Committed to Sustainability

1. Committed to Sustainability Michelle Scheidt Program Manager Metropolitan Family Services Greg Hall Technical Assistance Provider Strategic Alternatives

2. New Sullivan Elementary School Community School Time Line Community planning process Programming begins July Recruited 3 local schools Planning process started Unsuccessful proposals Principal transition Funding received Plan complete 1998 1999 20002001 2002 2003 2003 2005 2006 2007

3. What do we mean by sustainability? • The capacity to think strategically and critically about how to marshal the range of resources that you will need to sustain your work over time

4. Why is sustainability important? • Because many funding sources supporting initiatives serving children, youth and families are short-term in nature. • Because we operate in a rapidly changing environment – political, economic, and demographic changes. • Because we can’t afford to lose quality programs and important innovations

5. Why do sustainability planning? • To clarify where you are and where you want to go with your initiative • To develop strategies for long-term success • To provide benchmarks to measure progress • To demonstrate to partners and other stakeholders the value of your work

6. Uses of a sustainability plan • Overarching guidance for your initiative over time • Bringing new partners on board • Convincing investors to support your work

7. Key Components of Sustainability Planning

8. More than $$$$$ • Worksheets guided a thought process • Strategic thinking • Discussions created shared ownership • Self-assessment • Analysis of programming • Development of Logic Model • Awareness of Conditions & Causes • Alignment of programs with key needs

9. Self Assessment • Completed by each Oversight Committee member • Analyzed progress in each area: • Vision • Results Orientation • Strategic Financing • Broad-based Community Support • Key Champions • Adaptability to Changing Conditions • Strong Internal Systems • Sustainability Plan

10. Analysis of Programming • Identify all programs, activities, services • Developmental focus • Cognitive, physical, emotional, social • Target population (age, gender) • Program leader • Funding source • Evaluation

11. Module 2: Vision & Results Orientation Logic Model What do you want to sustain? How will you measure your progress? Vision & Desired Results Overall long-term vision and goals for the well-being of children, adults, families or communities. Indicators Ultimate & Interim Indicators Measures that quantify progress toward results and help to understand the context. Conditions & Causes The conditions, causes, circumstances, factors and issues that need to change in order to achieve the desired results. Performance Measures Measures of Effect & Effort Measures the implementation of strategies and activities and their impact on the target population. Answers the question, “What contribution, if any, are we making toward achieving the desired results?” Strategies & Activities Strategies: Broad approaches the initiative will pursue to change the conditions and causes Activities: Actions, services and interventions to implement the above strategies

12. Strategic Planning • Module 3 • Creating a Strategic Financing Plan • Module 4 • Building Organizational Capacity and Community Support • Module 5 • Developing and Writing the Plan

13. Lessons Learned • The process is not about money • Learning to think strategically • Taking time to talk and think about what we are doing • Shared ownership of the community school development • Building and maintaining key relationships • Having the difficult conversations • The risk of transparency • A developmental process that takes time

14. Committed to Sustainability How far we have to go We can see the progress. How far we have come Greg Hall Strategic Alternatives glhall@strat-alts.com 708-724-6166 Michelle Scheidt Metropolitan Family Services scheidtm@metrofamily.org 773-371-2924