HOW TO WORK IN PARTNERSHIP AND DELIVER PROJECTS:

Term/Word

Definition

Aim

A clear statement of intent signalling the purpose of proposed activities.

(e.g. To work with Local Authorities, Voluntary Sector and local communities to increase awareness of the factors impacting on biodiversity within Sauchie Wood).

Action Plan

An Action Plan is an operational tool.  It is a key document referred to by management for decision-making purposes, especially during monitoring and evaluation.  The focus of the Action Plan is on the sequence of agreed actions identified as required to deliver the aims and objectives.  The Action Plan announces who is doing what, where and when in order to make the most effective and efficient use of resources possible.  In this respect, actions are assigned to individuals or organisations and are their responsibility.  The resources required are summarised and sources of funding confirmed.

Business Case

A Business Case involves proposing a series of detailed options designed to meet the objectives of a specific, well-described project.  It aims to gain support for the particular favoured option which emerges.  The options, including a do-nothing option, are described and each appraised in terms of their cost, risks, ability to deliver the objectives and their expected outputs.  The favoured option is then selected and worked up in more detail.  Business Cases are associated with large scale projects usually requiring concerted effort, significant input and impacts over a number of years, usually 5 to 10.  Examples include the Natural Care Programme Peatlands Management Scheme for Caithness and Sutherland.

Note the distinction between a Business Case and a Business Plan (see below)

Business Plan

A Business Plan is a management tool used to turn stated aims and objectives into reality.  It provides strategic direction for work over a defined period of time.  The Plan sets out future activities and development opportunities, announcing what is wanted and what is actually expected to be achieved over that period.  The Plan highlights the anticipated resources required to translate the aims and objectives into operation and confirms known funding, its sources and those to be targeted for additional funds.

Company

A separate legal entity, able to act in its own right (e.g. enter contracts, own land) and offering limited liability to its members. Formally established and governed by a Memorandum & Articles of Association. A company limited by guarantee is used by SNH in a number of major initiatives.

Evaluate

To measure the extent of change achieved as a result of planned (or unplanned) actions.  Evaluation happens before, during and after completion and is based on identified and justified need for change (e.g. if the project is to plant a community woodland, then the resulting changes could be: 1) Increased use of woodland by a community 2) Better habitat for breeding birds 3) The contribution to LBAP)

Indicators

Measures agreed prior to delivering objectives and used to demonstrate what has been achieved

Milestone

Planned stages regarded as significant achievements in their own right, used to measure progress.  (e.g. 100 staff consulted and their views recorded)

Monitor

To measure progress against pre-specified targets and expected outputs and to do this as part of the partnership development process.  Monitoring activity should happen routinely to allow for adjustment and refinement of planned activities.

Objective

A project's objectives are more specific than the overall project aim. They set out what the project will do in specific, measurable terms. They should have a reference to time and be reaslistic and achievable within that time frame (see S.M.A.R.T. below).

Outcomes

End results, arising from the outputs, which are expected or not.

Outputs

The predicted results of tasks, which contribute towards achievement of objectives.  (e.g. 6 seminars completed)

Plan

A written document against which all progress is measured and variances analysed and reported

Project Life-Cycle

The five phases or partnership working and/or project delivery: definition, planning, implementation, monitoring and evaluation and closure/exit.

PRINCE2

Projects In Controlled Environments - A project management methodology which sets out a number of controlled stages in order to deliver a project successfully. Recognised both in the public and private sectors as a successful framework for project implementation.

Review

To look back at collective experience, documentation and records of activities to report findings and make recommendations to influence future development.

S.M.A.R.T. Objectives

An acronym built around the five leading measures of a strong project plan: Specific, Measurable, Agreed, Realistic and Time-Bound. A partnership's or project's objectives need to be as specific as possible - objectives are more specific than an over all aim.  They set out what the partnership and project will do in specific measurable terms

Stakeholder

Anybody that will be affected by the partnership (and it's project(s)) and the change that it will produce.

Tasks

The work to be undertaken in order to deliver the objectives. (e.g. organise seminars)

Trust

A legal structure where land, money or other property is held in the names of trustees for certain defined purposes, and is usually constituted by a formal trust deed drawn up by a solicitor.

Unincorporated Association

A group established as a recognised entity, usually governed by a written constitution. Does not have separate legal capacity or offer the protection to members and office-bearers afforded by a company

Vision

A broad statement of direction outlining longer term changes desired as a result of proposed activities. (e.g. to ensure that environmental issues and concerns are fully integrated to the agendas of Scotland’s key agencies within the next 10 years).