A Coggle Diagram about Grant
, Inputs, activities
, Outcomes (arise from outputs)
Above-the-line: overheads, salary
Below-the-line: project funds
use microbudgets and concept notes
, Measurable outcomes? (Project auditing)
Need jargon e.g. tracking, how we track it
website links, physical copies
, Impact is the overarching direction
, Good reporting language helps to smooth out wrinkles
, Always be on the alert for potential collaborators that I would want to work with
, Personal relationship can allow me to focus energy on the staff that need a little more management
, Summary of Skype calls when held
, Keep calm. Exude confidence. Never blame.
, Program staff do grunt work
, Concise concept notes for activities
, Keep it simple stupid. (Don't elaborate too much)
, Email system is not ideal for project management but does generate a paper trail
, Don't have to be smarter than team members but experience is useful
, Quality assurance and big picture
, Potential for lost focus on overall objectives
, Outputs come from activities
, Pr. Leader needs to identify stand-out milestones
, Got to understand donor's expectations
and Criticise as a group e.g. "we obviously didn't communicate well"
), Question B
(How to generate teamwork?
, Thinking about outcomes - need to develop the project in real time (need interactive software e.g. AQLnet - Dad to confirm)
, Generate summary reports for the donor upon request
, Question sets generate answers - drop-down menus, yes/no.
, Limits influence of time zones on work production anti-synergy
, Integrated software environment - various levels of control and access. Pre-existing, customisable
, Do people feel like they're wasting their time or are they feeling well directed?
, Managing time as the critical resource - motivation stems from efficiency
, Consider getting together when:
- required for HR reasons
- strategic reasons related to core project objectives
- maintaining motivation and alignment e.g. prioritisation of near-term objectives
(Different to managing efforts/time allocation)
- needed to interface with collaborators/partners and outcome receivers
, Avoid pressuring people into scenarios of time accounting. Help them see that the use of their time is useful to the outcomes of the project.
and If the project does not clarify and quantify measurable outcomes at the start, the donors will not be satisfied
, Getting people to invest
, Identifying potential collaboration partners
, Agreeing on a framework of the challenge
, Solicit opinion (inductive)
, Take responsibility for actionable elements
and Outcomes - how to measure success? Kenyatta APRM motivation
), Question A
(Information is the priority.
Develop an activity plan and suitability of resources for activity plan (streamline as necessary)
Resource packet and implementation
, Lit review of the cultural, social and economic drivers of trade
, Know why the resource is demanded
and Demonstrate reading of the proposal, reference it, provide general plan
), Question C
Do I get monthly financial reports on the project status?
What is your current financial accounting arrangement? Does it include PL's getting statements and updates?
, So might need to maintain monthly budgets in lieu of regular updates.
, Comfortable with budgets, reading and managing
and Don't over/underspend - adapt to updated information
), Questions for Garry
(Introduce reason for interest in AQL
, Has AQLnet ever been used by NGO's in the conservation sector?
and Security of system - sensitive information might need to be transmitted
), Cultural Keystone Species
and Trade as a Social-Ecological System (SES)