Feasibility Study
Feasibility study
One way to plan the start up process and resolve many of the issues is to carry out - or commission - a formal feasibility study. This may well be appropriate when creation of a trust depends on making a bid to one or more funders. This sheet consequently describes a 'top down' process.
Each situation will be different, but here are some guidelines which should help ensure the feasibility work leads to a well structured bid.
Summary
The eventual feasibility of a Development Trust depends on a number of key factors which correspond to areas of good practice or competence. * A well-conceived start up process involving key interests in developing a bid to funders based on an outline business plan. * Recruiting high-calibre people from public, private and voluntary sectors for the Board to develop a shared mission. They will be responsible for the governance of the Trust. * Establishing sound management practices * Making communications a two-way process - both presenting ideas well, and listening to others * Planning for financial sustainability from the start * Following sound project management practices
The Competence summary sheet, and other main competence sheets, provide more detailed checklists.
Any feasibility work should, therefore, aim to answer the question: How can we create a competent Development Trust?
From the above it should be clear that feasibility is more than a question of identifying project opportunities and funding sources. It also involves finding people with commitment and skills, and ways of working with existing organisations. This means that establishing whether a Trust is feasible or not is a process with a number of strands - not a snapshot technical study. The main strands are: * Understanding what funders may offer * Developing and discussing a concept, or vision, of what the Trust may be like with a number of interests * A local audit, or appraisal, of the
One way to plan the start up process and resolve many of the issues is to carry out - or commission - a formal feasibility study. This may well be appropriate when creation of a trust depends on making a bid to one or more funders. This sheet consequently describes a 'top down' process.
Each situation will be different, but here are some guidelines which should help ensure the feasibility work leads to a well structured bid.
Summary
The eventual feasibility of a Development Trust depends on a number of key factors which correspond to areas of good practice or competence. * A well-conceived start up process involving key interests in developing a bid to funders based on an outline business plan. * Recruiting high-calibre people from public, private and voluntary sectors for the Board to develop a shared mission. They will be responsible for the governance of the Trust. * Establishing sound management practices * Making communications a two-way process - both presenting ideas well, and listening to others * Planning for financial sustainability from the start * Following sound project management practices
The Competence summary sheet, and other main competence sheets, provide more detailed checklists.
Any feasibility work should, therefore, aim to answer the question: How can we create a competent Development Trust?
From the above it should be clear that feasibility is more than a question of identifying project opportunities and funding sources. It also involves finding people with commitment and skills, and ways of working with existing organisations. This means that establishing whether a Trust is feasible or not is a process with a number of strands - not a snapshot technical study. The main strands are: * Understanding what funders may offer * Developing and discussing a concept, or vision, of what the Trust may be like with a number of interests * A local audit, or appraisal, of the