Before we meet, it helps to think through a few key questions. The clearer the brief, the more quickly we can advise on scope, method, and the most effective way forward.
This clarifies the real issue behind the request. Sometimes the project starts with a broad concern, but the useful work begins when the underlying problem is defined properly.
This helps focus the work on a practical outcome. Research and evaluation are most useful when they support an actual decision, not just generate information.
This identifies what evidence, data, or insight already exists. It prevents duplication and helps us build on what you already have.
This narrows the information gap. It helps shape the scope so we only collect what is needed to answer the question properly.
This clarifies the audience for the work. Different users may need different levels of detail, language, and format.
This sets the pace for the project. A clear timeline helps us recommend a realistic method and delivery schedule.
This helps define what can be done within budget, time, and internal capacity. It also shows whether the project should be a light‑touch review or a more substantial engagement.
This tells us what materials may already be available. Existing surveys, reports, administrative data, or previous evaluations can often be valuable starting points.
This identifies the people who should be consulted or considered. It is especially important when the project affects multiple teams, partners, or groups.
This helps us plan for privacy, reputation, political context, participant wellbeing, or other issues that may affect the work. It is important for choosing the right approach and safeguards.
This clarifies the final deliverable. The project may need a report, presentation, workshop, dashboard, brief, or a mix of formats.
This defines what a good outcome looks like from the client’s perspective. It helps ensure the work is judged against the right standard and stays focused on usefulness.