This individual can advise project participants about the form and frequency of data collection, and how to best structure project activities so that they lend themselves to useful analysis. Bi-weekly notes by project participants regarding successes, failures, problems encountered and solutions devised help to insure that key information is not forgotten or overlooked. Make sure that all institutions involved have the opportunity to be represented at conferences or other public forums at which the project is presented. It may be more effective to have those doing the work, rather than those managing the project, talk about their activities. In multi-institutional partnerships, there is rarely an even distribution of resources, funded or other.
People join projects at various intervals.
It is very important to bring new participants up to date regarding project expectations, outcomes, problems and successes so that their expectations will be in alignment with those held by the other participants. Project staff and administration must have current information regarding availability and condition of equipment at participating sites. If the equipment does not work or is not easily accessible to your partners or their target audience, this information must be promptly shared and widely disseminated, so that alternate strategies may be developed or new realities accepted. Some people will not voice complaints, frustrations, and disappointments or identify problems unless asked. Don t assume that there will always be a correlation between institutional level and expertise.