Next Door But One

About the Client

Next Door But One (NDBO) is a multi-award winning LGBTQ+ and disability-led theatre company based in York, founded in 2013. They focus on promoting creative skills and fostering community unity, with emphasis for minority groups that face significant barriers to accessing theatre. They work in three parts: participation, performance and professional development. Since COVID-19 NDBO has had an emphasis on professional programmes for community groups who are less likely to have access to art and theatre than others. NDBO has received several awards for their resilience and innovative methods of improving community tolerance; they have recently joined Arts Council England’s Investment Programme, which provides an increase in total annual funding by around 60% until 2026.

Objectives

• Research and develop a comprehensive calendar of funding applications from trusts, foundations, councils, and other bodies that align with NBDO’s mission and eligibility criteria.

• Analyse the effectiveness and feasibility of various funding sources including application requirements, time costs, competitiveness, and strategic alignment with organisational needs.

• Develop a strategic funding portfolio that addresses the anticipated 2026 shortfall when the Arts Council England funding expires.

• Create an organised timeline and funding strategy framework to maintain NDBO’s liquidity and cash flow.

Project Outcome

York Community Consulting delivered an extensive funding sustainability strategy for Next Door But One through systematic analysis of several potential funding sources across multiple sectors. The research revealed that Youth Development, Community Projects, and Disabilities/LGBTQ+ funding streams offered the highest success potential, with detailed eligibility mapping conducted for each opportunity ranging from £1,000 to £30,000+ grants.

The team developed a sophisticated five-point eligibility criteria model evaluating strategic alignment, eligibility fit, funding scope, timeline feasibility, and reporting requirements. Of the identified opportunities, four were identified as a priority due to their alignment with NDBO’s mission and realistic application processes. Furthermore, we created a detailed annual funding calendar with monthly breakdowns that noted optimal application timings, rolling deadlines and strategic preparation periods.

The project also included market analysis of York’s creative sector, identifying key potential partnerships with York College, York City Football Club, and local media organisations. Internal fundraising strategies were developed including “Pay-What-You-Can” performances, crowdfunding campaigns, themed fundraising galas, and collaborative workshops with University of York societies such as the Drama Society and YorQueer. These deliverables positioned NDBO to systematically address their 2026 funding gap while building sustainable revenue streams beyond traditional grant funding.