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partnerships:azp:dev [2017/06/12 10:20] (current)
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 +Development officer
 +===================
 +
 +The start up process for a Development Trust is likely to generate more
 +work than can easily be carried out by a steering group sharing tasks
 +among themselves. One solution is to appoint a development officer on a
 +short term basis. The role of development officer is outlined in the
 +Start Up sheets and those on Feasibility Assessment and Roles and
 +Resources. It may cover a period of a few months to a year or more
 +between the time that a steering group or sponsor decide to start the
 +setting up process in earnest, to the appointment of permanent staff for
 +the Trust.
 +
 +The tasks
 +---------
 +
 +Among the tasks development officer may have to fulfill are:
 +
 +-   ​Researching other examples of Development Trusts
 +-   ​Setting up a temporary office
 +-   ​Networking local contacts
 +-   ​Identifying main issues and project opportunities,​ and other
 +    feasibility assessment work
 +-   ​Organising workshops and a seminar
 +-   ​Developing the bid document or business plan with the steering group
 +-   ​Servicing the steering group
 +-   ​Preparing communication materials
 +-   ​Working with the steering group on incorporation of the trust,
 +    fundraising,​ staff recruitment and launch.
 +
 +The role
 +--------
 +
 +This is one of the most difficult roles because of the temporary nature
 +of the position and the range of skills required. It way be filled by
 +someone from a sponsoring organisation,​ supported by consultants.
 +Although tasks may be shared, it is important that one person has
 +ultimate responsibility to pull the many strands together. There should
 +not be an assumption that the development officer will be recruited as
 +the executive director of the Trust, although that is a possibility. The
 +development officer should be methodical and also have the ability to
 +get on with a wide range of different interests. In the early stages he
 +or she may be the first contact that people have with the emerging
 +Trust, and first impressions are likely to last. It may be necessary, if
 +funds are available, to provide the development officer with consultancy
 +support on the feasibility assessment and in facilitating workshops and
 +seminars. The steering group may decide to let a consultancy contract to
 +cover all development work. While there are consultants experienced in
 +this work, there are advantages in having a development officer or at
 +least a liaison officer for the steering group:
 +
 +-   The consultant is unlikely to be locally based, and it will be
 +    costly to spend the time necessary making local contacts and
 +    organising events.
 +-   It is important that the steering group are closely in touch with
 +    the start up process and have '​ownership'​ of the problems and
 +    solutions involved.
 +-   While the development officer may be contracted to and paid by one
 +    of the sponsors of the Trust it is important that he or she report
 +    to the steering group wjhich is acting as the '​shadow Board' of the
 +    Trust.
 +
 +See [Start up budget](stbudg) for the financial resources a
 +development officer may need. © 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/dev.txt · Last modified: 2017/06/12 10:20 (external edit)