SUSTAINABILITYSELF-ASSESSMENTTOOL

Theeightelementsofsustainability,alongwithtasksspecifictoeachelement,aredescribedbelow. Rankyourprogressoneachofthesetasksaccordingtoafive-pointscalethatassesseswhethertheinitiative’sleaders:

1=Havenotstartedthistask

2=Havestartedinitialconceptualandplanningwork

3=Havebeguntoimplementthistask

4=Havemadesolidprogressinimplementingthistask

5=Havemadesufficientprogressincompletingthistask

ELEMENTONE: Vision

Theinitiative’sleadersknowwhattheywanttosustain.
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A. Theinitiative'sleadershavedevelopedaclearvisionfortheirwork.
B. Theinitiative’sleadershavedevelopedaprocesstodeterminewhatistobesustained,andbywhom.
C. Theinitiative’sleadershavedecidedwhattheywanttosustain(forexample,aformalentity,aprocess,aservice,aparticularpractice,amethodofoperation).
D. Theinitiative’sleadershaveanalyzedandcanarticulatehowtheinitiativefits(orwouldliketofit)withinthelargercommunity.
E. Theinitiative’sleadershaveanalyzedandcanarticulatehowtheinitiativecomplements,yetisdistinguishablefrom,otherinitiatives.

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©2003TheFinanceProject

ELEMENTTWO: ResultsOrientation

Theinitiativeincorporatesprocessestoestablishandtrackperformanceandprocessmeasures. Theinitiative’sleadersusethatinformationtoimprovetheirworkovertime.
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A. Theinitiativehasanaccepted“theoryofchange”andlogicmodelthatshowshowitsworkfitsintoarangeofstateandcommunityeffortstoimprovethelivesofchildrenandfamilies.
B. Theinitiative’sleadershaveidentifiedanduseindicators[1]andperformancemeasurestotracktheperformanceoftheirownwork.
C. Theinitiativeusesindicatorsandperformancemeasurestoplanitsworkandbudgetitsresources.
D. Theinitiative’sleadersexaminedataonthesemeasures(includinginputfromclients,parents,orboth)tofindideasforwaystoimproveservicedesignanddelivery.
E. Theinitiative’sleadersimplementtheseideas,includingchangingordiscontinuinginitiativesasnecessary.
F. Theinitiative’sstaffandboardcollaboratewithotherinitiativesthatarepursuingimprovementsincommunity-wideindicatorsthatrelatetotheinitiative’swork.

ELEMENTTHREE: StrategicFinancingOrientation

Theinitiative’sleadershaveidentifiedavarietyoffinancingstrategiesthatcouldsupporttheinitiative. Theinitiativehasaplantopursuethosestrategiesandisfollowingthatplan.
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A. Theinitiative’sleadersknowhowmuchfundingisneededtosustaintheirwork.
B. Theinitiative’sleadershaveidentifiedthetypesoffinancialresourcesnecessarytosustaintheirwork,suchas:
  • discretesourcesofpublicfunds(forexample,one-time,ongoing);
  • discretesourcesofprivatefunds;
  • institutionalizationwithinanongoingsystemorprocess.

C. Theinitiative’sleadershaveidentifiedandarepursuingwaystoensurethemostefficientuseofexistingfunds(forexample,gainingeconomiesofscale).
D. Theinitiative’sleadershaveidentifiedandarepursuingwaystosupporttheredirectionorreallocationoffunds(forexample,usingfundsfreedupthroughimprovedoutcomestofinancemorepreventionactivities).
E. Theinitiative’sleadershaveidentifiedandarepursuingwaystoincreasetheflexibilityofexistingfundingstreams(forexample,throughpoolingfundsacrossagencyandprogramlinesorimprovingcoordinationofexistingfundingstreams).

ELEMENTTHREE: StrategicFinancingOrientation(continued)

Theinitiative’sleadershaveidentifiedavarietyoffinancingstrategiesthatcouldsupporttheinitiative. Theinitiativehasaplantopursuethosestrategiesandisfollowingthatplan.
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F. Theinitiative’sleadershaveidentifiedrelevantfederalfundingsourcesandaretakingstepstoaccessthesesources(forexample,Medicaid,tobaccosettlementfunds,unspentTANFfunds,otherfederalentitlements,blockgrants,anddiscretionaryprograms).
G. Theinitiative’sleadershavebuiltpublic-privatepartnershipstoleverageprivate-sectorfunding,createleadership,andgarnertechnicalexpertiseinsupportoftheirwork.
H. Theinitiative’sleadershaveinvestigatedwaystogeneratenewrevenuethattheinitiativecancontrol(forexample,localfundraisers,grantsfrompublic-andprivate-sectorsources).
I. Theinitiative’sleadershaveidentifiedandarepursuingwaystosupportthecreationofnewsourcesofpublicfunds(forexample,generalrevenue,expansionorcreationofnewtaxes,andearmarkedfees).

ELEMENTFOUR: Broad-BasedCommunitySupport

Theinitiative’sleaderstakestepstoinvolvethecommunityintheirworkandgaincommunitysupportbasedontheinitiative’spositiveimpactonfamilies’lives.
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A. Theinitiativehasaplantoestablishadesiredidentityandreputationwithinthecommunity.
B. Theinitiative’sleadersinvolverecipientsoftheirservicesintheirworktoimproveservicedesignanddeliveryandtobuildownershipandsupport.
C. Inadditiontoservicerecipients,theinitiative’sleadersinvolveadiversesetofstakeholdersintheirwork(suchascommunity-basedorganizations,governmentagencies,andprivatebusinesses)toimproveservicedesignanddeliveryandtobuildownershipandsupport.
D. Theinitiative’sleadersandcommunitypartnersunderstandandcommunicatethework’svalueforfamiliesinitscommunity.
E. Theinitiative’sleaderscollectquantitativeandqualitativedatatoshowthevalueoftheirworkforfamilies.
F. Theinitiative’sleaderspackagethosedatainuser-friendlyformatsandcommunicatethemregularlytothecommunity,keystakeholders,media,potentialfunders,andothers.
G. Theinitiative’sleadersrecognizeandrewardpeoplewhoareinstrumentalinhelpingachievesustainabilityforthework.
ELEMENTFIVE: KeyChampions
Theinitiative’sleadersidentifypotentialchampionstheyneedtoapproachonanindividuallevelandarefollowingaplantodoso. Thesechampionsincludeseniordecisionmakers,localcommunityrepresentativesandpeerinitiatives,andindividuals. Theinitiative’sleadersalsopursuewaystocommunicatewithstakeholdersinamoregeneral(lesslabor-intensive)fashion.
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A. Theinitiative’sleadershaveidentifiedkeyseniordecisionmakersatthecommunityandstatelevelswhocaninfluenceitssustainability.
B. Theinitiative’sleadershavedesignedandimplementedaplanfortailoredoutreachtothesekeydecisionmakers(includingappropriatemessengersandmessages).
C. Theinitiative’sleadershavealsodevelopedother,lesslabor-intensivewaystocontactandkeepotherpotentialchampionsinformed(forexample,sendingthemnewsletters,invitingthemtoinitiativeevents).
D. Theinitiative’sleadersuseavarietyofstrategiestoencourageparentchampions,suchasstronglyinvolvingparentsinitswork.
E. Theinitiative’sleadershaveanduseavarietyofstrategiestoencouragepeercommunitychampions,suchascollaboratingwithotherorganizations(forexample,publicandnonprofitserviceproviders)inserviceplanning,delivery,andfinancing.

ELEMENTSIX: AdaptabilitytoChangingConditions

Theinitiative’sleadersseeknewopportunitiesforresourcedevelopmentandsupportandareabletorespondtonewopportunities(forexample,welfarereform,newlyelectedorappointedleaders)astheyarise.
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A. Theinitiative’sleadersmonitorchangesinthepolicyandprogramenvironmenttoseehowtheirinitiativecouldfitwithnewdirectivesandagendas.
B. Theinitiative’sleadersconsiderhowitsworkcanbeframedorpositionedtointerestdifferentfundersandtotakeadvantageofnewfinancingopportunities.
C. Theinitiative’sleadersusethisinformationtoapproachnewfunders.
D. Theinitiative’sleadershaveidentifiedopportunitiestoparticipateineffortstoimprovetheoverallpolicyandprogramenvironment(forexample,standingadvisorygroups,opportunitiestodeveloporcommentonstateplansforexpendingfederalfunds).
E. Theinitiative’sleadersactivelyparticipateindecision-makingprocessesaboutchangesinpolicyandpractice.
F. Theinitiative’sleadershavedeterminedhowtheycanimprovetheirabilitytoparticipateintheseefforts(forexample,byestablishingtheircredibilityastechnicalexperts,communityrepresentatives,orcontrollersofresources),andhavefollowedthroughtoincreasethelikelihoodofbeingabletoparticipate.

ELEMENTSEVEN: StrongInternalSystems

Theinitiativehasstronginternalprocessesthatensureavibrant,durable,andcontinuouslyimprovinginitiative.
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A. Theinitiativehasawell-definedteamofstaff,advisoryorgovernancegroupmembers,volunteers,andothersthatitneedstoaccomplishitsmission.
B. Theinitiative’sleadersandothersunderstandandaccepttheirrolesandresponsibilities.
C. Theinitiativehasstrongfiscalprocessesthatallowleaderstostayinformedonitscurrentfinancialstatusandtobealertedtoemergingfinancingconcerns.
D. Staffandboarddevelopandreviewprojectionsforshort-andlong-termrevenuesandexpenses.
E. Staffandboarddevelopfinancingstrategiestomeetthoseneeds;staffandboardreviewandchangefinancialstrategiesasneeded.
F. Theinitiativehasstronginternalsystems(forexample,accounting,auditing,managementinformation,procurement,personnel)tomaintainqualitycontroloveritswork.
G. Theinitiativehasstrongcommunicationprocessestoensurethatallpartnersarekeptinformed.

ELEMENTEIGHT: SustainabilityPlan

Theinitiativehasasustainabilityplanthatenablesittosetprioritiesandtakeaction.

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A. Theinitiative’sleadershavealong-termplanforwhattheywanttoaccomplish.
B. Theinitiative’sleadershaveidentifiedchallengesorobstaclestosustainingtheinitiative,includingpotentialconflictswithalternativeinitiativesoragendas.
C. Theinitiative’sleadershavedevelopedstrategiestogarnerneededresourcesandovercomeidentifiedbarriers.
D. Theinitiative’sleadershaveaprocesstoreassessandadjusttheirplanperiodically.
E. Theinitiative’sleadershaveidentifiedandcommunicatedwithotherindividualswhohavearoleinthesustainabilityplan.

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1=Havenotstartedthistask 2=Havestartedinitialconceptualandplanningwork 3=Havebeguntoimplementthistask

4=Havemadesolidprogressinimplementingthistask 5=Havemadesufficientprogressincompletingthistask

©2003TheFinanceProject

[1]Inthistool,indicatorsaredefinedasmeasuresofchangeinchildandfamilywell-beingacrossanentirecommunity. Performancemeasurestrackchangesinchildandfamilywell-beingamongspecifictargetpopulationsservedbyaninitiative,program,orindividual;orthelevelofactivityorqualityofaspecificservice. Mostinitiativeswoulduseperformancemeasurestotracktheirownwork;theywoulduseindicatorstoseehowtheycontributetocommunity-wideefforts.