Step 4. Project Design: the budget, work programme, team
With the ground rules agreed, it is time to design the project and institutional/management structure that will
deliver your collective goals. These structures will be completely different in each sector. So the institutition
or structure you design for a school will be totally different from one that you design for local government,
which will be different again for an NGO or a Police or Health Authority. However, some general points can
be made about this step:
think it’s a good idea to have a shadow
youth officer alongside every older officer. It
Keep in mind everyone’s goals tracts, to who has responsibility for keeping is not necessary to have an adult and a
notes of meetings, repaying expenses youth co-chair, an elder and a youth as co-
Ensure that all goals are embraced by the incurred, calling meetings, presenting secretaries etc. It simply duplicates the work.
structure. In some cases, this will prove accounts to the authorities, securing the right Much better to trust each other and choose
STEP BY STEP GUIDE
impossible - but don’t try to gloss over the insurances etc. Sort it all out on paper before the officers best suited to each task based
elimination of any goal: make certain that all assigning names to the responsibilities. on everyone's personal skills. That is gen-
members of the co-management team
understand and are comfortable with the
removal of those goals.
Work Programme / Time-line
This is the moment to set what needs to be Build the Team
Budget done by when. This can, of course, be Write down all the tasks that need to be done
changed throughout the process - but hav- and discuss with your group who is best suit-
The design stage is the time to think about ing it in outline is helpful for all involved. Set ed to each task. It may well be that you need
finance. Your budget should keep costs to a a clear start date - even if it’s only a wished- additional skills not present amongst your
minimum but must include ALL costs! There for date. Then work out how long each task team members: if so, go out and recruit new
are many, many examples of co-manage- you are setting yourselves will take ( - be members. A team can be any size from two to
ment teams whose costs are almost zero. realistic! Allow time for things to go wrong! ) twenty members. But make sure you have on
The lower the cost of your project and/or Set dates for a mid-term review to adjust the your team all the skills you need - accountan-
institution, the greater the chance that it will time-line. And set a realistic date for comple- cy, design, writing, marketing, public-speak-
succeed and be sustainable. But - be realis- tion of a project - or, if starting an institution, ing etc. Also, remember that co-management
tic: members of the team may need funds to what you hope to have achieved in the first is meant to be fun! So make sure that the peo-
buy tickets to get to meetings. There may be year, quarter or month. Make sure that every ple you are planning to work with are people
a cost attached to where you meet and for one agrees with your time-line and the work you can enjoy being around. Co-manage-
refreshments etc. But the best place to start that is planned. Try to sort the work pro- ment is not for boring people!
your budget is to think about how much, gramme out into bite-size chunks. Make it
realistically, you will be able to raise for it. look easy to accomplish.
Then cut your coat to fit your cloth!
Choose your officers
Do this properly: get people to nominate
Keep individuals out of the picture for the individuals for the roles of Chairperson,
moment. Create a practical structure of gov- Secretary, Treasurer and Committee Chairs.
ernance - officers, committees with responsi- Then hold elections. Of course, it is great if
bilities. Names will come later, but first design there is only one candidate for each post -
clear lines of authority - where the buck stops but don’t shy away from elections. A very
on every task from signing cheques and con- common mistake in co-management is to
32 Co-Management A Practical Guide 33