REACH 2012 SUSTAINABILITY PLAN TEMPLATE

A Sustainability Plan is a required Infrastructure Component of the REACH 2012 funding.

The literature suggests a large number of factors affect project sustainability. Factors that
increase the likelihood of sustaining a project relate to:
 project design and implementation;
 the host organization; and
 the broader community.

The Matrix below identifies the sustainability factors and sustainability objectives that projects
need to target in oder to build the potential for sustainability into their projects.

Sub-recipients should seek to incorporate these sustainability objectives into their project plans
during the development phase and continue to address them during the implementation phase.
Project Design and Implementation
Sustainability Factor Sustainability Sustainability Actions
Objective

Employing a change theory  Design project Sub-Recipients will complete

A number of authors suggest that the existence of a using this section:
theory, whether formal or informal, is important to evidence- Suggestions:
project sustainability. Such a theory would include clear based change
theory or  Use evidence-based
definitions of the target population, the needs to be met PSE strategies
by the project, the expected outcomes of the project, strategy
and the interventions employed to attain them. It would  Adopt a theory of
also include arguments as to how the interventions will change or logic model
bring about the desired outcomes (Steadman et al., 2002; for change
Weiss, Coffman, & Bohan-Baker, 2002).  Utilize community-
based participatory
principles in chosing
strategies and
approaches
Demonstrable Effectiveness
Sustainability Factor Sustainability Objective Sustainability Actions

To mobilize resources required to sustain the  Evaluate project Sub-Recipients will

project beyond its initial grant, it is not enough effectiveness complete this section:
that the project attains its objectives. The project  Disseminate results to Suggestions:
must be able to document its success and community
disseminate the evidence among stakeholders  Design and implment
(Mancini & Marek, 2004; Shediac-Rizkallah & a comprehensive
Bone, 1998; Steadman et al., 2002). Some studies evaluation plan to
show that advertisement of the project’s assess the impact of
effectiveness not only to its stakeholders but also the PSE strategies
to the general public serves as a meaningful implemented
predictor of the sustainability of the project  Hold regular
(Pentz, 2000; Stephen, Bekemeier, & Berkowitz, dissemination
2005) in that it enhances community support. meetings with the
(i.e., social marketing). stakeholder
community and
professional
conferences to
dissemination the
results of the project
and build recognition
for success.
Project Flexibility
Sustainability Factor Sustainability Objective Sustainability Actions

A number of studies show that the ability of a  Maintain project Sub-recipients will
project to change in accord with changing flexibility to adjust to complete this section
circumstances can significantly affect its chances project challenges and Suggestions:
of survival (Fagen, 2001;, O’Loughlin et al., 1998 barriers
and Scheirer,2005) found that the projects that  Get regular feedback
underwent changes and modifications in the from key stakeholder
course of their implementation had better about progress and
chances of being sustained than projects that strategies
stuck to their original pattern.  Develop a list of
alternative PSE
strategies and plan to
implement them if
chosen strategies do
not work out.
Human Resources
Sustainability Factor Sustainability Objective Sustainability Actions

According to Johnson, Hays, Center, and Daley  Provide staff and Sub-Recipients complete
(2004), staff training or expertise building in a community stakeholder this section
range of matters, including strategic planning training to support Suggestions:
skills, knowledge of needs assessment and logic strategic planning skills,
model construction, and leadership skills and knowledge of needs  Hold regular
fundraising expertise, is important to project assessment and logic comprehensive staff
sustainability. Findings show that projects that model construction, training and
included staff preparation and training, especially leadership skills and preparation on key
training in creative and flexible problem solving, fundraising expertise, sustainability factors
had greater sustainability than projects that did  Conduct regular
not (Fagen, 2001; Shediac-Rizkallah & Bone, coalition trainings on
1998). Findings also show that the chances of key implementation
sustainability increase where staff and other and sustainability
stakeholders feel that they or their clients can factors
benefit from the project (Scheirer, 2005).
Financial Resources and Financing Strategies
Sustainability Factor Sustainability Objective Sustainability Actions

Several studies show that sustainability increases Sub-Recipients will complete

when projects have multiple sources of funding  Attain multiple sources of this section
(Light, 1998; Marek, Mancini, & Brock, 1999), funding Suggestions:
when financing strategies are in place, and when  Develop fundraising  Work closely with
these strategies are implemented early on (Fagen, strategies with partner community partnesr and
2001; Goodson et al., 2001; Pluye, 2002; Steadman organizations and coalition member
et al., 2002; Stevens & Peikes, 2006). coalition members organizations to assist
them in writing grants to
Postponement of efforts to obtain funding to later  Recruit and engage
fund companion efforts.
stages of the project can be a major obstacle to volunteers
project sustainability (Akerlund, 2000; Marek et al.,  Recruit and engage
Community Champions or
1999). community volunteers
Containing the costs of the project through the use who are receiving training
of volunteers and other means is viewed by some in PSE approaches.
project operators as a means of enhancing  Leverage resources of
sustainability (Scheirer, 2005). Furthermore, it coalition member
appears that short grants (three years or less) organizations in providing
speakers and materials, at
impede project sustainability (Shediac-Rizkallah &
reduced or no cost, for
Bone, 1998) training conference,
meeting rooms, etc.
Project Evaluation
Sustainability Factor Sustainability Objective Sustainability Actions

Ongoing project evaluation is viewed as a valuable Sub-recipients complete

tool to promote sustainability. In addition to  Develop and conduct a this section
achieving alignment of the project’s characteristics comprehensive project Suggestions:
with the needs of its stake holders (Johnson et al., evaluation  Design and implement
2004;, Weiss et al., 2002) argued that project a comprehensive
evaluation can help in the development of evaluation plan to
strategies for sustainability, to follow up their capture the
implementation, and to evaluate their effectiveness of the
effectiveness. Similarly, evaluation can be useful in project.
identifying problems in the project and in
facilitating flexibility.
Organizational Setting: Organizational stability and flexibility
Sustainability Factor Sustainability Objective Sustainability Actions

Studies show that the stability of an organization Sub-Recipients complete

and its ability to integrate new elements into its  Implement the CEED CAP this section
structure and culture contribute significantly to the within the existing Suggestions:
sustainability of new projects (Chovav & Weinstein, structure of the host  Assess organizational
1997; Goodson et al., 2001; Johnson et al., 2004; organization and readiness for change,
Pluye, Potvin, Denis, Pelletier, & Mannoni, 2005). community culture and climate
Elsworth and Astbury (2004) claimed that infrastructure. related to adoption of
sustainable projects are a result of a dynamic innovations and
process of organizational change, consisting of projects
changes in the organization’s structure,  Implement
approaches, and values. organization
development and
change interventions
as needed.
Project Champions
Sustainability Factor Sustainability Objective Sustainability Actions

A number of studies have found that project Sub-recipients complete

champions, who promote the project in the  Recruit, train and engage this section
organization and the community, can contribute to community champions Suggestions:
project sustainability (Fagen, 2001; Goodson et al., who will facilitate the
2001; Mancini & Marek, 2004; O’Louglin et al., HGHH, CPR classes,  Recruit and engage
1998; Savaya & Waysman, 1998; Scheirer, 1990, promote the Fit Friendly Community
2005; Smith et al., 1993; Steadman et al., 2002). project within their Champions at targeted
According to Shediac-Rizkallah and Bone (1998), organizations and organizations who
such champions should have a relatively high facilitate other CEED receiving training in
position in the organization, the ability and community activities. PSE and assist in
authority to make necessary compromises, and facilitating PSE change
negotiating skills.
Managerial support and flexibility
Sustainability Factor Sustainability Objective Sustainability Actions

It has been claimed that management’s openness Sub-Recipients complete

to new ideas and readiness to take risks for the  Gain the endorsement this section
project increase the project’s chances of survival in and support of Suggestions:
the organization (Pluye, 2002; Smith et al., 1993). collaborative  Assess leadership
organizational managers support and
implement a change
process as needed
 Recruit organizational
leaders for coalitions
 Disseminate program
impacts to leaders and
educate them on the
project’s importance
in meeting the
organizational goals
Integration in the organization
Sustainability Factor Sustainability Objective Sustainability Actions

Self-contained projects are less likely to be Sub-Recipients complete

sustained than projects that are well integrated  Integrate the goals of the this section
with existing systems (Goodson et al., 2001; project with the goals of Suggestions:
O’Loughlin et al., 1998; Shediac-Rizkallah & Bone, the host organization  Integrate project
1998). Johnson et al. (2004) recommended the activities into the
development of organizational policies and structure of the
procedures that will assure that projects still organization.
remain part of the routine activities of the  Building project
organization even after the departure of persons responsibilites into job
who were originally responsible for creating and descriptions for
implementing the project. One way of attaining existing and onoing
this aim, suggested by others, is to integrate the funded staff
goals of the project with the goals of the host
organization (Stephen et al., 2005).
Broader Community: Community support for the project
Sustainability Factor Sustainability Objective Sustainability Actions

Several studies have found that community Sub-Recipients complete

support for a project, as manifested in the  Develop community this section
cooperation of community bodies (e.g., schools, support and ownership Suggestions:
community organizations, government agencies, for the project in the  Recruit the
etc.) with the project implementers (Marek et al., targeted communities. cooperation of
1999), is a major predictor of its sustainability community bodies
(Light, 1998; Savaya & Waysman, 1998; Steadman (e.g., schools,
et al., 2002; Stephen et al., 2005). Johnson et al community
(2004) stressed the importance of strengthening organizations,
the sense of ownership among those who benefit government agencies,
from the project in the community to increase etc.) and engage them
their motivation to sustain it. in the project
implementation
Political Legitimation
Sustainability Factor Sustainability Objective Sustainability Actions

Another factor that has been advanced as Sub-Recipients complete

promoting project sustainability is political support  Attain political support this section
(Scheirer, 2005). Given the power and for the CEED activities by Suggestions:
perseverance of institutional routines (Pluye et al., influencing policy to  Through grass roots
2004a), it is viewed as important to adapt projects support diabetes and advocacy efforts the
to the policies and regulations of the relevant CVD risk reduction coalitions can work to
government bodies (Sarriot et al., 2004) or, exert pressure on local
alternatively, to exert pressure to amend the and state legislative
policies to better accord with the project (Pentz, bodies to adopt or
2000). amend policies.