Sustainability Plan 

U.S. Department of Justice

Office of Justice Programs

Community Capacity Development Office

Developing a 

for Weed and Seed Sites
U.S. Department of Justice

Office of Justice Programs

810 Seventh Street NW.

Washington, DC 20531

Alberto R. Gonzales

Attorney General

Regina B. Schofield

Assistant Attorney General

Nelson Hernandez

Director,

Community Capacity Development Office

Office of Justice Programs

Partnerships for Safer Communities

www.ojp.usdoj.gov

Community Capacity Development Office

www.ojp.usdoj.gov/ccdo

For grant and funding information, contact 

U.S. Department of Justice Response Center 

1–800–421–6770

NCJ 210462

August 2005
Contents 

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 

The Significance of the Weed and Seed Designation  . . . . . . . . . . . . . . . 3

Weed and Seed Is a “Strategy” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Preparing To Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Who Develops the Sustainability Plan? . . . . . . . . . . . . . . . . . . . . . . . . 7

What Does the Planning Process Entail? . . . . . . . . . . . . . . . . . . . . . . . . 8

Dimensions of Sustainability  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Structural Effort . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Community Impact . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Resource Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Structural Effort—Maintaining an Effective Operating Structure . . . . 11

Table 1: Assessing the Strengths and Weaknesses  

of the Steering Committee  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Table 2: Monitoring the Contributions of 

Steering Committee Members  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Requirements for Achieving Sustainability . . . . . . . . . . . . . . . . . . . . . . 17

Community Impact  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Requirements for Achieving Sustainability  . . . . . . . . . . . . . . . . . . . . . . 20

Table 3: Community Impact Grid  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Resource Development Sustainability  . . . . . . . . . . . . . . . . . . . . . . . . . 23

Developing the Sustainability Plan  . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

Table 4: Sustainability Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Summary  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

Web Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Bibliography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

i
Introduction 

The mission of the Community Capacity Development Office

(CCDO) is to enable and facilitate local efforts to break the

cycle between persistent crime conditions and community

deterioration. CCDO’s support is intended to stimulate synergistic relationships among community agencies, businesses, and residents to

improve the safety, housing, economic, and social environment in designated geographic areas. Given that these circumstances are generally

the result of long­term and widespread conditions, meaningful solutions will require efforts that are equally longstanding and multifaceted. Consequently, it is essential that local sites recognize the need

to develop commitments and resources that extend beyond the time

period that CCDO’s funding is available. 

This publication provides Weed and Seed sites with recommendations

for developing and implementing a sustainability plan. Checklists and

worksheets have been included to guide the site coordinator and

Steering Committee in developing this plan. Ideally, each site should

develop a sustainability plan within the first 2 years of becoming a designated Weed and Seed site. Steering Committees for sites that are

nearing the end of their Weed and Seed designation but have not

developed a plan can use this publication to consider what steps

should be taken to successfully identify and integrate the resources

needed to support the long­term strategy for the community. 

Developing a Sustainability Plan for Weed and Seed Sites 1
The Significance of the 

Weed and Seed Designation 

Since the inception of Operation Weed and Seed in 1991,

CCDO has designated more than 300 communities as Weed

and Seed sites. Annually, hundreds of communities throughout

the country pursue the Weed and Seed designation by submitting an

Official Recognition (OR) application that includes a comprehensive

strategy for addressing crime and community revitalization efforts.

Concentrating on communities experiencing high levels of crime,

CCDO limits the Weed and Seed designation to 5 calendar years. 

Weed and Seed brings together diverse representatives from local government, community service providers, and residents to form a

Steering Committee. This committee guides the development and

implementation of a comprehensive strategy that outlines activities

designed to address crime, the socioeconomic challenges affecting residents, and the physical deterioration of homes and other buildings in

the community.

CCDO requires certain partners to serve on the Steering Committee

throughout the duration of the Weed and Seed designation. These

required partners include the U.S. Attorney’s Office (USAO), residents,

local law enforcement, and local government. In addition to the

required partners, the Steering Committee typically includes community service providers, private­sector businesses, schools, health agencies,

and faith­based organizations. The committee is responsible for monitoring implementation of the strategy and the sustainability plan. A full

list of other recommended partners can be found in the Official

Recognition Guidelines or the Weed and Seed Implementation Manual.

In developing an OR application, each site formulates a comprehensive

strategy with goals and objectives divided into four components:

❋ Law Enforcement

❋ Community Policing

Developing a Sustainability Plan for Weed and Seed Sites 3
The Significance of the Weed and Seed Designation

❋ Prevention, Intervention, and Treatment

❋ Neighborhood Restoration

Subcommittees support the Steering Committee

and serve as the vehicles for implementing the

tasks and activities outlined in the strategy.

Sites may have as few as two or several subcommittees, depending on the desired expansion of their operating structure. All sites must

also operate with a site coordinator who serves

as staff to the Steering Committee and works to

guide the partners in implementing activities

that support the strategy. Technical assistance is

available to help enhance the leadership capacity of the overall structure by clarifying the 

roles and responsibilities of the Steering

Committee, site coordinator, fiscal agent, and

subcommittees. 

To help support efforts to sustain Weed and

Seed activities after the designation and funding

end, CCDO modified the OR Guidelines in 2003

to require sites to include sustainability strategies in the OR application. CCDO recognizes

that no single sustainability plan addresses the

needs of all Weed and Seed sites. The uniqueness of each community demands a sustainability plan customized to fit the requirements of

the site. True sustainability strategies extend

beyond traditional financial resources and represent the continuation of the activities that

achieve performance indicators and promote

positive changes in the quality of life for residents in the community.

4
Weed and Seed Is a “Strategy”

Weed and Seed represents a collaborative model that

helps bridge the gap between residents and other community stakeholders, assisting them to collectively

solve problems and work to improve the quality of life for residents.

Each Weed and Seed site has full access to a range of tools, tactics, and

training to strengthen the skills of community leaders while focusing

on the implementation of a customized community strategy. The

expression, “Weed and Seed is a strategy and not a program” is stressed

at every Weed and Seed conference and training event. This emphasis

is intended to encourage sites to focus on achieving the goals and

objectives incorporated in the community’s strategy. Many sites—

guided by a unified community vision—successfully work to implement these strategies by leveraging a community’s resources and

addressing its unmet needs. 

Weed and Seed sites may receive up to 5 years of funding from CCDO.

As with most government grant programs, CCDO cannot fund every

Weed and Seed site indefinitely. Unfortunately, collaborative models

such as Weed and Seed take time—particularly as the foundation for

Weed and Seed begins with bringing together individuals and organizations who may never have worked together before. Because the selection process for the Weed and Seed Official Recognition prioritizes

communities experiencing high levels of crime and severe economic

deterioration, it is unrealistic to expect that every aspect of the community will be transformed within the 5­year period. Weed and Seed

funding provides communities with capacity­building support based on

a uniform operating structure and plans to implement aspects of the

comprehensive strategy. Recognizing community revitalization requires

substantial and ongoing local commitment. Each site must adopt a

long­term view for achieving planned goals—a view that may extend

beyond the 5­year funding period for Weed and Seed.

Developing a Sustainability Plan for Weed and Seed Sites 5
Weed and Seed Is a “Strategy” 

During and beyond the 5­year Weed and Seed

timeframe, sites should identify additional

resources that can support implementation of

the comprehensive strategy. This process begins

with the required memorandums of agreements

(MOAs), which outline the resource commitments each partner agrees to contribute toward

implementation of the strategy. Resources often

include financial support, donated volunteer

and staff time, and the use of facilities and

equipment. The collective and ongoing contribution of such resources helps sites maintain an

extended commitment to community change

instead of narrowly focusing on the distribution

of the Weed and Seed funds in the form of subgrants. Weed and Seed funding symbolizes

more than a grant allocation: It represents new

resources that can be leveraged to develop or

expand the community’s strategy to achieve

positive outcomes.

Unfortunately, collaborations can be quickly

derailed by the loss of a major funding source.

Sites graduating from Weed and Seed without a

sustainability plan have experienced some or all

of the following challenges:

❋	 Loss of activities in the sites within all four

components.

❋	 Gradual breakdown of the Steering

Committee. 

❋	 Loss of clarity, vision, and continued 

purpose.

❋	 New service gaps, which accompany lost programs or capacity from local agencies 

and organizations. 

❋	 Loss of site staff who can facilitate communications across partners and provide essential

site management and coordination services.

Preparing a sustainability plan early in the

Weed and Seed designation period helps keep

the Steering Committee focused on the strategy’s goals and objectives, while working to

identify new resources to support the strategy

beyond the designation. The sustainability plan

extends beyond simply seeking funding to

replace Weed and Seed; instead, the plan identifies the action steps needed to sustain successful activities in the community that address the

gaps and unmet needs outlined in the comprehensive strategy.

6
Preparing To Plan 

Sustaining a site’s Weed and Seed strategy begins by first recognizing that, as a strategy, the focal point should remain on continuing or expanding the programs, services, or special

initiatives led by the many partnering organizations that serve on the

Steering Committee and subcommittees. The sustainability plan connects the ongoing activities to the different resources required to support the strategy above and beyond Weed and Seed funding. In most

Weed and Seed sites, a host of programs and services already exist in

the broader community, ranging from education, health, employment,

crime reduction, Neighborhood Watch, economic development, and

treatment services. Particularly for municipalities involved in implementing the strategy, Weed and Seed funding often represents only a

small fraction of the financial resources invested in the community. In

addition, some Weed and Seed sites have identified other collaborative

initiatives with similar missions that serve the same community. The

strength and feasibility of the sustainability plan is tied directly to the

active expansion of partners working to support the community 

strategy.

Who Develops the Sustainability Plan? 

The development of a sustainability plan requires involvement from

Steering Committee members—the site coordinator as well as subcommittee members. The Steering Committee serves as the lead entity in

developing the sustainability plan, in addition to monitoring implementation of the strategy. Although a special subcommittee can be established to oversee development of a sustainability plan, it is important

that the planning process and, ultimately, the execution remain front

and center with the Steering Committee. The site coordinator plays a

decisive role in supporting and guiding the planning process. He or she

may need to serve as the overall facilitator of the planning sessions as

well as work to maintain continuity between the priorities identified in

the community’s strategy and the sustainability plan.

Developing a Sustainability Plan for Weed and Seed Sites 7
Preparing To Plan

What Does the Planning Process Entail? 

Sustainability planning goes beyond the initial

development of a comprehensive strategy. 

It must identify the diverse resource requirements needed to continue key activities in the

community. 

The planning process helps the Steering

Committee to examine successes and disappointments through a lens of “what should be

sustained in the community.” Keep in mind that

each site will implement activities designed to

achieve the stated goals and objectives.

Although some efforts can be highly visible,

they may not represent achievement of the

strategy’s goals. Steering Committees that are

committed to developing a sustainability plan

must be prepared at a minimum to—

❋	 Conduct a critical examination of their role

and contributions as a collective body in leading the implementation of the strategy.

❋	 Examine the individual contributions of

members and the site coordinator in furthering the goal and objectives outlined in the

strategy.

❋	 Assess the progress achieved in each of the

four components compared with the original

community vision.

❋	 Support ongoing communication with community residents and other stakeholders 

to promote the accomplishments of the 

strategy and plans beyond the Weed and

Seed designation.

❋	 Evaluate the initial priorities based on community needs/opportunities to determine if

modifications are required.

Just as a local strategy must evolve to remain

responsive to changing conditions and emerging

issues, the sustainability plan should be a living

document that reflects the site’s strategic goals

and resource opportunities. Some people dread

planning processes because of previous bad

planning experiences. A sustainability plan is an

action plan that, once completed, must be followed immediately to obtain the desired

results. The worksheets included in this guide

provide some easy­to­use forms that represent

the steps to be taken as part of an exciting and

informative planning process.

8
Dimensions of Sustainability 

Weed and Seed is a collaborative model that includes

four distinct components working in tandem to

achieve desired community outcomes. For the entire

model to be successful, the structure consisting of the Steering

Committee and subcommittees, the various programs and services

available in the community, and the financial resources available to

support the programs and services must all operate in a coordinated

and mutually supportive manner. 

CCDO has learned that sustainability planning extends beyond a single

dimension for Weed and Seed sites. The concept of sustainability dimensions was first introduced in 2004 by Jim Zepp, Training and Technical

Assistance Director for the Justice Research and Statistics Association.

Mr. Zepp recognized that multiple dimensions of sustainability enabled

sites to measure how the overall performance of their activities compared with the comprehensive strategy and established community 

priorities. Based on the assessment of performance using these dimensions, sites can develop action steps to address deficiencies in performance and identify the appropriate partners and resources to realize

desired outcomes. The following presents a brief description of these

dimensions and potential indicators for measuring a site’s performance.

Structural Effort 

Definition: The stability of participation and tenure by leadership, key

organizations, and the maintenance of the commitment to the services/

activities implemented in the Weed and Seed site.

Potential Indicators

❋	 Length of participation in the strategy by individual agencies/ 

organizations.

Developing a Sustainability Plan for Weed and Seed Sites 9
Dimensions of Sustainability 

❋	 Continued participation expressed through

letters of support or MOAs.

❋	 Consistent attendance by key leadership at

Steering Committee and subcommittee meetings.

❋	 Active participation by key organizations in

local strategy implementation.

❋	 Minimal/reasonable staff turnover.

❋	 Establishment of MOAs or other formal relationships with strategic partners.

❋	 Examination of alternative leadership structures to support Weed and Seed activities.

❋	 Increased resident leadership capacity.

Community Impact 

Definition: The coordinated delivery and 

evaluation of programs and services designed 

to address unmet needs of children, teens, or

adults residing in the community.

Potential Indicators

❋	 Number of participants enrolled in programs.

❋	 Improvements in outcomes for individuals

receiving services.

❋	 Leveraging of additional resources to support

the expansion of successful programs.

❋	 Improved communication and referral systems among service providers.

Resource Development 

Definition: Identifying and securing diverse 

and reliable resources to support the ongoing

activities connected to Weed and Seed goals 

and objectives.

Potential Indicators

❋	 Improved coordination among community

partners in securing funding on behalf of programs and services in the Weed and Seed

community.

❋	 Increased levels of volunteerism supporting

programs and services.

❋	 Evidence of additional funding commitments

for Weed and Seed staff and related activities.

The Weed and Seed model provides each site

with a structure, tools, and access to technical

assistance resources for implementing a comprehensive strategy that begins with a community vision supported by measurable goals and

objectives. Given multiple dimensions of sustainability, Steering Committee members must

evaluate the model’s performance relative to

each dimension to decide what programs, services, or special initiatives remain most important to retain and/or expand. For some sites, all

of the dimensions must be sustained; for others,

only some of them. All of the above dimensions

require the Steering Committee to focus on

achieving the community vision while encouraging community participation, expansion of

the number of collaborative partners, coordination of key programs and services, and continuous leveraging of resources. 

The next three chapters will provide a more

comprehensive examination of the three dimensions of sustainability and provide tools to help

strengthen deficiencies in these areas toward

building a sustainability plan.

10
Structural Effort—

Maintaining an Effective 

Operating Structure 

The dimension of structural effort focuses on the operating

structure leading the implementation of the Weed and Seed

strategy. This dimension highlights the roles and impact of

the Steering Committee, subcommittees, and site coordinator working

together to perform the tasks associated with the strategy. 

Weed and Seed represents a collaborative process that promotes 

communitywide participation through a Steering Committee structure.

Often, new sites may find that members of the different committees

are unclear about their roles and responsibilities. For many communities, the operation of the Steering Committee is a new experience.

People come together to address common goals, yet may not know

what to do. They may require assistance from CCDO, which can provide an orientation to members of the Steering Committee as well as

any subcommittees to help everyone understand their individual roles

and collective responsibilities. 

CCDO encourages the development of the community collaboration

by requiring Weed and Seed sites to secure signed memorandums of

agreements (MOAs) from all participating organizations serving on the

Steering Committee. The MOA symbolizes the commitment of these

organizations to work together, along with community residents, to

implement the strategy. The Steering Committee is responsible for

enforcing all signed agreements. 

In addition to the Steering Committee, various subcommittees may be

established, which offer opportunities for other organizations and residents to learn and participate in Weed and Seed on another level.

Often considered a capacity­building model, Weed and Seed helps foster the development of new resident leaders in the community. These

individuals may ultimately assume greater responsibilities in promoting

positive change as their Weed and Seed experiences broaden. Residents

and other community stakeholders may serve on a subcommittee

Developing a Sustainability Plan for Weed and Seed Sites 11
Structural Effort—Maintaining an Effective Operating Structure 

consistent with their areas of interest before

serving on the Steering Committee. 

CCDO also requires each site to develop

operating policies. These policies will further

reinforce the responsibilities of the various

subcommittees and the site coordinator.

Developing carefully crafted operating policies

helps clarify who can serve on the Steering

Committee and defines the term limits and

composition requirements as well as procedural

concerns associated with managing the Weed

and Seed funding.

An effective Weed and Seed Steering

Committee requires—

• Continued commitment among members to a

shared vision for the community.

• Ongoing communication among and between

the Steering Committee and subcommittee

members.

• Oversight of activities linked to all four 

components.

• Monitoring of performance measures and 

outcomes.

• Consistent commitment to identifying new

resources within the community to support

the strategy. 

The site coordinator supports the work of the

Steering Committee. This person serves as staff

to the committee and is responsible for forging

new partnerships with public­ and privatesector stakeholders and identifying additional

resource opportunities to support the strategy.

The coordinator may have dual supervisors,

including the Steering Committee and the fiscal

agent. The site coordinator plays an important

role in monitoring the progress of programs and

services offered in the community, exploring

other programs and best practices in Weed and

Seed sites throughout the country, and assisting

with the development of a sustainability plan.

In the context of a sustainability plan, a 

common question often raised by Steering

Committees pertains to whether the Weed and

Seed operating structure should be retained

after the Official Recognition expires. CCDO

provides sites with a recommended operating

structure to ensure that all aspects of community leadership are involved in the development

and implementation of activities connected to

the overall strategy. Sometimes similar structures may already exist in the community and

can be modified to meet the composition

requirements of the Steering Committee. The

structural effort dimension of sustainability

encourages sites to examine the effectiveness 

of the operating structure as a foundation for

leading community change. The Steering

Committee should assess the impact of the

operating structure on an annual basis and

make changes, if necessary, to enhance the

committee’s ability to lead the implementation

of the strategy. Remember, CCDO encourages

sites to diversify the composition of the Steering Committee to meet the needs of the community without eliminating any of the required

partners. Weed and Seed sites have adopted 

different approaches in addressing the role of

the operating structure and sustainability. A

brief summary of these options, including their

pros and cons, follows.

❋	 The Weed and Seed strategy is incorporated

into the city government’s infrastructure and

operates as a program led by the city.

12
Cons

committee with all 

i

Pros

Provides a steady stream Could represent a 

of city funding to support  potential loss of power

the strategy. for members of the 

decisions controlled by 

the city.

Offers greater leverage  May limit cooperation

n seeking funding for  and involvement of 

new ideas or programs. community agencies 

and residents.

❋	 The Weed and Seed Steering Committee

establishes a separate nonprofit organization.

Please note that turning a Weed and Seed site

into a nonprofit before the Weed and Seed

designation expires may jeopardize the

USAO’s ability to serve as a required partner

on the Steering Committee.

Cons

di i  l l l

competition with 

local funding and the 

collaboration.

Pros

Allows the new  May result in a possible 

organization to pursue  sconnect w th oca aw

a wide range of  enforcement agencies.

funding opportunities.

Continues to address  May cause unnecessary 

gaps in the community 

infrastructure. community partners for 

breakdown of the 

Weed and Seed truly 

becomes viewed as a 

program and not a 

strategy.

Structural Effort—Maintaining an Effective Operating Structure 

❋	 A membership consortium is created whose

partners contribute annually to cover the cost

of continuing the collaboration and supporting the position of site coordinator.

Cons

collaboration to seek 

funding.

agencies.

Pros

Enables Weed and Seed  Certain organizations 

to continue functioning in  may not perceive a 

a coordinating role. benefit in paying a fee.

Provides a permanent  The consortium still may

mechanism for the  need to raise funds from 

other sources and 

compete with partnering

Before moving forward with any changes to the

operating structure supporting Weed and Seed,

the Steering Committee should conduct a selfassessment to identify the strengths and weaknesses of the current operating structure. Data

collected from staff and Steering Committee

members may yield critical insights to guide the

Steering Committee in addressing the structural

considerations of the sustainability plan. If the

site is experiencing problems with the current

structure, contact the CCDO Program Manager

to obtain technical assistance to address these

concerns. 

For sites ready to assess the effectiveness of the

Steering Committee, the following assessment

tool (table 1) may be distributed to all Steering

Committee members and staff. The tabulated

results will yield some key facts about the

Steering Committee that will ultimately impact

the effectiveness of the sustainability plan.

Developing a Sustainability Plan for Weed and Seed Sites 13
Structural Effort—Maintaining an Effective Operating Structure 

Table 1. Assessing the Strengths and Weaknesses of the Steering Committee

Place a check ✑ in the box that matches your response to the following statements.

No

The Steering Committee collects and 

Agencies and organizations on the 

The leadership is committed to building 

basis.

Too Early Don’t

Factors To Tell  Yes  Somewhat  Know

Everyone shares and supports a common 

vision for community change.

All partners work together to achieve the 

goals and objectives in the strategy.

Everyone understands the strategy, and 

Steering Committee meetings focus on 

the progress achieved.

analyzes data to evaluate activities within 

the four components.

Area politicians at all levels of government 

support Weed and Seed.

Diverse, identifiable resources support 

the Weed and Seed strategy.

Individuals in the community champion 

and promote Weed and Seed among 

residents and other stakeholders.

Steering Committee work cooperatively 

toward goals and objectives.

The leadership is diverse and clearly 

understands the Weed and Seed 

philosophy.

the capacity of resident leaders to ensure 

active community participation.

The boundaries of the Weed and Seed 

site and the strategy truly reflect the 

community and its assets.

The Steering Committee communicates 

the vision, goals, objectives, and outcomes 

to the overall community on a regular 

14
Additional Questions for Consideration

❋	 Are there other organizations or constituencies that should be represented on the

Steering Committee? If “yes,” what are they? 

❋	 Are there other organizations, officials, or

community members that should be invited

to participate in Steering Committee meetings? If “yes,” who are they? 

Other Indicators

Attendance. The Steering Committee can use

the following formula to determine its members’ attendance at meetings:

(sum of total number of members attending

each meeting held in a year)/

(number of committee members ✒ number of

scheduled meetings per year)

✒ 100 = attendance

example: 150 / (20 ✒ 12) ✒ 100 = 62.5

Structural Effort—Maintaining an Effective Operating Structure 

Tenure. Assess the average tenure of Steering

Committee members. 

Responses marked “No,” “Too Early To Tell,” or

“Don’t Know” indicate areas that may inhibit

long­term sustainability if not addressed before

or within the context of the sustainability plan.

Although the previous assessment was

designed to identify potential challenges with

the operating structure, remember, each committee must bring different resources that support the overall strategy. An effective Steering

Committee knows what each partner brings to

the process and works to address voids that

may be filled by other untapped partners in the

community. The following grid (table 2) helps

capture the actual contributions of each

Steering Committee member. Even residents

serving on the committee can address each

component as volunteers. It’s a great way to

hone in on sectors within the community that

are not represented on the Steering Committee.

Developing a Sustainability Plan for Weed and Seed Sites 15
Structural Effort—Maintaining an Effective Operating Structure 

Table 2. Monitoring the Contributions of Steering Committee Members

How do Steering Committee members contribute to the implementation of the strategy? 

Fill in the grid with information on each Steering Committee member.

Steering  On which  What sector What does the 

Committee  subcommittee does the member  member contribute

does the Steering  meetings? (Who 

Committee and tasks outlined in

the meetings?) 

facilities)?

LECC Space to house site 

CDC NR Housing and economic 

Who represents 

the agency at 

member represent (housing, to the objectives 

law enforcement, actually attends 

member serve? employment, the strategy (funding,

youth programs)? staff time, equipment,

USAO Law enforcement Law enforcement

coordinator

Executive director Space to house Safe 

development Haven; administers 

home­buyer education 

program

16
Structural Effort—Maintaining an Effective Operating Structure 

Requirements for Achieving Sustainability 

If the desired sustainability plan involves retaining the Steering Committee as the operating

structure, the following guiding principals will

help strengthen the leadership structure:

❋	 Maintain a clear vision. A long­term vision

spurs ideas that stimulate new partnerships,

encourages local leadership capacity building,

and promotes effective problem solving based

on a community’s assets.

❋	 Manage expectations. Positive change in 

the community takes time and patience.

Unfortunately, residents may have been 

disappointed by the end result of other 

government programs. Keep everyone in 

the community informed on the accomplishments achieved within the Weed and Seed

strategy. 

❋	 Focus on measurable outcomes. Staying

focused on achieving the community’s vision

means implementing activities that yield

measurable outcomes. Sites should establish

realistic baseline goals to measure performance. Don’t be afraid to change direction in

supporting new programs or services to

obtain the desired outcome.

❋	 Broaden the community’s leadership pool.

Continue building upon the community’s

social capital. Work to increase the leadership

capacity of residents as these individuals 

will ultimately lead the community’s future 

decisionmaking process. 

❋	 Maintain effective communication at all

levels. Keep all stakeholders engaged in the

implementation process to help promote the

success of the strategy to current and potential resource providers.

Here are some tips to remember about the

Weed and Seed operating structure:

❋	 Steering Committees must include representatives from these four partners: residents,

USAO, local law enforcement, and local

government.

❋	 Weed and Seed provides a comprehensive list

of other agencies and organizations that also

should be included on the Steering

Committee, including—

– Community­ and faith­based organizations.

– Schools.

– Health organizations.

– Parks and recreation centers.

– Housing organizations.

– Neighborhood associations.

– Civic organizations.

– Nonprofit organizations such as the 

Boys & Girls Clubs of America and 

Big Brothers Big Sisters.

– Small businesses.

– Financial institutions.

– Employment assistance agencies.

– Federal law enforcement agencies.

Developing a Sustainability Plan for Weed and Seed Sites 17
Structural Effort—Maintaining an Effective Operating Structure 

❋ Steering Committees must develop operating ❋ Steering Committees are responsible for

policies and procedures. monitoring the implementation of the 

strategy. ❋	 Residents are defined as individuals who live

in the community, but do not also represent ❋ Steering Committees should review the

an organization serving on the committee. financial reports on a monthly basis.

❋	 Residents should select their own representa­ ❋ The site coordinator works for the Steering

tives and rotate on and off the Steering Committee, but is not a member.

Committee.

18
Community Impact 

The community impact dimension encourages examination of

the services and activities that consistently support the community’s priorities and achieve positive impact. A key advantage

of the Weed and Seed designation is its cachet in leveraging additional

resources for a site. Although local sites often begin implementing their

strategies before receiving a Weed and Seed grant, funding from CCDO

ultimately provides support for community organizations to expand their

respective program capacities to serve more residents. 

Although CCDO funding may help support different community programs

connected to the strategy, there are usually other programs operating in

the community that are also critical to the strategy but which do not

require CCDO funding. An emphasis on implementation of the comprehensive strategy rather than the distribution of CCDO funds helps keep

Weed and Seed sites focused on the big picture—positive community

change—instead of the limited purpose of distributing subgrants. Instances

in which participating agencies work together solely for the purposes of

securing a subgrant often create an atmosphere void of trust and good

communication and result in shallow, unproductive partnerships. 

A diverse base of resources is critical to sustaining effective programs

and activities beyond a single funding source. Diversity in resources

may emerge through new collaborations with organizations operating

outside the boundaries of the Weed and Seed site. Often organizations

offering quality, evidence­based programs and services consistent with

the priorities for the community exist, but they are not connected to

the strategy. Before expending Weed and Seed funds to support the

creation of similar programs, the Steering Committee should work to

establish partnerships with existing organizations outside of the area

and recruit these organizations to become involved in the delivery of

their offerings to the community. The Weed and Seed site coordinators

play an important role in helping to identify potential partners and

making recommendations to the Steering Committee for new partners

Developing a Sustainability Plan for Weed and Seed Sites 19
Community Impact 

to join the collaborative process. An organization may operate outside the boundaries of the

Weed and Seed site, but that does not mean

that it has no interest in serving the needs of

the residents. 

The community impact dimension requires sites

to separate the agenda of individual organizations from the needs of the overall community.

Effective community impact is measured by

focusing on the positive changes for the individuals, families, and other community stakeholders. In developing collaborations such as Weed

and Seed, participating organization leadership

must consider the overall goals of the strategy

and agree to forge partnerships that truly benefit the community. In forming these partnerships, community impact becomes the ultimate

priority requiring every organization to examine

what can be contributed to the process to

achieve positive goals. For some agencies, this

may involve donating office space; others may

contribute staff time or equipment. Typically,

Weed and Seed funds are used to bridge gaps in

existing resources to expand the capacity to

achieve greater community impact. In a competitive environment, programs with demonstrated success stand a better chance of

receiving additional funding from public and

private funding sources than unproven programs. Therefore, it may be wise to reexamine

the range of programs or services currently

operating under the auspices of the Weed and

Seed strategy and invest resources on those

programs or services that have consistently

demonstrated quality and measurable 

outcomes.

Additionally, the Weed and Seed Steering

Committee and staff should not be in the 

business of actually running programs in the

community. One of the quickest ways to derail

a sustainability plan is to begin competing with

other partners on the Steering Committee or

community members for funding to run a program. A hands­off approach by the Steering

Committee to running programs avoids positioning Weed and Seed as a program and not a

comprehensive strategy for the community.

Requirements for Achieving Sustainability 

Identify key partners. Sustainability of programs or services begins with identifying organizations that are comfortable partnering with

others. In some instances, organizations may

have complementary services such as a job

training program that needs placements for its

trainees or a housing rehabilitation organization

that needs workers. In other cases, they may

have related activities such as social services

that can share staff or facilities. Organizations

receiving funding from Weed and Seed or willing to work in support of the strategy without

funding from Weed and Seed must provide the

Steering Committee with data on program outcomes on a regular basis.

Assess resource needs. Before allocating Weed

and Seed funding, organizations should demonstrate how they will leverage other funding

sources to sustain the program beyond Weed

and Seed funding. Avoid supporting startup

programs with no clear plan for securing additional funding to grow the program. 

Maximize impact. Look for programs that can

demonstrate change among children, youth, or

adults that can be incorporated into the strategy.

It is also critical that all programs include an

intake and closeout process to capture data that

20
Community Impact 

measure change in the participants. Explore The following grid (table 3) should help the

how resources from other organizations may Steering Committee assess the impact of 

support the expanded capacity of the solid pro­ programs in the community, including those

grams that need to continue in support of the receiving funding support from Weed and Seed.

strategy.

Developing a Sustainability Plan for Weed and Seed Sites 21
Community Impact 

Table 3. Community Impact Grid

After listing the programs offered, place a (✑) next to

the programs that are in line with the strategy’s goals

and that meet the expectations of the Steering

Committee. Place an (X) next to the programs supported by Weed and Seed funding that fail to adequately

correspond to the strategy or meet the Steering

Committee’s expectations. Programs with an X

should be examined closely to determine whether

they can be retooled or modified to better support the

goals of the strategy. 

Level of  W/S

Component Partners Financial

Implementing Evaluation

Component (✑)

Target Linked to Resources 

Name of Program Population Program Program Required

22
Resource Development

Sustainability

Despite a Weed and Seed site’s best efforts to leverage local

resources, the loss of Weed and Seed funding can potentially stall the continued implementation of the strategy. The

dimension of financial sustainability represents the greatest concern for

most sites—and the most challenging.

CCDO requires every site to develop an implementation plan that

describes the various activities and tasks to be carried out to achieve the

planned objectives. Although partners identified in the plan agreed to

work together on specific tasks, the implementation plan also includes a

timeline and baseline indicators to measure performance. The design of

the implementation plan intentionally excludes consideration of financial resources needed to support the goals to avoid having sites focus on

allocation of Weed and Seed funds rather than the development of a

comprehensive strategy. 

Although the question of financial resources is not included in the

implementation plan, this does not mean it should be ignored. In fact,

resource development sustainability begins with linking the activities

and tasks outlined in the strategy with a realistic assessment of what

resources will be necessary to support their implementation. Each component of the strategy requires financial resources well beyond Weed

and Seed funding. Organizations seeking public­ and private­sector

funding increasingly find the issue of sustainability included in guidelines for proposals. Typically, applicants will be asked to describe plans

to sustain the proposed program beyond the life of the grant. Applicants that fail to address this question signify to the reviewer that 

sustainability planning has yet to be considered.

For programs or special initiatives operating in the Weed and Seed site,

there are two challenges to be addressed within the context of the sustainability plan. First, if Weed and Seed funding fills funding gaps in

programs or special initiatives, the Steering Committee must determine

Developing a Sustainability Plan for Weed and Seed Sites 23
Resource Development Sustainability

how these gaps will be filled by other sources

in the future. Sometimes government agencies

serving on the Steering Committee may agree

to incorporate the cost of a program or service

in the agency’s budget. Second, organizations

and agency partners that offer programs and

services that do not receive Weed and Seed

funding may experience reductions in their

respective funding levels that could threaten the

continued offering of programs and services in

the community. The financial options for these

committed organizations to secure alternative

funding can serve as a major threat to the success of the Weed and Seed strategy.

Sites may consider different strategies for

addressing financial sustainability and generating financial resources to sustain Weed and

Seed activities. The challenge is to find funding

sources that support parts of the strategy. It is

unlikely that a funding source will be willing or

able to support the entire strategy. Most

sources prefer not to absorb the cost of existing

collaborations if they have not been engaged

from the beginning; however, there may be an

interest in funding quality programs that have

demonstrated success. 

An effective approach for addressing the

resource development of the sustainability plan

requires separating the overall strategy into

manageable components and identifying potential funding targets that may be interested in a

particular component. Support may also be

given to community partners seeking state or

federal grants to support aspects of the strategy.

Encouraging Steering Committee partners to

seek out new funding sources in support of elements of the overall strategy is the optimum

demonstration of a successful collaboration

model. 

There are various funding sources that may

support elements of the Weed and Seed strategy, including—

❋ Local or regional foundations.

❋ Civic organizations.

❋ Government agencies.

❋ Professional organizations.

❋ Financial institutions.

❋ Major corporations.

❋ Small businesses.

❋ Individual donors.

The Steering Committee must resist the challenge to control all of the resources that support

the community’s strategy. Instead, it should

help increase the capacity of partnering organizations to pursue alternative resources to

CCDO funding.

Before appealing to potential funding sources,

the completion of the sustainability plan will

clearly outline the goals and objectives to be

accomplished in the community as well as outline the roles of each collaborating partner in

supporting this strategy. The plan also provides

a blueprint of the resources currently invested

in elements of the strategy and the total

resources required to continue the various elements. Determine which partners may be

appropriate to pursue funding on behalf of the

Weed and Seed strategy. These partners must

be willing to maintain careful records, report

measurable outcomes, and, ideally, express their

pledge of commitment to the Weed and Seed

strategy.

24
Developing the 

Sustainability Plan 

Sustainability planning involves assessing the past performance of programs and services offered in the community, identifying potential gaps

or service risks, and expanding the base of collaborative partners.

Although the comprehensive strategy was developed as part of the OR

application process, the sustainability plan picks up from this approved

strategy and challenges a site to begin working early in the designation

period to continually assess the various dimensions of sustainability.

Based on potential problems or concerns that surface, the site can

work to address these issues to minimize impact on the implementation of the strategy.

Developing the sustainability plan can only occur with a shared commitment to the community’s vision. If your site has not formulated a

solid vision statement, take the time to develop this statement as the

first step in the planning process. Ideally, developing a community

vision statement with full community participation helps clarify the

overall purpose of the Weed and Seed designation and strengthens the

community’s collective resolve to work together for change. 

Over the years, new ideas may surface regarding approaches to achieve

strategy goals. Great! Don’t bind the site to every aspect of the strategy

if alternative tactics are discovered that might yield greater outcomes

for the community. While a site cannot change the goals in the OR (the

goals should support the priorities your community identified during

the needs assessment process), you can always change the tactics to

achieve these goals. Planning is an evolving process that must incorporate data from past activities and lessons learned to make informed

decisions about the future. If an approach tried in the first year fails,

why repeat it? 

Sustainability planning is linked with implementation of the local site

strategy. It compels the Steering Committee to outline steps needed to

continue the overall strategy beyond the Weed and Seed designation.

The orientation of the sustainability planning process keeps the

Developing a Sustainability Plan for Weed and Seed Sites 25
Developing the Sustainability Plan

Steering Committee from functioning as a funding source and encourages organizations to

work together for the common good. Sustainability planning is new for many organizations

and it will take some time to complete a good

plan. All sites should set aside a segment of the

Steering Committee’s time to report on the

progress of developing the sustainability plan

and, ultimately, the results achieved by implementing this plan. Remember, just as it is

important for organizations to report their

accomplishments in serving people, these

organizations must also agree to provide evidence of their hard work in seeking additional

resources to support their respective programs

as well as the overall strategy.

The planning tool (table 4) presented on the

following pages will be available online in a

landscape format to provide additional space

for writing. Please note that answers to many

of the sections of this plan can be found in the

site’s existing strategy.

26
Developing the Sustainability Plan

Table 4. Sustainability Plan*

Vision Statement:

Weed and Seed Component:

Baseline

Timeline 

Goal 1

Goal 2

Partnering

Goal Objectives Tasks or Steps Agencies Measurements

Objective A Task 1

Task 2

Task 3

Objective B Task 1

Task 2

Task 3

Objective C Task 1

Task 2

Task 3

* This form should be completed for all four components.

Developing a Sustainability Plan for Weed and Seed Sites 27
Developing the Sustainability Plan

Table 4. Sustainability Plan (continued)

Lead Agency

Financial Resources

Required Secured New Opportunities

Programs or Partnering

Objectives Services Agencies Target Date

28
Summary 

A Weed and Seed site has a unique opportunity to bring together an

array of community organizations, local government, law enforcement,

schools, faith­based organizations, and residents to address the level of

crime and other challenges in the community that affect the overall

quality of life. Whether the site is in its first year or nearing the end of

its Weed and Seed designation, it is never too early to begin developing

a sustainability plan. 

Individuals tend to safeguard what they believe is important: sustaining activities in a Weed and Seed site is no different. As the Steering

Committee begins to look closely at the programs and activities being

carried out under the banner of Weed and Seed, it will become readily

apparent what aspects should be sustained. Keeping focused on the

vision for the community and the goals and objectives outlined in the

strategy will help the Steering Committee, area residents, and other

community stakeholders stay focused on achieving positive change in

the community rather than on the distribution of subgrants. Although

funding from Weed and Seed can be important in supporting key programs and activities, many other resources (cash and in­kind) are

equally important. The Steering Committee should serve as the ultimate champion in identifying new resources that can enhance the

work associated with the community’s strategy. All of the goals and

objectives outlined in the strategy cannot be achieved solely with the

funding from Weed and Seed.

The community strategy submitted to CCDO as part of the OR application required many hours of volunteer time. Individuals who participated in the planning process worked hard to ensure that the strategy

reflected the concerns and opportunities identified by community residents. With a full Steering Committee and site coordinator in place,

developing a sustainability plan is the next step in ensuring that the

concerns and opportunities are supported by a range of resources—and

not tied solely to Weed and Seed funding. This funding should be

viewed as an important tool to help launch a collaborative effort to

Developing a Sustainability Plan for Weed and Seed Sites 29
Summary

address a unified community vision. As the

Steering Committee examines each of the

dimensions of sustainability, it will become

apparent which activities are making a positive

difference for the community. Whether the positive change is linked to greater resident leadership resulting from the Steering Committee

structure, the improved academic performance

of youth as a result of a stellar after­school program, or even the relationship between residents and law enforcement, the ultimate role of

the Weed and Seed strategy is to help ensure

that these positive changes continue and

expand throughout the community.

As the number of Weed and Seed sites continues to grow, each site becomes a source of

information for new sites, in addition to that

offered by CCDO staff and technical assistance providers. It is recommended that sites

reach out to other sites to find out how sustainability is being addressed across Weed 

and Seed. Certainly, there will be different

approaches that could be considered for your

site. The key to sustaining efforts in the community developed as a result of Weed and

Seed is a sustainability plan. You will be surprised at the range of untapped resources that

already exist just waiting to be tapped! Remember, community change is not linked to

Weed and Seed funding. Weed and Seed helps

to create a new beginning for communities. It

is up to the community leadership to continue

building from the foundation established to

reach for higher goals. Armed with the resources available from CCDO and other government and private­sector partners, there is no

limit to what positive changes can occur in

your community. 

Here are some final questions to consider as

you embark on the development of a sustainability plan:

❋	 What are we really trying to sustain? 

❋	 What is the most critical resource that could

be lost when Weed and Seed funding comes

to an end? 

❋	 How much of our strategy is linked solely to

Weed and Seed funding? 

❋	 Are we prepared to seek out other resource

partners? 

30
Web Resources 

After School Alliance 

www.afterschoolalliance.org/sustain.pdf

America’s Promise

www.americaspromise.org/files/COP_March2003.pdf

American Association of Grant Professionals

www.grantprofessionals.org

Catalog of Federal Domestic Assistance 

www.cfda.gov 

Collaborations: Process and Pitfalls

www.lff.org/about/arizona/YA_Workshop/Collaborations_Process_

Pitfalls.pdf

Community Tool Box 

http://ctb.ku.edu/tools/en/section_1297.htm

Foundation Center 

www.fdncenter.org

Gifts­In­Kind International 

http://giftsinkind.org

Grant Proposal.com 

www.grantproposal.com/inquiry.html

Grantsmanship Center 

www.tgci.com

GuideStar (NPO database and resources) 

www.guidestar.com

HUD Community Planning and Development 

www.comcon.org

Developing a Sustainability Plan for Weed and Seed Sites 31
Web Resources

Nonprofit Good Practice Guide  Sustainability Basics 

www.npgoodpractice.org www.nwrel.org/mentoring/pdf/part1.pdf

Nonprofit Times  The Federal Register

www.nptimes.com www.gpoaccess.gov/nara/index.html

Sustainability  The Finance Project 

www.sustainabilityonline.com www.financeproject.org

32
Bibliography

Andersen, Alan R. “Profits for Nonprofits: Find a Corporate Partner.”

Harvard Business Review, November–December 1996.

Austin, James E. “Strategic Collaboration Between Nonprofits and

Business.” Nonprofit and Voluntary Sector Quarterly, vol. 29, no. 1,

Supplement 2000.

Austin, James E. The Collaboration Challenge: How Nonprofits and

Businesses Succeed Through Strategic Alliances. San Francisco: Jossey­Bass

Publishers, 2000.

Beaudette, Kath, and Martin Price. Exit Strategies of Community Fund

Grantholders: Factors for Success. Martin Price Associates, May 2002.

Bennis, Warren, and Patricia Ward. Organizing Genius: The Secrets of

Creative Collaboration. New York: Addison­Wesley, 1997.

Center for Youth and Communities. Change that Abides: A Retrospective

Look at Five Community and Family Strengthening Projects, and Their

Enduring Results. Waltham, MA: Brandeis University, Heller Graduate

School, September 2001.

De Vita, Carol J. Building Capacity in Nonprofit Organizations. The Urban

Institute, April 2001.

Drucker Foundation (The). Meeting the Collaboration Challenge:

Developing Strategic Alliances Between Nonprofit Organizations and

Businesses (workbook). San Francisco: Jossey­Bass Publishers, 2002.

(Workbook may be downloaded gratis from www.pfdf.org.)

Ellis, Theresa M., and Sarah J. Lenczner. Lessons From the Field:

Community Anti­Drug Coalitons as Catalysts for Change. Alexandria, VA:

Community Anti­Drug Coalitions of America, September 2000.

Flower, Joe. “Collaboration: The New Leadership.” Healthcare Forum

Journal, November/December 1995.

Developing a Sustainability Plan for Weed and Seed Sites 33
Bibliography

Gronbjerg, Kirsten A. Understanding Nonprofit

Funding: Managing Revenues in Social Service and

Community Development Agencies. San Francisco:

Jossey­Bass Publishers, 1993.

Mattessich, Paul, Marta Murray­Close, and

Barbara Monsey. Collaboration: What Makes It

Work. A Review of Research Literature on Factors

Influencing Successful Collaboration. (Second edition.) St. Paul, MN: Amherst H. Wilder

Foundation, 2001.

Mott, Andrew H. Building Systems of Support for

Neighborhood Change. Washington DC: Center

for Community Change, 1997.

Winer, Michael, and Karen Ray. Collaboration

Handbook: Creating, Sustaining, and Enjoying the

Journey. St. Paul, MN: Amherst H. Wilder

Foundation, 1994.

34