# Presentation: 521618

## Important Elements of Coalitions Involving key Stakeholders

**Chuck Klevgaard**
- Central CAPT
- cklevgaard@cambridgema.gov

**Good  Afternoon !**

## Today’s agenda

- Identify Elements of Successful Coalitions
- Leadership
- Troubleshooting your Coalition

## Who Watched These?

**Who Watched These?**

**What is the correct order of the first year they appeared on TV. ?**

-  1        2             3          4        5           6
- 66       70           74        75       79         89

## Overexposure to Advertising

**Overexposure to Advertising**

**Ninety-seven percent of teens aged 12 to 19 said in the spring of 2004 that they had watched television in the last week, reporting an average of 10.45 hours in front of the television that week. More teens reported watching television than doing any other activity, including ****listening to music, hanging out with friends, and talking on the phone. **

**Television, Alcohol Ads, and Youth in 2003, CAMY**

**Throughout 2003, alcohol companies placed 2,608 ads on the top 15 teen shows, which included shows such as ****Fear Factor, Friends, Smallville and According to Jim**** at a total cost of more than $30 million.**** **

**Teens aged 12 to 19 ranked ads for Budweiser and Bud Light as number one when asked to choose their favorite television commercial in a spring 2004 study.  ****“That 70s Show"**** contained the largest number of alcohol ads -- 1,047 -- for alcohol during 2002, followed by "****Smallville"**** with 387 and ****"Angel"**** with 125. The other three shows all had fewer than 50 alcohol ads during 2002.**

## Overexposure to Advertising

**Overexposure to Advertising**

**Television, Alcohol Ads, and Youth in 2003, CAMY**

- Pilsner  Urquell
- MGD

- Becks
- Bass
- Molsen

- Pilsner Urquell
- Becks
- MDG
- Miller Lite

- Bud Lite
- Coors Lite
- Sky Blue
- Bacardi Silver
- Coors

- Miller Lite
- Becks

- Bud Lite
- Pilsner Urquell
- Smirnoff

- Amstel Lite
- Arbor Mist

## Elements of successful coalitions

- Mission statement that is shared
- Understanding your community
- Clear strategic plan
- Organizational structure
- Diversified and relevant funding
- Strong leadership
- Contributions by volunteers

## Elements of successful coalitions

- Representative membership
- Access to community leaders or decision-makers
- Meet the needs of the members
- Commitment and energy
- Willingness to change to achieve results
- Make it easy for members to attend meetings and help

## Practices of Exemplary Leadership

**Challenging the process**
**Inspiring a shared vision**
**Enabling others to act**
**Modeling the way**
**Encouraging the heart**

- 5

## Challenging the process

**Seeks challenging opportunities**
**Looks outside organization for ways to improve**
**Takes initiative to overcome obstacles**
**Experiments and takes risks**
**Asks “what can we learn?”**

## Inspiring a shared vision

- Speaks with conviction about meaning of work
- Describes compelling image of future
- Appeals to others to share dream of future
- Shows others how their interests can be realized
- Is enthusiastic and positive about future

## Enabling others to act

- Treats people with dignity and respect
- Lets people choose how to do their work
- Ensures that people grow in their jobs
- Listens to diverse points of view
- Supports other people’s decisions
- Develops cooperative relationships

## Modeling the way

**Follows through on promises and commitments**
**Ensures that goals, plans, milestones are set**
**Makes progress toward goals one step at a time**
**Clarifies his/her philosophy of leadership**
**Ensures that people adhere to agreed-on standards**

## Encouraging the heart

**Praises people for a job well done**
**Creatively rewards people for their contributions**
**Recognizes people for commitment to shared values**
**Finds ways to celebrate accomplishments**
**Gives team members appreciation and support**
**Expresses confidence in people’s abilities**

## Ways to encourage the heart

**Set clear expectations / restate goal**
**Expect the best**
**Personalize the recognition**
**Tell the story**
**Celebrate together**

## Celebrating Success !!

- Table activity
**Make a list of key strengths success’s and write each one on a card**

## Inspire commitment and action
Lead as a peer problem solver
Build broad-based involvement
Sustain hope and participation

- Inspire commitment and action
- Lead as a peer problem solver
- Build broad-based involvement
- Sustain hope and participation

## Troubleshooting your CoalitionManaging Complex Change

## Six common questions (spoken and unspoken)

- Why is there a lack of buy-in?
- Why are members leaving?
- We have issues here about ownership—who makes decisions?
- How can we have a more diverse membership?
- How can we get more youth involved?
- How will we know if we’re successful?

## Issues about sustainabilityThese are also your troubleshooting issues

**Buy in, membership, diversity, etc**
**In small groups **
**	****Brainstorm a list of key issues**
**	****Rank them in terms of their importance**
**	****Write your top two on blue cards**

**Community Buy In**

**Diverse membership**

## Sustainability 10:15-11:45

**Chuck Klevgaard**
- Central CAPT
- cklevgaard@cambridgema.gov

**Good  Afternoon !**

## Overview

**MODULE 1:****	****Sustainability**
**MODULE 2:****	****Vision, Adaptability**
**MODULE 3:****	****Focus, Structure**
**MODULE 4:****	****Champions, Broad Support**
**MODULE 5: ****	****Money**
**MODULE 6: ****	****Writing Your Plan**

## Organize The Community

**Initiating**** is when individuals within a community initially come together to address a common concern****.**
**Readiness****  is determining the capacity of the coalition to mobilize the community.  It is focusing on building a strong team, developing a shared vision and mission, creating a group identity.  It is determining how ready the greater community is to support prevention efforts.**

## Sustainability is . . . 

- A verb, not a noun
- A process, not an event
- About outcomes
- Good strategic planning
- HARD WORK!

## Defining Sustainability

- The two most frequently used were:
**Sustainability**: Continued ability of an innovation (e.g. program) to meet the needs of its stakeholders
**Institutionalization:** Long-term viability and integration of a new program within an organization.

**Notes:**
Systematic review of 105 articles, book chapters, and books.
Sustainability literature was intentionally excluded if it did not address how to ensure continuation of innovations after a confined trial period.
Also excluded was literature on environmental sustainability and the continuation of institutions like marriage, sexism, etc.
Our literature review revealed eleven terms for maintenance or continuation of an innovation – (e.g. confirmation, continuation, durability, incorporation, institutionalization, level of use, maintenance, routinization, stabilization, sustainability, and sustained use)

## Of these terms:

*Sustainability was the most comprehensive in that it addresses:** *
***Maintaining ******benefits****** achieved through an initial program***
***Continuing the program ******within an organization.***
***Building the capacity****** of the recipient community to continue a program***

**Notes:**
Systematic review of 105 articles, book chapters, and books.
Sustainability literature was intentionally excluded if it did not address how to ensure continuation of innovations after a confined trial period.
Also excluded was literature on environmental sustainability and the continuation of institutions like marriage, sexism, etc.
Our literature review revealed eleven terms for maintenance or continuation of an innovation – (e.g. confirmation, continuation, durability, incorporation, institutionalization, level of use, maintenance, routinization, stabilization, sustainability, and sustained use)

## Sustainability... 3 Critical Questions

**The Clarifying Question:**
***What are you trying to sustain?***

## Sustainability... 3 Critical Questions

**The Evidence Question:**
***What evidence do you have that what  you are doing is worth sustaining?***

## Sustainability... 3 Critical Questions

**The Capacity and Power Question:**
***Where will the capacity and power***
***come from to sustain this effort?***

## What is to be sustained?

- 	**INNOVATION: A new element in a prevention system that contributes toward a desired **_***outcome***_**. **
**Innovations may include:**
**A new prevention program, policy or practice (e.g. school-based prevention program or policy change that targets substance abuse or violence)**
**A new infrastructure element that provides support for a prevention program or strategy (e.g., an evaluation system, training curriculum, administrative policy, or formal linkage such as an MOU)**

## Examples of Prevention Innovations to be sustained

- A data collection system for local needs assessment
- An objective decision making process that is outcomes focused
- Effective prevention strategy/program(s)
- Organizational/coalition infrastructure such as process and/or outcome evaluation

## Starting With Outcomes

## The Sustainability Action Steps

**1. ****Assess Prevention Infrastructure and ****Intervention ****Challenges**

**2.** **Develop sustainability plan (goals, objectives, activities)**

**3.** **Execute**
**sustainability ****actions**

**5.** **Modify **
**Sustainability Plan**

**4.** **Evaluate sustainability ****actions and ****readiness**

## City of Sustainability

**City of Sustainability**

**Vision**

## Having a clear-cut objective that articulates how an initiative’s programs or activities will improve the lives of children, families and communities is one of the most important and basic steps involved in achieving sustainability.

- Having a clear-cut objective that articulates how an initiative’s programs or activities will improve the lives of children, families and communities is one of the most important and basic steps involved in achieving sustainability.
***The Finance Project***

## Without articulating these

**Without ****articulating these**
**objectives and developing a plan**** for achieving them,**
**no initiative can be truly viable**
- .
***The Finance Project***

## There is a shared vision that  enhances trust 
The  vision conveys a positive  direction 
The vision informs what is being done. 
The vision generates excitement

**The  vision conveys a positive****  direction**** **
**The vision informs what is being done.**** **
**The vision generates excitement**

**Vision**

**Vision**

## Vision Examples

- Revisit and possibly revise
- Gather demographic data
- Expand our group then revise
- Design an awareness campaign to inform people what we do
- Train people on how to explain what we do
- Celebrate our mission
- Community Discussion

## Slide 40

## Adaptability

**Adaptability**

## Adjusting to changing social, 

**Adjusting to changing social, **
**economic, and political trends in the community enables initiatives to take**
**advantage of various opportunities that can help to achieve sustainability**.
***The Finance Project***

## Membership understands andproactively adjusts to changing social, political and economic trends. 

Coalition policies and procedures are structured to allow for flexibility.

The coalition maintains knowledge ofcurrent research, socio-economic, political and other relevant local, statewide and national demographicdata and revises plans accordingly.

 Coalition policies and procedures are structured to allow for flexibility. 

**Coalition policies and procedures are structured to allow for flexibility.**
**The coalition maintains knowledge of****current research, socio-economic, ****political and other relevant local, ****statewide and national demographic****data and revises plans accordingly.**
** ****Coalition policies and procedures**** are structured to allow for flexibility.**** **

**Adaptability**

**Adaptability**

## Focus

**Focus**

## Demonstrating program

**Demonstrating program**
**success through measurable results              (e.g., established indicators and performance measures) is crucial for**
**building support from key stakeholders in the community.**
***The Finance Project***

## Work is results oriented. 
Prioritized outcomes determine strategies and activities

Progress is continually evaluated, assessed and reassessed. 
Adjustments are made based on new learning.

**Prioritized outcomes determine strategies and activities**
**Progress is continually evaluated, assessed and reassessed.**** **
**Adjustments are made based on new learning.**

**Focus**

**Focus**

## Structure

**Structure**

## Building strong

**Building strong**
**internal systems, such as fiscal management, accounting,**
**information, personnel systems and governance structures, enables an initiative to work effectively and efficiently.**
***The Finance Project***

## Informed decisions are agreed to and implemented by all.
Operating procedures and policies are culturally appropriate, agreed to and implemented by all.
Designated members are proactive in maintaining and distributing written records.
Work is done through a team effort

**Operating procedures and policies are culturally appropriate, agreed to and implemented by all.**
**Designated members are proactive in maintaining and distributing written records.**
**Work is done through a team effort**

**Structure**

**Structure**

## Group Activity   Group 1 – Vision  Group 2 – Adaptability

**	****	****	****	****Group 3**** – Focus  ****Group 4**** - Structure**
**Risky/Capacity Building Behaviors**
**Discuss where your coalition is with these  issues and talk about them**
**2. ****	****Identify three examples of past achievements**
**Identify three goals that relate to Vision or Adaptability and Sustainability **
**	****(fix a risky behavior or improve a past growth point)**

## Champions

**Champions**

## support and focus community resources and energy. 

***Key champions are leaders ***
***from business, faith-based institutions, government and other individuals from the community who are committed to a program’s vision and are willing to use their power and prestige to generate***
***support and focus community resources and energy.****** ***
***The Finance Project***

## Champions

**Key champions can be vital                                   forces in generating public will, garnering **
**increased resources from public and private sources, and convincing state and local governments to establish supportive public policies. **
**Advocates who lend their voices and clout in support of an initiative can make the difference between long-term success and failure.**
***The Finance Project***

## The community’s leaders are providing their own or their staff’s time and expertise.

The community’s leaders are committing their visibility and voice to promote media attention and involvement. 

The community’s leaders are using their influence to affect public policy, rules and regulations, and community norms.

The community’s leaders are leveraging their power and prestige to generate community resources. 

**The community’s leaders are committing their visibility and voice to promote media attention and involvement. **
**The community’s leaders are using their influence to affect public policy, rules and regulations, and community norms.**
**The community’s leaders are leveraging their power and prestige to generate community resources. **

**Champions**

**Champions**

## Broad Support

**Broad Support**

## Individuals representing numerous segments of the community are involved. 
Populations prioritized as in need of services are represented. 
It is understood and agreed that there is a need to grow involvement and share leadership. 
Partnerships and collaborations is the standard way of doing business.  
A communication plan is being utilized to pass on information and report findings

**Populations prioritized as in need of services are represented.**** **
**It is understood and agreed that**** there is a need to grow involvement and share leadership.**** **
**Partnerships and collaborations is**** the standard way of doing**** business.**
**A communication plan is being utilized to pass on information and report findings**

**Broad Support**

**Broad Support**

## Reporting Results

- Avoid surprising stakeholders
*Brief them along the way*
*Present draft of reports before they go public*
- Different stakeholders have different needs and interests
- Qualitative and quantitative
- Hard facts and testimonials

## Reporting Results

- Varying Lengths
- Stakeholders time and needs
*Full Report*
*Executive Summary*
*Media Communication (press release)*
*Academic or Journal Article*

## Executive Summary

- 1-4 pages of key findings
- A few illustrations
- Most often read

## Media Communications

- One page or less to communicate findings in a short time. (press release)
- It can also be used when parents or others request information.

## Choosing a Media Method

*Written report*
*Summary statements*
*Videotape, picture, photo essays*
*Graphs, charts, posters*
*Media release*
*Website postings, email *

## Choosing a Media Method

*Make sure stakeholders  understand your data*
*Provide time to talk, ask questions, think about findings*
*Be sure to state what lessons were learned in the report*
*Consider a dissemination plan                **(who knows what and in what order)*

## Goals of your report
Awareness
Education
Policy groundwork
Prompts for behavior change (norms)
Resources
Types of data, needs of different stakeholders

- Awareness
- Education
- Policy groundwork
- Prompts for behavior change (norms)
- Resources
*Types of data, needs of different stakeholders*

## Activity : Reporting Findings

- 1.Identify a program in your Coalition
- 2. Make a list of key stakeholders
- 3. Identify the type of data that would likely be   important to them.
- 4.	How would they want it                      (presentation, summary, report, etc)

## Slide 65

## Money

**Money**

## • 	Clarifying what you need financing for;

- • 	**Clarifying what you need financing for;**
**• ****	****estimating your fiscal needs;**
**• ****	****identifying your current resources;**
**• ****	****assessing your funding gaps; and**
**• ****	****identifying funding sources and financing strategies.**
***The Finance Project***

## Current funding leads into next year’s budget 
In-kind donations are activelyrecruited and well documented 
Budget items aren’t just listed, but are also justified

There is understanding of what the return on investment is or will be. 
Financial records are maintained and public. 
Funding sources are diverse

**In-kind donations are actively****recruited and well documented**** **
**Budget items aren’t just listed, but are also justified**
**There is understanding of what the**** return on investment is or will be.**** **
**Financial records are maintained and**** public.**** **
**Funding sources are diverse**

**Money**

**Money**

## A Committee For Sustainability

***Advantages of a committee:***
**Obtain Resources**
**Ease the Transition**
**Meet funder’s requirements**
**Allow staff to focus time and energy**
***CTB.KU.EDU***

## 
Sharing resources or assets
A line Item in an existing budget / city /county
Similar mission organizations
Corporate Resources / Payroll Giving
Contributions / In kind support
Fund raising / Third Party Funding 
Public funding / Donors
Fee for service / Dues
Endowments / Membership program
Developing / Marketing products
Penalty Revenue For Prevention

Ctb.ku.edu

**Sharing resources or assets**
**A line Item in an existing budget / city /county**
**Similar mission organizations**
**Corporate Resources / Payroll Giving**
**Contributions / In kind support**
**Fund raising / Third Party Funding **
**Public funding / Donors**
**Fee for service / Dues**
**Endowments / Membership program**
**Developing / Marketing products**
**Penalty Revenue For Prevention**
***Ctb.ku.edu***

## Slide 71

## 

Internal Audit Sheet
Sample Financial Sustainability Budget
Timeline for Financial Sustainability

Ctb.ku.edu

**Internal Audit Sheet**
**Sample Financial Sustainability Budget**
**Timeline for Financial Sustainability**
***Ctb.ku.edu***

## Internal Audit Sheet  Expenses

| Amount of Expenses | Year 1 | Year 2 | Year 3 | Year 4 |
| --- | --- | --- | --- | --- |
| Project Director 100% | $37,000 | $38,000 | $38,500 | $39,000 |
| Outreach Coordinator 75% | $25,000 | $25,500 | $26,000 | $26,500 |
| Total Personnel Costs | $62,000 | $63,500 | $64,500 | $65,500 |
| Program Training costs | $12,000 | $24,000 | $24,000 | $36,000 |
| Total Program Costs | $12,000 | $24,000 | $24,000 | $36,000 |
| Equipment | $2,000 | $1,000 | $500 | $500 |
| Supplies | $2,000 | $2,500 | $2,500 | $2,500 |
| Printing |  |  |  |  |
| Postage |  |  |  |  |
| Etc |  |  |  |  |

## Internal Audit Sheet Funding

| Amount of Funding | Year 1 | Year 2 | Year 3 | Year 4 |
| --- | --- | --- | --- | --- |
| Funding from Source 1
Federal Grant _____________ | $77,000 | $77,000 | $77,000 | --- 0 --- |
| Funding from Source 2
Health Department ____________ | $21,000 | $21,000 | $12,000 | $12,000 |
| Funding from Source 3
United Way ______________ | --- 0 --- | $2,000 | $5,000 | $25,000 |
| Funding from Source 4
Governors Office _____________ | --- 0 --- | --- 0 --- | $12,000 | $22,000 |
| Funding from source 5
New Foundation Grant | --- 0 ---
 | --- 0 ---
 | --- 0 ---
 | $50,000 |
| Totals from all Sources | $98,000 | $100,000 | $106,000 | $109.00 |

## Timeline for Possible Funding

| Goal | Action Steps | By Whom |
| --- | --- | --- |
| Renew Current Grant | Write a proposal that takes into account the agencies new emphasis on community collaboration | Jeannie, Marcello, Robin with church, school, etc |
| Develop a fee for service tutoring program for high school students | Look into legal consequences for a fee for service program | Leslie (a lawyer on the board) |
|  | Decide fee logistics | Rashma, Jeannie |
|  | Train literacy tutors | Tanisha |
| Meet with other organization to do some of the literacy work | Meet with heads of organizations to suggest the idea | Robin |
|  |  |  |

## Slide 76

## Group Activity / Money

**Risky/Capacity Building Behaviors**
**1. Discuss where your coalition is with these  issues and talk about them**
**2. Identify three examples of **
**	****Goals that relate to Money and Sustainability **

## Adaptability

**Adaptability**

## Adjusting to changing social, 

**Adjusting to changing social, **
**economic, and political trends in the community enables initiatives to take**
**advantage of various opportunities that can help to achieve sustainability**.
***The Finance Project***

## Membership understands andproactively adjusts to changing social, political and economic trends. 

Coalition policies and procedures are structured to allow for flexibility.

The coalition maintains knowledge ofcurrent research, socio-economic, political and other relevant local, statewide and national demographicdata and revises plans accordingly.

 Coalition policies and procedures are structured to allow for flexibility. 

**Coalition policies and procedures are structured to allow for flexibility.**
**The coalition maintains knowledge of****current research, socio-economic, ****political and other relevant local, ****statewide and national demographic****data and revises plans accordingly.**
** ****Coalition policies and procedures**** are structured to allow for flexibility.**** **

**Adaptability**

**Adaptability**

## Group Activity / Adaptability

**Risky/Capacity Building Behaviors**
**1. Discuss where your coalition is with these  issues and talk about them**
**2. Identify three examples of **
**	****Goals that relate to Adaptability and Sustainability **

## The Plan

**The Plan**

## Creating sustainability

**Creating sustainability**
**plans helps initiative developers and managers clarify where they want their initiatives to go in the future.**
**They provide benchmarks for determining whether initiatives are successfully reaching their goals.**
***The Finance Project***

## There is a written sustainability plan that is realistic, manageable and marketable. 
The plan is clear, concise, practical and convincing. 
The plan is long term and includes a road map that identifies benchmarks along the way. 
Potential challenges and obstacles (with correlating strategies to address  them) are included in the plan. 

**The plan is clear, concise, practical and convincing.**** **
**The plan is long term and includes a road map that identifies benchmarks along the way.**** **
**Potential challenges and obstacles (with correlating strategies to address  them) are included in the plan.**

**Plan**

**Plan**

## Group Activity / Plan

**Risky/Capacity Building Behaviors**
**1. Discuss where your coalition is with these  issues and talk about them**
**2. Identify three examples of **
**	****Goals that relate to written plans and Sustainability **

## Writing Your PLAN

**The Plan**

**Writing Your PLAN**

## 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)*
* *

## 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.)*

## 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.)*

## 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.)

## 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**

## 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**

## Starting With OutcomesFor Your Site – Identify 1 Outcome

## CADCA  www.CADCA.org 
Community Toolbox http://ctb.ku.edu 
Central Capt 1-800-782-1878 www.ccapt.org
PIRE Carol Hayes Research on this presentation
Bronfenbrenner, U (1979) The ecology of human development: Experiments by nature and design
Sustainability Workbook The Finance Project
Sustaining Community Initiatives The Finance Project
cklevgaard@cambridgema.gov

**CADCA  **_[www.CADCA.org](http://www.cadca.org/)_** **
**Community Toolbox **_[http://ctb.ku.edu](http://ctb.ku.edu/)_** **
**Central Capt 1-800-782-1878 **_[www.ccapt.org](http://www.ccapt.org/)_
- _[PIRE](file:///C/%5CDocuments%20and%20Settings%5CChuck%20Klevgaard%5CDesktop%5CSustainability%5CBuilding%20Capacity%20&%20Sustainable%20Prevention.pdf)_** Carol Hayes Research on this presentation**
**Bronfenbrenner, U (1979) The ecology of human development: Experiments by nature and design**
**Sustainability Workbook The **_[Finance](file:///C/%5CDocuments%20and%20Settings%5CChuck%20Klevgaard%5CDesktop%5CSustainability%5CSustainability%20Workbook.pdf)_** Project**
**Sustaining Community Initiatives **_[The Finance Project](file:///C/%5CDocuments%20and%20Settings%5CChuck%20Klevgaard%5CDesktop%5CSustainability%5CSustaining%20Community%20Initiatives.pdf)_
**cklevgaard@cambridgema.gov**

## What motivated me to get into this work?
Did I have a vision of what I wanted to do?
What was it?
What Motivates me now?
What do I need to support my motivation, to connect with my passion
How can I get that support

- What motivated me to get into this work?
- Did I have a vision of what I wanted to do?
- What was it?
- What Motivates me now?
- What do I need to support my motivation, to connect with my passion
- How can I get that support

## Evaluation

- Dynamic

- Organized

- Excellent

- Knowledgeable

- Handsome

***cklevgaard@cambridgema.gov***

## Evaluation

- Dynamic

- Organized

- Excellent

- Knowledgeable

- Handsome

***cklevgaard@cambridgema.gov***