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partnerships:azp:roles [2017/06/12 10:20] (current)
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 +Roles and resources
 +===================
 +
 +One of the key factors for success in the start up process is being
 +clear on who does what, and why they are doing it. This sheet identifies
 +the main roles, and also summarises the funds and other resources likely
 +to be needed.
 +
 +Roles
 +-----
 +
 +Trusts may start '​bottom up' or 'top down': the idea may stem from a
 +group of local residents looking for a means to tackle problems beyond
 +the scope of existing groups, or a council officer or member looking for
 +more resources or partners in the private sector or local community.
 +Whatever the starting point, a few individuals will play key roles. In
 +the early stages those roles may not be clear, but this list should help
 +clarify who best does what as the process evolves. Headings are given
 +later for the financial and other resources likely to be needed. In all
 +cases it is important that those involved are honest about their motives
 +and competences. Don't be afraid to ask: '​What'​s in it for them?' and
 +'What do they have to offer?'​ Try and identify the personal outcomes
 +people are after, and work out ways in which they dovetail rather than
 +conflict. The information sheet on [Guidelines and
 +principles](princ) should help clarify some of the issues.
 +
 +### The initial champion
 +
 +Wherever the suggestion for a Trust starts, someone must carry the idea
 +forward with enthusiasm. Useful qualities are:
 +
 +-   ​Strong commitment and some vision of what the Trust may do
 +-   ​Evident integrity and concern for the community as a whole
 +-   ​Willingness to listen to the ideas of others, and involve them
 +-   ​Either resources for the process - see later - or an ability with
 +    others to secure them.
 +
 +This role is generally not easy for a consultant or anyone obviously
 +looking to create a job for themselves, because their motives are likely
 +to be questioned by the others they are seeking to involve. The champion
 +may be an organisation - perhaps a council or quango - but in practice
 +it is still important that one individual can carry the idea through the
 +early stages.
 +
 +### Steering group members
 +
 +The initial champion will rapidly need to bring together a [steering
 +group](steer) more representative of local interests, with contacts
 +and skills. This group may change and expand its membership during the
 +process, and will eventually give way to the [Board](board) of the
 +Trust. Ideally the group should '​shadow'​ the mix of representation
 +likely on the Board. If a Trust is sponsored 'top down' the initial
 +group may be officials, but they should rapidly move to the role of
 +advisers. They will not, generally, be Board members and the longer they
 +take a central role the less likely others are to take ownership of the
 +Trust idea. Useful qualities in steering group members are as for the
 +initial champion, plus:
 +
 +-   ​Acceptability to/​representation of public, private or community
 +    interests, or influence with these
 +-   ​Ability to bid for and secure funds and other resources
 +-   A mix of the main governance and management competences for a Trust
 +
 +Consultants and potential employees of the Trust should not be members
 +of the steering group, but rather act as advisers. This establishes the
 +division between policy and implementation which will operate when the
 +Trust is established with Board and staff.
 +
 +### Main sponsors and/or funders
 +
 +A Trust may cost £10-£20,​000 to set up, and more than £70,000 a year to
 +run. An early task for the steering group is to fundraise for the
 +setting up costs - unless they have them - and prepare a bid document to
 +funders for longer-term core costs. If the process is 'top down' the
 +sponsors and funders may be among the initial champions and steering
 +group. It is important that sponsors and funders are clear from the
 +outset on their stance and principles, including:
 +
 +-   Any conditions on core funding - for example, type of projects to be
 +    undertaken
 +-   ​Timescale over which funding may be tapered off
 +-   ​Representation required on the Trust
 +-   Scale of operation envisaged
 +-   ​Criteria on which the Trust will be judged to be succeeding or
 +    failing.
 +
 +One way to help clarify the outcomes funders or sponsors are looking for
 +would be to try and fill out the case study format for the Trust as they
 +would like it to be in, say, five years time. See the [Case
 +study](case) and [Vision](vision) sheets.
 +
 +### Development officer
 +
 +During the setting up process someone must do the substantial amount of
 +day-to-day work and act as development officer. This role is described
 +in detail on the [Development officer](dev) and [Feasibility
 +study](feas) sheets. It should be filled by someone operating
 +locally and responsible to the steering group. Among the tasks they will
 +undertake 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.
 +
 +This is one of the most difficult roles because of the temporary nature
 +of the position and the range of skills required. It may 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.
 +
 +### Consultants and advisers
 +
 +These may include:
 +
 +-   A legal adviser - a solicitor familiar with non-profit companies and
 +    charities. Avoid using friends of steering group members or, for
 +    example, local authority solicitors unless they have this specialist
 +    experience.
 +-   An adviser on the setting up process who may also act as facilitator
 +    at key meetings and run the business planning exercise.
 +-   ​Specialists who will help with business planning and detailed
 +    development of the bid document.
 +-   ​Consultants to undertake specific project feasibility studies.
 +-   ​Writers,​ designers and photographers to prepare communication
 +    materials.
 +
 +In each case prepare clear briefs and contracts or agreements. The
 +nature of roles will be substantially influenced by the resources
 +available for the process. Some '​bottom up' Trusts have been started by
 +a steering group sharing most of the tasks among themselves on a
 +voluntary basis. Others have been started by sponsors who use
 +consultants and make an early appointment of an executive director to
 +undertake development work. In general the process seems most successful
 +if:
 +
 +-   ​Motives are clear and open
 +-   ​Policy and implementation responsibilities are split
 +-   Lines of reporting, responsibility and payment are the same ( he who
 +    pays the piper...)
 +-   The Trust is 'home grown' with the steering group and then the Board
 +    becoming expert in local issues, contacts and resources.
 +
 +Resources
 +---------
 +
 +Anyone starting a small business would expect to invest substantial time
 +and money in market research, marketing, establishing the company and
 +developing first products or services. The same should apply to a
 +Development Trust if it is to be successful. The cost in money terms
 +will depend on how far those involved invest the equivalent of 'sweat
 +equity'​ and how far they have to buy in help. As with a small business,
 +the first money is the most difficult. Funders will want to see a clear
 +vision of what the Trust will do, and support from local interests - but
 +these are just what the first investment of time and money will develop.
 +For that reason it is important to present your ideas effectively,​ with
 +good materials. The budgets likely to be needed are:
 +
 +### Communication materials
 +
 +At first you will be able to get by with a few A4 sheets. Later you may
 +require some or all of the following [materials](mat):​
 +
 +-   ​Stationery:​ temporary letterheads and information sheets
 +-   A well-designed leaflet
 +-   A simple newsletter
 +-   A presentation folder holding your bid document and information
 +    sheets
 +-   A simple exhibition or display
 +-   A slide show, audio-visual or video
 +
 +If you can raise the funds it is worth briefing a good graphic designer
 +and writer/​researcher to help develop material - it will pay off in
 +local credibility and fund-raising. Costs may range from a a few hundred
 +pounds for DIY materials to several thousand using professional
 +designers and writers.
 +
 +### Development officer and offices
 +
 +The post is likely to require at least two days work a week, with a
 +budget for temporary premises and equipment. If fully costed this might
 +amount to £6-7000.
 +
 +### Events
 +
 +[Events](events) are likely to include:
 +
 +-   ​Workshops to develop project ideas
 +-   A seminar
 +-   The launch
 +
 +Costs will depend on how much assistance you have to buy in, but could
 +be £2-5000 if fully costed.
 +
 +### Legal costs
 +
 +Fees for advice from a solicitor on the [constitution](constit) and
 +incorporation of the company could be £1000 - more if you have to
 +negotiate a lease on premises.
 +
 +### Staff recruitment
 +
 +Allow for advertising and other expenses.
 +
 +### Consultancy and training
 +
 +This might include:
 +
 +-   ​Advice on the process and/or facilitation of key meetings
 +-   ​Feasibility studies
 +-   ​Training of Board and staff
 +
 +Costs will depend on specific circumstances,​ but could total several
 +thousand pounds.
 +
 +### Office and equipment
 +
 +[Core costs](core) will depend on whether you have to rent an
 +office and buy equipment, or can share space in the early days. © 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/roles.txt · Last modified: 2017/06/12 10:20 (external edit)