1. Indiana Catholic Charities Gathering March 19, 2019
Mission Driven Sustainability: How to Make Strategic Decisions in Programs
Indiana Catholic Charities Gathering
March 19, 2019

2. Questions for Process
To what extent is the agency/program fulfilling its goals in services to the overall mission of the agency?
What are the current and expected future challenges that will impact its effectiveness and sustainability?
What ways other than current means could the agency/program fulfill its goals?

3. Questions for Process
What would be the impact on the community if the program ceased to exist?
Is the program still relevant and will it remain over the next 3-5 years?
What collaborations could be possible to better fulfill program goals while cutting expenses or increasing revenues?

4. Program Lifecycle Model
Stage: I II III IV
Intro Growth Maturity Decline
Contribution of Resources
Time

5. Distinguishing Characteristics
Mission Fit
Catholic Identity
Community Need
Program Effectiveness
Financial Sustainability
Collaboration

6. Four Pillars of Organizational Health
Program Impact
Leadership and Culture
Finance and Development
Marketing and Communication
This Photo by Unknown Author is licensed under CC BY

7. Phase I: Introduction Characteristics
Brand new programs
Little established infrastructure
Few, if any competitors
Unmet demand for the service
High level of internal and external excitement
Resource intensive

8. Phase I: Introduction What are the strategies needed?
Who needs to be involved?
What is the communities reaction?

9. Introduction Strategies
Invest in:
Tap national/institutional learning – best practices
Infrastructure
Processes
Program Administration
Enlist volunteers
Identify appropriate donors an sponsors – those whose long-term vision is aligned with the program and who invest in new ideas

10. Program Lifecycle Model
Stage: I II III IV
Intro Growth Maturity Decline
Contribution of Resources
Time

11. Phase II: Growth Characteristics
Fast-growing, relatively new program
Has achieved initial successes
Gaining efficiencies
Attracting external attention
High internal excitement
Community acceptance
Program is featured in agency literature

12. Phase II: Growth What is needed to succeed in phase ll?
Who needs to be involved?
What is the goal?

13. Growth Strategies Goal: Increase size, scope, efficiencies Invest in
Recruitment
Training – program specific capital
Increase capacity to respond to demand while minimizing fixed asset investments
Begin lobbying process for government and/or other funding
Adapt offering based on stakeholder feedback

14. Phase III: Peak Characteristics
Program has reached maximum capacity
Net contributor of resources to the agency
Processes are well established
Solidified, dedicated funding
Competition may be present
Players come into and out of the market
Slackening internal excitement – things have become routine

15. Phase III: Contributions and Strengths
What does phase III programming contribute to the agency?
What should the agency do to maximize the strengths of a program in phase III?

16. Resource Contributions
Stage III programs provide:
Finances
Human Resources
Shared best-practices
Institutional knowledge
Visibility
Differentiated services
Mission reinforcement in community & in CC

17. Peak Strategy Goal: Maximize contributions to the agency
Maximize resource contributions
Maximize efficiencies (economies of scale, cost cutting) to provide financial resources
Serve as internal consultants, mentors, trainers to newer programs
Share best practices at national level

18. Phase IV: Decline Characteristics
Losing funding/net loss/requiring subsidies
Overcapacity
Managerial headache; low excitement
No longer low-cost or highest quality provider
Shifted social priorities or needs
Employee satisfaction low

19. Stage IV Programs are not “bad programs!
Usually the move to
stage IV is outside of
your control:
Alternatives appear
Socio-political priorities change
Need diminishes
Internal priorities change

20. The Portfolio Needs Balance:

21. Unbalanced Portfolios
Contribution of Resources
Time
Contribution of Resources

22. The Balanced Portfolio
Contribution of Resources
Time

23. Benefits of a Balanced Portfolio
Nimble
Responsive
Adaptive
Sustainable
Future-focused

24. Flow of Resources
Contribution of Resources
Time

25. Questions and Thoughts?