Arrange exposure of members of the steering committee / sub-committees and staff (if it is an existing facility) to visitors from outside the community and arrange visits to other facilities.

Do you want to sell your services or do you want to satisfy the needs of the community?  Of course you should follow the second principle:  Listen carefully to what services the various groups, professions, and individuals in the community need, such as e.g. crèche / library services.

Advertise success in the community and give regular feedback on progress made by committees.  Ensure that the facility fits the image of the community.  Change the colour of the building or adapt the logo of the facility if needed.

• In line with local authority development objectives.
• Not in breach of local by-laws / (ordinances within building and health regulations)
• Funding of project / programmes (financial constraints).
• Membership / attendance fees affordable.
• Train management / steering committee to fulfill their roles effectively and define their job descriptions and responsibilities clearly.

Step 8: Implement the plans, projects, programmes 

• Make sure that the whole community is invited.
• Be sure to thank all stakeholders/ recognise work done by volunteers. 
• Emphasize the ongoing community commitment needed to operate the facility and to inject new life via new initiatives.

Step 9: Monitoring and evaluation 
Monitoring and evaluation are processes through which management can check whether their work (plans, projects, programmes) has been effective and efficient. It consists of keeping records in order to answer the following questions:

Were community needs addressed?
	This question should be asked continuously.  The facility’s existence and the investment by donors and the community are aimed at serving the community and not the personal interests of the manager, staff or a single organisation. The answer to this question is found by:

• Asking the community, e.g. through regular feedback from community organisations, an annual survey, or open meetings.
• Monitoring community support, e.g. by checking the frequency of use of the facility, the willingness to contribute financially, or the attendance of programmes that are offered by the community facility. A suggestion box at the entrance of the community facility.
• Monitoring the increase or decrease in community membership.

WHAT ELSE / NEW CAN BE DONE? 
Existing community facilities have usually developed around a few activities or programmes, e.g. a soccer club. New community facilities start with activities that are most pressing, e.g. the need for photocopying or telephone services. Some community needs are permanent, e.g. a pay-point for municipal ac- counts or a telephone facility. But communities are also dynamic and new needs emerge reguiarly. The eRectiveness of a facility is increased by adapting to new needs while consolidating them with the existing programmes.

Sustainability

The definition of sustainability is to keep the facility running in u cost-effective way with full support from the stakeholders in the community.

Running a facility is a costly business, even if many volunteers participate. Every rand should be stretched to its full capacity to make sure that the facility is run cost-effectively. During and after each activity the question should be as4d: could we have done the same job with less resources, e.g. with less money or in a shorter time?

One of the issues that will need to be addressed is the dependency syndrome where everything is expected to be done by the facility. The community, through education, must realise that they need to play a part in the running of the facility. Funding is generally limited and the community needs to contribute towards the services it is receiving, eg sweat equity (clean up after functions and receive free access to a skills training course). 

TYPICAL PROBLEMS 
Establishing a new facility in a community or revitalising an existing facility has always been and will always be a demanding task, full of challenges and obstacles. Firstly, you need to be seen in the community, attending meetings and events and serve clients beyond your normal duties.

The obstacles you will encounter usually boil down to a lack of trust.

There are a few simple rules that have to be followed.  Be:
	Absolutely trustworthy Fair to everyone. Dedicated to render service of a high standard that would benefit the larger part of the community, etc.

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