First Projects

At A Climate to Thrive’s (ACTT) launch event, the attendees broke into small groups focused on six potential areas of the work: renewable energy, efficient buildings, transportation, food systems, zero waste, and policy. Within each of these groups, ideas for first projects were generated with a focus on ACTT serving as a catalyst where interest already existed but capacity was lacking. For example, in the renewable energy group, the local high school’s interest in obtaining rooftop solar panels was expressed, and this was an early project for which ACTT offered support. The concept of beginning with partnerships fueled by existing interest and ACTT serving as a catalyst by adding capacity was a determining force for many of the organization’s early projects. 

As a small group, prioritizing projects is key to using limited resources most effectively. Taking a lesson from CEBE’s approach, when deciding on your first project, consider focusing on initiatives that provide visible benefits to the community, are easily understandable, and have the potential to engage people in a positive way. Additionally, taking a lesson from ACTT’s example, you might begin by taking inventory of existing interest in the community and start acting as a catalyst by transforming interest into implementation through effective partnerships. You don’t need to have all the answers at the beginning; instead, start with what you can do and grow from there. 

Important considerations when choosing your first projects include:

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Visibility & Engagement

Your first project should match your group’s capacity in terms of time, funding, and skills. Starting small and achievable is key. Ask:

  • Can we complete this project with volunteer effort, or will it require staffing?

  • What is the project budget and does it require funding?

  • Will the project involve ongoing maintenance or time, and who will sustain the project in this long-term support role?

  • Will there be long-term funding requirements and how will they be met?

Community Interest & Needs

Feasibility & Resources

A project is more likely to gain traction if it aligns with what people already care about. To gauge interest:

  • What climate-related issues are already on people’s minds (e.g.,flooding, energy costs)?Are there existing local conversations or initiatives you can build on?

  • Example: If rising energy bills are a major concern, a home weatherization workshop might gain more traction than a campaign on electrifying school buses.

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Partnership Potential

Projects that people can see and interact with help build awareness, trust, and momentum. Consider:

  • Will this project be visible in the community? Can opportunities be created for the community to experience the project directly?

  • Does the create opportunities for community involvement, such as volunteering, workshops, or events?

Community Stories

Planning Section Result

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Next steps:

  • If readiness is high → Move forward with project planning, focusing on action and implementation.

  • If awareness is there, but engagement is low → Start with outreach and education to build support.

  • If skepticism or resistance is high → Focus on trust-building through listening sessions, partnerships, and small wins.

  • When CEBE first began, they faced a common challenge: limited funding. To overcome this, the groupy looked for opportunities that offered financial support and planned their projects accordingly. This approach allowed them to move forward quickly, even without significant financial backing. Their first projects were designed to showcase visible solutions—initiatives that would engage the community, spark conversation, and build credibility for the organization. Some of CEBE’s early projects included a bike share program, solar-powered irrigation for a community garden, and the creation of food forests.

Early Wins & Long-Term Vision

Some projects deliver immediate, tangible results, while others take years to materialize. A mix of both can help keep momentum going. Consider:

  • What projects can we complete within 3-6 months to show progress?

  • What longer-term goals can this project help build toward?

  • Example: Installing bike racks downtown is a quick win, but it can also be a stepping stone for advocating for bike lanes.

The right partnerships can amplify your impact and unlock resources. When considering a project:

  • Are there local groups, businesses, or institutions that would benefit from partnering?

  • Does this project create opportunities to strengthen relationships with key stakeholders?

  • Example: A school garden project could partner with teachers (education component), local farms (supply materials), and the town (public space access).

*For project examples, visit the Plug and Play Projects section. 

Assessing community readiness

Before launching a project, it’s important to understand where your community stands in terms of awareness, interest, and capacity for action. A project that aligns with the community’s readiness is more likely to succeed. 

Steps to assess community readiness include: 

  • Current awareness & conversations: gauge how much your community is already talking about climate issues.

    • Are climate-related challenges (e.g., flooding, rising energy costs, extreme weather) already on people’s radar?

    • Has the local government, media, or any community groups been discussing climate action?

  • Existing efforts & gaps: identify what’s already happening and where there are opportunities to add value.

    • Are there similar initiatives already in place? Can your group support or expand them?

    • Are there gaps where no one is addressing a key issue?

    • Example: If a local organization is working on weatherizing homesrunning a tree-planting campaign, your group could help with outreach rather than starting from scratch.

  • Community willingness to engage: some communities are eager for action, while others may need more education before jumping in. 

    • Have people expressed interest in solutions, or is there skepticism or resistance?

    • How engaged are people in civic activities generally?

    • Example: If there’s low engagement, hosting a community conversation might be a better first step than launching an ambitious project.

  • Trust & relationships: the level of trust between community members, local leaders, and organizations can affect how well a project is received.

    • Does your group already have relationships with key community members?

    • Are there trusted messengers who can help build credibility?

    • Example: A well-respected community member/ business owner/ government official championing your project could encourage broader participation.

  • Capacity & resources: even if the community is excited about a project, logistical barriers can slow things down. 

    • Do people have the time, skills, and resources to participate?

    • Are there funding opportunities, volunteers, or existing infrastructure that could support the project?

  • YRCA chose their first projects based on the relevance to the CAP, the needs of their community, the levels of success and visibility, and the volunteers’  interests. This last point was critical because YRCA is run by volunteers and their interests drive the projects. One of their volunteers was passionate about increasing the accessibility to energy information. She took the initiative to investigate and set up an energy advisor for the community. If volunteers are not interested in working on a project, then it’s difficult to make progress. YRCA had volunteers working on a plan to make the business in town more sustainable. The project did not move forward because there was a lack of enthusiasm as the volunteers were more interested in other projects.