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Planning for Sustainability Essential Elements for Constructing Viable and Vital Community Prevention Initiatives November 2013.

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Presentation on theme: "Planning for Sustainability Essential Elements for Constructing Viable and Vital Community Prevention Initiatives November 2013."— Presentation transcript:

1 Planning for Sustainability Essential Elements for Constructing Viable and Vital Community Prevention Initiatives November 2013

2 Planning for Sustainability is designed to offer resources, tools, and an organizing structure for developing community prevention initiatives that have long-term viability and vitality. We will explore topics including defining what must be sustained, determining resources required, recognizing community resources, communicating return on investment, and outlining what your coalition members need to know and do to support a diverse and robust sustainment plan.

3 Essential Elements of Sustainment: An Overview The Power of Relationships: Involvement and Engagement Enhancing Coalition Infrastructure and Capacity Sustainment Workgroup Structure Addressing Operational Expenses Lunch The Tipping Point: Connecting Interests Developing and Sustaining Resources Responding to Perceptual Barriers Diversifying Your Sustainment Strategy Portfolio Sustainment Planning: Checklist and Next Steps

4 Taking the Temperature of Your Resource Development Capacity Working individually or with others in your organization, take a moment to create a visual depiction gauging the strength and diversity of your current sustainment approach. What are your top 2-3 strengths? What are 2-3 areas for growth?

5 Sustainable Coalitions and Grassroots Prevention Initiatives What are the elements that make coalitions effective?

6 Grants can sometimes be a boon or a barrier for coalition effectiveness. What are some of the pitfalls associated with grant funding?

7 The key to avoiding the grant trap is developing a flexible and adaptive organization that balances essential infrastructure, engaged and contributory members, and strong community relationships.

8 7 Habits of Sustainable Coalitions Guard your capacity (membership, relationships, leadership, and organizational knowledge, experience, and strength). Track your progress, communicate your success. Maintain an outcome focus, not program focus.

9 7 Habits of Sustainable Coalitions Think “local first” for securing sources of support. Always add value; demonstrate it through outcomes. Tell stories, connect outcomes to real people. Hold a commitment to being a learning organization.

10 Nurture and Sustain Internal Capacity 1.Foundational prevention knowledge and understanding. 2.Leadership development and succession planning 3.Recruitment and orientation 4.Formalizing member roles and responsibilities 5.Workgroup establishment and accountability 6.Creating two-tiered strategic plans Which of these elements is your coalition most effective at nurturing? Which are areas to target for enhancement? Draft preliminary next steps to incorporate into your sustainment plan for developing strong internal capacity.

11 Nurture and Sustain Prevention Processes Draft a timeline for ongoing capacity development and sustainment of these actions based on your current phase. What are the key activities and processes associated with each SPF step?

12 Sustainment Workgroup Structure and Function Working at your table, list the essential skills that are important to have represented on a Sustainment Workgroup. What existing skill sets are present in your coalition, and what are ones that are most needed at present?

13 Fueling Engagement and Energy Build and maintain momentum with incremental goals and “small wins.” Harness the power of “legitimate peripheral participation.” Create many ways to participate Enable different levels of participation Weave and nurture relationships and partnerships Know when the time comes for a strategy to “leave the nest.” Overcome issue “silos.”

14 Operating Costs and “Keeping the Lights On” Keep it lean. Some coalitions make the mistake of building more infrastructure than they can reasonably sustain. Paid staff can unintentionally make a coalition less robust by taking over coalition member and partner roles. Heavy organizational structure often wants to become the reality rather than a fluid condition. Delineate operating costs versus strategy costs, itemizing strategy costs.

15 Operating Costs and “Keeping the Lights On” Think flexibility. Options expand or contract with the ability to innovate and think creatively about resource acquisition. Find hidden energy, ideas, and talents in volunteers, interns, students, and other groups. Share staff, cross-train potential implementers.

16 Sustainability does not mean “forever and ever.” It means continuation in the right form, at the right level, for the right amount of time, to achieve your goals.

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18 Longer Levers Lead to Lasting Change

19 Harness the power of people and linkages through strategic and frequent use of social media (create a social media calendar and action plan, too). In what ways has social media enhanced your outreach and/or sustainment efforts?

20 Resources…In-Kind and Intangibles Let’s brainstorm potential in-kind resources across sectors, organizations, or from individuals in the community!

21 Remember to make Stone Soup!

22 Combo Up the Fundraisers and Events Broaden interest and participation by partnering with other wellness initiatives or services to make it more attractive and engaging. Mix ‘n match youth activities, sports, arts, music, or celebrations and festivals with resources and services available. Link activities to your message or targeted risk or protective factors (e.g., three-on-three basketball tournament to increase Community Attachment) Sponsorships from local businesses in return for promotional space or banners or recognition. What are some examples?!?

23 Take a few minutes and brainstorm a couple of ways in which a fundraising event could be conducted collaboratively in your community, tapping in to additional services or supports that are linked to community health and wellness that may generate greater public interest and participation.

24 Perceptual Barriers Two of the most common barriers to resource development stem from perceptual blocks that must be overcome. These include: fear of rejection, aversion to selling, and a reluctance to seem greedy or self- promoting.

25 Overcoming Perceptual Barriers Learn lessons from other organizational fund raising approaches. Mobilize your champions and key leaders, or charismatic local figures, to support outreach. Meet as a coalition or workgroup to refine your tactics and make use of the best talents and abilities of members. Follow up rejections with questions as a learning opportunity. Bring in outside experts from other sectors. Think of it as educating and inviting rather than selling.

26 Elevator Speeches and Selling Points Tailor to different sectors and connecting interests, don’t use just one version. Find the right person to deliver the message. Key components: Explain why the coalition is needed, benefits, and successes What would be the loss or consequence if it were to go away? Why is the issues addressed important to the community overall, and what is the connecting interest and shared outcome (for the specific audience)? Indicate what resources are needed, and offer examples of different levels of support and what that support provides.

27 Tailoring Communication and Speaking Points Across Sectors 1.Parents 2.Youth 3.Education 4.Law Enforcement 5.Health 6.Faith Community 7.Business 8.Media 9.Youth-Serving Organizations 10.Civic/Volunteer Organizations 11.Local Government 12.Other Audience Connecting Interest Speaking Points

28 Diversifying Your Sustainment Strategy Portfolio Ask Share Charge

29 Diversifying Your Sustainment Strategy Portfolio Ask Grants Individual donations Business donations Fundraisers United Way Payroll giving Endowed funds Online giving Share Resource and asset sharing In-kind contributions Leveraging shared positions Incorporate strategies into host organizations Charge Fee for service Line item in budget (city, county, school) Social enterprise and/or swag Tax/court revenues

30 What are some tactics, strategies, and examples of fundraising from other organizations in the community that we can learn from?

31 Checklist for Developing a Sustainment Plan  Establish a diverse sustainment workgroup  Build and maintain relationships  Identify and address barriers  Document and communicate your accomplishments  Examine and update your strategic plan  Define the resources the work requires  Develop your talking points/elevator speech

32 Checklist for Developing a Sustainment Plan  Determine diverse, multiple funding strategies, timeline, and specialization for implementation (action plan)  Identify potential partners, resources, or collaborators for shared fundraisers or donated assistance  Maintain relationships with past local supporters  Set development goals and communicate need early and often  Make it easy for people to give your organization money or resources  Explore policy and practice change to develop a community prevention fund

33 Closing Reflections


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