Income generation: Pounds and pence Desired outcome - What needs to be achieved? Action - What needs to be done? Ownership – who will do it? Timescale – when will it be done? Review – when and how will progress be reviewed? Income generation: Profile Desired outcome - What needs to be achieved? Action - What needs to be done? Ownership – who will do it? Timescale – when will it be done? Review – when and how will progress be reviewed?
Innovation and improvement: Planning Desired outcome - What needs to be achieved? Action - What needs to be done? Ownership – who will do it? Timescale – when will it be done? Review – when and how will progress be reviewed? Innovation and improvement: People and projects Desired outcome - What needs to be achieved? Action - What needs to be done? Ownership – who will do it? Timescale – when will it be done? Review – when and how will progress be reviewed?
Impact measurement: Proving Desired outcome - What needs to be achieved? Action - What needs to be done? Ownership – who will do it? Timescale – when will it be done? Review – when and how will progress be reviewed? Impact measurement: Policy Desired outcome - What needs to be achieved? Action - What needs to be done? Ownership – who will do it? Timescale – when will it be done? Review – when and how will progress be reviewed?
Summary of possible exit strategies We might think of exit strategies as being the opposite of sustainability. But we shouldn’t assume that things will always continue or that it is necessary or appropriate for them to do so. For example, the definition of ‘project’ is a piece of work that has an end. This table sets out the most common exit strategies and summarises their implications. Model Characteristics Funding Impact Mainstream Co-ordinator is given permanent funding to develop new activities and support existing activities. Core costs are financed by host organisation. Project continues; continuity of service and staffing. Learning and evidence retained. Integrating Project absorbed into an existing post within the organisation. Core costs are financed by host organisation. Project continues, but may compete with other demands. Limited support to existing groups. Less development work. Re-funding Organisation finds funding from a range of partners, helping them meet their local and national strategy obligations. Ongoing funding required at the end of each funding period. It takes time to develop partnerships. Project continues. Aims and objectives of a project may alter with each funding cycle. Levels of funding determine reach and scale of project. Restructure Project sets up as a separate organisation, possible volunteer-led or as a social enterprise etc. New organisation may be eligible for different funding. Project’s work continues, but without new funding staff will be redundant. External support may be needed e.g. for volunteers or with social enterprise. Transferal Either the project or some of its work is transferred to a partner. Co-ordinator may or may not be retained. Costs may be met by host organisation or refunding may be sought. Project realigned to new host’s priorities. Communication required with volunteers and participants on changes.