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 +Competence
 +==========
 +
 +Case studies of Development Trusts and discussions with Trust directors
 +have identified key areas of good practice in running Trusts which can
 +be defined in terms of '​competence'​. These areas are Governance,
 +Management, Communications,​ Financial sustainability and Project
 +management. This sheet provides an overall set of checklists. Checklists
 +of competence have become an increasingly common way of analysing
 +training and information needs, by focusing on the skills and knowledge
 +necessary to carry out a task. Stated simply, they aim to answer the
 +questions 'What would a competent Trust (or Board member/ director/​staff
 +member) be like?' Similar competences can be identified for the process
 +of setting up a Trust. Competences lead to the provision of training
 +which is designed to help people become effective in their roles.
 +
 +Using competences
 +-----------------
 +
 +Checklists of competence can be used in many ways:
 +
 +-   As a framework for training and information materials (as in this
 +    toolkit)
 +-   To summarise what makes 'a competent Trust'
 +-   For individual Board members or members of staff (for example, to
 +    develop job descriptions,​ guide training and staff development)
 +-   To guide communication exercises aimed at funders, sponsors and the
 +    local community
 +
 +Competences and trusts
 +----------------------
 +
 +Each of the five main competence areas, and that of setting up, is
 +described in detail in other sheets. There are sheets covering
 +
 +-   ​Setting up
 +-   ​Governance
 +-   ​Management
 +-   ​Communications
 +-   ​Financial sustainability
 +-   ​Project management
 +
 +Each sheet provides a summary of the significance of this area to the
 +work of the steering group or Trust, a brief description of roles and
 +responsibilities,​ and a checklist encompassing the principle competences
 +in each area. Each checklist can be used by Development Trusts and
 +individuals for planning, appraisal or review in the particular area of
 +the Trust'​s work.
 +
 +### Using this sheet
 +
 +The two checklists in this sheet give an overview of the main competence
 +leaflets. The first checklist provides an overall summary of the
 +competence for a Development Trust and the setting up process,
 +irrespective of individual roles in the steering group or Trust. It will
 +be particularly useful at the beginning of a planning or review process,
 +and should help you identify aspects of the Trust which need
 +development,​ or new areas for activity. The second checklist uses the
 +same list of competences,​ but is written for individual steering group
 +members, Board members or staff. It should help you clarify your own
 +role within the Trust, and identify aspects of the work about which you
 +need to know more.
 +
 +A competent trust
 +-----------------
 +
 +This checklist provides an overall summary of competence for setting up
 +and then running a Development Trust. Tick the appropriate box if your
 +steering group or trust:
 +
 +### Start up
 +
 +-   ​understands the nature of Development Trusts and how they differ
 +    from other organisations
 +-   ​understands the local economic, environmental and social issues,
 +    problems and opportunties
 +-   has a plan for the setting up process
 +-   has a set of guidelines and principles on how the trust will operate
 +    agreed by the steering group
 +-   ​employs a development officer with clearly defined responsibilities
 +-   has a method to develop a vision of how the trust will operate and
 +    materials to communicate this
 +-   ​organises events to develop project ideas and provide all sectors of
 +    the community with an opportunity to shape the nature of the trust
 +-   is preparing a 'bid document'​ to funders based on a business
 +    planning exercise
 +-   is developing a mission statement
 +-   has a fundraising strategy to cover core costs
 +
 +### Governance
 +
 +-   has a clear statement of purpose (a '​mission statement'​)
 +-   has a formal constitution
 +-   ​serves a defined geographical area
 +-   works in partnership with others
 +-   has a Board and committee structure
 +-   has an equal opportunities/​anti-discriminatory policy
 +-   has a Board membership which:
 +    is diverse in terms of race, sex, age, social status and life
 +    experience offers appropriate expertise and experience has
 +    credibility within the community is representative of the public,
 +    private and voluntary sectors
 +
 +### Management
 +
 +-   has a business plan
 +-   ​monitors and reviews the operation of the plan against performance
 +    criteria
 +-   has established procedures for recruitment and management of
 +    Board members staff volunteers
 +-   has contracts of employment with staff
 +-   runs induction and training programmes for Board members and staff
 +-   has adequate office facilities and equipment
 +-   has operating budgets for running costs, communications,​ projects
 +    and staffing
 +-   ​operates its own financial and administrative systems
 +-   has an annual audit and published accounts
 +-   has appropriate insurance cover
 +-   has a local and national network of private, public and voluntary
 +    sector contacts
 +-   knows and adheres to relevant legislation
 +-   has written agreements with any sponsoring organisations
 +
 +### Communications
 +
 +-   has a communications and marketing plan with a clear statement of
 +    goals
 +-   ​monitors and reviews the operation of the communications plan
 +-   has a range of materials/​media to explain the purpose and work of
 +    the Trust
 +-   runs events to involve the local community in the work of the Trust
 +-   has a policy on public access to Trust Board and committee meetings
 +-   ​maintains regular contact with the Trust'​s membership
 +-   ​maintains appropriate contact with the media - locally and
 +    nationally
 +
 +### Financial sustainability
 +
 +-   has a business plan
 +-   has a fundraising and sponsorship strategy with clear goals for
 +    meeting core costs developing an asset base developing and running
 +    projects
 +-   has appropriate accounting procedures and financial systems
 +-   has written agreements with sponsoring and funding organisations
 +-   has a spread of funding support
 +
 +### Project management
 +
 +-   ​understandings of how local economic, environmental and social
 +    issues may provide project opportunities
 +-   has guidelines for the balance of Trust and community initiated
 +    projects
 +-   has procedures for Board approval and reporting on project progress
 +-   has written contracts with professional advisers and contractors
 +-   ​undertakes feasibility studies before developing projects
 +-   ​conforms to health and safety legislation
 +-   has written management and maintenance agreements
 +-   is developing projects which will provide an asset base for the
 +    Trust
 +
 +Checklist
 +---------
 +
 +This checklist looks at competences from the viewpoint of individual
 +steering group members, Board members or staff members. It can be used
 +to help clarify who should be responsible for what. Do you, (or should
 +you):
 +
 +### Start up
 +
 +-   ​understand the nature of Development Trusts and how they differ from
 +    other organisations
 +-   ​understand the local economic, environmental and social issues,
 +    problems and opportunties
 +-   ​develop/​know the plan for the setting up process
 +-   know of key interests in the area
 +-   ​develop/​knowthe guidelines and principles on which the Trust will
 +    operate
 +-   ​recruit the development officer
 +-   ​recruit Board members
 +-   ​create a vision of what the Trust will achieve and how it will
 +    operate
 +-   ​develop the 'bid document'​ to funders
 +-   ​develop a fundraising strategy to cover core costs
 +
 +### Governance
 +
 +-   know the mission of your Trust
 +-   ​understand the constitution
 +-   know the areas and programmes of work of your Trust
 +-   know the Board and committee structure
 +-   know the criteria for Board membership
 +-   know how to develop/​operate an anti-discriminatory policy
 +
 +### Management
 +
 +-   ​develop/​know/​monitor the business plan
 +-   ​recruit and manage staff and volunteers
 +-   ​develop/​run training for Trustees and staff
 +-   ​establish/​maintain office facilities and equipment
 +-   ​establish/​maintain budgets and accounting systems
 +-   ​establish/​maintain administrative systems
 +
 +### Communications
 +
 +-   ​develop the communications and marketing plan
 +-   ​produce publications
 +-   ​organise events
 +-   ​maintain regular contact with the Trust'​s membership
 +-   ​maintain appropriate contact with the media
 +
 +### Financial sustainability
 +
 +-   ​develop the business plan
 +-   ​develop the fundraising and sponsorship strategy
 +
 +### Project management
 +
 +-   ​understand how local economic, environmental and social issues may
 +    provide project opportunities
 +-   ​develop guidelines for the balance of Trust and community initiated
 +    projects
 +-   ​develop/​know procedures for Board approval and reporting on project
 +    progress
 +-   ​establish written contracts with professional advisers and
 +    contractors
 +-   ​undertake feasibility studies into projects
 +-   ​enforce health and safety legislation
 +-   ​establish written management and maintenance agreements
 +-   ​develop projects which will provide an asset base for the Trust
 +
 +© David Wilcox <​david@partnerships.org.uk>​. Tel +44 (0)1273 677377.
 +Fax: +44 (0)1273 677379. These information sheets may be freely
 +distributed with this attribution,​ but not republished as a whole.
 +[Partnerships Online](../​index) : [The Guide to Development Trusts
 +and Partnerships](../​pguide/​index):​ [other
 +sheets](../​pguide/​sheets)
 +
  
partnerships/azp/comp.txt · Last modified: 2017/06/12 10:20 (external edit)