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):