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| Home | Getting Started | Good Practice Guide | Case Studies | Useful Contacts | Project Evaluator | Evaluated Projects | Contact Us |
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good practice guide Click here to download this page as a standalone PDF document. INTRODUCTION This guide has been developed to assist with the design and implementation of rural community projects. Project conception, origination and delivery can vary a great deal and may range from relatively simple building projects to providing complex community services to large numbers of people. Projects may be commercial or part-commercial in nature or may involve intervention with disadvantaged groups or individuals which may always need public funding. They may be community-wide or affect only a small group of interested users. The range and scope of community projects is very broad indeed. It is not, therefore, realistic to develop a set of guidelines all of which fit all projects and all situations. Recognising this, we have compiled a generic Good Practice Guide which informs and also directs the user to other sources of relevant information where necessary. This is not intended to be a “workshop manual” or a “step by step guide” on how to create a community project. USING THE GUIDE Reference to this good practice guide and objective use of our tools for starting and evaluating projects may help you to learn from the experience of others, avoid some painful mistakes and to increase your chances of making your project a reality. You can access the guide at any point; however, for convenience we have divided our guide into 5 basic sections as follows:
Where possible, good practice (green links) and to not-so-good practice (red links) have been linked to the Case Studies. As the number of Case Studies submitted increases, further links will be added to this guide. GETTING STARTED 1. VISION Whether your project is a new project or builds upon an existing activity or project; whether it is innovative or reproduces an idea successfully used elsewhere; you will need to have a clear vision for you project and what it will achieve. The lack of clear vision can result in projects failing to meet their objectives. It is good practice to agree and establish a clear vision of what your project sets out to achieve and to understand how you will measure success. 2. PROJECT CHAMPION Many projects originate from the vision, drive and enthusiasm of a single person or a group of people. It will help if you can identify a project leader or project champion with energy to drive the project forward. It is good practice to identify an enthusiastic, dedicated leader or champion to motivate individuals and partnerships; involve the community; deliver objectives; and secure the project’s future. 3. SUPPORT OF OTHER ORGANISATIONS It is, therefore, also good practice, at an early stage, to secure the support of others with an interest in your project, including relevant local organisations and the community. ESTABLISHING THE NEED FOR YOUR PROJECT 1. IDENTIFYING NEEDS Projects based on real needs are more likely to succeed and more likely to continue once initial funding has stopped. They are also more likely to attract the support of the community and funding agencies. It is good practice to show specific evidence of need backed up by letters of support; along with relevant market research to show the expected level of demand. Click here to view relevant Case Studies. Wherever possible try to provide evidence of why your project is needed and design the project accordingly. Including supporting letters from stakeholders and key partners will strengthen your bid. Try to ensure that your project proposal and funding bid express the needs you have identified in ways which potential funders can understand and relate to. There are a number of ways to obtain evidence of need which you might consider:
2. CONSULTING WITH THE COMMUNITY Many community projects under-perform because they misunderstand or over-estimate the need or demand for their services. Good Practice results in projects that are designed to meet the needs of the community and end-users; there will be evidence of consultation influencing project design and delivery. Click here to view relevant Case Studies. Where possible, obtain letters of support for your project from relevant local community organisations and include these with your project proposal and application. You should discuss your project with the immediate local community, (e.g. village) to obtain feedback and establish:
It will help if you also present your project to the wider community (e.g. neighbouring villages) to obtain feedback and establish:
It is also valuable to discuss your project with individuals and organisations who work in the field which your project covers, (e.g. Rural Community Council; Charities: and Local Authorities) and obtain further feedback from them. 3. CONSULTING WITH END-USERS OF YOUR PROJECT If the people at whom your project is aimed don’t want the services you propose, or they are unable to afford or access them; your project may fail to meet its objectives. It is good practice to consult with the end users to establish which services they will use; any barriers to their use; and the level to which they will use them. Click here to view relevant Case Studies. If you are depending on financial contributions from users, then it is good practice to establish what they can afford and what they are prepared to pay. Click here to view relevant Case Studies. Establish which individuals or groups are potential end-users (e.g. young people, older people, unemployed, ethnic minorities, etc.) Identify organisations who work with the target users locally (e.g. Social Services, Youth workers; Health Authorities, Charities, etc) Present your project proposals to individuals and organisations and obtain feedback to establish;
4. SOCIAL INCLUSION It is good practice when developing community projects to involve, and make the project accessible to, the widest range of people possible. Click here to view relevant Case Studies. Many public funders are seeking to combat exclusion and to promote inclusiveness. This means involving and assisting disadvantaged individuals and groups in the community. Including as many people as possible will maximise your “market” and may increase support for your project. You will need carefully to consider how to make your project accessible to the widest range of people including:
To do this you may need to consult with interested organisations such as your Rural Community Council; Social Services; Youth Services, Charities, Health Authorities, etc; in order to:
5. SELECTING THE BEST WAY TO MEET THE NEEDS Projects are often conceived by individuals who have strong views on how they will deliver “their” project. Good practice, however, identifies the most appropriate and cost-effective way of meeting the identified needs; and presents a reasoned and logical argument as to why the chosen solution is the “best” solution. Click here to view relevant Case Studies. To be able to do this you will need to:
6. AVOIDING DUPLICATION OR ADVERSE AFFECTS ON OTHER PROJECTS? It is good practice to check that your project satisfies needs not met elsewhere; is not funded by other means; and avoids clashes with existing projects which could make both unviable. Click here to view relevant Case Studies. Click here to view relevant Case Studies. To do this you will need to:
PREPARATION & SETTING OBJECTIVES 1. Setting Realistic Objectives & Targets Performance against objectives and targets will be an important measure of project success and it is, therefore, important that they realistically reflect the identified needs and demand. Common causes of project failure and underperformance are over-ambitious aspirations; unrealistic expectations; and unattainable targets. It is good practice to set objectives that realistically reflect the identified needs; are achievable; and address the priorities of funders. Click here to view relevant Case Studies. To do this you will need to:
2. Assessing Risks & Contingency Planning All projects have risks attached to them; there are always things which can go wrong and cause delays, underperformance or project failure. It is good practice to assess risks at the outset; to understand their financial and delivery implications; and to have contingency plans in place to deal with them. Click here to view relevant Case Studies. To do this you will need to consider all the things which could reduce your ability to deliver the expected results. These may be related to outside factors as well as to project management weaknesses. It is good practice to identify all the critical elements of your project, (for example. staff, volunteers, achieving demand, cash flow, etc.) and to make a clear contingency plan of how to avoid or deal with those problems should they arise. Click here to view relevant Case Studies. Each project will have its own critical factors and particular risks attached to it, but you should also consider common causes of failure such as:
3. Consulting Relevant Professional & Statutory Bodies For some projects you will be required to provide professional documents, for example, architects plans for building work. Failure to provide them will delay your project or cause you problems after you have started. You may need to talk with relevant statutory bodies, for example the Planning Department of your District Council. You may need to employ professionals such as architects, surveyors and solicitors to make sure your project runs smoothly. It is good practice to establish, at an early stage, what professional help you will need with your project; if you are unsure seek advice from those with experience. Click here to view relevant Case Studies. 4. Obtaining Permissions & Complying with Legal Requirements Some projects will require you to comply with one or more legal procedures. Failure to do this could cost you time and money or even stop your project from progressing. It is good practice to identify in advance all the relevant permissions you will need; if in doubt seek advice at the outset. Click here to view relevant Case Studies. Some of the requirements you may need to meet are listed below:
It is important to understand the time it takes for some of these permissions to be granted and factor this into your project planning. (For example outline planning permission could take several months to obtain). It is good practice to consider, in advance, the implications of any of the permissions you need not being granted and to develop contingency plans. 5. Marketing & Promotion Plan It is good practice to clearly identify who you want to attract to your project and make a written plan showing how you will tell them about the project and what it will cost you to do it. Click here to view relevant Case Studies. You can consider using advertisements, leaflets,
mail shots, newsletters, notice boards, etc. to communicate with
potential customers. 6. Project Sustainability If your project is really needed, you will want to make sure it continues with or without a public subsidy. To do this you will need to plan ahead and build into the project ways of continuing. If there is a risk that it may not be able to continue, you need to consider how to manage expectations. This should be considered when designing and planning your project. It is good practice to consider, from the outset, what you will do when the secured funding ends. Click here to view relevant Case Studies. If it is likely that your project may not be able to continue, it is good practice to manage the expectations of the users and do your best to ensure they know what will happen when the project ends. Click here to view relevant Case Studies. It is important to consider all potential assistance from other private, public and charity sources which could assist you in the medium to long term. If the project is a pilot, it is important to assess if the project could be taken over by somebody-else; and perhaps become part of mainstream provision. With projects which aspire to self-sufficiency and have a commercial or part-commercial element, it is good practice to draw up a business plan for future operation which shows what your project hopes to achieve; the funds needed to run the project; and how you intend to raise the revenue contributions. Click here to view relevant Case Studies. You may be able to use this to help you raise funds from private and public sources. For capital projects, it is good practice to consider who will maintain any buildings and who will repair and replace any capital items such as computers etc. It is wise to try to get agreements in place from the outset. Click here to view relevant Case Studies. THE PROJECT TEAM 1. Leadership It is important to have an enthusiastic, determined and dedicated project leader to motivate individuals and partnerships; involve the community; obtain funding; get your project started; and help you to deliver your objectives. It is good practice to identify and recruit a suitable project leader from the outset, and to do everything possible to retain strong leadership throughout the project’s life. Click here to view relevant Case Studies. The lack of short term success is a common cause of key people leaving a project which can result in project failure or underperformance. It is good practice, therefore, to plan to achieve early successes in order to maintain the enthusiasm of project leaders , staff and volunteers. A major cause of project failure and underperformance can be the premature loss of the leader or key project team members. It is, therefore, good practice to build up the skills in the project team, enabling succession and promotion, to ensure that strong leadership continues throughout the project’s life. Click here to view relevant Case Studies. Where the project leader is also the project manager, the loss could be doubly damaging, so it is good practice to consider separating out the roles of project leader and project manager. 2. Project Team Skills Managing a community project is similar to running a business venture and requires a number of business-related and people-related skills which need to be covered by the team. It is unlikely that one person will have all the skills required and you will need to be clear about what skills you need in order to build the right team. It is good practice to identify all the skills you will need in your project team when you are designing the project. Some of the skills you may need include:
It is good practice to draw up a Job Description and Person Specification for all substantive roles to define the tasks and the skills required and to assist you with recruiting the best people for the jobs. Click here to view relevant Case Studies. If your team has already been assembled, it is good practice to make an inventory of all the skills available and to match the available skills to the tasks which need to be undertaken, and the skills required (e.g. financial, project management, report writing, etc). Click here to view relevant Case Studies. Identify any gaps between the skills you have and the skills you need and recruit people to fill the gaps (these may be paid staff or unpaid volunteers) It can be costly and time consuming to recruit to replace staff already taken on – often there will be no budget to pay for the additional recruitment costs. It is good practice, therefore, to take care when recruiting to identify the best person for the job and to put in place measures to retain that person for the duration of the contract. 3. Defining Roles & Responsibilities If people are unclear about their responsibilities and what they are meant to do, some tasks may get done badly or be left undone. It is good practice to be clear about the responsibilities and roles of all team members and partners from the outset so as to avoid any misunderstandings or omissions. Click here to view relevant Case Studies. You will need to define and agree the detail of the jobs to be done and if you are relying on partners to do certain tasks, make sure they have the skills to do them. It is good practice to have written agreements and/or contracts between partners which clearly define the tasks to be undertaken and which apportion project delivery and financial responsibilities. Click here to view relevant Case Studies. FUNDING 1. Identifying the Most Suitable Funding Stream It is important to apply to the most appropriate fund for your project as funders have varying priorities for action and target their help at different groups of people. You should seek funding from a body which is interested in meeting the needs that you have identified. Do not design your project just to access a particular fund. It is good practice to identify all suitable funding sources for your project before making a decision on which fund to apply to. If you are unsure, seek advice from those with experience, such as your Rural Community Council. It is good practice to talk to the relevant funders to see if you and your project are eligible to bid for their funding before making an application. If you cannot speak to them, obtain their written guidelines and make sure you understand their requirements and rules. If you need to seek funding from more than one source and plan multiple applications, using each to match fund the others; check the rules with all the funders before you start. It is good practice to obtain all offers of funding from partners in writing. Click here to view relevant Case Studies. Click here or further information on funders in the Useful Sources of Information section. 2. Confirming Project Costs You should be able to explain all your project costs and show how certain you are of those costs. This will give the funders an indication of your project’s value for money; and establish confidence in your projected budgets. It will also help you to prevent any unforeseen and unfunded increases in your project costs at a later stage. It is good practice to identify and quantify each element of expenditure, including wages; office costs; and any goods or services to be purchased. Click here to view relevant Case Studies. Explain how you calculated or estimated your costs wherever you can, and relate these to costs of similar projects if possible. For bought-in goods and services, it is good practice to obtain competitive fixed-price quotes against a clear specification and to compare the prices and quality before selecting your preferred supplier. Click here to view relevant Case Studies. Check for how long quotations are valid and, if necessary, obtain updated quotations before submitting your bid. Clarify the VAT position in all cases – this is your responsibility 3. Value for Money The funders may need to form an opinion as to whether your project is value for money compared with similar projects and for similar outputs and services. This may be difficult to assess and the real value of the project may not be a financial one but a community benefit which is not easily quantifiable. It is good practice, however, to know your unit costs (e.g. costs per output or cost per person) and to understand how your unit costs compare with similar projects. It is also important to understand how this links to the predicted outputs and how poor results can increase unit costs and result in less value for money. Some funders may require further information on the proportion of the costs used in project management and administration and it is therefore useful to calculate these as a percentage of overall costs. 4. Securing any in-kind elements of your project In-kind elements include such items as staff time, office space, volunteer time etc. If you include in-kind elements in your bid, it is important that these are firm commitments: otherwise you may end up paying for things you expected to get free. You may also not be able to draw down the full available funding if the in-kind elements form part of your match funding and they fail to get delivered. It is good practice to obtain written confirmation of commitment from in-kind donors before the start of the project. When estimating in-kind contributions of volunteer time; be pessimistic about the number of volunteers you will recruit and the time each will spend on the project. It is important to be aware that you will need to collect evidence of volunteer input where it is used as match funding. It is good practice to put in place efficient administrative systems to collect evidence of match funding from volunteers and similar individuals from the start. Click here to view relevant Case Studies. 5. Controlling the Budget Most public funding bodies will insist that you have accountable systems and audit trails in place for the funding they award. It is good practice to put in place financial controls which ensure that the budget is adhered to and which account for all spending. Click here to view relevant Case Studies. It is also important to control the cash flow in your project. Each funder will have their own rules for payment, and so will your suppliers. You need to ensure that you have the cash to pay your suppliers when their bills are due, or you may run into trouble. It is good practice to clarify the rules of payment with funders and suppliers; and to draw up a cash flow prediction of payments in and out over the life of the project. You should check the cash flow prediction regularly to see that you will always have sufficient funds to make the payments to which you are committed. Click here to download this page as a standalone PDF document. |
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