# Presentation: 776534

## Sustainability  Sustaining Human, Technical and Financial Capacities

***Sustaining Capacities ***
***and Creating Action Plans***

## 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:  814.864.9986   ndrexler@drexlerassociates.com

***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:  814.864.9986   _[ndrexler@drexlerassociates.com](mailto:ndrexler@drexlerassociates.com)_

## 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**

## Sustainability Plan Your FINAL REPORT to Your Funding Source

**Case Statement**
**Resources**
**Strategy**
**Source**
**Action Plan**

## 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. *

## 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.*

## 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. *

## 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.*

## 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.*

## Sustainability

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

## A.  Sustaining Human Capacities

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

## 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)

***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)

## 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.)*

## 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?*

## 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 group’s 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.

## 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.

- COMPETENCY:
- Recognize talents and connections and utilize people effectively to maximize success and ensure continued participation.

**Increasing Participation ****and  Membership**

## 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

## Increasing Participation and Membership

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

## Increasing Participation and  Membership

**The Crucial 6 R’s**
**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

## 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.

## 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

## 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

## 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**_**.**

## 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

## 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 team’s commitments to one another.
- 	f.  Have groups rotate leadership in development projects.

## 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
- America’s 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.*

## 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.

## 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.

## 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.

## 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

## 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?)

## 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.**

## Develop a Specific Action Planfor 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.

## CLINIC Approach:  Peer Review of Plansbased 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

## Workshop Evaluation

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