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partnerships:azp:princ [2017/06/12 10:20] (current)
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 +Guidelines and principles
 +Early in the start up process for a Trust the initial champion and/or
 +the steering group should agree a set of policy guidelines and
 +principles of good practice. These will cover both the nature of the
 +Trust envisaged, and also the way the setting up process should be
 +conducted in order to achieve that. For many people guidelines and
 +principles may seem a rather abstract idea at the outset - yet they
 +represent the issues which may later cause dissent unless they are
 +discussed and a consensus reached. One way of prompting early
 +discussions is to include a discussion of '​style'​ in the workshops
 +organised to brainstorm project ideas. Ask people how they would like
 +the Trust to operate and be seen. You may find that sponsors or funders
 +of the Trust have some requirements which they may express as
 +guidelines. Some examples of guidelines are given below with the actions
 +which flow from them . Not all principles and actions are compatible and
 +it is important to identify which are the over-arching principles.
 +Review the options below, but also develop your own.
 +Start up process
 +To be clear on where you are going...
 +-   ​Ensure the initial champion makes clear statements to promote
 +    discussion
 +-   Run strategy workshops for the steering group
 +-   Use effective communication materials
 +To make rapid progress...
 +-   ​Develop a process action plan
 +-   ​Appoint a development officer
 +-   ​Ensure adequate setting up resources
 +-   ​Establish roles clearly
 +To gain local support...
 +-   Spend time on informal networking
 +-   Run open workshops
 +-   ​Recruit a credible steering group
 +Structure of the Trust
 +To represent the whole community...
 +-   ​Ensure broad Board representation - public, private and residential
 +    community - with election and rotation specified in the constitution
 +-   ​Provide for open membership of the Trust in the constitution
 +-   Make staff and sub-committees accountable to the Board
 +-   ​Disseminate information widely and provide consultation mechanisms
 +To ensure the Trust is locally '​owned'​...
 +-   ​Establish a representative steering group during the setting up
 +    process
 +-   Hold workshops during the process
 +-   Hold a seminar to give assent to setting up the Trust
 +-   ​Ensure project plans are developed by those who will implement them
 +-   ​Provide support and training to increase competence and control of
 +    those involved
 +To create a committed Board...
 +-   ​Involve steering group/Board members in the setting up process
 +    and/or recruit them from the process.
 +-   ​Provide induction and subsequent training
 +-   Take Board project suggestions seriously
 +-   Give Board members '​ownership'​ of projects
 +-   Run social events and creative or strategy sessions outside formal
 +    meetings
 +-   Make clear ultimate responsibility lies with the Board - not staff
 +To sustain the Trust in the longer term...
 +-   Treat the Trust as a business, which also has social objectives,
 +    from the outset
 +-   ​Create asset(s) which generate income
 +-   ​Develop projects which are net earners as well as projects which are
 +    spenders
 +-   ​Establish long term agreements with core funders
 +-   ​Recruit private sector skills to the Board and staff
 +-   Set up appropriate financial and administrative systems at the
 +    outset
 +-   ​Embody the above in the Trust'​s business plan
 +To reduce dependence on grants...
 +-   ​Identify a clear business niche for the Trust
 +-   Do not take on loss-making projects
 +-   ​Develop a contractual relationship with potential funders, offering
 +    products or services, rather than one based on grant
 +Style of operation
 +To be a business-like Trust...
 +-   Start as you mean to go on with a well planned setting up process
 +-   ​Recruit appropriate skills to the Board
 +-   ​Recruit high calibre staff
 +-   ​Provide training for Board and staff
 +-   Treat projects as products or services
 +To create an enabling Trust...
 +-   ​Ensure there are listening and facilitating skills in Board and
 +    staff
 +-   Avoid duplicating the work of others
 +-   ​Encourage others to lead on projects
 +To concentrate on a '​do-it'​ role ...
 +-   ​Ensure project identification and delivery skills on Board and staff
 +-   ​Identify opportunities for Trust to take the lead
 +To focus on funder-determined projects...
 +-   ​Establish criteria for projects and publicise
 +-   ​Undertake appropriate feasibility studies before proceeding
 +-   ​Review terms of core funding for possible conflicts
 +**To meet community needs...** As above, plus:
 +-   ​Develop project proposals through both survey and workshops
 +-   Be open to suggestions from local groups and individuals
 +-   ​Ensure that you will be able to fund loss-making projects
 +In developing your own set of guidelines and principles, consider:
 +-   what values and principles you would like the organisation to
 +    demonstrate
 +-   ​whether both you and others involved will be comfortable with these
 +    values
 +-   what outcomes are most important - that is, howthe Trust will be
 +    judged
 +-   what is likely to be important to other interests
 +-   how things are usually done in the area, and the effect of your
 +    style and actions of other local interests
 +-   what scale of operation is likely to be appropriate
 +-   what resources of people and finance are likely to be available
 +© David Wilcox <​>​. 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
partnerships/azp/princ.txt · Last modified: 2017/06/12 10:20 (external edit)