Sustaining Community-Based Programs and Supporting Families: The Virginia Tech Interactive Training...

Sustaining Community-Based Programs and Supporting Families: The Virginia Tech

Interactive Training On Sustainability

Training Developed by: Lydia I. Marek and Jay A. Mancini

Research Supported by CSREES/USDA CYFAR InitiativeJay A. Mancini and Lydia I. Marek, Principal Investigators

Marek & Mancini, 2002

Referencing and AcknowledgementsPlease cite all material contained in this presentation

as: Marek, Lydia I. & Mancini, J.A. “Sustaining Community-Based Programs and Supporting Families: The Virginia Tech Interactive Training On Sustainability.” CYFAR Teleconference Training, January 2002.

The authors would like to thank the research assistance of Donna-Jean P. Brock, M.A.


Projected Results of Training on Sustaining Community-Based Programs

Roadmap for discerning sustainability issues Application to local level

Opportunity to review core sustainability elementsResearch-based information

National Sustainability Study: 1996 to the present National Results of the Organizational Change Survey NNFR/Casey Foundation Study on Model Programs


The Nature and Importance of SustainabilityA sustained program:

Continues to deliver programming to intended audiences over the long term consonant with program goals and objectives

Modifies as necessary through expansion and contractionSupports community capacity

-Communities with high capacity can better respond to community needs


Elements of Sustainability: Overview

Elements are variedElements are interrelatedThe significance of particular elements vary from

program to program


Elements of Sustainability: The Virginia Tech Research Study

Leadership CompetenceEffective CollaborationUnderstanding the CommunityProgram FlexibilityAdequate and Stable FundingStaff Quality and InvolvementDemonstrated Program Success


Leadership Competence Leaders have clearly established the project’s mission and

vision. Leaders are committed to the long term goals of the project. Leaders initially and intentionally plan for sustaining the

project. Leaders continue planning for sustainability. Leaders developed and follow a realistic project plan Leaders identify alternative (and multiple) strategies for

project survival. Community institutions (e.g. schools, social services

agencies, etc.) are involved in providing leadership or input to the project leader(s).


Strong and Effective Collaboration Local decision makers are project collaborators. Represntatives from businesses are project collaborators. Collaborators are involved in program design, program

implementation, and program evaluation. Collaborators share responsibility for providing program

resources. Collaborators share credit for project success. Collaborators have clearly defined roles and

responsibilities. Collaborators share a vision for the project. The project is part of the mission of participating

institutions.


Understanding the Community

Community needs are regularly assessed in relation to the project’s goals.

Community resources and assets are regularly assessed in relation to the project’s goals.

Project goals are matched with community needs and resources.

Community resources are effectively utilized by projects. Projects account for diversity in the community. Community members are actively involved in program

design, program implementation, and the recruitment of participants.


Program Flexibility Goals and programming that no longer meet the

community’s needs are reassessed and changed as appropriate.

Projects that no longer meet the community’s needs are eliminated.

When there are community needs that are not being met, programs are developed or expanded to better meet those community needs.

Site are consolidated, as appropriate, to better use project resources.


Stable and Sufficient Funding

Current funding is sufficient for the project’s operations, including hiring and retaining quality staff.

Funding is available on a long term basis (at least 2 or more years).

There are plans in place for obtaining additional funding. The plans that are in place include multiple options for

obtaining additional funding. There is a person responsible for grant proposal writing. Collaborators contribute to the monetary resources for

program operations.


Staff Quality and Involvement

Staff are actively involved in program design, program evaluation, and project decision making.

Staff retention is high. Staff understand the project mission, vision, and goals. Staff are committed to the project mission, vision, and goals. Staff are qualified to work on the project. Staff are flexible and creative in their work. Staff are recognized and rewarded for their work. Staff receive adequate training.


Demonstrated Program Success Evaluation plans are developed prior to implementing

programs. Project effectiveness is demonstrated through

evaluation. Evaluations are conducted on a regular basis. Evaluations are appropriate for the programs being

delivered. Evaluation results are used to modify programming

(expand, reduce, eliminate). Project successes are made known to the community. Project successes are made known to funders. Public relations (marketing) strategies are in place to

highlight successes and recruit participants, funders, and collaborators.


Program Sustainability: Translating Research and Theory to Action

Research-Based Program Development, Implementation, and Assessment

Being Intentional About Sustaining Programs The Sustainability Workbook and Sustainability Index


The Sustainability Process: Applying Knowledge

A few examples: Sustainability: What Does it Look Like? Sustainability: What is the Status of your Project? Developing a Sustainability Plan

• Be as detailed as possible.• This is your map into the future as you work towards

sustaining your project.• Your plan needs to be reassessed on an annual basis.


Exercise#1: Sustainabilty - What does it look like? An opportunity to begin discussing the complexity and

variations of sustainability.As you look over the following figure -

What do you see? What words jump off the page for you? Any surprises? Would you add or take away anything? Would you rearrange them differently?

• If so, how?• Would you

What might be the implications of your responses to the figure?


Sustainability:What Does it Look Like?Marek & Mancini, 2002

Stable and Sufficient Funding

Staff Quality and

Involvement

Demonstrated Program Impact Program

Flexibility

Strong and Effective

Collaboration

Understanding the Community

Leadership Competence

SUSTAINABILITY

Exercise #2: What is the Sustainability Status of Your Project?

This exercise is an opportunity to assess your own project in terms of planning and working towards sustainability.

Please mark the appropriate column for each of the sustainability items in each of the seven areas:

BLUE – Definitely is characteristic of your project GREEN – This is somewhat characteristic of your Project. RED – Not really characteristic of your project


Leadership Competence Blue Green Red Leaders clearly establish the project’s

mission and vision.

Leaders are committed to the long term goals of the project.

Leaders intentionally plan for

sustaining the project.

Leaders continue planning for sustainability.

Leaders develop and follow a realistic

project plan.

Leaders identify alternative (and multiple) strategies for project survival.

Community institutions (e.g., schools) are involved in providing leadership or input to the project leader(s).

Strong & Effective Collaboration Blue Green Red Local decision makers are project

collaborators.

Representatives from businesses are project collaborators.

Collaborators are involved in project design. Collaborators are involved in project

implementation.

Collaborators are involved in project evaluation.

Collaborators share responsibility for providing project resources.

Collaborators share credit for project success. Collaborators have clearly defined roles and

responsibilities.

Collaborators share a vision for the project. This project is part of the mission of

participating institutions.


Understanding the Community Blue Green Red Community needs are regularly assessed

in relation to the projects goals.

Community resources/assets are regularly assessed in relation to the project’s goals.

Project goals are matched with community resources and needs.

Community resources are effectively utilized by the project

The project accounts for diversity in the community.

Community members are actively involved in project design, implementation, and participant recruitment.


Program Flexibility Blue Green Red Goals and programming that no longer

meet the community’s needs are reassessed and changed as appropriate.

Projects that are not meeting the community’s needs are eliminated.

Projects are developed or expanded to meet community needs.

Sites are consolidated to better use project resources.


Stable and Sufficient Funding Blue Green Red

Current funding is sufficient for project operations.

Funding is available on a long term basis (at least 2 more years).

There are plans in place for obtaining additional funding.

The plans in place include multiple options for obtaining additional funding.

There is a person responsible for grant proposal writing.


Staff Quality and Involvement Blue Green Red Staff are actively involved in project

design.

Staff are actively involved in project evaluation.

Staff are actively involved in project decision making.

Staff retention is high. Staff understand the project mission,

vision, and goals.

Staff are committed to the project mission, vision, and goals.

Staff are qualified to work on the project. Staff are flexible and creative in their

work.

Staff are recognized and rewarded for their work.

Staff receive adequate training.


Demonstrated Program Success Blue Green Red Evaluation plans are developed prior to

implementing projects. Project effectiveness is demonstrated

through evaluation. Evaluations are conducted on a regular

basis and are suitable to the programmingbeing delivered.

Evaluation results are used to modifyprogramming and make decisionsregarding adding, expanding, or eliminatingprojects.

Project successes are made known to thecommunity.

Project successes are made known tofunders.

Public relations (marketing) strategies arein place to highlight successes and recruitparticipants, collaborators, and funders.

What are your project’s strengths and gaps with regard to sustainability?Look at the seven areas and your responses in

the columns: Where are the most “blues” - the successes in your project? Where are the most “reds” - those gaps in your project? Are there particular sustainability factors that stand out for

you either in terms of successes or gaps? What can be done to strengthen the gaps that you have

identified? • Can any of the “blues” be used to accomplish this?

What are your next steps in turning the “reds” into “greens” or “blues?”


Summary and Conclusions

Planning for sustainability is a continual process.

There are factors known to strengthen the sustainability success of a project.

A sustainability workbook and sustainability index will be available in 2003.


Summary and Conclusions

Reports on the sustainability of projects supported through CYFAR are available through CYFERnet. http://www.ext.vt.edu/vce/specialty/famhumdev/

350-800.html (1998)

http://www.ext.vt.edu/vce/specialty/famhumdev/350-801.html (1999)

http://www.ext.vt.edu/vce/specialty/famhumdev/350-804W.html (2001)

http://www.ext.vt.edu/vce/specialty/famhumdev/350-800.html






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