Pre Project

During Project

After the Project

• Having a good idea – an idea common to a community – set of stakeholders
• Account for time required to communicate with the community of interest (pre, during and post project)
• Estimate the impact of solving the problem
• Generate support and liase with groups who could be involved with the project or who will influence outcomes if not involved with the project (e.g. Government, community groups
• Establish a committee who are passionate about the project and will see it to completion
• Projects better if community group have come up with the idea (identified the problem)
• Identify expert advice that might be required
• Lots of goodwill goes into the pre-project phase
• Keep community group informed of progress towards achieving funding
• Checks and balances – make sure the idea was right, problem properly defined
• Publicise the problem through the media to soften up funders (to raise awareness)
• Identify barriers and threats to a project
• Develop a plan for what you will do when you get funding (Develop a plan for what you will do if you do not get funding)
• Identify the reasons people will want to engage with the project
• Identify what other work is already going on that might be complementary
• Identify a preferred outcome/s
• Manage expectations
• Identify project management and infrastructure and responsibility of roles
• Do some budgetary work
• Identify other funding partner
• Identify the resources you need for the project (including skills, physical equipment)
• Plan how the project will continue afterwards

• Ensure quarterly reporting and requests for payment are provided on time (make life easy for your friendly SFF adviser) – include warnings of any changes
• Do the work
• Build some adaptive management (or iterative changes) into the project – modify direction or milestones and budget if necessary
• Have methods for measuring impact of project (eg: beginning and end of project surveys)
• Communicate within project group/with contractors – as part of project management, to keep control over what is happening and to identify any changes necessary
• Communicate with endusers on an ongoing basis – makes uptake easier
• Clarify roles and responsibilities within the project
• Set up administrative processes (e.g. for in kind recording) – value the people who do those jobs
• Have people filling roles they are suited to (recognise everyone in the team have different strengths)
• Keep it simple in terms of relationships between project team and other contractors/providers
• Stick to the programme/ focus on milestones
• Make sure scientists and communities can work well together (get stroppy people involved who can make sure the linkages occur)
• Reassess the project/continuous learning
• Identify easy solutions (e.g. use existing communication channels)
• Get necessary advice at the right time (e.g. legal)

• Have a party! Celebrate (invite your SFF adviser)
• Make sure the information or product is an enduring organisation or form (could be CRI or in a community organisation or trust)
• Scope future opportunities – what is there still to do, what leads on
• Maintain contact with community of interest so that new ideas can be pursued
• Arrive at the end of the project with the house in order (timeframes should manage this from the outset)
• After management may be required to meet the outcomes you were looking for
• New team may be required for after project dissemination
• After project activity will vary depending on the nature of the project
• Make sure community group appreciates their responsibility to keep using outputs
• Make sure that funding is available for product updates if required
• Make sure information is easily available (PDF on websites or CDs work better than hardcopy)