Active Canterbury
Good practice lessons – key issues, project responses and outcomes
According to Active Canterbury’s project manager, Maria Moran, the greatest lessons in this project have been in the area of planning, governance and management. Early clarification of these components of the project proved crucial. This included obtaining agreement on a clear project direction, having a thorough project plan, and ensuring partner and stakeholder involvement at key points in the project cycle.
Initially there was a lack of clarity around the roles of the steering group, the project manager and the Canterbury Inter-sectorial Physical Activity and Nutritional Group (CIPANG). In response to this issue, some Terms of Reference (TOR) were drafted. These were agreed to by the steering group, and signed off by CIPANG, a process that was achieved over a few meetings.
This meant that roles and expectations were made clearer. When issues arose, they could be linked back to the TOR. Over time, the TOR evolved to reflect the practical and operational experience of rolling out the project.
Other key insights in project implementation include:
- steering group members were key within the organisation to advocate for the project, and have done a great job of ensuring it has been implemented in their own organisations
- high levels of negotiation and communication skills are a must-have for the project manager
- buy-in from senior management is also vital. They can bring host organisations with them and help negotiate and give guidance, particularly when dealing with inter-agency meetings and diverse groups of stakeholders
- use an external evaluator to examine the planning of the project implementation
- conduct focus groups and engage with the community you are proving tools for, including all stakeholders, professional groups and the end users
- allow plenty of time to test tools (months not weeks)
- the project manager or equivalent should complete a short programme logic course
- exercise budget control – ensure quotes are signed off with businesses contracted to the project
- source good templates
- a tested project plan template is crucial
- provide examples of operational budgets
- an evaluation plan template should be used
The Active Communities application and the project brief
Maria Moran explains that it’s important to treat the application and subsequent project plan like a founding document – one that can be used as a guide for the future of the project and not just a tool to help win resources. Preparation should entail research and preliminary work on a project plan that will guide the overall mission.
Future focus – ensuring continuing success and independence of the project
The project cycle to date has been from October 2005, when project management commenced, to August 2007, when it went live (a total of 22 months).
Success in meeting core project targets – getting people using tools and resources – is essential to ensuring the continuity of the project. Active Canterbury is using this as the platform for future planning. They are also spending time addressing the issue of how to expand the project so that it continues to meet the needs of the diverse organisations that make up CIPANG. A recent brainstorm with CIPANG also demonstrated the importance of ensuring the needs of Maori were being met. Lastly, planning how to keep the project running beyond the current funding arrangements is crucial.
Active Canterbury has completed the outcomes listed within the initial project plan and is now developing one-year, three-year and five-year plans. The five-year plan will scope how the project will continue beyond its seed funding. The project will continue to be collaborative. As part of future planning, project partners will be fully consulted to get their views on the successes and weaknesses in the project so far, and how the partners can contribute to maintaining and developing the project.
The type of collaboration necessary to continue the project is already being achieved through the use of existing time and resources from contributing organisations. Aside from project finance and the time put into the steering group etc, there has also been significant input of expertise into different aspects of the project, for example the community and public health (CDHB) development of the evaluation resources.
Looking ahead, Active Canterbury still has budget remaining from the initial investment and is using it to focus on uptake of “the clever tools we have developed”. Much of this is not the publicity, but more the hands-on relationship building with individuals and organisations to support and motivate them to use the resources. This has been achieved by helping them to use the tools in a way that fits with their organisation – including giving practical examples and workshops. The same methods are being used to engage with staff in organisations belonging to the governance group. It’s this kind of thoroughness that has lead to the project’s success so far.
Active Canterbury is happy to share strategy, design, advertising and tools with other organisations.
Visit activecanterbury.org.nz or contact Maria Moran, maria.moran@activecanterbury.org.nz to learn more about this project.
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Updated | 18 Dec 2007.
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