building community capacity: sustaining america’s promise ...based programs for children and...

Virginia Polytechnic Institute and State University 1

Building Community Capacity: Building Community Capacity: Sustaining Sustaining AmericaAmerica’’s Promises Promise Partnerships Partnerships

in the Aftermath of Hurricane Katrinain the Aftermath of Hurricane Katrina

Jay A. Mancini, Ph.D. and Lydia I. Marek, Ph.D.Jay A. Mancini, Ph.D. and Lydia I. Marek, Ph.D.

Training and Technical Assistance SummitTraining and Technical Assistance SummitNew Orleans, LANew Orleans, LAJuly 19July 19--20, 200720, 2007


Sustainability:Sustainability: A Matter of ResponsibilityA Matter of Responsibility

�� ““We have a responsibility to our program recipients; We have a responsibility to our program recipients; theythey’’ve had so many losses in their lives and for us to ve had so many losses in their lives and for us to come in for a year or two or three and give them hope, come in for a year or two or three and give them hope, only to have the program go away, weonly to have the program go away, we’’ve just caused ve just caused another loss and a further loss of hope in their livesanother loss and a further loss of hope in their lives””

(Akerlund, 2000).(Akerlund, 2000).


What is sustainability?What is sustainability?

““Sustainability is the capacity of programs to Sustainability is the capacity of programs to continuously respond to community issues. A sustained continuously respond to community issues. A sustained program maintains a focus consonant with its original program maintains a focus consonant with its original goals and objectives, including the individuals, families, goals and objectives, including the individuals, families, and communities it was originally intended to serve.and communities it was originally intended to serve.””

••Programs ebb and flow and wax and wane regarding the breadth andPrograms ebb and flow and wax and wane regarding the breadth and

depth depth of their programming. Some contract and others expand, whereas of their programming. Some contract and others expand, whereas other other maintain original program activities. maintain original program activities.

••Some become aligned with other organizations and established insSome become aligned with other organizations and established institutions, titutions, whereas others maintain their independence. whereas others maintain their independence.

••Certain programs offer the same prevention activities for years,Certain programs offer the same prevention activities for years,

and others and others introduce difference activities that remain focused on their genintroduce difference activities that remain focused on their general goals and eral goals and objectives. objectives.


The key element of sustainability is providing The key element of sustainability is providing continued benefits, regardless of particular continued benefits, regardless of particular activities delivered or the format activities delivered or the format (institutionalization versus independence) in (institutionalization versus independence) in which they are delivered. Thus it is more which they are delivered. Thus it is more important to sustain benefits to families and important to sustain benefits to families and communities than to sustain program communities than to sustain program activities per seactivities per se”” (Mancini & Marek, 2004, pp. (Mancini & Marek, 2004, pp. 339339--340).340).


Training Modules and ScheduleTraining Modules and Schedule

�� Module 1Module 1--Overview training and introduction of Overview training and introduction of training participantstraining participants

�� Module 2Module 2--FrameworksFrameworks

Capacity building framework and implicationsCapacity building framework and implications

Effective collaborationsEffective collaborations

Sustainability framework and implicationsSustainability framework and implications

�� Module 3Module 3--Mapping the community program Mapping the community program terrainterrain

�� Module 4Module 4--Results management and logic Results management and logic modelsmodels

�� Module 5Module 5--Sustainability planSustainability plan


Module 1:Module 1: Overview of TrainingOverview of Training


Overview of the TrainingOverview of the Training

�� Focused on factors of sustaining communityFocused on factors of sustaining community-- based programs for children and familiesbased programs for children and families

�� Oriented toward producing a sustainability plan Oriented toward producing a sustainability plan at the conclusion of the trainingat the conclusion of the training

�� Grounded in longGrounded in long--term research on program term research on program sustainabilitysustainability

�� Grounded in reliable frameworks designed to Grounded in reliable frameworks designed to further understanding of building community further understanding of building community capacity, sustainability, and program planningcapacity, sustainability, and program planning

�� Dependent on interactive training environmentDependent on interactive training environment


Specific Training ResultsSpecific Training Results

��Over the course of the twoOver the course of the two--day training day training participants will:participants will:

Be exposed to the building community Be exposed to the building community capacity frameworkcapacity framework

Learn methods of effective collaborationLearn methods of effective collaboration

Learn the factors of sustainabilityLearn the factors of sustainability

Learn results management approach to Learn results management approach to program sustainability planning using logic program sustainability planning using logic modelsmodels

Develop a viable sustainability planDevelop a viable sustainability plan


Who are we?Who are we? CommunityCommunity--building exercisebuilding exercise

��In your next life, what occupation would In your next life, what occupation would you like to pursue?you like to pursue?

��What occupation would you not want to What occupation would you not want to pursue?pursue?

��What is something about you that until What is something about you that until now no one (or almost no one) in this now no one (or almost no one) in this room knows?room knows?

��When you are not working, what is your When you are not working, what is your favorite activity?favorite activity?


Module 2:Module 2: FrameworksFrameworks

��Community CapacityCommunity Capacity��Effective CollaborationsEffective Collaborations��SustainabilitySustainability


Building Community CapacityBuilding Community Capacity

��Behind our approach to program Behind our approach to program sustainability is a building community sustainability is a building community capacity frameworkcapacity framework

Resilience orientedResilience oriented

Focused on connections between people, Focused on connections between people, between organizations, and between people between organizations, and between people and organizationsand organizations

��Sustaining community based programs is Sustaining community based programs is part of capacity buildingpart of capacity building


Building Community CapacityBuilding Community Capacity

��Requires commitment from agency Requires commitment from agency professionals, community leaders, and professionals, community leaders, and individuals and families in the community, individuals and families in the community, as well as interaction between themas well as interaction between them

��Rests on the foundation of connectionsRests on the foundation of connections��Implications for sustainabilityImplications for sustainability

““The peopleThe people””

underwrite important and underwrite important and

enduring programsenduring programs

Collaborations can be key in making it happenCollaborations can be key in making it happen


Community Processes and Individual Community Processes and Individual and Family Resultsand Family Results

Social Social StructureStructure

Community Community ProcessesProcesses

Individual/Family Individual/Family ResultsResults

Social CapitalSocial Capital•• InformationInformation•• ReciprocityReciprocity•• TrustTrust

Community CapacityCommunity Capacity•• Shared responsibilityShared responsibility•• Collective competenceCollective competence

Network StructureNetwork Structure•• Informal networksInformal networks•• Formal networksFormal networks•• Network effect levelsNetwork effect levels


Community ProcessesCommunity Processes

�� The previous slide depicts in simple terms some The previous slide depicts in simple terms some important aspects of a communityimportant aspects of a community

�� There are several touch points with There are several touch points with sustainability:sustainability:

NetworksNetworks

––

Especially formal networksEspecially formal networks

Social CapitalSocial Capital

––

Especially trust, within and between organizationsEspecially trust, within and between organizations

Community CapacityCommunity Capacity

––

Shared responsibility and collective competenceShared responsibility and collective competence

Results for familiesResults for families

––

What do collaborations want to happen to help families?What do collaborations want to happen to help families?


Community ProcessesCommunity Processes

��Reminder: Main focus is on processesReminder: Main focus is on processes

NetworksNetworks



��Relationships between themRelationships between them

Networks provide context for the development Networks provide context for the development of social capital, and for building community of social capital, and for building community capacitycapacity


NetworksNetworks

��Primary ways through which community Primary ways through which community life is enactedlife is enacted

��Informal networks comprise web of Informal networks comprise web of relationships with friends, neighbors, work relationships with friends, neighbors, work associatesassociates

��Formal networks associated with agencies Formal networks associated with agencies and organizationsand organizations

��Voluntary and obligatory relationshipsVoluntary and obligatory relationships


NetworksNetworks

�� Networks effect levelsNetworks effect levels

Action element of our frameworkAction element of our framework

Nexus of informal and formal networksNexus of informal and formal networks

First levelFirst level--within a networkwithin a network

Second levelSecond level--between like networksbetween like networks

Third levelThird level--between dissimilar networksbetween dissimilar networks

�� Network configurations provide leverage for Network configurations provide leverage for achieving results through generation of social achieving results through generation of social capital and production of community capacitycapital and production of community capacity



�� Information, reciprocity, and trustInformation, reciprocity, and trust

Aggregate of resources (information, opportunities, Aggregate of resources (information, opportunities, and instrumental support)and instrumental support)

�� Arise from reciprocal social relationshipsArise from reciprocal social relationships�� Results from participation in formal and informal Results from participation in formal and informal

settingssettings�� Social capital observed in actions of civic Social capital observed in actions of civic

groups, faith communities, and any number of groups, faith communities, and any number of communitycommunity--based groupsbased groups

�� Increases odds of achieving results otherwise Increases odds of achieving results otherwise not attainednot attained



�� Shared responsibilityShared responsibility

For general welfare of the community and its For general welfare of the community and its individual membersindividual members

SentimentsSentiments

�� Collective competenceCollective competence

Taking collective action, confronting situationsTaking collective action, confronting situations

�� AssumptionsAssumptions

Concern directed at community as a whole and at Concern directed at community as a whole and at particular elements, action is beyond expression of particular elements, action is beyond expression of positive sentiments, action is proactive and reactive, positive sentiments, action is proactive and reactive, action targeted at threats and at normative situationsaction targeted at threats and at normative situations


Community ResultsCommunity Results

�� Consequences of effective social organization Consequences of effective social organization and processesand processes

�� Desired results (examples, safety, health and Desired results (examples, safety, health and wellwell--being, family resilience)being, family resilience)

�� Results not owned by any particular group but Results not owned by any particular group but valued across communityvalued across community

�� Identified results assist to determine leverage Identified results assist to determine leverage points for changepoints for change

�� Moves theory from interesting framework to Moves theory from interesting framework to theory of actiontheory of action


Capacity and ConnectionsCapacity and Connections

�� Community capacity is hard to build if Community capacity is hard to build if connections are weakconnections are weak

�� High quality communities exist when High quality communities exist when connections are at multiple levels, are frequent, connections are at multiple levels, are frequent, are meaningful, and are purposefulare meaningful, and are purposeful

�� Connections provide the foundation for shared Connections provide the foundation for shared responsibility and for collective competenceresponsibility and for collective competence


A Community Capacity Oriented A Community Capacity Oriented OrganizationOrganization

�� Is a part of the community rather than apart Is a part of the community rather than apart from itfrom it

�� Knows the communities within Knows the communities within ““the the communitycommunity””

�� Understands and values connectionsUnderstands and values connections�� Is not satisfied with the status quoIs not satisfied with the status quo�� Committed to intentionally addressing Committed to intentionally addressing

community issuescommunity issues


A Community Capacity Oriented A Community Capacity Oriented OrganizationOrganization

�� Places more emphasis on outreach Places more emphasis on outreach �� Works in partnership with other agencies and Works in partnership with other agencies and

organizationsorganizations�� Sees community members as partnersSees community members as partners�� Places building community capacity at the top Places building community capacity at the top

of the agendaof the agenda

The raw material of resilienceThe raw material of resilience


Building Community Capacity:Building Community Capacity: Collaboration as a KeyCollaboration as a Key

�� Community capacity framework places high Community capacity framework places high value on professionals, their organizations and value on professionals, their organizations and agencies, and the collaboration that can occur agencies, and the collaboration that can occur between thembetween them

�� Collaboration becomes a vehicle for positive Collaboration becomes a vehicle for positive community change and resiliencecommunity change and resilience


The Importance Of Collaboration

�� When collaboration succeeds, new networks When collaboration succeeds, new networks and norms for civic engagements are and norms for civic engagements are established and the primary focus of work shifts established and the primary focus of work shifts from parochial interests to the broader concerns from parochial interests to the broader concerns of the community. Collaborationof the community. Collaboration……not only not only achieves results in addressingachieves results in addressing……substantive substantive issuesissues……it also buildsit also builds……[civic community]. [civic community].

�� Chrislip & Larson, 1994Chrislip & Larson, 1994


Definition Of Collaboration

�Uniting previously separate groups into a new structure to achieve a mutual purpose (Reilly, 2001).


Benefits Of Collaboration

�� Improve and extend the existing capacity of Improve and extend the existing capacity of agencies or organizations to address community agencies or organizations to address community issues.issues.

�� Broaden understanding of community issues Broaden understanding of community issues and their solutions.and their solutions.

�� Pool resources together to address issues and Pool resources together to address issues and implement solutions.implement solutions.

�� Strengthen community buyStrengthen community buy--in for intervention in for intervention and prevention programming.and prevention programming.

�� Achieve goals that otherwise might not be Achieve goals that otherwise might not be achieved.achieved.


Forms Of Collaboration

�Collaboration, depending on circumstances and community needs, may take different forms:

Collaboration Hierarchy:

––

levels of collaboration range from informal levels of collaboration range from informal networking to the more structured and complex networking to the more structured and complex relationships involved with cooperation and relationships involved with cooperation and coordination (Bergstrom et al., 1996; Chrislip & coordination (Bergstrom et al., 1996; Chrislip & Larson, 1994).Larson, 1994).


Dialog and Common Understanding

� Clearinghouse for information� Create base of support � Loose/flexible link� Roles loosely defined� Community action is primary link among

members � Low key leadership� Minimal decision making� Little conflict � Informal communication


Cooperation or Alliance

�� Match needs and provide coordinationMatch needs and provide coordination�� Limit duplication of servicesLimit duplication of services�� Ensure tasks are done Ensure tasks are done �� Central body of people as communication hubCentral body of people as communication hub�� SemiSemi--formal linksformal links�� Roles somewhat definedRoles somewhat defined�� Links are advisoryLinks are advisory�� Group leverages/raises money Group leverages/raises money �� Facilitative leadersFacilitative leaders�� Complex decision makingComplex decision making�� Some conflictSome conflict�� Formal communications within the central group Formal communications within the central group


Coordination or Partnership

� Share resources to address common issues� Merge resource base to create something new � Central body of people consists of decision

makers� Roles defined� Links formalized� Group develops new resources and joint budget � Autonomous leadership but focus in on issue� Group decision making in central and subgroups� Communication is frequent and clear


Coalition

� Share ideas and be willing to pull resources from existing systems

� Develop commitment for a minimum of three years � All members involved in decision making� Roles and time defined� Links formal with written agreement� Group develops new resources and joint budget � Shared leadership� Decision making formal with all members� Communication is common and prioritized


Collaboration

� Accomplish shared vision and impact benchmarks

� Build interdependent system to address issues and opportunities

� Consensus used in shared decision making� Roles, time and evaluation formalized� Links are formal and written in work assignments � Leadership high, trust level high, productivity

high� Ideas and decisions equally shared� Highly developed communication


Facilitators Of Successful Collaboration

� The most comprehensive approach to identifying collaboration facilitators was done by Mattessich and Monsey (1992).

Through an extensive literature review and research on collaboration they delineated six factors that were associated with successful collaboration.

–

Environment, Membership Characteristics, Process/Structure, Communication, Purpose, and Resources

� These were expanded to seven with our own research and further literature review.

� These factors were consistently supported in more recent literature..


Factors for Effective Collaboration

�Collaboration Membership�Collaboration Involvement and Support�Collaboration Funding �Collaboration Leadership�Collaboration Goals and Objectives�Collaboration Context�Collaboration Communication


Collaboration Membership

Collaboration members’

characteristics and the understanding those members have for the function and process of the collaboration and its work contribute to effective collaborations.


Collaboration Membership

••

Members share an understanding and respect for each other Members share an understanding and respect for each other and for the various organizations represented within this and for the various organizations represented within this collaboration.collaboration.

••

Members trust one another, bring unique skills, and are willing Members trust one another, bring unique skills, and are willing to to compromise.compromise.

•

Members, and the agencies they represent, are willing to distribute power in a manner that is in the collaboration’s best interest, share credit for successes and feel ownership in the results/products of their work.

Communication among collaboration members is effective Communication among collaboration members is effective (promotes understanding, cooperation, and transfer of (promotes understanding, cooperation, and transfer of information as well as settle disagreements in a safe information as well as settle disagreements in a safe environment).environment).


Community Involvement and Support

Communities need to be aware of and Communities need to be aware of and support the work of the collaboration for its support the work of the collaboration for its continuation.continuation.


Community Involvement and Support

�� The collaboration has an established system to regularly The collaboration has an established system to regularly assess community needs and resources.assess community needs and resources.

�� Community members, political and key community Community members, political and key community leaders are aware of, support, and view the collaboration leaders are aware of, support, and view the collaboration as a leader in relation to its goals and activities.as a leader in relation to its goals and activities.

�� The collaboration is as adaptable as necessary in The collaboration is as adaptable as necessary in meeting the needs of a changing community.meeting the needs of a changing community.

�� The collaboration utilizes the cultural assets of their The collaboration utilizes the cultural assets of their community and membership represents the community.community and membership represents the community.


Collaboration Funding

Resources involve both the financial and human resources necessary for the Collaboration to best meet its goals.


Collaboration Funding

� There is adequate financial support to maintain collaboration operations.

�There is adequate in-kind support to maintain collaboration operations.

�There are plans in place to secure future funding for collaboration operations.

�There are sufficient funds to sustain collaboration operations for the next two years.


Collaboration Leadership

Effective collaborations need effective leadership and this factor articulates many of the necessary characteristics of a successful leader.


Collaboration Leadership

�� The collaboration leader(s) has strong organizational The collaboration leader(s) has strong organizational and interpersonal skills.and interpersonal skills.

�� The collaboration leader(s) supports and facilitates team The collaboration leader(s) supports and facilitates team building.building.

�� The collaboration leader(s) utilizes membersThe collaboration leader(s) utilizes members’’

skills and skills and strengths to meet collaboration goals and objectives and strengths to meet collaboration goals and objectives and supports them in carrying out their roles and supports them in carrying out their roles and responsibilities.responsibilities.

� The collaboration leader(s) carries out the role with fairness.

� The collaboration leader(s) maintains a focus on the goals and objectives of the collaboration.


Collaboration Goals and Objectives

The function of the collaboration is the determination and articulation of its work:

the goals and objectives the collaboration has determined for itself.


Collaboration Goals and Objectives

� This collaboration has clearly defined the problem that it wishes to address.

� The goals and objectives of this collaboration are based upon key community needs.

� This collaboration has clearly defined short and long term goals and objectives.

� Members agree on the goals and objectives.� There is a system in place by which progress

toward goal attainment is measured.


Collaboration Context

The collaborative context takes into account:

The history that collaboration partners have with each other (or their organizations),

The context in which they function

(community), and

Its role within the community


Collaboration Context

•

The collaboration has a history of collaboration or cooperation with other local agencies or organizations in the community.

•

Community needs are viewed as multifaceted.

•

Community needs are viewed as not being effectively addressed by one agency or organization alone.


Collaboration Communication

Both formal and informal communication between members and then the larger community is important for effective collaboration..


Collaboration Communication

� Collaboration members communication is adequate (in frequency) to effectively work towards meting the Collaboration’s goals and objectives.

� Members interact to discuss issues openly.� Members frequently communicate formally (e.g.,

meetings, trainings, interagency work groups).� The collaboration has established communication

channels with local community leaders.� The collaboration has established communication

channels with the broader community.


Community Capacity, Collaboration, Community Capacity, Collaboration, and Sustainabilityand Sustainability

��So far we have reviewed a general way to So far we have reviewed a general way to think about building community capacitythink about building community capacity

��We have also taken an inWe have also taken an in--depth look at depth look at collaboration because of the nature of the collaboration because of the nature of the AmericaAmerica’’s Promises Promise programsprograms

��We now move to the broad program We now move to the broad program sustainability frameworksustainability framework


Visualizing Sustainability: Factors and Patterns

Strategic Funding

Staff Involvement

and Integration

Demonstrating Program Results

Program Responsivity

Effective Collaboration

Understanding the Community

Leadership Competence

SUSTAINABILITY


Visualizing sustainability:Visualizing sustainability: key questionskey questions

�� What do you see and what does it mean to you?What do you see and what does it mean to you?

What story is being told?What story is being told?

Words/symbols that Words/symbols that ““jump offjump off””

the pagethe page

ReactionsReactions

SurprisesSurprises

Confusion and needed clarificationConfusion and needed clarification

Your conjectures and conclusionsYour conjectures and conclusions

Implications for your programs and your communitiesImplications for your programs and your communities

––

Considerations and cautionsConsiderations and cautions––

First steps and continuing stepsFirst steps and continuing steps


Program Sustainability Research Program Sustainability Research Initiative and FrameworkInitiative and Framework

�� HistoryHistory

Initiated in the midInitiated in the mid--19901990’’ss

Funded by USDA Children, Youth, and Families atFunded by USDA Children, Youth, and Families at--

Risk InitiativeRisk Initiative

Thus far examination of over 200 communityThus far examination of over 200 community--based based programsprograms

�� PurposePurpose

Track sustained programsTrack sustained programs

Cite lessons learnedCite lessons learned

Translate to trainingTranslate to training


Program Sustainability Research Program Sustainability Research Initiative and FrameworkInitiative and Framework

��ProcessProcess

Scouring extant literature on sustainabilityScouring extant literature on sustainability

Qualitative study of 96 communityQualitative study of 96 community--based based programsprograms

FollowFollow--up quantitative studyup quantitative study

Initial training in 1997Initial training in 1997

Continued data collection on 125 programsContinued data collection on 125 programs

Iterative and emergent interplay of theorizing, Iterative and emergent interplay of theorizing, research, and trainingresearch, and training


Reminder:Reminder: Definition of SustainabilityDefinition of Sustainability

��Capacity of programs to continuously Capacity of programs to continuously respond to identified community issuesrespond to identified community issues

��It is more important to sustain benefits to It is more important to sustain benefits to families and communities than to sustain families and communities than to sustain program activities per seprogram activities per se

Programs can vary in intensity and frequencyPrograms can vary in intensity and frequency

Actual program activities can changeActual program activities can change


Model of SustainabilityModel of Sustainability

MIDDLE RANGE PROGRAM RESULTS:Participant needs met Confidence in program survivalEffective sustainability planningOther program results

ULTIMATE RESULT:Sustainability

SUSTAINABILITY SUSTAINABILITY FACTORS:FACTORS:

Leadership competenceLeadership competenceEffective collaborationEffective collaborationUnderstanding the communityUnderstanding the communityDemonstrating program resultsDemonstrating program resultsStrategic fundingStrategic fundingStaff involvement and integrationStaff involvement and integrationProgram responsivityProgram responsivity


Model of SustainabilityModel of Sustainability

�� Sustainability factors: The focus of the Sustainability factors: The focus of the AmericaAmerica’’s s PromisePromise July summitJuly summit

�� MiddleMiddle--range program resultsrange program results

Participant needs metParticipant needs met

Confidence in program survivalConfidence in program survival

Effective sustainability planningEffective sustainability planning

Other program resultsOther program results

�� Ultimate resultUltimate result

Program is sustainedProgram is sustained


Ultimate Result: Program SustainedUltimate Result: Program Sustained

�� Can be observed in various waysCan be observed in various ways�� Being sustained always transitory, here today and gone Being sustained always transitory, here today and gone

tomorrowtomorrow�� Possible indicators:Possible indicators:

Program goals met or exceededProgram goals met or exceeded

Programs expanded, sites expandedPrograms expanded, sites expanded

Number of years in existenceNumber of years in existence

Functioning to full capacityFunctioning to full capacity

Routine part of larger organizationRoutine part of larger organization

Anticipated changes in neighborhoods realizedAnticipated changes in neighborhoods realized


Factors of Sustainability: Factors of Sustainability: Framework and Research ResultsFramework and Research Results�� Leadership CompetenceLeadership Competence�� Effective CollaborationEffective Collaboration�� Understanding the CommunityUnderstanding the Community�� Demonstrating Program ResultsDemonstrating Program Results�� Strategic FundingStrategic Funding�� Staff Involvement and IntegrationStaff Involvement and Integration�� Program ResponsivityProgram Responsivity


Leadership CompetenceLeadership Competence

Leaders establish goals, develop clear and Leaders establish goals, develop clear and realistic plans regarding development, realistic plans regarding development, implementation, and evaluation.implementation, and evaluation.

�� Leaders clearly establish the projectLeaders clearly establish the project’’s mission and s mission and vision.vision.

�� Leaders planned within the first two years for Leaders planned within the first two years for sustaining the project.sustaining the project.

�� Leaders continue planning for sustainability.Leaders continue planning for sustainability.�� Leaders develop and follow a realistic project planLeaders develop and follow a realistic project plan�� Leaders have identified alternative (and multiple) Leaders have identified alternative (and multiple)

strategies for project survival.strategies for project survival.


Research Results:Research Results:

�� Program Developers should look for leaders who Program Developers should look for leaders who have:have:

a range of skills and experiencesa range of skills and experiences

a commitment to sustainabilitya commitment to sustainability

the ability to develop and articulate a long range the ability to develop and articulate a long range planplan

the foresight to engage the community in their plansthe foresight to engage the community in their plans

�� Contingencies for unstable leadership should be Contingencies for unstable leadership should be incorporated into the sustainability plan. incorporated into the sustainability plan.

Leadership CompetenceLeadership Competence


Effective CollaborationEffective Collaboration

Stakeholders who understand and support program Stakeholders who understand and support program goals, have clear roles, and who are actively involved goals, have clear roles, and who are actively involved in programsin programs

Local decision makers are project collaborators.Local decision makers are project collaborators.

Community service agencies are project collaborators.Community service agencies are project collaborators.

Collaborators share responsibility for providing program Collaborators share responsibility for providing program resources.resources.

Collaborators share credit for project success.Collaborators share credit for project success.

Collaborators have clearly defined roles and responsibilities.Collaborators have clearly defined roles and responsibilities.

Collaborators share a vision for the project.Collaborators share a vision for the project.

Turf issues are resolved.Turf issues are resolved.

CollaboratorsCollaborators’’

work on this project is supported by their agency.work on this project is supported by their agency.

Collaborators are involved in program design, implementation, orCollaborators are involved in program design, implementation, or

evaluation.evaluation.



�� Projects that expect to be sustained should recognize that a Projects that expect to be sustained should recognize that a partnership must be active rather than passive, must be about partnership must be active rather than passive, must be about supportive behaviors rather than only about supportive supportive behaviors rather than only about supportive sentiments.sentiments.

Partnerships should more effectively address community issues toPartnerships should more effectively address community issues together gether than they could otherwise do separately.than they could otherwise do separately.

Over time, partnerships may provide a permanent home for a projeOver time, partnerships may provide a permanent home for a project or ct or program.program.

Partnerships contributions to sustainability are most evident inPartnerships contributions to sustainability are most evident in

the the resources they provide and the breadth and depth of their involvresources they provide and the breadth and depth of their involvement. ement.

Effective CollaborationEffective Collaboration


Understanding the CommunityUnderstanding the Community

Entails knowledge of community needs and assets, Entails knowledge of community needs and assets, respect for community members, and involving them respect for community members, and involving them in meeting program goals.in meeting program goals.

Community needs are regularly assessed.Community needs are regularly assessed.

The project addresses key community needs.The project addresses key community needs.

Community resources/assets are regularly assessed.Community resources/assets are regularly assessed.

Project goals are matched with community needs.Project goals are matched with community needs.

Project goals are matched with community resources.Project goals are matched with community resources.

The project accounts for diversity in the community.The project accounts for diversity in the community.

The project has strong local governmental support.The project has strong local governmental support.

Community members are involved in program design or implementatiCommunity members are involved in program design or implementation.on.


Research Results:Research Results: Understanding the CommunityUnderstanding the Community

�� Program Developers should...Program Developers should...

Assess both community needs Assess both community needs andand

assets. assets.

Assess the match between project goals and community Assess the match between project goals and community needs and resources.needs and resources.

Assess the receptivity of community members and existing Assess the receptivity of community members and existing community organizations to new programs.community organizations to new programs.

Have knowledge of the community climate prior to Have knowledge of the community climate prior to developing programs developing programs

Use good public relations and marketing to promote program Use good public relations and marketing to promote program success to the community.success to the community.

Involve Involve adultsadults

from the community in program efforts.from the community in program efforts.


Demonstrating Program Demonstrating Program SuccessSuccess

The evaluation of program process and The evaluation of program process and outcomes with acceptable methods; outcomes with acceptable methods; informing stakeholders of results.informing stakeholders of results.

�� Evaluation plans are developed prior to implementing programs.Evaluation plans are developed prior to implementing programs.�� Project effectiveness is demonstrated through evaluation.Project effectiveness is demonstrated through evaluation.�� Evaluations are conducted on a regular basis.Evaluations are conducted on a regular basis.�� Evaluation results are used to modify programming (expand, reducEvaluation results are used to modify programming (expand, reduce, e,

eliminate).eliminate).�� Project successes are made known to the community, funders, etcProject successes are made known to the community, funders, etc……�� Public relations (marketing) strategies are in place to highlighPublic relations (marketing) strategies are in place to highlight successes t successes

and recruit participants, funders, and collaborators.and recruit participants, funders, and collaborators.


Research Results: Research Results: Demonstrating Program SuccessDemonstrating Program Success

�� Project success needs to be documented through Project success needs to be documented through outcome basedoutcome based

evaluation.evaluation.

�� When creating program budgets, Program Developers When creating program budgets, Program Developers should specify monies dedicated to evaluation.should specify monies dedicated to evaluation.

�� There should be continuous assessment of community There should be continuous assessment of community needs needs andand

assets.assets.

�� These successes should be marketed to both the These successes should be marketed to both the community and to funders.community and to funders.


Strategic FundingStrategic Funding

Plans and resources in place for present and future Plans and resources in place for present and future programming; ongoing mechanisms to secure programming; ongoing mechanisms to secure fundingfunding

Current funding is sufficient for project operations.Current funding is sufficient for project operations.

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

There are plans in place for obtaining additional funding.There are plans in place for obtaining additional funding.

There is adequate funding for hiring and retaining quality There is adequate funding for hiring and retaining quality staff.staff.


Research Results: Research Results: Strategic FundingStrategic Funding

�� The search for additional funding should be made an The search for additional funding should be made an ongoing, continuous activity.ongoing, continuous activity.

�� Arranging a mechanism whereby another person or Arranging a mechanism whereby another person or organization is responsible for securing funding will organization is responsible for securing funding will prevent staff time being diverted from program prevent staff time being diverted from program implementation.implementation.


Staff Involvement and Staff Involvement and IntegrationIntegration

Staff committed to program goals, involved in Staff committed to program goals, involved in important program decisions and activitiesimportant program decisions and activities

Staff are involved in program design.Staff are involved in program design.

Staff are involved in project decision making.Staff are involved in project decision making.

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

Staff are qualified to work on the project.Staff are qualified to work on the project.

Staff are adequately trained.Staff are adequately trained.

Staff are from the community that the project serves.Staff are from the community that the project serves.


Research Results: Research Results: Staff Involvement and IntegrationStaff Involvement and Integration

�� To address the issue of insufficient qualified staff, staff To address the issue of insufficient qualified staff, staff training should be an ongoing component of a project.training should be an ongoing component of a project.

�� Program Developers should continuously assess program Program Developers should continuously assess program needs and hire staff that are well matched with those needs and hire staff that are well matched with those needs.needs.

�� Project leaders need to address staff issues early and Project leaders need to address staff issues early and promote frequent and open communication.promote frequent and open communication.


Program ResponsivityProgram Responsivity

Projects need to have the ability to adapt to changing Projects need to have the ability to adapt to changing community needs if they are to be sustained.community needs if they are to be sustained.

Goals and programming that no longer meet the Goals and programming that no longer meet the communitycommunity’’s needs are reassessed and changed as s needs are reassessed and changed as appropriate.appropriate.

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

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

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



�� Program Developers should...Program Developers should...

Develop new program in response to changes in the Develop new program in response to changes in the community.community.

Respond to redundancy, gaps, and duplication of Respond to redundancy, gaps, and duplication of services within the community.services within the community.

Create new programming approaches to match Create new programming approaches to match community needs and interests.community needs and interests.

Make sure programs are both timely and relevant.Make sure programs are both timely and relevant.

Have a system, formal or informal, for assessingHave a system, formal or informal, for assessing

changes in the community.changes in the community.

Program ResponsivityProgram Responsivity


Research Results SummaryResearch Results Summary

All seven factors in the Sustainability All seven factors in the Sustainability Framework are empirically related to Framework are empirically related to program sustainability, though the program sustainability, though the strength of those relationships may strength of those relationships may vary.vary.


In Summary:In Summary: Implications for SustainabilityImplications for Sustainability

�� The roads to sustainability are complexThe roads to sustainability are complex�� Answering the sustainability question requires Answering the sustainability question requires

more than one answermore than one answer�� Consequently program professionals must be Consequently program professionals must be

““intentionalintentional””

about elevating the sustainability about elevating the sustainability conversationconversation

�� A first step in this intentionality is the analysis of A first step in this intentionality is the analysis of situations, conditions, purposes, desires, situations, conditions, purposes, desires, statuses, and discomfortstatuses, and discomfort


Module 3:Module 3: Mapping the Community Program Mapping the Community Program

TerrainTerrain�� Focus on your Focus on your AmericaAmerica’’s Promises Promise projectproject�� Respond to all items individually, rather than Respond to all items individually, rather than

conferring with you colleaguesconferring with you colleagues�� For each item, please indicate whether what is For each item, please indicate whether what is

being described is:being described is:

GREEN GREEN --

clearly a characteristic of your projectclearly a characteristic of your project

YELLOW YELLOW ––

somewhat characteristic of your project or somewhat characteristic of your project or

has an uncertain status to youhas an uncertain status to you

RED RED ––

clearly NOT a characteristic of your projectclearly NOT a characteristic of your project


Next Steps in MappingNext Steps in Mapping

�� Now that you have completed your individual Now that you have completed your individual analysis of sustainability factors and items, analysis of sustainability factors and items, transfer your transfer your ““datadata””

to the sustainability factor to the sustainability factor

wall chartwall chart�� You have been given red, yellow, and green You have been given red, yellow, and green

dots to usedots to use�� Please place the dots exactly as you have Please place the dots exactly as you have

determined on your individual worksheetdetermined on your individual worksheet�� On the wall chart:On the wall chart:

Column 1 is for New Orleans participantsColumn 1 is for New Orleans participants

Column 2 for Gulf Coast participants, and Column 2 for Gulf Coast participants, and

Column 3 for Houston participantsColumn 3 for Houston participants


Reading the Wall Map of Reading the Wall Map of Sustainability factorsSustainability factors

�� Step back far enough from the wall chart to see it allStep back far enough from the wall chart to see it all�� What is your first response?What is your first response?�� Particular patterns?Particular patterns?�� Surprises? Surprises? �� Confirmations?Confirmations?�� Within the 3 community collaborations? Within the 3 community collaborations? �� Between the 3 collaborations? Between the 3 collaborations? �� Summing the 3 collaborations all together?Summing the 3 collaborations all together?�� Implications? Implications? �� Next steps?Next steps?


What are your programWhat are your program’’s strengths and s strengths and gaps with regard to sustainability?gaps with regard to sustainability?

As we end today, look at the seven factors for your project:As we end today, look at the seven factors for your project:

Where are the most Where are the most ““greensgreens””

--

the successes in your project?the successes in your project?

Where are the most Where are the most ““redsreds””

--

those gaps in your project?those gaps in your project?

Where are the most Where are the most ““yellowsyellows””--uncertainties in your project?uncertainties in your project?

Are there particular sustainability factors that stand out for yAre there particular sustainability factors that stand out for you ou either in terms of successes or gaps?either in terms of successes or gaps?

What can be done to strengthen the gaps that you have identifiedWhat can be done to strengthen the gaps that you have identified? ? ––

Can any of the Can any of the ““greensgreens””

be used to accomplish this? be used to accomplish this? Sometimes the strength of one factor contributes to improving Sometimes the strength of one factor contributes to improving another factor.another factor.

All things considered, how satisfied are you with what you see?All things considered, how satisfied are you with what you see?

What are your next steps in turning the What are your next steps in turning the ““redsreds””

intointo

““greensgreens””

or or ““yellows?yellows?””


End of the First Summit DayEnd of the First Summit Day


Second Day of the SummitSecond Day of the Summit

��What was the most exciting thing that What was the most exciting thing that happened to someone last night?happened to someone last night?

��What 3 words would you use to describe What 3 words would you use to describe yesterdayyesterday’’s training?s training?

��What 3 What 3 ““thingsthings””

did you learn yesterday?did you learn yesterday?


RecapRecap

��To summarize: On the first training day To summarize: On the first training day this occurred:this occurred:

We got to know each other a bitWe got to know each other a bit

There was discussion on building community There was discussion on building community capacity, on collaboration, and on the capacity, on collaboration, and on the sustainability framework and associated sustainability framework and associated resultsresults

You also conducted an analysis of your You also conducted an analysis of your AmericaAmerica’’s Promises Promise program according to the program according to the sustainability framework factors.sustainability framework factors.


�� We concluded Day One by discussing the We concluded Day One by discussing the findings within groups (New Orleans, Gulf Coast, findings within groups (New Orleans, Gulf Coast, and Houston), and somewhat between groups, and Houston), and somewhat between groups, and across groups.and across groups.

�� We begin Day Two with breakWe begin Day Two with break--out groups to out groups to determine your projectdetermine your project’’s sustainability needs s sustainability needs and priorities.and priorities.

�� A discussion of results management and logic A discussion of results management and logic models will then be addressed as a way to models will then be addressed as a way to capture sustainability plans.capture sustainability plans.


Small Group Work:Small Group Work: Tallying Sustainability FactorsTallying Sustainability Factors

Add up each of the Green, Yellow, and Red Add up each of the Green, Yellow, and Red dots for each sustainability factor.dots for each sustainability factor.

Put the numbers in the space of your Put the numbers in the space of your worksheet.worksheet.

These numbers will help provide a very These numbers will help provide a very general representation of the status of your general representation of the status of your project.project.

Discuss the strengths, gaps, and Discuss the strengths, gaps, and uncertainties.uncertainties.––

Are there different perceptions within your group?Are there different perceptions within your group?


Small Group Work:Small Group Work: Highlighting and Prioritizing FactorsHighlighting and Prioritizing Factors

��What story is being told about the current What story is being told about the current status of your status of your AmericaAmerica’’s Promises Promise project?project?

Check those factors that were mainly Check those factors that were mainly ““greengreen””

(Demonstrating Program Results, Program (Demonstrating Program Results, Program Responsivity, and so on)Responsivity, and so on)

Check those factors that were mainly Check those factors that were mainly ““redred””

Check those factors that were mainly Check those factors that were mainly ““yellowyellow””


Small Group Work:Small Group Work: Determining Item PriorityDetermining Item Priority

�� Look at the overall schema for each factor Look at the overall schema for each factor (green, yellow, red dots)(green, yellow, red dots)

�� Under each factor, list 2Under each factor, list 2--3 items that your group 3 items that your group determines needs to be set as a priority for determines needs to be set as a priority for sustainability planning (you may think of these sustainability planning (you may think of these as desired results related to sustainability)as desired results related to sustainability)

�� List those items on your worksheet.List those items on your worksheet.�� [You do not need to include something for every [You do not need to include something for every

factorfactor……

that is your groupthat is your group’’s decision.]s decision.]


Small Group Work:Small Group Work: Building Priority ConsensusBuilding Priority Consensus

��Work within your group to come to a Work within your group to come to a consensus of 5consensus of 5--10 items based on prior 10 items based on prior worksheetsworksheets

��These items will form the basis for your These items will form the basis for your initial sustainability planinitial sustainability plan

��This plan will be reassessed and modified This plan will be reassessed and modified over time (it is a point of entry)over time (it is a point of entry)


Module 4: Results Management and Module 4: Results Management and Logic ModelsLogic Models


Results Management:Results Management: Tools for Sustainability PlanningTools for Sustainability Planning

��You now have the basic data needed for You now have the basic data needed for developing a working sustainability plandeveloping a working sustainability plan

��Organizations commonly use logic models Organizations commonly use logic models to efficiently express plansto efficiently express plans

��We use a Results Management approachWe use a Results Management approach

The results menu in this training are the The results menu in this training are the sustainability factors and associated itemssustainability factors and associated items


Core Assumption:Core Assumption: Results rather than ActivitiesResults rather than Activities

��A primary assumption of the Results A primary assumption of the Results Management approach is that it is Management approach is that it is important to manage results than to important to manage results than to manage activitiesmanage activities

��A focus on resultsA focus on results

Sharpens the focus of programsSharpens the focus of programs

Helps to evaluate the merits of various Helps to evaluate the merits of various activitiesactivities

OpensOpens--up prevention and intervention optionsup prevention and intervention options


The Essence of Logic ModelsThe Essence of Logic Models

�� A framework for examining A framework for examining ““fitfit””

Examples:Examples:––

Intervention goals and supportive activitiesIntervention goals and supportive activities––

Parts and sequencesParts and sequences––

Cumulative thinking and proceduresCumulative thinking and procedures

�� Tools for determining whether our inquiry and discourse Tools for determining whether our inquiry and discourse are:are:

PlausiblePlausible

DoableDoable

TestableTestable�� Pictorial way to address planningPictorial way to address planning


Identified Needs and Assets

Indicators

Resources

Activities

Logic Model Template

Note:Monitoring and evaluation activities permeate all aspects of the

logic model.

Results


Step 1: Identified Needs Step 1: Identified Needs and Assetsand Assets

�� The first step is to identify needs and assets in the The first step is to identify needs and assets in the community which allow program personnel to clearly community which allow program personnel to clearly identify and understand the issues. identify and understand the issues.

�� Because this is the basis for the entire program, it is Because this is the basis for the entire program, it is important to use accurate and valid information rather important to use accurate and valid information rather than uninformed hunches. than uninformed hunches.

�� Be sure to look at needs and assets at many levels, from Be sure to look at needs and assets at many levels, from the community systems such as health, education, legal, the community systems such as health, education, legal, etc. to families and to individuals. etc. to families and to individuals.

�� To some degree your projects are based on an To some degree your projects are based on an assessment of needs, and perhaps assets assessment of needs, and perhaps assets


�� Needs and assets analysis is a systematic way of Needs and assets analysis is a systematic way of gathering information that helps set priorities for action gathering information that helps set priorities for action while also recognizing the assets that already exist in a while also recognizing the assets that already exist in a community. community.

�� In the logic model process the information assists in In the logic model process the information assists in determining program priorities, and results that accrue determining program priorities, and results that accrue from program activities. from program activities.

�� Census data, observations, records and existing data Census data, observations, records and existing data bases, and literature reviews are sources of existing bases, and literature reviews are sources of existing information to identify needs and assets. information to identify needs and assets.


Step 2: Desired ResultsStep 2: Desired Results

��The second step in the logic model The second step in the logic model process is to articulate the desired result process is to articulate the desired result or change you expect to see because of or change you expect to see because of your what you do.your what you do.

�� This is arguably the most important This is arguably the most important aspect of a logic model because it aspect of a logic model because it provides the focus that all successful provides the focus that all successful programs need.programs need.

�� If your program (collaboration) is If your program (collaboration) is successful, what will be different? successful, what will be different?


�� Results may be defined as programResults may be defined as program--oriented and oriented and communitycommunity--orientedoriented

Former is the responsibility of your program (you have Former is the responsibility of your program (you have some say about it)some say about it)

Latter is responsibility of many agencies, Latter is responsibility of many agencies, organizations, leaders, and so on organizations, leaders, and so on

�� Specifying results is useful because it enables program Specifying results is useful because it enables program professionals to have a more realistic sense of how parts professionals to have a more realistic sense of how parts of the program theory fit.of the program theory fit.


Program ResultsProgram Results

�� Typically changes in knowledge, attitudes, Typically changes in knowledge, attitudes, behaviors, or conditions that are anticipated as a behaviors, or conditions that are anticipated as a result of a program result of a program

�� Typically more proximal than distal, expected to Typically more proximal than distal, expected to occur sooner rather than later; may also be occur sooner rather than later; may also be precursors to community resultsprecursors to community results

�� Examples:Examples:

Improved decisionImproved decision--making among young parents in making among young parents in the the New Beginnings SeminarNew Beginnings Seminar

Effectiveness of a collaborationEffectiveness of a collaboration

In this training: sustainability factors and itemsIn this training: sustainability factors and items


Community ResultsCommunity Results

��““Big ticketBig ticket””

system change or changes in system change or changes in communities. communities.

��Not the responsibility of a single program, Not the responsibility of a single program, organization, or even collaborationorganization, or even collaboration

��Examples:Examples:

Improved wellImproved well--being of childrenbeing of children

Improved community safetyImproved community safety


Step 3: IndicatorsStep 3: Indicators

��Indicators flow logically from the desired Indicators flow logically from the desired results. How will you know if the results results. How will you know if the results have been achieved, with what evidence? have been achieved, with what evidence?

��By determining program indicators, By determining program indicators, program activities and results can be program activities and results can be tracked. Consequently notions, hunches, tracked. Consequently notions, hunches, hearsay, and anecdotes are not good hearsay, and anecdotes are not good indicator candidates. indicator candidates.


��Indicators can be farIndicators can be far--ranging, including ranging, including results from surveys and focus groups, results from surveys and focus groups, agency administrative data, population agency administrative data, population data, indata, in--depth conversations, observations, depth conversations, observations, as well as other measures.as well as other measures.

��You should specify program indicators for You should specify program indicators for each of your desired sustainability results.each of your desired sustainability results.


Step 4: ActivitiesStep 4: Activities

�� Activities describe what is actually implemented Activities describe what is actually implemented to achieve the desired results. to achieve the desired results.

�� Program activities become important only when Program activities become important only when they are linked to desired results. they are linked to desired results.

�� Attention to the choice of programs (intervention), Attention to the choice of programs (intervention), research upon which it is based, population to be research upon which it is based, population to be served and critical elements of successful served and critical elements of successful programs must all be considered. programs must all be considered.

�� Exactly what are the intervention activities that Exactly what are the intervention activities that logically relate to the sustainability result?logically relate to the sustainability result?


Step 5: ResourcesStep 5: Resources

��Resources include the people, Resources include the people, stakeholders, curricula, spaces, approvals, stakeholders, curricula, spaces, approvals, funds and anything else needed to funds and anything else needed to conduct the activities to achieve the conduct the activities to achieve the desired results to meet the identified desired results to meet the identified needs and capitalize on the available needs and capitalize on the available assets. assets.


Example of Logic Model UseExample of Logic Model Use Children and Divorce SeminarChildren and Divorce Seminar

As a new employee at the local mental health center, you have As a new employee at the local mental health center, you have inherited the inherited the ““Children and Divorce Seminar,Children and Divorce Seminar,”” a 6a 6--hour hour education program for divorced parents and their children. The education program for divorced parents and their children. The seminar has been enormously popular in the community for 12 seminar has been enormously popular in the community for 12 years. Judges order all divorcing couples with children to years. Judges order all divorcing couples with children to attend the seminar before granting them a final divorce. attend the seminar before granting them a final divorce. Community agencies refer a constant stream of participants. Community agencies refer a constant stream of participants. Parents who have completed the seminar formed an onParents who have completed the seminar formed an on--going going support group which provides volunteers to help conduct the support group which provides volunteers to help conduct the sessions. The program has found such acceptance in the sessions. The program has found such acceptance in the community, that a local foundation provides financial support. community, that a local foundation provides financial support. But does it work? That is the question the mental health But does it work? That is the question the mental health center director tells you needs to be answered as part of the center director tells you needs to be answered as part of the centercenter’’s res re--accreditation. The accrediting body wants all accreditation. The accrediting body wants all programs it accredits to measure results and benefits for programs it accredits to measure results and benefits for families. How do you answer such a question?families. How do you answer such a question?


Identified Needs/Assets:

• Child problems post-divorce

• Legal system clogged with custody and visitation disputes

• Parental stress from post-divorce conflict

Desired Results:

Short Term:• Parents and children

gain knowledge onimprovingrelationships

•Parental communication and conflict management will improve

Long-term:• Child adjustment

post-divorce willimprove

• Custody andvisitation courtdisputes willdecrease

Activities:

• Train referralsources

• Provideeducational sessions forparents andchildren

Resources:

• Mental HealthCenter

• Judges & CourtService Workers

• Volunteers

Indicators:

• N of referrals• Attendance/

completion rates• Pre- and post-

test parental functioning scores

• Youth functioning scores

• Children’s school success

• Rates of returning to court to settle disputes

Logic Model of Children and Divorce Seminar

Note: Monitoring and evaluation activities permeate all aspects of the logic model.


Identified Needs/Assets:

• Child problems post-divorce

• Legal system clogged with custody and visitation disputes

• Parental stress from post-divorce conflict

Desired Results:

Short Term:• Parents and children gain knowledge on

improving relationships •Parental communication and conflict management will improve

Long-term:• Child adjustment post-divorce will improve• Custody and visitation court disputes will decrease




Activities:

• Train referralsources

• Provideeducational sessions for parents andchildren

Resources:

• Mental HealthCenter

• Judges & CourtService Workers

• Volunteers

Indicators:

• Number of referrals• Attendance/completion

rates• Pre- and post-test parental

functioning scores• Youth functioning

scores• Children’s school

success• Rates of returning to court

to settle disputes




Module 5:Module 5: The Sustainability PlanThe Sustainability Plan

��This plan is your entryThis plan is your entry--level map into the level map into the future as you work toward sustaining your future as you work toward sustaining your programprogram

��You have several worksheets that you You have several worksheets that you completed that will enable you to develop completed that will enable you to develop your planyour plan

��Worksheet content can now be discussed Worksheet content can now be discussed and transferred to the logic model and transferred to the logic model templatetemplate


Logic Model CompletionLogic Model Completion

��5 blank logic models5 blank logic models��5 blank sheets of paper to use as 5 blank sheets of paper to use as

worksheets for completion of logic modelworksheets for completion of logic model��10 worksheets10 worksheets


Logic Model Template

Identified Needs and Assets

Indicators

Resources

Activities

Note:Monitoring and evaluation activities permeate all aspects of the

logic model.

Results(sustainability factors and items)


Building Community Capacity:Building Community Capacity: Sustaining Sustaining AmericaAmerica’’s Promises Promise Partnerships in Partnerships in

the Aftermaththe Aftermath Of Hurricane KatrinaOf Hurricane Katrina

Logic Model Activities Implementation WorksheetLogic Model Activities Implementation Worksheet

�� List the factor and item on the worksheets providedList the factor and item on the worksheets provided

List activity (ies): List activity (ies):

Who will do what?Who will do what?

What is the timeline? What is the timeline?

How will you know that you have made progress on this activity?How will you know that you have made progress on this activity?

How and when will progress on this activity be disseminated to How and when will progress on this activity be disseminated to this group?this group?


Processing Logic Models and Processing Logic Models and Sustainability PlansSustainability Plans

��At this point in time where do your At this point in time where do your sustainability efforts need to occur?sustainability efforts need to occur?

��Level of difficulty?Level of difficulty?

SoSo--called low hanging fruit?called low hanging fruit?

More challenging areas?More challenging areas?

��Your next steps after July 20Your next steps after July 20


PostPost--Training Next StepsTraining Next Steps

�� Next Steps:Next Steps:

FollowFollow--up in next few weeks with collaboration chairs up in next few weeks with collaboration chairs to revise and finalize entryto revise and finalize entry--level sustainability planlevel sustainability plan

––

ToTo--ing and Froing and Fro--ing between Virginia Tech and collaborationsing between Virginia Tech and collaborations

November/December November/December ––

collaboration members collaboration members

complete sustainability framework (reassessment of complete sustainability framework (reassessment of sustainability factors/items); particular attention to sustainability factors/items); particular attention to plan decisions made in July; implementation enablers plan decisions made in July; implementation enablers and barriersand barriers

Continued availability pf Jay and Lydia for Continued availability pf Jay and Lydia for sustainability plan refinement and technical sustainability plan refinement and technical assistanceassistance


PostPost--Training Next StepsTraining Next Steps

April/May 2008April/May 2008––collaboration members collaboration members complete sustainability framework (second complete sustainability framework (second reassessment of sustainability factors/items); reassessment of sustainability factors/items); particular attention to sustainability plan; particular attention to sustainability plan; implementation enablers and barriersimplementation enablers and barriers

April/May April/May --

Assess results of sustainability Assess results of sustainability

plan and implementation since July 2007plan and implementation since July 2007

Final report due June 2008Final report due June 2008

––

Overall discussion of sustainability plan lifecycleOverall discussion of sustainability plan lifecycle––

Lessons learnedLessons learned


Training AssessmentTraining Assessment

1.1.

On a scale from 1 to 10 On a scale from 1 to 10 ––

how much did the 2 day how much did the 2 day training contribute to your understanding of your training contribute to your understanding of your collaboration?collaboration?

2.2.

On a scale from 1 to 10 On a scale from 1 to 10 --

how much will the training how much will the training contribute to the sustainability of your project.contribute to the sustainability of your project.

3.3.

What more do you need from AP to sustain your What more do you need from AP to sustain your program?program?

4.4.

What kind of technical assistance do you think you will What kind of technical assistance do you think you will want/need over the next 6want/need over the next 6--8 months?8 months?

5.5.

What do you wish had occurred (that did not) as part of What do you wish had occurred (that did not) as part of the training?the training?

6.6.

What was (were) the most valuable aspect (s) of the What was (were) the most valuable aspect (s) of the training?training?

7.7.

On a scale of 1 to 10, what would you rate the value of On a scale of 1 to 10, what would you rate the value of the training for your project? the training for your project?


Jay Mancini and Lydia MarekJay Mancini and Lydia Marek

�� Jay A. Mancini is a Professor in the Department Jay A. Mancini is a Professor in the Department of Human Development at Virginia Tech, and of Human Development at Virginia Tech, and also a Senior Research Fellow with the also a Senior Research Fellow with the universityuniversity’’s Institute for Society, Culture, and s Institute for Society, Culture, and Environment; [email protected]; [email protected]

�� Lydia I. Marek is a Research Scientist in the Lydia I. Marek is a Research Scientist in the Department of Human Development at Virginia Department of Human Development at Virginia Tech and is a Licensed Marriage and Family Tech and is a Licensed Marriage and Family Therapist and a Certified Family Life Educator; Therapist and a Certified Family Life Educator; [email protected]@vt.edu

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