Sustainability: The Life of a Coalition (Part 3 of a 3-part series)

In previous editions of Coalitions Online, we began a three-part series on sustainability planning. This week´s article finishes with steps five and six in the six steps of sustainability planning. To review, the six steps include:

1. Identify what must be sustained;
2. Identify what resources are required;
3. Create case statements;
4. Determine funding strategies;
5. Identify potential partners; and
6. Develop an action plan to contact and present to potential partners.

The final two steps of sustainability planning call for coalitions to identify potential partners and put them to work.

Begin by exploring which agencies or individual members can start to carrying out elements of the coalition’s work. Agencies that have been active on a coalition for many years participate because their leadership believes the work of the coalition is valuable to the community, that it should be sustained and, in some way, that they should be a part of the sustaining efforts. Coalitions should actively seek out groups or individuals that can assist in sustaining the coalition’s efforts.

When planning for sustainability, start local and then move into a more global point of view. Cultivate local support and then consider county/city, state and federal funding sources. Include private foundations as options, but understand that they may need more lead time to learn about your coalition’s efforts. Plan for the additional time.

Coalitions often complete a “resource assessment” only to find they have developed a list of all the things they lack. Focus on what you do have and not only what you do not. Going back to the original intent of finding “resources” is a great place to start. Develop your list of positives—those things that are already near to you that can move you into sustaining what you have identified as necessary to your community.

Finally, create an action plan of whom to contact and who is going to do the contacting. It is valuable to have coalition members with experience is fundraising or fund development, but it is not absolutely necessary. You just have to be willing to ask. The worst that can happen is someone will say no, and chances are your coalition has faced many “no’s” in its history. The action plan also should include development of talking points, the messaging that will be shared with potential partners and how the asking process will look for it to be successful. Identify who will do what, by when and include what resources are required and who needs to know about the communication with potential partners. CADCA’s National Coalition Institute recently released a toolkit to assist local coalitions with partnerships development. The toolkit, Strengthening Partnerships: Linking National Organizations and Local Coalitions, is available online at www.coalitioninstitute.org/StrengtheningPartnerships/StrengtheningPartnershipsHome.asp.

Consider, as we wrap up this series on sustainability planning, that sustainability is NOT hiring a grant writer or obtaining funding that is not consistent with your coalition's purpose. Coalitions that demonstrate sustainability beyond any funding source also include:

• A particular type of leadership
• Bench strength--partner organizations and private sector
• Involvement of community leaders
• Diversified funding base and in-kind support from inception
• Clarity and focus--produce tangible results
• Solve problems that the community cares about
• Bring “value added” to community effort

We hope that you have found this series on sustainability helpful. Click here for more resources.

This is Part III of a three-part series on sustainability published exclusively in Coalitions Online. To access technical assistance for your coalition on sustainability or any other issue, contact Shannon Weatherly at 800.542.2322, ext. 240 or via e-mail at sweatherly@cadca.org.