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Sustainability Sustaining Human, Technical and
Financial Capacities

• Sustaining Capacities
• and Creating Action Plans

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• SUSTAINABILITY
• Sustaining Human, Technical
• and Financial Capacities
• Februrary 13-14, 2006
• Trainer/Consultants
• Nora L. Drexler, Northeast CAPT Associate
• President, Drexler Associates, Inc.,
• 5639 Mill Street, Erie, PA 16509-2923
• Phone [phone] ndrexler_at_drexlerassociates.
  com

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Agenda

• Welcome and Introductions
• Sustainability Plan and Your Final Report
• Overview of Key Sustainability Components
• Grantee Development of a Sustainability Plan
• Clinic Peer Review of Action Plans
• based on the interactive role play of judges
  from the American Idol
• Workshop Evaluation

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Sustainability Plan Your FINAL REPORT to Your
Funding Source

• Case Statement
• Resources
• Strategy
• Source
• Action Plan

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Case Statement

• Names specifically what must be sustained and
  provides a rationale for why it is essential.
• In your final report to your funding source, you
  will state why it is absolutely essential that
  you continue your good work and what those
  components are that must be sustained. You must
  articulate how your intervention, through their
  funding, contributed to community changes.

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Resources

• Details the resources required, (including cash,
  technology, time, expertise, etc.)
• In your final report to your funding source, you
  will list the resources used when reporting your
  outcomes and outputs. The needs and resource
  assessment will be in your final report in the
  form of a gap analysis, indicating the gap that
  still exists.

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Strategy

• Identifies the best strategies for securing each
  resource (in-kind, share, fee-for-service, etc.)
• In your final report to your funding source, you
  will explain how you used their funding when you
  describe the strategies you selected and how they
  are linked to your immediate, intermediate and
  final outcomes.

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Source

• Identifies the source(s) that is best suited to
  the goal, resource amount and strategy.
• Your final report to your funding source will
  explain the link from their expectations to your
  vision, mission, strategies and outcomes.

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Action Plan

• Lists who, will do what, by when, to secure a
  commitment for resources from targeted sources.
• In your final report to your funding source, you
  will identify who has previously done what by
  when, and who would provide this intervention if
  the effort is sustained. This would be in the
  quantitative and qualitative information and data
  provided in your final report.

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Sustainability

• SHOW ME THE MONEY!
• Sustainability is not JUST about
• sustaining financial capacities.
• Sustaining Human Capacities
• Sustaining Technical Capacities
• Sustaining Financial Capacities
• Sustainability Plan

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A. Sustaining Human Capacities

• Connect to Individuals with Talents
• Connect to Collaborative Partners
• Connect to Volunteers
• Increase Membership
• Develop Leadership

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• 1. Connect to Individual Talents
• Connect to the right individual stakeholders
• CONNECTORS have an instinctive and natural gift
  for making social connections. Connectors are
  important because they are well known in many
  different worlds, subcultures, and niches.
• MAVENS are people who not only have the
  information you need, but also want to be
  helpful. They share information because they love
  what they do, respect you for what you are trying
  to do, and because they are socially motivated.
• SALESPEOPLE are very persuasive and
  hard-to-resist. They quickly build trust and
  rapport and draw others in to see their point of
  view.
• Connectors, Mavens and Salespeople will let it be
  known that you have a worthwhile cause and need
  help to sustain your efforts.
• (From The Tipping Point, Malcolm Gladwell
  Little, Brown Co., 2002)

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2. Connect to Collaborative Partners

• Look to those agencies with whom you network,
  cooperate, coordinate and collaborate.
• What services or expenses could they assume? In
  your final funding report you would incorporate
  the amounts and percentages from past performance
  as a prediction for future need. (Staffing,
  supplies, implementation services, etc.)

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3. Connect to Volunteers

• Where can you find volunteers to assume some of
  the roles and responsibilities?
• Mentors? Senior Citizens? Community Service
  Organizations? Faith Communities? Schools?
  Colleges? Universities? Vista? Businesses?
  Americorp? United Way?

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4. Increasing Membership

• Why is it crucial to intentionally involve others
  in our work and engage them in ways that keep
  them involved?
• COMPETENCY
• Determine why people should be involved in the
  groups work, how many are needed, and what
  constituent groups or other organizations should
  be included as priority members. In your final
  funding report, list those individuals and
  organizations with whom you could continue your
  collaboration and those whom you will need to
  replace.

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Increasing Participation and Membership

• How can we create an atmosphere and conditions
  that promote diversity, participation and
  success?
• COMPETENCY
• Recognize talents and connections and utilize
  people effectively to maximize success and ensure
  continued participation.

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Increasing Participation and Membership

• Where can you find potential new members?
• Go to where people are and where people spend
  their time.
• Ask other civic organizations
• Ask government organizations
• Hold public meetings and hearings
• Advertise creatively to the target audience

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Increasing Participation and Membership

• Review WHY you want people to get involved.
• Those involved are not participating
• Missing involvement from key sectors
• Effort isnt publicly visible
• Effort lacks members with knowledge,
  relationships or experience
• Not enough participants to carry out the work
  needed

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Increasing Participation and Membership

• The Crucial 6 Rs
• RECOGNITION - Give people credit
• RESPECT - Mutual regard
• ROLE - Clear sense of what they need
  to be doing
• RELATIONSHIPS- Caring connections
• REWARDS - Social reinforcement
• RESULTS - Making a difference in outcomes

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5. Leadership Development

• What is LEADERSHIP?
• According to John Gardner, in On Leadership,
• Leadership is the process of persuasion or
  example by which an individual induces a group to
  pursue objectives held by the leader and his or
  her followers.
• Leaders build relationships and they help groups
  bring about changes that matter to them and those
  whom they serve. Leadership style is simply
  the way the process is carried out.

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Leadership Development

• Leadership Expectations in Organizations
• Exercise power over others
• Gain and exercise privilege of high status
• Be the boss
• Have a task orientation
• Serve others
• Empowerment
• Provide moral leadership
• Share power

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Leadership Development

• Methods of Leadership
• Pure exercise of power
• Political influence
• Developing relationships
• Setting an example
• Persuasion
• Doing what is right
• Collaborating with others to achieve a goal
• Share power with others

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Leadership Development

• Things That Successful Leaders Do
• Develop and communicate a PERSONAL VISION.
• LISTEN to people.
• TAKE RESPONSIBILITY.
• Build and sustain RELATIONSHIPS.
• Set GOALS.
• SERVE INDIVIDUALS in their group and community
• Propose specific CHANGES.
• Get the WORK DONE.
• Recruit and PREPARE OTHERS.

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Leadership Development

• ADAPTIVE LEADERSHIP
• Adaptive leaders can be irritating, even trouble
  makers. They
• Pose difficult questions
• Expose people to painful circumstances
• Disorient people so new ways can emerge
• Generate conflict
• Challenge norms or why things are the way they
  are

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Leadership Development

• Select methods of developing leadership.
• a. Teach as you lead. (mentors, coaches)
• b. Arrange workshops and training sessions.
• c. Promote access to experienced role models,
  mentors,
• coaches, etc.
• d. Form peer networks and support groups to get
  leaders
• through the difficult times they face.
• e. Use retreats as a time to reflect on the
  work and
• restore the teams commitments to one
  another.
• f. Have groups rotate leadership in development
  projects.

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B. Sustaining Technical Capacities

• Continuously find opportunities to train your
  staff, leaders and decision makers in media
  outreach, mobilization, evaluation, logic
  modeling, evaluation, fidelity issues,
  leadership, information technology, etc.
• Examples of additional training resources
• National Guard Counterdrug Program
• Community Anti-Drug Coalitions of America
• Americas Promise
• United Way
• In your final report, list the technical
  trainings that your staff and volunteers have
  received that would help you sustain the effort
  and intervention.

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C. Sustaining Financial Capacities

• What is institutionalization?
• Institutionalization is the active process of
  establishing your organization or effort as part
  of the regular operations of the community, or
  state.
• What does it mean to sustain something? To
  sustain, means to give support to something, to
  keep it up.

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Sustainability

• 12 TACTICS for Sustainability
• Share positions or resources.
• Become a line item in an existing budget.
• Incorporate activities or services in
  organizations with a similar mission.
• Apply for grants.
• Tap into personnel resources.
• Solicit in-kind support.

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Sustainability

• 12 TACTICS for Sustainability
• Develop and implement fundraisers.
• Pursue third party funding.
• Develop a fee-for-service structure.
• Acquire public funding.
• Secure endowments and planned giving
  arrangements.
• Establish membership fees and dues.

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Sustainability Plan

• Laying the Groundwork for a Sustainability Plan.
• The Past, Present and Future
• 1. Our organization and effort needs to be
  sustained because (Successes from your Final
  Report)
• 2. We currently have this level of support in
  the state and communities (Contributing funders
  and in-kind services listed in your Final Report)
• 3. The present purpose and plans for maintaining
  work are
• (How the work is presently implemented in
  the Final Report and it could be done in the
  future)
• 4. Our goals that are set, are open to expansion
  in the following ways (Vision, mission, goals
  and objectives in the Final Report)

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Sustainability

• 5. Our organization and effort has accomplished
  the following things in the following ways
• a. We have brought the following changes and
  improvements(Track and identify outcomes in your
  Final Report)
• b. We plan to build on these successes in the
  following ways(Highlight successes and community
  changes in your Final Report)
• c. We have overcome these obstacles and
  struggles in these ways (List barriers and
  solutions in your Final Report)
• d. We believe these changes should be made for
  enhanced or continued success(Continuous Quality
  Improvement measures from your Final Report.)

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Sustainability

• 6. We have this current structure and
  organization (This description would appear in
  your Final Report.)
• 7. We have this current membership, leadership,
  staff and volunteers (Process evaluation would
  have this information in your Final Report.)
• 8. We have this current foundation, or basis of
  funding and resources (Contributing financial
  information in your Final Report)
• 9. We have the following probable or potential
  obstacles to sustainability (Barriers and
  challenges are listed in the Final Report.)
• 10. We have these kinds of publicity (Outcomes
  and outputs from print, broadcast and electronic
  media coverage and partnerships appears in the
  Final Report.)

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Sustainability

• 11. Given these realities listed above, we need
  to include these things in our preliminary plan
  for sustaining the effort (Projected plans for
  the future growth appears in the Final Report.)
• 12. The marketing section of our plan should
  include
• (How you will continue to galvanize and
  mobilize the community appears in your Final
  Report.
• 13. The business section of our plan should
  include(The financial breakdown of the present
  and future sustained plan is included in the
  Final Report.)

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Sustainability Summary

• Incorporate
• Replace members and recruit new members
• Train and cultivate new leaders
• Increase people power volunteers and
  professionals
• Identify organizations to continue the programs
  as part of their mission
• Collect, share and evaluate data and outcomes
• Encourage the community to view the organization
  as a resource
• Develop clear roles and expectations of members
• Promote diversity and cultural competency

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Sustainability Summary

• Plan for a paid coordinator
• Train key personnel
• Revisit and revise your logic model
• Market your organization and keep high visibility
  with a communications plan
• Continue fund-raising and grant writing efforts
• Promote team-building and create cohesiveness
• Maintain a strategic plan
• Offer products or services

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Think What can I SUBSTITUTE or ENHANCE? What
sectors could pick up part of our
intervention?(Divide your program, practices or
services into sections)

• Location/office (School, business, church
  basement?)
• Supplies (In-kind services, paper,
  photocopying, mailing)
• Staff ( of staff time donated, volunteers?)
• Transportation (School activity buses, metro
  buses, church vans?)
• Web sites (Collaborative partner web pages,
  college students designing/maintaining)
• Evaluation (University evaluation, businesses,
  partnerships?)

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Preliminary Sustainability Action Plan
COMPONENT WHO WHY is WHERE WHAT
WHEN do How to continue
will do this a will are
they they begin? exactly
this? good this
providing? will
this partner happen? (money?
happen?
match? resources?)
A.
B.
C.
D.
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Develop a Specific Action Planfor Each
Sustainable Component

• Define who will measure what, when, why and how.
• Specify all tasks and person(s) in charge.
• Specify any planned adaptations.
• Establish process for ongoing transition and
  review.

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CLINIC Approach Peer Review of Plansbased on
role plays of American Idol

• Participants will rotate to play the role as
  judges
• for each sustainability presentation as groups
• report out
• Judge (Paula Abdul) -Positive comment
• Judge (Simon Cowell) -Honest and
  constructive criticism
• Judge (Randy Jackson) -Commentary and
• grantee
  perspective

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Workshop Evaluation

• Thank you for attending
• our workshop
• on Sustainability!