First Steps Training & Development, Inc. (800) 211-0871 SUSTAINABILITY PLANNING Ensuring the...

First Steps Training & Development, Inc. (800) 211-0871 www.FirstStepsTraining.com

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SUSTAINABILITY SUSTAINABILITY PLANNINGPLANNING

Ensuring the Long-Term Ensuring the Long-Term Growth and Vitality of Your Growth and Vitality of Your

MinistryMinistry


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How Would You Answer?How Would You Answer?• Provide a plan for Provide a plan for

continuing/sustaining the Program continuing/sustaining the Program after grant funding ends. Include after grant funding ends. Include specific steps that will be taken to specific steps that will be taken to find/provide the necessary resource find/provide the necessary resource base for your program. base for your program.


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Guiding PrinciplesGuiding Principles• Bottom Line FocusBottom Line Focus• Results FocusResults Focus• Systems FocusSystems Focus• God wants you to succeedGod wants you to succeed


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DefinitionsDefinitionssus·tainsus·tain (s-stn) tr.v. (s-stn) tr.v. sus·tained, sus·tain·ing, sus·tains sus·tained, sus·tain·ing, sus·tains • To keep in existence; maintain To keep in existence; maintain • To supply with necessities or nourishment; provide To supply with necessities or nourishment; provide

for. for. • To support from below; keep from falling or sinking; To support from below; keep from falling or sinking;

prop. prop. • To support the spirits, vitality, or resolution of; To support the spirits, vitality, or resolution of;

encourage. encourage. [Middle English sustenen, from Old French sustenir, from Latin sustinre : [Middle English sustenen, from Old French sustenir, from Latin sustinre :

sub-, from below; see sub- + tenre, to hold; see ten- in Indo-European sub-, from below; see sub- + tenre, to hold; see ten- in Indo-European Roots.] -Roots.] - sus·taina·bili·ty sus·taina·bili·ty n. / sus·taina·ble adj. / sus·tainer n. / n. / sus·taina·ble adj. / sus·tainer n. / sus·tainment n.sus·tainment n.


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Definitions IIDefinitions IISustainability PlanSustainability Plan• A clear, sensible, convincing plan for A clear, sensible, convincing plan for

assembling and connecting the key assembling and connecting the key elements necessary for long-term elements necessary for long-term growth and organizational growth and organizational excellence.excellence.


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Sustainability: Key Sustainability: Key ElementsElements

1.1. Compelling VisionCompelling Vision2.2. Strong (Internal) LeadershipStrong (Internal) Leadership3.3. (External) Champions and (External) Champions and

Decision-MakersDecision-Makers4.4. Effective Internal Systems Effective Internal Systems 5.5. Results OrientationResults Orientation


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Sustainability: Key Sustainability: Key ElementsElements

6.6. Broad Base of Community SupportBroad Base of Community Support7.7. Diverse, Multiple Funding Sources Diverse, Multiple Funding Sources 8.8. Fiscal StewardshipFiscal Stewardship9.9. AdaptabilityAdaptability


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Process: PreparationProcess: Preparation1.1. Organization AssessmentOrganization Assessment

a)a) Internal DocumentationInternal Documentationb)b) Board / Staff Survey and InterviewsBoard / Staff Survey and Interviewsc)c) Client Input SessionsClient Input Sessions

2.2. External AssessmentExternal Assessmenta)a) Community NeedsCommunity Needsb)b) Community AssetsCommunity Assetsc)c) Sector TrendsSector Trendsd)d) Best PracticesBest Practicese)e) Current “Forces”Current “Forces”


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Process: AnalysisProcess: AnalysisCurrent State of the OrganizationCurrent State of the Organization1.1. Key StrengthsKey Strengths2.2. Key Opportunities for Improvement Key Opportunities for Improvement

(OFI)(OFI)3.3. Strategic ChallengesStrategic Challenges


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Process: PlanningProcess: Planning1.1. Vision, Or “Where do we want to be?”Vision, Or “Where do we want to be?”2.2. Strategic Directions, Or “How will we get Strategic Directions, Or “How will we get

there?”there?”3.3. Gap Analysis/Capability Review, Or “Do we Gap Analysis/Capability Review, Or “Do we

have what we need to accomplish the have what we need to accomplish the strategies? If not, how will we access it?”strategies? If not, how will we access it?”

4.4. Action Timelines, Or “Who will do what, Action Timelines, Or “Who will do what, when?”when?”

5.5. Benchmarks and Feedback Loops, Or “How Benchmarks and Feedback Loops, Or “How will we know if we are making progress?”will we know if we are making progress?”


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ImplementationImplementation• Working Your PlanWorking Your Plan• Feedback Loops/Internal Feedback Loops/Internal

AccountabilityAccountability• Plan Revision (On the Fly)Plan Revision (On the Fly)• Outside AssistanceOutside Assistance

– MonitoringMonitoring– CoachingCoaching

• Measurable ResultsMeasurable Results


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Additional ResourcesAdditional Resources• CTC Sustainability ToolkitCTC Sustainability Toolkit

http://www.americaconnects.net/research/LThttp://www.americaconnects.net/research/LTC_ToolKit/index.shtmlC_ToolKit/index.shtml

• Sustaining Comprehensive Community Sustaining Comprehensive Community Initiatives (The Finance Project)Initiatives (The Finance Project)http://www.financeproject.org/Sustaining.pdfhttp://www.financeproject.org/Sustaining.pdf

• The Afterschool Alliance’s Sustainability The Afterschool Alliance’s Sustainability WorkbookWorkbookhttp://www.afterschoolalliance.org/sustain.pdfhttp://www.afterschoolalliance.org/sustain.pdf

• The Mississippi Quality AwardsThe Mississippi Quality Awardshttp://www.sbcjc.cc.ms.us/mqa.htmlhttp://www.sbcjc.cc.ms.us/mqa.html

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