Partnerships and Resources
Please choose a statement:
17. We have identified our partners and work together to achieve our objectives more effectively.
18. We have sound financial processes, controls and reporting mechanisms.
19. We know what resources we need and we have planned how to secure them.
20. We develop our information and communication systems and technology to deliver our objectives.
21. We manage our capital and intellectual resources such as buildings, equipment, materials, information and knowledge to deliver our objectives.
We have identified our partners and work together to achieve our objectives more effectively.
Suggested Evidence
- We know who our key partners and stakeholders are and we know why we work them
- We explore potential partners and stakeholders and consider how they may help us fulfil our objectives
- We conduct formal and informal stakeholder analysis
- All partnerships have clearly identified outcomes, added value and evidence based evaluation systems
- We have plans to improve relationships with partners and stakeholders
Example
A session was held with a group prior to undertaking C3Perform. The group was asked:
- What key individuals and agencies do they work with?
- Why are they linked to your work?
- What do these key individuals and agencies get in return?
- How important are they to you?
- This information was captured for the impending C3Perform session.
| Tips for advisors: Any notes or information captured at preparation stage can used as a prompt with the group when they go through the full C3Perform process. Tips for funders: Can get partnership and stakeholder information by asking other key individuals and agencies linked in partnership work with organisation. Also available from external public communications of the group, e.g. websites, newsletters, e-bulletins. |
We have sound financial processes, controls and reporting mechanisms.
Suggested Evidence
- Financial reports & analysis is regularly made available to all key staff
- Relevant workers know the organisation’s financial situation and processes
- Workers have appropriate levels of financial responsibility
- Full cost recovery employed
Example
“Full Cost Recovery” training encourages organisations to think about true costs of a project rather than just going for what funding is available. Some C3 beneficiaries were signposted to this training as improved financial management was highlighted as a need through their C3Perform process.
| Tips for advisors: Know what relevant training is available to signpost your organisations to. If possible, find out ways to get reduced training costs for organisations going through a PI process. Tips for funders: Look for evidence of Full Cost Recovery in applications, which demonstrates sound financial planning and value for money. The cheapest is not always the best. |
We know what resources we need and we have planned how to secure them.
Suggested Evidence
- A financial plan and fundraising strategy is in place
- Resources are up to date and relevant and are supported by maintenance plans
- We have ethical acquisition related policies, e.g. fair-trade, recycling, loan funds etc
Example
Voscur runs “Developing a Fundraising Strategy” training. This covers financial planning, fundraising policies and looks at strategic ways to plan your organisation’s fundraising.
| Tips for advisors: Many organisations do not have fundraising policies or strategies in place. Research information, templates and good practice examples to help organisations develop these. Tips for funders: Look for evidence that a fundraising strategy/policy is in place. Ask about exit strategies in the application process. |
We develop our information and communication systems and technology to deliver our objectives.
Suggested Evidence
- Our ICT is up-to-date and is used efficiently and effectively
- We have an ICT plan
- We have a website
- We have a technology audit
- We are fully involved in e- business and e- commerce or computer aided design, production control or equivalent
Example
Rework were signposted to specialist ICT support after working through C3Perform with an advisor. They were aiming to consolidate and brand existing systems within the organisation. Following audits and a ICT health check, they developed a plan to move much of their data operations to on-line group software based around Google applications, giving them more flexibility to develop and plan office layout and to streamline equipment use.
| Tips for advisors: When an organisation is having problems with data replication and synchronisation over several machines, moving all systems on-line to shared (and often free) solutions is a quick, simple way to separate the problems of equipment and work flow. This makes each area easier to deal with. Tips for funders: A small amount of money (£500) can work quite well to use a consultant to plan this sort of move. “Web 2.0” training is a growth area, and gives key staff a head start in managing & developing on-line systems which need much less skill than managing “Group ware” on a wholly owned server. |
We manage our capital and intellectual resources such as buildings, equipment, materials, information and knowledge to deliver our objectives.
Suggested Evidence
We have a resource management strategy which may consider:
- Appropriate building insurance
- Appropriate public liability insurance
- A lease/freehold/rental agreement
- Relevant equipment and materials
- The safety and maintenance of all equipment.
- The management and security of intellectual property.
- Equity which is tied up in on-hand stock
- Ethically sourced materials.
- The storage of materials, in line with health & safety regulations.
- The quality of all resources.
- The ability to respond to expansion needs.
- Aware & maximise all skills of staff & appropriate stakeholdersTimesheets / time management
- Equipment maintenance to incl. hidden items e.g. fridge, kettle etc.
- Ethical disposal of resources & waste.
Example
Knowle Safe, the community safety arm of The Knowle West Development Trust, agreed an improvement action to better organise their resources by compiling a directory of photos and information that evidences their activity in the community, such as street parties. Furthermore, they decided to establish clear criteria of which other organisations are able to make use of their resources such as tools, signs, bunting, intercom etc.
| Tips for advisors: Although most organisations are used to the idea of managing physical resources such as money, equipment and buildings, many neglect the intellectual resources – the information and knowledge in people’s heads. The senior member of staff in particular holds a great deal of an organisation’s intellectual resources, which are often lost when they leave. Encourage organisations to capture this information and knowledge by writing it down.One post-holder often holds specialist skills-based knowledge, such as finance or IT, if that person is off sick or leaves suddenly, the organisation faces a problem. Encourage organisations to train and develop a back-up person (or even two!) in specialist areas, so that knowledge remains and things run smoothly. Tips for funders: The culture of many organisations still tends to be one of “make do and mend”. Check that the organisation seems to have the appropriate resources to be able to deliver effectively. |