INDIANA Program Sustainability Guide
INDIANAProgramSustainabilityGuideIn support of“Living a Healthy Life withChronic Conditions”fundingprogrammarketingorganization
Funding for this document was provided bythe Centers for Disease Control and Prevention(Award Number: IU58PP001966-01)
Sustainability is the abilityto maintain or support anactivity or process over thelong term.The purpose of this guide is to give partners tools todevelop and implement a sustainability plan.
Table of ContentsSustainability .1Organization .7Program .A. Program Desription .B. Program Capacity .911C. Program Evaluation .16Marketing .A. Marketing Plan .22B. Marketing to Participants .30Marketing to Partners .43D. Social Media .49Funding .A. Grants .50Fee-for-Service .68Discounts & Deals .69Donations .72Sponsorships .72F. Service Contracts .75Charitable Contributions & Others .7792260
SustainabilitySustainability has become an importantissue for most organizations. The thoughtof how programs and services will befinancially maintained is most often theprimary interest – but several factorscontribute to a program’s sustainability.There are an overwhelming number ofresources available on organizationalsustainability - yet an evaluation fromthe TCC Group noted only 28 percent ofsurveyed national and local organizationsfelt they are “strong” in regards toorganizational resource sustainabilityand 30 percent perceive themselves as“challenged ” In an attempt to assist Indianapartners in sustaining evidence-based programs,this guide has attempted to understand thisdisconnect and provide tools for partnersto utilize.Many resources were used in preparing thisguide. We would like to thank the following fortheir Sustainability documents that were utilized. Oregon – Living Well Sustainability Toolkit Missouri’s Sustainability Toolkit Louisiana Implementation of the Stanford ChronicDisease Self Management Program (CDSMP)Policies and Procedures Manual Maine Living Well . for Better Health – Toolkitto Implement CDSMP in Health Care SettingsThe areas below are to be noted in theprogram’s sustainability plan. These areaswill be briefly noted with a list of resourcesto utilize. Organization Program Marketing FundingDevelop a TEAM.A team of various members from theorganization and community should beasked to assist in the development of asustainability plan. Consider theorganization leadership, program staffand partners that will best aid in theeffort as each area is considered. Inviteeach of those individuals to serve onthat team.toolsSustainability Team Members Contact ListTasks in Plan Development, Responsible memberTimeline of Plan DevelopmentSWOT Analysis InstructionSWOT Analysis Template Hawaii Business Plan on Sustainability andMarketing for Evidence-based ProgramCHANGE.Remember as you look at each area – CHANGE happens.Consider the environment – organizational leadership, staff, volunteers, fundingsources and partners. The plan needs to address this challenge of adapting andcultivating new resources.1
Sustainability Team Members Contact PhoneNumberEmail3 Page2
MemberTaskTaskWorksheetWorksheetMemberTASKTEAM MEMBERASSIGNEDCOMPLETIONDATE4 Page3
Timeline of Plan DevelopmentGoal:Strategy:Action StepsTimeFrameLeadMeasure/Evaluation5 Page4
SWOT Analysis Instruction*SWOT Analysis is a useful technique for understanding your Strengths and Weaknesses, andfor identifying both the Opportunities open to you and the Threats you face. This can be usedto assess an organization, program, or area of concern, such as marketing, finances,volunteers and staff.Often, strengths and weaknesses are internal to your organization while opportunities andthreats relate to external factors. Below each area is noted with possible questions forconsideration.Strengths: What advantages does your organization/program have?What do you do better than anyone else; What do you provide that no one else does?What unique resource can you have that others don't?What do people in your organization/program/community see as your strengths?It might be beneficial to identify your strengths from not just an internal perspective but fromthe view of your customers and people in your market. Take a minute to consider yourstrengths in relationship to your competitors and their products, as well.Weaknesses: What could you improve?What areas should you avoid?What are people in your market likely to see as weaknesses?Where do you have fewer resources than others?Opportunities: What opportunities are available? What trends are you aware of that may develop your market? Useful opportunities can come from such things as:o Changes in technology, government policy, population profiles, local events.Threats: What obstacles do you face?What are your competitors doing with success?Are there changes for your job, organization, program or services?Do you have bad debt or cash-flow problems?Could any of your weaknesses seriously threaten your business?*Based on MindTools document6 Page5
SWOT Analysis TemplateSTRENGTHSWEAKNESSESOPPORTUNITIESTHREATS7 Page6
OrganizationOrganizational Leadership needs to beinvolved as a strong partner.The future direction of an organization iscontrolled by the group’s leadership.Leadership establishes the mission, vision,and priorities for the organization, as wellas, solves problems and motivates andsupports staff. Management of short andlong-term funding allocations, services andprograms provided, and staffing needs arealso directed by an organization’s leadership.These decisions are often made on the basisof “cost-effectiveness” and the impact ofthe program. It is important to remember the“impact of the program” should be definedthrough the eyes of those being served.Managerial and systems support are a necessityas a sustainability plan is developed,implemented, and updated. Select a team withmembers of the board and staff leadership.The expertise of the organization’s leadershipwill provide needed information and insight onthe organization’s sustainability plans in place orbeing created, as well as, the development of aprogram sustainability plan. It is essential for theorganization and program leadership tocommunicate, motivate, make decisions, andhold all accountable to the mission and vision.toolsOrganization Questions to be answeredConsider all of the components of theorganization’s leadership. Organizationalcharts can assist in identifying all of the keymembers. For many nonprofit entities, the“Board of Directors” guides the organization’soverall direction and activities to establishlong- and short-term goals. Staff of theorganization offers daily management ofthe entity to achieve the goals set forth bythe Board. Members of the leadership staffof an organization may include: Chief ExecutiveOfficers (CEOs), Chief Financial Officers(CFOs), and Directors of Operations, HumanResources, Development and Fundraising, etc.7
Organization Questions What is your organization’s vision? What is your organization’s mission? When was your organization founded? Is your organization a 501 (c) 3? When was this 501 (c) 3 established? Does the organization have a sustainability plan? What are the top five priorities of the leadership of those functions/services/programs? What are the organization’s sources of funding? Are any of your current program expenses (including staff) being funded by theorganization? How is the annual budget determined? Is one central person responsible for grant research, development, and evaluation? Does the leadership (Board of Directors and organization staff) know the details ofyour program?Does the organization encourage cross-promotion of all programs? (e.g., If someone is inCDSMP and has arthritis, is that participant encouraged to attend Enhance Fitness?)9 Page8
ProgramProgram DescriptionThose involved with the daily implementation ofa program are most aware of how it benefitsparticipants. Making a plan and learning moreways to sustain the program are imperative toshort- and long-term success.Program logistics will be considered in thissection, while marketing, partners, and fundingwill be addressed separately. The areas notedin the boxes below pertain to the logistics thatmight affect the program’s sustainability. Thetools for each area and to take into accountin developing the sustainability plan.CONSIDER. Where is the program now,what are the challenges and opportunities, andthe program’s future goals. A SWOT analysis isoften used to address these questions. An actionplan for specific goals identified will need to beIt is important to have a well thought outdescription of the program that is clear, concise,and easy to understand. It may be beneficialto answer a few questions about the programand how the program fits in the organizationand community as this description is beingwritten.A clear description of the program will assist inthe area of marketing. The first five questions areused in the construction of an “elevator speech” a 30-second description of your program. Thesefive questions are noted on the “Elevator Speech”questions in the Marketing Section.toolsProgram Questions to be answeredCDSMP Program Description Sampledeveloped. These and other tools to assist withthese steps are provided.9
Program Questions What does your program do? Who does your program serve? Why do they care? How does it help them? How is your program different? What is your company/nonprofit? Do you have success stories from past participants, community members, health careproviders that detail their support? (Keep one on hand ) How does the program support the organization’s vision and mission? How does your organization feel about your program? Do they find it is important toinclude in their program selection? Does your organization support the program - eitherfinancially or otherwise? Where does your program fit in your organization? Do you have proof that the program works? Simple evaluation? Evaluation methods? Quality of Life (CDC sample: http://www.cdc.gov/hrqol/hrqol14 measure.htm Who attends the program (demographics, how many, etc.)? How many participants per class? Where do you conduct the programs? Any other information needed?11 P a g e10
Program CapacityAs organizations evolve, there is a need to becomemore knowledgeable with respect to understandingand acquiring the service delivery skills necessaryto go to scale. As an organization grows, a focus onstaffing programs, making human resource decisions(including hiring and firing staff), recruitingvolunteers, and training and developmentneeds of both staff and volunteers to ensurethe highest quality and quantity of serviceswill be necessary times for staff and volunteersto discuss program strengths, needs,opportunities, ideas and challenges.Recognition of volunteers and staff for theirinput and abilities is also valuable to sustaininga program.toolsClass AssessmentStaff AssessmentVolunteer AssessmentCDSMP Implementation ing/Implementation Manual2008.pdf)CDSMP Fidelity Toolkit /Fidelity ToolKit2010.pdf11
Program Example – CDSMP “Living a Healthy Life with a Chronic Condition”Key points in description: The CDSMP in Indiana is called “Living a Healthy Life with a Chronic Condition.”The Spanish version is entitled “Tomando Control de su Salud.” The CDSMP is a sixweek program that meets for 2 hours, one time a week. The program is an evidencebased program that is currently being offered in 48 states and 24 countries.Anyone with a chronic condition can participate. People have conditions such asdiabetes, arthritis, high blood pressure, heart disease, chronic pain, anxiety, or others.Participants learn to live their lives with a chronic condition, find relief from pain andfatigue, find new ways to manage their health and work with their healthcare provider,and meet new people and share experiences.Presentation topics include: exercise and nutrition, medication usage, stressmanagement, talking with your doctor or health professional, and dealing withemotions and depression.*Add information on your local program – How long have you been doing the CDSMP?,How many participants have been helped? Include success story? The value of theprogram* (cost if charged &/or donation needed, local committed partners, thank youto grant funders.*A survey conducted in 2009 identified an average program delivery cost in Oregon of 375 perparticipant. For more information on identifying the cost of delivering Living Well in your area, pleasesee the National Council on Aging’s cost calculator at y is “evidence-based” important?Evidence-based programs are quickly becoming the “best practice” model in assisting those inour communities in achieving healthy behaviors. They are essentially “proven to work .”They have been adapted from tested models and interventions and proven successful afterextensive evaluation and published documentation of the outcomes of the program. StanfordUniversity completed the evaluation of the CDSMP using control/comparison groups and hasevaluation and documentation to reveal the program effective across various chronic diseasesand socioeconomic and educational levels to enable participants to manage progressive,debilitating illnesses. Further, it has been shown the health benefits persist over time.An Indiana CDSMP fact sheet was developed in 2012 that notes some of the Stanfordfindings. Please feel free to utilize this sheet to note the effectiveness of the program. 12Indiana Data Snapshot – Living a Healthy Life with a Chronic Condition
Class AssessmentClass Date & omotion EstimatedCostMethod14 P a g e13
Staff AssessmentStaff NameStaff ProgramResponsibilitiesPercentage oftime dedicatedto ProgramLeaderType(Master,Lay)Dates/TimesAvailable toLead ProgramLocationsWill Do# ofClassesWill DoDateTrainedDateTrainingExpires15 P a g e14
Volunteer ader Type(Master, Lay)Dates/TimesAvailable to LeadProgramLocations WillDo# of ClassesWill DoDate TrainedDate TrainingExpires16 P a g e15
Program EvaluationProgram evaluation may be necessary evenwhen providing an evidence-based program.The benefit of an evidence-based program is thatresearch has been conducted and the programhas been proven effective to work. Although thisresearch has been documented and publishedand is available to support the program, individualrevenue sources may require specific programoutcomes and data. The ability to provide thisinformation makes a program more accountableand responsible. Organizations that collect anduse data from program evaluation and use forplanning and quality improvement efforts aresignificantly more sustainable than those that donot.Some items an evaluation might seek todiscover may include: Is the program conducted as designed? Are program materials appropriate for theparticipants who receive them? Are participants satisfied with services ortraining? Are the desired results of the program met(did participants improve knowledge, changein quality of life)? Are there unexpected benefits or problemswith the program?Organizations must determine what otherevaluation may be needed, who the audienceis for the information, and the best method tocollect and assess the data. Consider what youneed to know to make future decisions on theprograms and what your funding sources need toknow. Consider if the evaluation is to be on thedelivery and implementation of the program(process evaluation) or the effect of the programon the participants (outcome evaluation).For many organizations, information may alreadybe gathered on the program and its participantsthat can be used in evaluation.The number of programs conducted, cost of eachprogram, program locations, program dates andtimes, leader names, number of and how peoplewere referred, number of participants, participantattendance and participant demographics maybe a few of these pieces of information. Manyevidence-based programs provide an initialparticipant questionnaire to gather information,as well for another program. Observation,interview, self-reported or coach records ofprogress to obtain desired change to reachgoal, and other methods may be used. Otherinformation may include quality of life or healthmeasurements. Questionnaires, observation,interviews, and other ways may be utilized inthis evaluation.There are many resources to assist in thisvaluable piece of sustainability. The effort toevaluate is necessary to maintaining aneffective program.16
toolsCDC Framework for Program Evaluation (http://www.cdc.gov/eval/framework/)Community Toolbox Intro to Evaluation valuation)CDC Division of Heart Disease and Stroke - WritingSMART Objectives (http://www.cdc.gov/dhdSP/programs/nhdsp program/evaluation guides/docs/smart objectives.pdf)CDC Logic Model ToolCDSMP Attendance Log SMP Participant Information Survey y.pdf)CDSMP Main Points in Data Collection (http://www.in.gov/isdh/files/Main Points in Data Collection.pdf)CDSMP Leader Evaluation Form (http://www.in.gov/isdh/files/CDSMP LEADER EVALUATION FORM .pdf)CDSMP Participant Quality of Life QuestionnaireEvaluating Outcomes on CDSMP – Lorig, Laurent mer.html)NCOA Review of Findings - iewFindingsCDSMPOutcomes.pdf)Effect of a Self-Management Program on Patients withChronic Disease – Lorig 2001 (http://www.acponline.org/clinical information/journals publications/ecp/novdec01/lorig.htm)17
CDC Logic Model ToolConstructing Simple Logic ModelsA useful logic model can be constructed in a few simple steps, as shown here using the CLPP program forillustration.Develop a list of activities and intended outcomes. While logic models can include all of the components in thetext box, we will emphasize using logic models to gain clarity on the relationship between the program’sactivities and its outcomes. There are many ways to develop a list of activities and outcomes that you willincorporate into your model, and indeed you may already have a comprehensive list from the programdescription. But, to stimulate the creation of a comprehensive list, any of the following methods will work.Logic Model ComponentsLogic models may depict all or only some of t
sources and partners. The plan needs to address this challenge of adapting and cultivating new resources. tools Sustainability Team Members Contact List Tasks in Plan Development, Responsible member Timeline of Plan Development SWOT Analysis Instruction SWOT Analysis Template The areas below are to be noted in the program’s sustainability plan.
Indiana State University 2 5.0% University of Southern Indiana 0 0.0% Indiana University-Bloomington 6 15.0% Indiana University-East 0 0.0% Indiana University-Kokomo 1 2.5% Indiana University-Northwest 0 0.0% Indiana University-Purdue University-Indianapolis 4 10.0% Indiana University-South Bend 0 0.0% Indiana University-Southeast 1 2.5%
Geoffrey Fox, Sung-Hoon Ko Community Grids Laboratory, Indiana University gcf@indiana.edu, suko@indiana.edu 224 Showers Bldg. 501 N. Morton St. Bloomington, IN 47404 (812) 856 7977 Fax. (812) 856 7972 Kangseok Kim, Sangyoon Oh Computer Science Department, Indiana University kakim@indiana.edu, ohsangy@indiana.edu 222 Showers Bldg.
Indiana GAL/CASA . 2022 Local Program Directory . Indiana State Office of GAL/CASA Indiana Supreme Court . Indiana Office of Court Services 251 North Illinois Street, Suite 800 Indianapolis, IN 46204 . Contact Information Phone: (800) 542-0813 . Rae Feller, J.D., State Director I . rae.feller@courts.in.gov. Teresa Lyles, Program Coordinator
1.3. Why Develop a Sustainability Plan? 5 1.4. Relationship to Other ICLEI Tools and Programs 6 1.5. Lessons Learned from NYC 7 2. Scope of a Sustainability Plan 8 2.1. Sustainability Plans vs. Climate Action Plans 8 2.2. Typical Elements of a Sustainability Plan 10 3. Overview of the Five Milestones for Sustainability 11 4. Forming a Team 16
The Office of Sustainability used UC Berkeley's inventory of sustainability courses as the baseline of which courses to map by UN SDG. The courses on the sustainability course inventory are from 2017-2018, 2018-2019 and 2019-2020 school years. UC Berkeley's sustainability course list was developed for the Sustainability, Tracking,
The Indiana Supreme Court is the highest court in the state. There are five Supreme Court justices, one of whom holds the title of Chief Justice. Supreme Court Justices are also chosen through Indiana’s merit selection process. The procedural rules in Indiana are controlled by the Indiana Rules of Trial Procedure,
Relationship to the Federal Rules of Civil Procedure Indiana has its own code of civil procedure, titled the Indiana Rules of Trial Procedure (IND. TR. R.). IND. CODE §§ 34-8-2-1, 2 (2016). It has adopted certain portions of the Federal Rules. In the absence of Indiana precedent, Indiana courts look to the Federal Rules and federal court
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