Skilling Up for

Stronger Voices
A skills framework for third sector representatives

Summary of recent research from the

Improving Local Partnerships project at NAVCA

Steve Skinner and Linda Joy Mitchell

October 2008
The research
In 2007 NAVCA commissioned research on identifying skills and abilities needed
for effective participation by third sector representatives on the executive boards
of LSPs. The work involved telephone interviews with 21 representatives across
the country and the report Skilling Up for LSPs was published in the summer of
2007.

The Skilling Up for LSPs research also involved examining relevant job
descriptions and personal specifications and included a brief search of literature
on the specific skills and abilities needed to be an effective representative on
executive boards of LSPs. It found most of the existing written material discussed
policy issues or described the knowledge needed, rather than the skills involved.
Desk research was also carried out into national occupational standards, as well
as other sources.

In 2008 further research called Stronger Voices was carried out, this time to
gather information from third sector representatives on thematic partnerships
within LSPs. 26 people were interviewed by telephone in Yorkshire, the Humber
and the North East, and asked about core purpose, tasks and skills as well as
other issues, including barriers to participation.

Drawing on these different sources, the two research projects produced a

combined set of 15 main headings for skills and abilities; the similarities in
findings are discussed in the Stronger Voices report.

The combined set of 15 headings is designed to replace the more limited set
given in Skilling Up for LSPs and intended to be used as a flexible resource
for supporting both types of representatives. Both research reports – Skilling
Up for LSPs and Stronger Voices – used the term ‘competencies’; in this short
publication written to summarise the work, we use the more accessible term
‘skills and abilities’. Some of the original terms for the roles, tasks and skills
headings have been amended to improve clarity. The research also provided
some insights that may be useful in the design of future learning provision for
representatives.

The Skilling Up for LSPs research was carried out by two consultants, Steve
Skinner and Linda Joy Mitchell; the Stronger Voices research was carried out by
Steve Skinner.
www.steveskinnerassociates.org.uk
www.lindajoymitchell.org.uk
 Skilling Up for Stronger Voices

Contents

Introduction................................................................................................ 1

Key roles................................................................................................... 2

Tasks......................................................................................................... 2

Skills and abilities...................................................................................... 4

Using the framework................................................................................. 4

The skills framework for third sector representatives

Partnership skills.............................................................................. 6

People skills..................................................................................... 7

Practical skills.................................................................................. 8

Conclusions.............................................................................................. 9
 Skilling Up for Stronger Voices
Introduction
Across the country many people from the
third sector are involved in partnerships.
They bring a tremendous range of
talents, knowledge, skills and experience
– and equally many are requesting
support to further develop their skills and
abilities. Local strategic partnerships
are complex environments where third
sector representatives face a variety of
challenges and opportunities. Based on
recent research, this publication describes
the range of roles, tasks and skills involved.
It proposes a skills framework which
divides skills and abilities being used by
representatives into three simple themes:
● Partnership skills – such as joint working
with different organisations, representing
and feeding back to networks and
groups.
● People skills – such as acting assertively,
solving problems and supporting others.
● Practical skills – such as communicating
well, using information and being
organised.
The material comes from two research
projects carried out for NAVCA in 2007 and
2008. The main part of the research involved
telephone interviews with 47 people who
are third sector representatives on executive
boards of local strategic partnerships, or on
thematic partnerships within local strategic
partnerships (LSPs), such as a health
partnership. Skilling Up for Stronger Voices
combines the work from these two research
projects.
The sample size can only give some insights
into current practice and a limited ‘snapshot’
view. To see the full research reports,
please access the NAVCA website
www.navca.org.uk
This publication looks in turn at:
● the roles that representatives have in
LSPs
● the range of key tasks that they carry out
● the types of skills and abilities they are
using.
We hope the material will be useful
in supporting representatives and the
organisations working with them, and that
it will be used in a flexible way, adapted to
different needs, and be seen as a set of
working proposals for further exploration.
Skilling Up for Stronger Voices is part of
a wider range of resources that NAVCA
has produced to support representatives.
Other material focuses on the structures
that representatives work within and the
knowledge they may need to have; these
complement the skills framework which
focuses on the skills and abilities that
representatives are using.
New government initiatives are promoting
active citizenship, community empowerment
and the role of the third sector. NAVCA
hopes this publication will help to give
greater recognition to the roles that third
sector representatives carry out on LSPs
and the importance of training and support
to further strengthen their capacity and
voice.

Key roles
What are the key roles that third sector
representatives carry out within the
framework of an LSP? Looking at this can
help people to be clear about what they are
doing and why. The research asked about
the core purpose underlying representatives’
involvement, and can best be described
through the following roles:
Being a voice – taking issues of concern
to the partnership; acting as a bridge and
ensuring many voices are heard; feeding
back to third sector groups and communities
and involving them in consultation.
Influencing decisions – challenging and
supporting proposals; acting as ‘critical
friend’; influencing the thinking of people
who make decisions.
Building the partnership – supporting
the development of the partnership, its
arrangements and overall quality of work;
helping to direct resources to greatest effect.
Promoting the sector – ensuring partners
are aware of the particular contribution of the
third sector; advocating the role of the third
sector; bringing knowledge of community
groups and what they have to offer.
These roles were common to both types of
representatives interviewed. Out of the four,
the representatives on thematic partnerships
have been more involved in the first two
roles. This reflects that representatives on
executive boards will probably have more
opportunities to get involved in the wider
development of the partnership. The roles
can be used in training and support work
with third sector representatives to help
them review and be clear on the particular
roles that they play and the reasons why
they might get involved.
Skilling Up for Stronger Voices 
Tasks
What are the tasks that third sector
representatives are likely to be involved
in? The research identified a wide range of
tasks being carried out with varying levels
of frequency adding to the recognition
that representatives are often carrying out
demanding roles in their involvement in
LSPs.
The list of possible tasks, printed overleaf,
can be used as a resource in training and
support work to help identify those areas
representatives are most often involved
in. This may vary with different settings,
and it is unlikely any one representative
would be doing them all. The range of tasks
may change over time, and there may be
others not unearthed by the research. One
representative also said a key task was to
smile a lot!
The research also showed all 47 people
thought the main tasks central to being an
effective representative were:
● Feeding back information to voluntary
and community groups
● Standing up for the sector whilst
maintaining good relationships
● Reading papers and analysing complex
documents
● Influencing decisions
Representatives on thematic partnerships
also prioritised Collecting information on
community needs, while representatives on
executive boards instead prioritised Building
relationships within the partnership.
 Skilling Up for Stronger Voices

The tasks

The range of tasks that third sector representatives can be involved in:

Building relationships within the partnership

Developing a view

Standing up for the sector whilst maintaining good relationships

Influencing discussions

Presenting a good case

Feeding back information to voluntary and community groups

Reading papers and analysing complex documents

Bridging differences in cultures between communities and organisations

Enabling and facilitating others to be involved in the process

Promoting the LSP and being accountable for collective decisions

Influencing the agenda

Making decisions about funding and resources

Working with partners to deliver on programmes and projects

Monitoring and evaluation of projects

Reflecting on ways of doing things

Collecting information on needs

Taking part in negotiations

Writing reports

Presenting information and reports

Resolving conflict

Engaging with officers, sounding out opinions and views

Representing the LSP on other strategic partnerships and boards

Chairing and attending related meetings

Developing a particular piece of follow-up work

Bringing the strands together

Coming up with other ways of doing the work

 Skilling Up for Stronger Voices 

Skills and abilities Using the framework

What are the main skills and abilities In using the skills framework, please note:
that third sector representatives are
using? The research work produced ● Appreciating people’s existing skills and
15 different headings that have been abilities is very important – recognising
divided into three main themes; in the strengths people already have is a
combination this creates the skills good place to start.
framework. ● The skills and abilities in the framework
can be seen as a resource to draw on
The skills framework contains a wide and used appropriately, rather than being
range of material – it needs to be used a rigid check list.
carefully and creatively with people,
● Some skills and abilities may be more
rather than just presented as a set
demanding than others, for example,
of demands! The framework could
Political skills and Being strategic.
be used in the design of learning
● In practice, there may be overlaps
programmes for representatives,
between different headings and the three
including, for example, workshops,
themes – they are being used just to help
training courses and mentoring. The
make the material more accessible.
material could also help to identify
people’s learning needs, either with
individual third sector representatives,
with groups of representatives or with
members of a partnership board from
ing ena
different sectors. work blin
joint g ot
her
repres s
enting ely
ssertiv
k acting a
c
ba being self a
n g ware
Partne p Skills

di
fee being
al skil
ls
politic
e Skills
strate
gic
using
es
valu
rshi

ing
n g problem solv
usi
Peopl

nd b
c c e s sing a ge ein
a led g
s i n g know or
u ga
ni
m se
ed negotiating d
ia in g
tin n icat
g m u
com

The skills framework Practical Skills

 Skilling Up for Stronger Voices

The range of skills and abilities given in There will be learning and training

The skills framework for third sector representatives

the framework is extensive and can be organisations that can provide learning
especially daunting for new recruits. There that directly addresses the identified needs
are a number of possibilities for the material in most areas of the skills and abilities
to be used in user-friendly ways, such as: framework. However, some, for example
Political skills, may require specialist training
● At first just use the headings, as given providers and the development of new
above, without the more detailed learning materials targeted for the particular
statements. context of representation and LSPs.
● In training sessions, focus on one theme
at a time. The research indicated that much of the
● Invite people to work on a limited number existing training material on representation
of headings and come back to others focuses on acquiring knowledge,
later. understanding policy issues or the local
context in which representation takes place.
● Help people to identify the ones they are
While this is very useful, there is a need to
already strong in as well as the ones they
complement it with material on skills and
want some support with.
abilities which explore the ‘how’ as well as
the ‘what’.
The framework can be used flexibly in
ways that help to build the confidence of
those engaged in representation work. The
headings are not intended as a definition
of what representatives ‘should’ be doing,
but more as a resource to support people
that can be adapted to different settings and
different needs.

The framework can be used

flexibly in ways that help to
build the confidence of those
engaged in representation work.

Partnership skills
Joint working
● Seeks to understand partner
organisations’ needs, resources and
motivations
● Keeps promises and delivers on
commitments
● Develops an overview across sectors to
achieve common goals
● Constructively challenges proposals and
seeks better alternatives
● Builds trust and credibility in relationships
with partners and the third sector
● Develops understanding of the local
strategic partnership’s structures and
processes
Representing
● Keeps up-to-date with third sector issues,
drawing information and resources from a
range of national and local sources
● Builds understanding of the role, diversity
and value of the third sector across the
partnership
● Maintains clarity on the scope
and accountability of own role as
representative
● Supports third sector to identify
infrastructure development needs and
interests
● Supports communities to develop plans
for collective action and capacity building
● Promotes the interests of stronger
communities and the whole third sector
Partnership
Skilling Up for Stronger Voices 
Being strategic
● Develops understanding of the
partnership’s vision, aims and resources
● Applies understanding of community and
economic processes
● Balances long-term goals with short-term
activities to achieve aims
● Promotes use of resources and joint
working to achieve long-term objectives
● Displays understanding of the big picture
and the long term
Feeding back
● Ensures systematic feedback to third
sector networks and groups
● Maintains close contact and links with
grassroots third sector groups and
networks
● Consults with groups and networks on
key issues and decisions
● Ensures minorities are part of the
feedback communication networks
Using values
● Ensures diversity and equality of
opportunity are addressed in policies and
programmes
● Ensures social inclusion in the
development of the partnership
● Models behaviour that shows respect,
assertiveness, openness and co-
operation
● Promotes inclusive and empowering
ways of working within communities
 Skilling Up for Stronger Voices
People skills
Enabling others
● Builds understanding in groups and
networks of the roles of representatives
● Encourages others to become
representatives
● Seeks to reduce barriers to participation
● Helps to develop others’ confidence and
skills in representation
● Seeks to understand other people’s
needs and motivations
Acting assertively
● Presents self and own views confidently
and directly in ways that maintain
effective relationships
● Displays calmness, courage and
persistence in standing up for third sector
interests
● Proposes and challenges in ways that
persuade and inspire others
● Says no to unreasonable requests
● Encourages assertiveness in others and
as part of the partnership culture
● Displays belief in own role and
contributions
People
Being self aware
● Understands impact of personal
communication style on others
● Reviews own practice
● Seeks opportunities for personal and
professional development
● Maintains openness and ability to change
● Aware of when out of depth on issues
● Displays honesty about not being
informed on all issues
Problem solving
● Identifies and works around blocks to
achieve progress
● Learns quickly in new situations
● Uses creative approaches to generate
new ideas and solutions
● Adopts a positive attitude to change
● Translates theory into practice
Using political skills
● Anticipates the impact of own views and
actions on others
● Employs tact and diplomacy while
maintaining integrity and honesty
● Maintains balance between challenging
and co-operating to achieve goals
● Chooses right approach for the right
moment
● Recognises and works with the power
bases within the partnership
● Displays awareness of political structures
and personal agendas
 Skilling Up for Stronger Voices 

Practical skills
Being organised
● Manages own time as a resource
● Plans ahead for key meetings and
deadlines
● Uses IT to support preparation work
● Displays reliability and consistency in
keeping to practical arrangements
Negotiating
● Develops productive working
relationships with partners
● Identifies desired outcomes in negotiating
processes
● Uses planning and tactics effectively
● Achieves objectives and desired
outcomes

Communicating
● Presents information clearly, concisely, Mediating
accurately and in ways that promote ● Seeks understanding of opposing
understanding positions
● Ensures own advice and views are ● Reduces tensions between parties
supported by reasoned argument and ● Facilitates fairly and constructively
appropriate evidence between people with conflicting needs
● Ensures formal and informal ● Encourages win-win solutions
presentations are informed and creative
● Relates effectively to people from diverse
backgrounds and sectors
● Uses listening skills to develop effective
relationships

Accessing and using knowledge

● Manages and uses different forms of
information and data
● Scans and selects from large amounts of
information
● Analyses information to identify useful
points and key findings
● Applies specialist subject knowledge to
different situations and contexts
● Uses opportunities appropriately to share

Practical
own knowledge with others
Conclusions
The research has produced an outline of
the range of roles and tasks being carried
out by third sector representatives and
proposes a framework that describes
the skills and abilities they are using.
The material may also be of interest to
representatives on LSPs from other sectors
– learning opportunities bringing together
representatives from different sectors is
currently being explored.
Additional research, piloting and critical
feedback is needed to further test the skills
framework with a larger number of third
sector representatives and with different
groups of third sector representatives.
Refining the descriptions of the skills to
identify the level of skill involved in each
case would be a useful area of development.
NAVCA is developing a range of capacity-
building activities to support infrastructure
organisations to better support representatives
from frontline voluntary and community groups
with the skills and knowledge necessary for
effective representation.
We hope the findings from this research have
the potential to strengthen the significant and
demanding work being carried out by third
sector representatives and the organisations
that support them.
The authors and NAVCA wish to thank all the
individuals and organisations that contributed to
this research.

NAVCA
The Tower
2 Furnival Square
Sheffield
S1 4QL

Tel 0114 278 6636

Fax 0114 278 7004
Textphone 0114 278 7025
Email navca@navca.org.uk
www.navca.org.uk

Registered charity no. 1001635

Company registration no. 2575206
This publication can be provided in
Published November 2008 alternative formats. Please contact
© NAVCA NAVCA for further information.