• Continue to focus on the basics (the actual sport, the athletes and the volunteer sports trainers) in building your structure. This will ensure continuity and a leadership system.
• The actual process is critical. Procedural approaches are often incompatible with 'logical frameworks' and financial annual plans. In many cases a project is more appropriate.
• Good and responsible leadership is essential at all levels.
• Manage expectations. Be realistic about what is possible with respect to the community, implementation of programmes and partners and donors.
• Synchronise the partnership programme with local, regional, national and/or international initiatives.
• Monitoring and evaluation are important but should remain relevant and user-friendly. They should be an integrated management tool to support implementation processes effectively, not an objective in their own right.

Many years of experience have made SCORE a stronger partner for other organisations active in sports and development cooperation. In several cases, people trained by SCORE at community levels now contribute to other projects in different countries. SCORE now focuses primarily on using these human resources in southern Africa, for example to support South-South and South-North exchange projects.