1. A major consideration in ensuring sustainability of the UNDP Life methodology and processes of community engagement is improved documentation of both success and failures. Efforts must be made to improve the level of documentation at both the project and central level; 2. UNDP Life's image and prominence is inextricably linked with the excellent work carried out by the current National Coordinator. To communities, "Mrs. Grant is UNDP Life, UNDP Life is Mrs. Grant". There is an inherent vulnerability in this scenario. This must be overcome by deliberately broadening the Secretariat structure through a process of engaging more full-time and "part-time" operatives to champion particular projects by leveraging resources for community support to projects. It is hoped that now that LIFE exists, this will be made easier as it will be able to increase its bidding for projects as well as attract new funding from sources, including the international donor community, that would previously not be accessible; 3. Life should now focus on mobilizing financial resources, now that it is an NGO, including the possible engagement of a professional fundraiser to help achieve the purpose of increasing resources to leverage greater community development. This operative, the fundraiser, should be engaged in a manner which rewards the incumbent on the basis of performance as and when needed. 4. Institutionalisation of Life processes and mainstreaming into policy at higher levels has not been as successful as was anticipated. Some successes have been achieved. Life needs to draw more fully on the comparative advantage derived from the composition of its National Steering Committee and Executive Board to ensure greater mainstreaming of its processes and activities into policy. It is now timely to draw on greater corporate involvement and international development partners who can be attracted by LIFE's knowledge of conditions on the ground in their programmes and activities; 5. A fu