FFT Networking Meeting June 16, 2011 Liz Campbell, EPISCenter

Transcription

1 FFT Networking Meeting June 16, 2011 Liz Campbell, EPISCenter

2 This powerpoint covers: Defining sustainability (slides 5-6) What research tells us about the predictors of sustainability (slides 7-10) Information about 8 essential elements of sustainability (slides 11-22) Creating a sustainability task force (slides 24-25)

3 Provide a very basic framework for thinking about the factors involved in sustainability. Provide a guide for assessing your program s strengths and areas of need regarding sustainability. Identify a next step for fostering sustainability.

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5 Is sustainability: A) Program survival OR B) Ensuring on-going improvement in the quality of life and well-being of the community? Focusing on program survival often results in: An us vs. them mentality, pitting one program against another Viewing stakeholders as a means to an end (a source of referrals, funding) Organizations that view themselves as part of a broader effort to impact public health and see other stakeholders as true partners in that effort tend to have fewer worries about survival

6 the continuation of community health or quality of life benefits over time. -A Blueprint for Sustainability From Surviving to Thriving adapted from Stanislaus County Children and Families

7 A recent study by the EPISCenter examined predictors of sustainability: Contacted 93 programs that were in the sustainability phase of implementation, defined as being two years or more post PCCD funding at the time of the study (2009) 78% of programs responded to a web-based survey (N=77) 24 were classroom-based 21 were community/mentoring 15 were family prevention 17 were family treatment programs (FFT, MST, MTFC) Rhoades, Bumbarger, & Moore (manuscript in preparation)

8 Preliminary Results: Overall, 69% of sites sustained 2 years after the end of PCCD grant funding. The percent of sites sustaining did not differ significantly by type of program. The majority of sustained sites were operating at a reduced level. Family treatment programs were more likely than other types of programs to be operating at the same or higher level (75% of sustained family treatment programs) Rhoades, Bumbarger, & Moore (manuscript in preparation)

9 Predictors of sustainability across all programs (N=77) Community coalition functioning Outreach to community stakeholders (reporting outcomes to various audiences) Knowledge of program s logic model Communication with trainer/developer Financial planning Alignment planning (e.g., matching program to stakeholder goals and community needs, engaging potential stakeholders) Program fit (i.e., not making changes to the model, particularly changes due to participant recruitment issues or lack of administrator support) Rhoades, Bumbarger, & Moore (manuscript in preparation)

10 Predictors of sustainability for Family Treatment Programs (N=17) Alignment planning Communication with trainer/developer Outreach to community stakeholders (presenting outcomes to various audiences) Planning, connection to a well-functioning coalition, and involvement of key stakeholders are essential! Rhoades, Bumbarger, & Moore (manuscript in preparation)

11 Vision Sustainability Plan Strong Internal Systems Results Orientation SUSTAINABILITY Ability to Adapt Strategic Funding Community Support & Stakeholders Key Champions Sources: Bryant, E. (2002). Sustaining Comprehensive Community Initiatives: Key Elements for Success. The Finance Project; Center for Substance Abuse Treatment, Sustaining Grassroots Community-Based Programs: A Toolkit for Community- and Faith- Based Service Providers; Chinman M; Imm P; Wandersman (2004). Getting to outcomes 2004: Promoting Accountability Through Methods and Tools for Planning, Implementation, and Evaluation; Marek, L. I. & Mancini, J. A. (March, 2007). Sustaining Community-Based Programs: Relationships Between Sustainability Factors and Program Results.

12 An important first step, your VISION Should be developed collaboratively by the program and community stakeholders Guides decision-making of team members Guides measurement of progress and success Can be the basis for promotion and marketing Questions to ask when developing your program s vision: What exactly are we trying to sustain? What do we hope to accomplish in the long-run?

13 A results orientation Ensures your program is accomplishing its goals and helping the youth and families served Shows funders and stakeholders you are serious about using their resources wisely and impacting the community Facilitates stakeholder buy-in Your plan should identify: What you will measure (what is important to your stakeholders?) How outcomes will be measured How data will be collected A process for effectively sharing data with your stakeholders

14 Involves breaking down and prioritizing program costs, identifying potential funders for each cost, and engaging potential funders. Strong programs diversify funding (see next slide) Get creative! A civic club might sponsor a therapist to attend training A summer intern could assist with data entry A marketing class at the local college could develop promotional materials as part of a class project An annual fundraising event A broad base of community support = greater access to resources You never know what may turn out to be a fantastic resource!

15 Legacy Gifts Writing a grant Annual Giving Membership/Dues Endowments Volunteers Strategic Funding Internships Third party funding In-Kind Services Fundraising Sponsorships Shared personnel Fee for service structure

16 Two goals: 1) Build and sustain broad-based community support 2) Cultivate key stakeholders Building Broad-Based Support Take time to research & identify potential stakeholders Support can come in many forms (donations, advocacy, referrals, etc.) Know what your community s priorities are Ensure stakeholders understand the program and its goals Involve community members to foster ownership and investment make this OUR program

17 Cultivating Key Stakeholders A key stakeholder is someone with an interest in the program who can influence it, but is not directly involved with it Find ways for stakeholders to be involved this increases investment and also increases program credibility Consultation with stakeholders must be ongoing, because interest change over time (both for better or worse)

18 A Program Champion is someone committed to the program s vision and willing to use their influence to generate support. Often someone in a leadership position who will help advocate for the program and lend it credibility. May be someone within the program organization or external. Look to businesses, faith-based institutions, government, and schools.

19 Cultivating a Key Champion Show him/her the benefits of being involved (on a personal or organizational level) Offer a meaningful way to be involved or to contribute Sustainability may depend on cultivating a key champion!

20 Strategies, services, and systems change over time. Need flexibility to adapt to changing conditions while also keeping in mind the vision of the program. Involves both program and organizational ability to adapt.

21 The health of your organization as a whole can have a significant impact on the sustainability of your program Evaluate internal systems to determine if they are reliable and effective, identify areas of difficulty. For example: Governance (policies, processes) Finance Human Resources Evaluation Make or advocate for changes where needed

22 A sustainability plan ties these pieces together. It guides the program s activities and promotes long-term sustainability. It should be a written plan that is agreed upon by your organization and your collaborative board/county stakeholders. Many formats exist. Here is just one example:

23 There are many sustainability resources out there. Find one that is a good fit for your organization/coalition planning style. Examples: CADCA National Coalition Institute, Sustainability Primer Center for Substance Abuse Treatment, Sustaining Grassroots Community-Based Programs: A Toolkit for Community and Faith-Based Service Providers D=17962 For more resources, see Sustainability Resources 2011 on the EPISCenter web-site at

24 A Sustainability Task Force provides a team focused on the sustainability of your program Thinks about the skill sets that are needed Identify task force members based on their skills (rather than specific job titles) Include key stakeholders from outside your organization. Tap into the community and identify individuals who share your vision. Establish a process for working together that ensures regular communication and planning and keeps all task force members involved.

25 Skill Sets to Include on Your Task Force: Media/Public Relations Fiscal/Budgetary Knowledgeable in Community Resources Knowledge of Evidence-based programs Organizational/Planning (Big Picture and Details) Communication Networking/Relationship Building

26 The best way to eat an elephant is one bite at a time." ~Dr. Adrian Rogers

27 What are YOUR program s sustainability needs? For assistance with sustainability planning, please contact us at: Penn State EPISCenter (814) EPISCenter@psu.edu