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Strategies for Sustainability

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Title: Strategies for Sustainability


1
Strategies for Sustainability
  • June 4-5, 2008
  • Presenter Mike Smith
  • Social Entrepreneurs Inc.
  • www.socialent.com

2
Agenda
  1. The Context for Sustainability Planning in
    Stanislaus County
  2. Key Elements of Sustainability
  3. Resource Management Optimizing Resources for
    Sustainability
  4. Revenue Enhancement Diversifying and
    Strengthening Long-Term Funding Streams
  5. Non-Financial Elements of Sustainability
  6. Sustaining Collaborations
  7. Planning for Sustainability

3
How Sustainability Is Used
  • Service providers
  • Keep my funding at 100 of current levels.
  • Keep my staff in place, avoid layoffs.
  • Keep my current programs going.
  • Funders
  • Keep the program alive after we cut or eliminate
    your funding.
  • Take over roles we are currently serving.
    (e.g. promoting collaboration, technical
    assistance, evaluation)

4
A Preferred Definition
  • SUSTAINABILITY The continuation of community
    health or quality of life benefits over time.
  • Center for Civic Partnerships, Sustainability
    Toolkit 10 Steps to Maintaining Your Community
    Improvements, page 8

5
Implications of the Definition
  • The focus should be on sustaining positive change
    for children and families, not perpetuating
    specific programs or rigid service models
  • Sustainability is about much more than money
    vision, leadership, relationships, community
    engagement, public policy and other factors are
    just as important

6
Key Questions
  • Sustainability of what?
  • To achieve what end results?
  • At what level of activity?
  • For how long?

7
Essential Elements for Sustainability
1. Vision
2. Results Orientation
3. Strategic Financing Orientation
4. Broad-Based Community Support
5. Key Champions
6. Adaptability to Changing Conditions
7. Strong Internal Systems
8. Sustainability Plan
The Finance Project, Sustaining Community
Initiatives Key Elements for Success, April 2002
8
Impact of Organization Type Private Nonprofits
  • Usually have great flexibility with respect to
    organization structure, fiscal strategies,
    staffing, partnerships, etc.
  • Must invest in governance and all types of
    internal infrastructure leads to big variation
    in quality of internal infra-structure compared
    to public agencies
  • Sometimes in survival mode can be hard to engage
    in long-term thinking

9
Impact of Organization Type Public Agencies
  • Subject to policies and funding changes at
    multiple levels of government
  • Different funding mechanisms are available
  • Usually able to leverage infrastructure found
    within the governmental system
  • Political will to protect programs and
    initiatives is critical
  • Can have less flexibility due to legislated
    service silos and decision making processes

10
Impact of Program/Project Type Single Agency
  • Have direct control over decisions and actions
    often easier to chart a course and proceed
  • Management and leadership are vital must be
    self-motivated to be proactive about the elements
    of sustainability
  • Can tend to think in terms of competition, not
    collaboration
  • May be limited by resources, expertise and
    internal infrastructure

11
Impact of Program/Project Type Multi-Agency
Coalition
  • Critical success factors are different much
    more emphasis on relationships, protocols, trust
    and other elements than for a single agency
  • Complexity of everything goes up planning,
    decision making, communications, coordinated
    action, etc.
  • More options are usually available for both
    revenue generation and cost management
  • Often has greater access to resources, expertise,
    key champions, general community support

12
Impact of Economic CyclesThe Obvious
  • During economic downturns
  • Funding is squeezed from all sides government
    cutbacks occur, private donations often drop,
    foundation assets (and grant making) shrink
  • Demand for services often increases
  • Volunteerism may drop
  • Stress abounds on all fronts

13
Impact of Economic CyclesThe Not-So-Obvious
  • Staff turnover often increases but can also be
    an opportunity to add new skills and expertise
  • Scarcity mentality can tear at coalitions but
    can also be an opportunity to build or strengthen
    coalitions (circle the wagons)
  • Public scrutiny of services can intensify can
    either damage or enhance the reputations of
    services and agencies

14
Impact of Economic CyclesThe Net Effect
  • The eight core elements of sustainability are the
    same for all economic cycles, but strategies may
    vary depending on cycle
  • Readiness is key need to anticipate both risks
    and opportunities with economic upswings and
    downturns, and be ready to move quickly
  • Long-range planning can help smooth out the cycles

15
Inverted Approach to Financing
Define Resource Requirements
Optimize Cost Structures
Develop and Diversify Revenue Sources
16
Defining Resource Requirements
  • What resources are truly necessary to produce and
    sustain results?
  • In what quantities?
  • Can we clearly justify the resource needs to
    funders and other stakeholders?
  • What resources do we already have available?
    What do we need to obtain or enhance?

17
Cost Management Strategies Nine Ways to
Optimize Costs
  1. Convert fixed costs to variable costs
  2. Change policies for expense line items
  3. Change suppliers or ordering patterns
  4. Streamline operations
  5. Obtain in-kind support
  6. Collaborate for cost sharing
  7. Outsource (or in-source) functions/activities
  8. Re-design the organization or components
  9. Defer or eliminate discretionary costs

18
Convert Fixed Costs to Variable Costs
  • Variable cost a cost that varies based on
    volume or level of usage
  • Examples
  • Staffing Use contractors on a per-hour basis,
    use temporary staff for fluctuating
    administrative duties
  • Rent Downsize/sub-lease space and rent special
    use space by day
  • Strategy is most appropriate if
  • Amount of resource needed is subject to moderate
    fluctuations or usage/need is declining
  • Unused capacity exists

19
Change Policies for ExpenseLine Items
  • Can change policies for individual types of cost
  • Employee benefits Shift to defined contribution
    health plans, change employer contribution
    together with adoption of a cafeteria plan
  • Phone Alter phone use or reimbursement policy
  • Travel Change approval or reimbursement policy
  • Can change policies for how expenses are
    incurred, such as purchasing policies for
    approval/ordering of items

20
Change Suppliers or Ordering Patterns
  • Negotiate price breaks for bulk orders of
    high-usage items
  • Frequently seek better bids from other vendors
  • Used effectively for many expenses, including
  • Supplies
  • Publications/materials
  • Telephone service
  • Professional services
  • Insurance

21
Streamline Operations
  • Look hard at where staff time is spent, to
  • Optimize workflows
  • Eliminate activities that add little or no value
  • Minimize errors and re-work
  • Consider subsidized staffing
  • Factor substitution is there a lower cost
    option to accomplish the same purpose?

22
Obtain In-Kind Support
  • Look for non-cash contributions that reduce
    costs supplies, equipment, people/time (both
    volunteers and in-kind services), use of space
  • May be able to use excess business inventories in
    several ways
  • Use
  • Barter (trade)
  • Sell

23
Collaborate for Cost Sharing
  • Arrange bulk purchases at discounted rates on
    behalf of multiple agencies
  • Jointly contract for services can work for a
    broad range of services (e.g. fiscal, IT,
    transportation, others)
  • Share space, equipment or staff
  • Do not need to be limited to collaborating with
    similar kinds of agencies you can collaborate
    with anyone!

24
Outsource (or In-source) Functions/Activities
  • Contract out low volume or highly specialized
    activities common examples are
  • Specialized child/family assessments
  • Program evaluation
  • Information technology (IT) support
  • Human resource administration, including employee
    benefits administration
  • Conversely, if the volume/workload is rising for
    activities that are currently contracted out,
    assess whether it is now more cost-effective to
    bring these activities in-house

25
Re-Design the Organization or Components
  • Fundamentally re-think and re-structure staff
    roles
  • Re-design programs and services, e.g.
  • Change intensity of services
  • Consolidate programs/services
  • When necessary, eliminate programs/ services that
    are not sustainable
  • This is the hardest strategy to use but often has
    the greatest long-term impact

26
Defer or EliminateDiscretionary Costs
  • This is the typical do without approach
  • First need to separate discretionary costs, i.e.
    those expenditures that are not absolutely
    required, from mandatory costs
  • It is often used as the first strategy and in
    fact should usually be the last option after
    other strategies have been considered

27
Prerequisites forCost Management
  • Accurate and timely information about current
    costs, including cost trends
  • Ability to link costs to activity and results
  • Understanding and commitment by staff
  • Willingness to change past practices
  • Ability to re-negotiate line item budgets with
    funders

28
Cost Management Case Studies
  • Sierra Valley Library Childrens Center,
    Loyolton CA (Sierra County)
  • Shared building costs
  • Shared maintenance costs
  • Co-location of services, offering the potential
    for other cost sharing
  • Inyo County, CA
  • Private preschool operating on a school campus in
    Lone Pine

29
Cost Management Case Studies
  • Heads Up, Washington D.C.
  • Access underused school/classroom space
  • Wage subsidies for various staff positions
  • Kaleidoscope after-school program in Monongalia
    County, West Virginia
  • Public/private partnership where the school
    district provides transportation and
    administrative support, and nonprofits provide
    services for children

30
The First Rule of Revenue Enhancement
There usually arent any silver bullets!
31
Dimensions of Revenue Enhancement
  1. Alignment Fit between agencys mission and
    revenue strategies
  2. Diversity Variety of revenue sources,
    non-dependence on any source or concentration
  3. Stability Potential to continue and grow
    revenues over multiple years
  4. Magnitude Total dollar potential after
    deducting all costs required to generate the
    income
  5. Control Degree of decision-making and
    management influence flexible use of funds

32
TraditionalFund Development Options
Grants
Government Funding
Public Giving
Service Fees
Events
33
Sources of Grants
  • Private foundations
  • Local or regional
  • National
  • United Way
  • Corporate grants
  • Government discretionary grants
  • Federal
  • State

34
Special Grant Opportunities
  • Rural Community Facilities Grants/Loans
  • Limited to areas under 20,000 population
  • Broad use child care, health care facilities,
    family resource centers, many other possibilities
  • Rural Health Outreach Grants
  • Grants and loans from financial institutions
    under the Community Reinvestment Act

35
Public Giving
  • Giving by individuals and families
  • One-time contributions
  • Annual campaigns
  • Planned giving
  • Memberships
  • Civic groups
  • Community foundations
  • Donor advised funds
  • Businesses

36
Events
  • Special events can raise money through
  • Ticket sales, registration fees
  • Sponsorships
  • Event activities, e.g. auctions
  • Sales of goods and services during event
  • Other donations from event participants
  • Most successful when built up over a period of
    years

37
Service Fees
  • Fee for service charged to service users, with or
    without a sliding fee scale based on income
  • Fees based on level of service
  • Example free home visits for first-born child,
    fee for additional children
  • Service contracts
  • Businesses
  • Government

38
Government Funding
  • Entitlement programs open-ended appropriations
    to pay for services to eligible people
  • Example Medicaid
  • Formula or block grants appropriations based on
    formulas that provide a fixed amount of funds to
    states or counties
  • Examples Community Development Block Grant,
    Child Care Development Block Grant

39
Government Funding (contd)
  • General revenues
  • Can come from city, county or state
  • Special fees/taxes
  • State earmarked taxes e.g. Prop 10, Prop 63
  • State user fees and special programs e.g.
    Childrens Trust Fund, specialty licenses
  • Local earmarked taxes and user fees

40
Specific Opportunities to Leverage Federal Funds
  • Maximize use of existing programs
  • Medi-Cal and Healthy Families reimbursements
  • Coverage for a broad range of medical, dental and
    mental health screening and treatment services
  • CHDP exams to draw on federal Early and Periodic
    Screening, Diagnosis and Treatment (EPSDT)
    program funds
  • Women, Infants Children (WIC)

Coordination of services is the key use state/
federally funded services where possible and use
local dollars to supplement
41
Specific Opportunities to Leverage Federal Funds
  • Medi-Cal Administrative Activities (MAA)
  • Federal reimbursement (usually 50) for
    activities necessary for the Medi-Cal program
    including outreach, enrollment, transportation,
    and program planning and policy development
  • Targeted Case Management (TCM)
  • Federal reimbursement (about 52) to assist
    Medi-Cal recipients with access to necessary
    medical, social, educational or other services
  • Services eligible for TCM reimbursement include
    client assessment, service plan development,
    linkages and assistance with accessing services,
    crisis assistance planning and periodic review

42
Specific Opportunities to Leverage Federal Funds
  • Title IV-E Foster Care and Adoption Assistance
  • Federal reimbursement (50) for administrative
    costs related to services to help prevent
    placement of young children in foster care
  • Eligible activities include referral to services
    (but not providing services), case plan
    development, case management, assisting with
    child placement, data collection and reporting,
    and licensing of foster care homes and
    institutions
  • Used successfully in Alameda and Santa Barbara
    Counties for early mental health and special
    needs services could be used for other types of
    services

43
Issues in Accessing Federal Leveraging
Opportunities
  • Must be administered by appropriate county
    department community-based organizations cannot
    claim on their own
  • Must carefully design services, e.g. staff
    reimbursed under MAA cannot also be reimbursed
    under TCM
  • Extensive preparation, claims management, cost
    reporting and audit requirements exist
  • May have cash flow issues payment could occur
    over a year after services are delivered

44
Opportunities to Create Local Public Revenue
Streams
  • Dedicated sales tax
  • Aspen, CO (pop 6,000) 0.45 sales tax
    dedicated to child care and affordable housing
  • Ames, IA (pop 48,000) - 450,000 a year for
    human services through 0.5 sales tax
  • Developer fees
  • Santa Cruz County Cities of West Sacramento,
    Concord and San Francisco use to fund child care
  • Local childrens fund designated set-aside of
    local property tax dollars or other funds
  • Oakland, San Francisco, several Florida counties
    use this approach successfully

45
Other Underused Opportunities
  • Targeting and tailoring for diverse groups
  • Win/win partnerships with businesses, public
    agencies and community groups
  • Collaborative fundraising
  • Engaging clients in fundraising
  • Leveraging large donations, e.g. matching
    campaigns
  • Service-specific funding resources

46
Critical Success Factors for Traditional Methods
  • Compelling case for support
  • Personal contacts and relationships
  • Outstanding communication skills
  • Perseverance building income streams over time
  • Flexibility to adapt to new opportunities or
    changing funder priorities re-package
    yourself as necessary

47
Case Studies for Traditional Methods
  • MAA and/or TCM claiming being used successfully
    in many counties in California
  • Truckee/Tahoe Community Foundation issued over
    1.6 million in grants in 2007
  • HEART program, Tulare County CA
  • Public/private partnership raised 400,000 in
    initial community donations
  • Then obtained 600,000 state grant with continued
    local fundraising for 50 match
  • Sustained over 10 years so far

48
Case Studies for Traditional Methods
  • Kids After School, Reno County, KS
  • 25 of funding from government sources, evenly
    split between federal and local funds
  • 8 from income-based service fees
  • 14 from United Way and other grants
  • 13 from events and local cash donations
  • 39 from in-kind support, much from
    public/private partnerships with schools and
    Parks Recreation Department
  • 1 from vending machine profits

49
EntrepreneurialFund Development Options
  • Social Ventures
  • Direct service social enterprise
  • Affirmative social enterprise
  • Unrelated Business
  • Active for-profit venture
  • Passive for-profit venture
  • which can be pursued by
  • Expanding an existing venture
  • Launching a new venture
  • Acquiring an existing venture
  • Joint ventures

50
Critical Success Factors for Entrepreneurial
Methods
  • Leadership and management skills
  • Choice of market opportunity
  • Ability to compete against other companies
    according to what customers value most
  • Quality of the business plan
  • Ability to implement the business plan
  • Flexibility ability to adapt quickly, make
    prompt decisions, kill failures when needed

51
Cautions and Risks aboutSocial Enterprises
  • Ventures directly tied to the organizations main
    mission are much more likely to succeed
  • Innovation (doing something new) does not equal
    entrepreneurship (doing something that makes
    money)
  • Cash flow is critical must plan for and arrange
    financing
  • Cant succeed by tiptoeing into a venture be
    ready to fully compete or dont play!

52
Social Enterprises The Bottom Line
  • Yale study
  • 42 of nonprofits were operating an earned-income
    venture (thrift stores being the most common)
  • 1/3 of those reported profits large enough to
    contribute substantively to their nonprofit
    mission
  • Over 1/4 were losing money on their venture

53
Social Enterprise Examples
  • Redwood Community Action Agency in Eureka CA
    used expertise in home weatherization to create
    profitable building remodel business
  • Esperanza Unida in Milwaukee fee-based training
    programs, including child care, linked to
    for-profit businesses
  • UDAC Mailing trains and employs persons with
    disabilities to provide direct mailing and
    document shredding services
  • Many examples of temporary staffing services run
    by nonprofits that train and employ people

54
Evaluating and Selecting Revenue Diversification
Strategies
1. Assess Current Revenue Sources
  • Assess Internal Capabilities
  • - Knowledge, expertise, infrastructure
  • Identify Potential Revenue Opportunities
  • - Research, brainstorm, look at other agencies

55
Evaluating and Selecting Revenue Diversification
Strategies
  • Assess the Opportunities
  • - Net benefit vs. mission fit, risk,
    expertise, etc.

5. Select Best Options and Plan -
Feasibility/business plan, action plan, budget
6. Strengthen Capabilities - Focus on
capabilities that lead to more options
56
Criteria for Evaluating Revenue Generating
Opportunities
  1. Alignment with the agencys mission
  2. Diversity of revenue sources
  3. Stability
  4. Net revenue after deducting costs required to
    generate the income
  5. Control over revenues and use of funds

Capacity, Politics and Partnerships are other
important considerations
57
Sample Opportunities Plot
FIT WITH MISSION Low High
Low
High FIT WITH CURRENT CAPABILITIES
58
Non-Fiscal Dimensions of Sustainability The
California Wellness Foundation
Spirit
  • Mission
  • Commitment and passion
  • Defined core values
  • Alignment of actions, systems, culture, etc. with
    the core values

Values
  • Fit with environment and trends
  • Strategic partnerships
  • Community relations engagement

Niche
  • Leadership and governance
  • Human resources
  • Service design and evaluation
  • Knowledge management

Capacity
59
Non-Fiscal Dimensions of Sustainability The
Finance Project
1. Vision
2. Results Orientation
3. Strategic Financing Orientation
4. Broad-Based Community Support
5. Key Champions
6. Adaptability to Changing Conditions
7. Strong Internal Systems
8. Sustainability Plan
60
Vision
  • Clarity is needed about fundamental issues
  • What is being sustained?
  • For how long?
  • At what level of activity?
  • Vision should be unique or differentiated within
    the community
  • For collaborative efforts, all partners must
    embrace the vision

61
Results Orientation
  • Back to the definition of sustainability The
    continuation of community health or quality of
    life benefits over time the focus should be on
    results for people/communities, not perpetuation
    of rigid programs or services
  • Infrastructure for evaluating results achieved
  • Clear articulation of desired results
  • Measures/indicators of results
  • Systems to collect and compile good data
  • All decision making budgets, program design,
    etc. is based on maximizing results achieved

62
Key Champions
  • Visible champions in the form of business,
    political, media and/or other community leaders
    are valuable for sustainability
  • Proven strategies include
  • Use personal contacts link to interests of
    people
  • Provide multiple specific ways to be involved
  • Ask people to connect with their other contacts
  • Conduct a public campaign specifically to
    cultivate key champions
  • Once you get key champions, keep them through
    regular communication, feedback recognition

63
Key Champions Case Study
  • Sierra Valley Library Childrens Center,
    Loyalton CA lessons learned include
  • Need a strong vision before anything else happens
  • Start with a few key allies and build from there
  • Publicize successes getting a grant was key to
    adding a local newspaper editor as a supporter
  • Jump on incorrect information, make sure people
    have the facts (and have the facts straight)
  • Constant visibility and promotion is needed
  • You dont always know where your support is
    coming from be open to new supporters
  • Stay committed, dont get discouraged

64
Key Champions Case Study
  • Sierra Valley Library Childrens Center
    lessons specifically on building political
    support
  • Be prepared, have solid information and a clear
    plan, dont just rely on emotional appeals
  • Be honest, tell the same story to everyone, put
    everything on the table (nothing hidden), earn
    trust
  • Dont accept hearsay go by what politicians say
    in official public meetings
  • Keep educating people and reinforcing the facts
    people need to hear information many times
  • Be open and positive

65
Broad-Based Community Support
  • Sustainability is greatly enhanced when a broad
    range of community members are aware of the
    initiative and support it through
  • Volunteerism
  • Donations
  • Advocacy
  • Other forms of involvement

66
Creating a Communications Plan
1. Learn About Community Constituencies
  1. Define Target Audiences and Goals
  1. Develop Key Messages for Each Audience

4. Define Communication Strategies
5. Create the Strategic Communications Plan
67
Strategies for Building Broad-Based Community
Support
  • Go to your target audiences
  • Engage the people that are served
  • Work through established groups
  • Sponsor visible public events
  • Locate opinion leaders and enlist their help
  • Use local media outlets systematically
  • Develop community advocate groups
  • Use creative tie-ins with events of other groups
  • Collaborate with others on any/all of the above

68
Key Champions and Public Support
  • Discussion questions
  • What strategies have you found to be most
    successful in building awareness and support for
    your programs?
  • What challenges have you experienced in building
    public support or enlisting champions? How can
    these challenges be overcome?

69
Adaptability to Changing Conditions
  • Flexibility is maintained to change strategies,
    services, systems etc. over time without losing
    sight of the end results sought
  • Characteristics that enhance adaptability
  • Proactively monitor and analyze proposed federal,
    state and local policy changes
  • Monitor and react to changes in local conditions
    (demographics, economics, attitudes, providers,
    etc.)
  • Engage funding sources in understanding changing
    conditions and assessing the effect of changes
  • Be willing to make prompt decisions and take
    action

70
Strong Internal Systems
Many types of internal infrastructure are needed.
Services
Human Resources
Management Operations
Governance
Finance
Physical Plant
71
Continuum of Organizational Development
Existence
Execution

Effectiveness
Does theorganizationhave theattribute?
Does theorganizationdo it or use it?
Does it work?
72
Sustaining Staffing Levels
  • Fiscal strategies discussed earlier on both the
    cost and revenue side can help
  • But staffing is often NOT a fiscal issue
  • Keys to sustaining staffing levels include
  • Minimize unwanted staff turnover through good job
    design, feedback, support, work environment
  • Proactively plan for staff changes/succession
  • Creative recruiting cultivate many sources of
    candidates

73
Align- ment
External Environment
Results
  • External and internal
  • Quantitative
  • Qualitative
  • Trends
  • Best practices
  • Policies

Stakeholder Win/Win
Influences
MISSION, VISION AND VALUES
Strategy
Execution
SEI Organizational Model
  • Niche
  • Goals
  • Strategies
  • Board
  • Staff
  • Collaborators

Organization Objectives
Capacity
Strategic Framework
Operations Framework
  • Governance
  • Org design
  • Partnerships
  • Function design
  • Procedures
  • Facilities

Group and Process Objectives
74
Value of Collaboration
  • More expertise
  • More opportunitiesto share or coordinateresource
    s
  • Access to more waysto generate income
  • More relationships opportunities for key
    champions and public support
  • Better services for the community

75
Levels of Collaboration
Lower intensity
Higher intensity
76
Characteristics of Effective Collaborations
  1. Mutual respect, understanding and trust
  2. Open and frequent communications
  3. Representative nature of the group
  4. Clear decision making guidelines involving all
    levels
  5. Specific, attainable goals

77
Characteristics of Effective Collaborations
  1. Established formal and informal communication
    channels
  2. Clear roles and policy guidelines
  3. Members share a stake in both process and outcome
  4. Members see collaboration as being in their
    self-interest

78
Strategies to Sustain Collaborations
  • Be inclusive of membership (with groups willing
    to participate)
  • Create a charter
  • Develop Memorandums of Understanding
  • Establish internal and external communication
    protocols

79
Strategies to Sustain Collaborations
  • Share leadership
  • Address key elements of sustainability as a
    group
  • Evaluation plan (tied to Results Orientation)
  • Public communications plan (to garner key
    champions and broad based community support for
    the collaboration)
  • Strategic financing plan

80
Why Collaborations Fail
  • Loss/lack of leadership
  • Unequal involvement or recognition of members
  • Unrealistic goals or demands
  • Turf battles and competition
  • Unwillingness to contribute resources or fully
    participate
  • Poor or no planning
  • Bureaucratic structure

81
The Case for Sustainability Planning
  • Getting results for children and families while
    addressing the essential elements of
    sustainability is complex, and coordinating
    something this complex requires a good plan
  • Planning is capacity building it strengthens
    understanding, relationships and focus
  • Better able to leverage efforts can conduct
    short-term actions in ways that promote long-term
    sustainability
  • The alternative (not planning) doesnt work too
    many programs come and go depending on short-term
    funding

82
Who Would You Rather Be?
83
Sustainability Planning Process
1. Get Organized
  1. Set Sustainability Vision and Results
  1. Assess Current Situation and Assets

4. Plan for Community Support
5. Plan for Internal Systems and Relationships
6. Create a Strategic Financing Plan
7. Finish Plan Implementation Plan
84
1. Get Organized
  • Who should be involved?
  • How much time can be devoted? How often and when
    should the group meet?
  • Who will facilitate the process?
  • Who will document the results of each step?

Output Timeline with roles and responsibilities
85
2. Set Sustainability Vision and Results
  • Define the vision for sustainability what to
    sustain, at what scale, for how long
  • Define the specific results (outcomes) to be
    achieved and sustained
  • Determine service delivery strategies to create
    and sustain those results

Output Vision and Desired Results sections of
the sustainability plan
86
3. Assess Current Situation and Assets
  • Complete a simple self-assessment to
  • Identify current strengths and gaps in relation
    to the essential elements for sustainability
  • Inventory assets to leverage
  • Reflect and learn from past experiences

Output Completed self-assessment
87
4. Plan for Community Support
  • If a public communications plan exists,
    review/update it to address both broad based
    community support and cultivating key champions
  • If a public communications plan does not exist,
    create one

Output Public communications plan that is fully
consistent with the sustainability plan
88
5. Plan for Internal Systemsand Relationships
  • Do an assessment of internal systems
  • Select capacity building priorities, define
    action steps to strengthen those areas
  • Evaluate strategic relationships and define
    strategies to enhance relationships that can
    contribute to sustainability

Output Elements of the sustainability related to
strategic relationships and internal capacity
building
89
6. Create Strategic Financing Plan
  • Define resource requirements
  • Develop cost management strategies
  • Forecast revenues from current sources, identify
    gaps, set fundraising goals
  • Evaluate and select revenue generation strategies
    to meet fundraising goals
  • Prepare long range financial forecast

Output Strategic financing section of plan, with
long range financial forecast
90
7. Finish the Sustainability Plan Create an
Implementation Plan
  • Review the completed sustainability plan (built
    through steps 1-6), reflect on it, amend it as
    needed, and adopt it
  • Create a one-year implementation plan or action
    plan showing specific action steps, timeframes
    and responsibilities

Output Completed sustainability plan and related
one-year implementation plan
91
Santa Barbara County Sustainability Planning
Lessons
  • Get the right people committed
  • For collaborative must have all partners in the
    collaboration on board
  • For single nonprofit agency must have the Board,
    Executive Director and managers (at a minimum)
  • For public agencies must have applicable
    department heads and other managers/supervisors
  • Start at the beginning dont assume you can skip
    early steps like vision
  • Take one step at a time go fast but be
    methodical

92
Santa Barbara County Sustainability Planning
Lessons
  • Link sustainability planning to existing work
    (meetings, projects) whenever possible
  • Build your plan as you go through the steps put
    the plan in writing and get people to react
  • Leverage the power of non-traditional
    collaborations, e.g. across program/service
    areas, where shared objectives or target
    audiences exist

93
Resources
  • General resources
  • EACH OTHER!
  • Nonprofit resource centers
  • Internet
  • Associations
  • Books and publications
  • Other resources
  • Topic-specific resources

94
Conclusion
It IS possible to strategically and
systematically sustain positive results for
children and families. Doing so takes diligence,
effort, a willingness to tackle all of the
elements of sustainability (not just financing),
and a commitment to learning and adapting. The
good news there are many models and tools to
help!
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