• Sports and community development should figure within the vision or mission of partner organisations.
• Local project owner bears ultimate responsibility for project development, monitoring and evaluation. External support is of course an option (through capacity-building in this area).
• Local ownership, on the part of both the project owner and the organisations participating in the project.
• The project will be positioned clearly within the organisation, and persons will be recruited for the project.
• Capacity-building of local organisations nearly always coincides with capacity-building for the local project owner.
• Achieve local successes, show what you are doing.
• Offer programmes at times and in places that enable the target group to participate.
• Make the programmes clear and compact and directly compatible with the practice within the organisation.
• Consider the local context, use course material that is locally available, and employ locals wherever possible.
• Decentralise the programmes, form a - local - support network for project staff and for participation in local society.
• Involve and recognise the local community (including key operators within the community, such as the headmaster, the chief of police and the like). Make the project part of the community, rather than just part of a single organisation.
• Local project staff members need to be aware that they are role models and should not drink, smoke etc.
• Participants should be from an organisation and may not participate in programmes on their personal behalf: this will be more conducive to capacity-building for the organisation.
• Arrange continuous feedback from the programmes and participants to the organisation.
• Focus on the internal organisation in the programme, use cases, traineeships and homework that relate directly to capacity-building of the internal organisation.
• Have the teacher complement the programme with 'on the job coaching' within the organisation of the participants.
• Offering the Sports Trainer and Organisational Management programmes simultaneously appears to promote partnerships within and capacity-building of an organisation from two perspectives.
• Opening up the programme to participants from organisations with different backgrounds will help form networks and joint initiatives toward community development.

Essential core elements for partner organisations:

• Clear organisational structure, with a mission, vision and strategy.
• Staff members are familiar with the mission, vision and strategy of the organisation, as well as with their respective roles and responsibilities in this context.
• Dedication to a social cause.
• Willingness to learn: open to capacity-building within the organisation.
• A raison d'être and acknowledgement from the surroundings.
• No political bias.
• Logical / natural partner for the project.
• Access to a network of local organisations.