commissioned voluntary, community and faith-based organisations have access to a comprehensive support and training package to enhance practice and service delivery - A suite of tools are available to local authorities, strategic authorities and other public sector stakeholders to respond to current and emerging issues - Stronger partnership working in targeted local authority areas - Enhanced quality, safety, and impact of training and best practice support provided to non-commissioned, community-based services addressing homelessness and rough sleeping.

Proposed output (2): Community recovery

Aim	To deliver a new national programme of second-tier infrastructure support to non-commissioned voluntary, community and faith-based organisations to target and prevent repeat homelessness
Proposed activities	- Provide best practice examples of existing models of community support - Develop a training programme that ensures effective delivery of community re-integration support - Provide a toolkit for new providers of community re-integration and roll out to a set number of areas - Support the measurement of outcomes through these projects
Expected outcomes & benefits	- 20 community re-integration projects across local authority areas nationwide - A reduction in repeat homelessness in focus areas - Improved outcomes for people experiencing homelessness are tracked and demonstrated

Table 2. Key Performance Indicators for each Pillar

Pillar 1 KPIs

Output (1): Workforce data

Core KPI details	Indicative Annual KPI Target
Annual qualitative and quantitative data set	1
Response rate to annual workforce survey	50%
Annual analysis report	1

Output (2): National Homelessness Skills Framework

Core KPI details	Indicative Annual KPI Target
Consultation focus groups to develop content and design	4
Page views	To be agreed

Output (3): Qualification Development

Core KPI details	Indicative Annual KPI Target
Total number of new accredited qualifications developed	To be agreed
Total number of students enrolled in new accredited qualifications	To be agreed
Learner feedback - quality rating of good or excellent for Level 3, 4 & 7 courses	95%

Output (4): Recruitment & encouraging routes into the sector

Core KPI details	Indicative Annual KPI Target
To be agreed	To be agreed

Pillar 2 KPIs

Output (1): National funded training and qualification package (essential learning)

Core KPI details	Indicative Annual KPI Target
Total number of online and pre-recorded training sessions	930
Training Sessions: Stand-alone e-learning courses	24
Training Sessions: Total number of learners – Live online	16,000
Online training content: Number of page views	16,400
Number of learning pathways developed for sector organisations, according to insight and emerging needs.	16
Learner feedback on training: Quality rating of excellent, very good or good	95%
Learner feedback on training: Able to apply the knowledge gained in their role	75%

Output (2): Sector Practice support

Core KPI details	Indicative Annual KPI Target
Information published / revised	32
Dissemination of information sessions – meetings, conferences, visits, internal and with other NWP Grantees	20
Total number of groups convened groups for developing resources, co-designing training, content and sector insight reports	32

Pillar 3 KPIs

Output (1): Specialist housing and homelessness advice service (including specialist housing advice for Housing Associations and a general welfare advice service)

Core KPIs details	Indicative Annual KPI Target
Total number of enquires (webchat and telephone)	13,400
Total number of repeat enquiries (webchat and telephone)	750
Total number of digital sessions (based on 30 mins window of users navigating digital content)	1,000,000
% of all enquiries answered within specific timescale	95%
User feedback surveys: Feel more confident in advising on the topic in the future	80%
User feedback surveys - end outcome: Advice led to improved or successful outcome (e.g., delayed eviction, resolution of homeless application query)	60%

Pillar 4 KPIs

Output (1): Training and best practice support for community-based homelessness and rough sleeping services

Core KPIs details	Indicative Annual KPI Target
Training: Total number of training sessions (topics to be confirmed)	20
Training: Total number of regional network sessions/events	6
Resources: Total number of best practice resources (topics to be confirmed)	6
Accreditation Scheme: Number of projects engaging in the accreditation scheme	18
Accreditation Scheme: Number of projects successfully completed the accreditation scheme	9

Output (2): Community Recovery – delivery of a new national programme of second tier infrastructure support to non-commissioned VCFS organisations to prevent repeat homelessness

Core KPIs details	Indicative Annual KPI Target
Provide a set up toolkit for new providers of community re-integration	1
Total number of projects worked with	20
Total number of LA areas	20

3. Governance, monitoring and performance management

Governance

The National Workforce Programme will be managed as a grant by the Voluntary and Community Sector (VCS) Team within the Homelessness and Rough Sleeping (HRS) Directorate at MHCLG.

The overall governance structure will be coproduced with successful bidder, in order to support ownership and the joint direction of the programme.

The NWP’s outcomes and expenditure will be recorded and monitored by the NWP Programme Board on a quarterly basis. This Board will oversee and direct successful delivery of the NWP and will support all Grantees to own and maintain the vision of the NWP. This will comprise of representatives of all lead Grant holders, members of the VCS Team and Chaired by MHCLG.

The NWP Programme Board will be supported by an Operations Group to act on steers from the Programme Board, address emerging issues relevant to the Grant, and coordinate joint working across the four Pillars. This will comprise of representatives of all lead Grant holders, members of the VCS Team and be Chaired by NWP Grantee/s.

Applicants can apply for one or multiple pillars.

Each pillar will have its own legally binding Grant Funding Agreement. In partnership bids there will be one lead and accountable organisation.

Grantees will also be asked to produce an annual Statement of Grant Usage upon completion of the Grant period.

Performance management

MHCLG have set indicative core key performance indicators (KPIs) for activities in each Pillar, which successful applicants will be expected to report against for performance monitoring purposes. These core KPIs are specific, measurable, achievable, relevant, and time-bound (SMART).

A summary of these indicative core KPIs for each Pillar can be found in Table 2. This is to ensure that applicants seek to find efficiencies and to enable MHCLG to review and negotiate the proposed KPIs with successful applicants.

Applicants are invited to suggest additional KPIs and monitoring information that demonstrate the outputs and quality of their proposals.

Preferred applicants will have the opportunity to negotiate with MHCLG to refine and finalise budgets, KPIs and milestones.

All agreed KPIs will be included in a legally binding Grant Funding Agreement and annual workplan.

All agreed KPIs will be monitored on a quarterly and annual basis.

Quarterly monitoring

At quarterly intervals, grantees will be expected to provide a reporting update to MHCLG. Grantees will be expected to provide a report based on quarterly performance against the agreed outputs.

Evaluation

The department is considering the best approach for monitoring and also evaluation to assess the impact of the funding arrangement and funding will be conditional on organisations agreeing to participate. Further details in due course.

Data collection

No personal data will need to be collected for monitoring and reporting purposes.

4. Assessment criteria

Your application will be assessed in three parts – eligibility (unscored), declaration (unscored) and evaluation (scored).

We may contact you to ask for more information.

If your application fails to meet the eligibility criteria it will not be considered.

The evaluation assessment will identify preferred applications for each Pillar and MHCLG will begin a process of negotiation and refinement of the proposals to assist with the development of Grant Funding Agreements. Negotiations will also include proposed budgets and KPIs.

Part 1: Eligibility check (Unscored)

The eligibility check will be applied to all applications received by the closing date. This process will confirm if your organisation is meets our eligibility criteria, as detailed below and we will also undertake due diligence checks using standard government tools and procedures.

Eligible organisations

Eligible organisations must operate in England and be one of the following organisation types:

• ‘Charity’ – An organisation registered as a Charity with The Charity Commission for England and Wales.
• Charitable Registered Society under Co-operative and Community Benefit Societies Act 2014.
• A Community Interest Company registered with Companies House.
• A Community Interest Company with an asset lock.
• A Charitable Incorporated Organisation registered with The Charity Commission for England and Wales.
• A Company Limited by Guarantee registered with Companies House.
• A Cooperative and Community benefit society.
• An Industrial and Providence Society (IPS).

Partnerships

• We welcome partnership applications, from eligible organisations.
• A partnership application must be submitted by the lead and accountable organisation. If a partnership application is successful, MHCLG will issue a legally binding Grant Funding Agreement to the lead and accountable organisation.
• For the application phase, it will not be necessary for you to have a formal partnership agreement in place, instead the application should include a draft written agreement or Memorandum of Understanding between the relevant organisations. If a partnership application is successful, then a formal partnership agreement will be required. MHCLG will review the partnership agreement prior to the release of any grant funding.

Ineligible organisations

The following types of organisations are not eligible:

• Local authorities
• Town and parish councils
• Other public organisations
• Companies limited by guarantee, whose members are exclusively public sector organisations or profit distributing organisations
• Companies limited by shares
• Any other profit-distributing organisations
• Individuals

What are we looking for?

To apply for this fund your organisation must be based in England, capable of operating across England and delivering services either independently or as part of a consortium, with specialist expertise and a proven track record of:

1. Delivering a similar specialist service within the homelessness and rough sleeping sector in England.

2. Working collaboratively with sector bodies and other statutory and voluntary agencies.

3. Coordinating a multi-agency approach, ensuring that maximum impact is realised and all partners contribute to expected outcomes.

4. Significant and appropriate sector links and networks, ensuring that best practice is shared, and services undergo continuous improvement.

5. Ability to deliver services which can add value to the work of MHCLG.

6. Ability to adapt to changing needs.

7. Delivering projects that provide value for money.

We strongly encourage consortium applications, with partnerships that enhance provision, achieve value for money and efficiencies.  

We will consider bids for single or multiple Pillars. If you wish to bid for more than one Pillar, you will have the opportunity in the application to demonstrate how managing multiple Pillars will improve effectiveness

Applicants will have the opportunity to propose their own interventions, service models, and proposals to meet the objectives of the NWP, based on their experience. We are open to new tried and tested methodologies and encourage innovation and sharing of intelligence.

A copy of your current Insurance Certificate or Statement of Insurance listing all of your policies will be requested as part of the application process.

Part 2: Declaration (Unscored)

This part is not scored. We will ask to you to declare that all the information in your application form is correct.

Part 3: Evaluation (Scored)

Applications passing the gateway assessment will be assessed by MHCLG against the following 4 categories:

• skills and experience
• proposal 
• outcomes and outputs  
• cost and value for money

All 4 categories will be assessed against 11 criteria in total (see the sections below), applying a score of 0-3. Any application scoring 0 will automatically be disqualified.

Each criteria is weighted to reflect its importance to this funding programme. The score for each criteria will be multiplied by its weighting.

The scores for each criteria will be added together to produce a total score for the application. The maximum score is 300.

The total score will be used to compare against other applications. The application with the highest total score will be identified as the preferred application.

Where two applications are scored equally, or are very similar, MHCLG may make further enquiries before identifying a preferred applicant.

The score against each criteria will also inform subsequent discussions with the preferred applicant.

Table 3. Scoring and weighting of applications

Maximum scores by category

Category	Overall weighting (%)	Maximum available score
Category 1: Skills and experience	30%	90
Category 2: Proposal	40%	120
Category 3: Outputs & Outcomes	15%	45
Category 4: Cost & Value for Money	15%	45
Maximum total score available	100%	300

Category and criteria score breakdown

Category 1: Skills and experience

Criteria details	Criteria weighting (%)	Maximum available score
Governance of the organisation, including financial resilience	5%	15
Relevant knowledge and experience	25%	75
Total for application	30%	90

Category 2: Proposal

Criteria details	Criteria weighting (%)	Maximum available score
Programme of activity	20%	60
Timetable for delivery	10%	30
Proposed performance management and programme governance	10%	30
Total for application	40%	120

Category 3: Outputs and outcomes

Criteria details	Criteria weighting (%)	Maximum available score
Clearly defined outputs	5%	15
Quality of outputs	5%	15
Anticipated outcomes and their realisation	5%	15
Total for application	15%	45

Category 4: Cost and value for money

Criteria details	Criteria weighting (%)	Maximum available score
Total cost of the proposal	5%	15
Value for money – cost compared with outputs and outcomes	5%	15
Risk management	5%	15
Total for application	15%	45

Application outcomes

We will confirm the outcome of your application’s assessment in writing.

MHCLG reserves the right not to award funding for any or all Pillars.

The final decision as to which applications receive funding will rest with the Secretary of State for the Ministry of Housing, Communities and Local Government.

MHCLG reserves the right to vary conditions and either withdraw or reduce funding if reasonably required, in line with the terms and conditions of its Grant Funding Agreements.

5. Roles and responsibilities

What your grant team will do, and what the applicant organisation is required to do. 

The Ministry of Housing, Communities and Local Government will:

• assess applications against the assessment criteria
• undertake due diligence
• determine the allocation of funding based on the scoring criteria
• notify applicants of assessment decisions
• establish Grant Funding Agreements with the preferred applicants
• provide funding as agreed in the Grant Funding Agreement
• establish and undertake a monitoring and evaluation regime for the duration of the project

If successful, you must:

• provide evidence of costs, when requested
• put in place delivery processes
• oversee delivery and contractors
• be accountable for delivery
• procure appropriate service providers and ensure they satisfy due diligence checks
• cooperate with due diligence checks
• sign a Memorandum of Understanding (MoU)
• deliver bids in line with agreed plans
• deliver bids to timescales and budget
• take part in monitoring and evaluation
• comply with the Subsidy Control Act 2022
• comply with the Equality Act 2010
• be responsible for providing the scheme in accordance with the UK’s international obligations in respect of subsidies

6. Apply for funding

• Apply for Pillar 1: ‘Foundations’

• Apply for Pillar 2: ‘Training’

• Apply for Pillar 3: ‘Advice’

• Apply for Pillar 4: ‘Community’

If you would like to apply for just one pillar, simply click on the link that corresponds to that specific pillar. You do not need to complete several applications unless you wish to apply to multiple pillars.

Contact nwpgrant@communities.gov.uk for any questions about the grant or to get support with the application form.