workshop programme Graeme Reekie @wrengreyhound #LastingDifference - - PowerPoint PPT Presentation

Sustainability workshop programme

Graeme Reekie

@wrengreyhound #LastingDifference

Graeme@wrenandgreyhound.co.uk www.TheLastingDifference.com www.WrenAndGreyhound.co.uk

(c) Wren and Greyhound 2020. Illustrations (c) John Miers

Sustainability workshop programme

Sustaining learning from your responses to Covid-19 Sustaining your work and/or its impact, using the five capabilities Improved readiness for transition, with clearly identified exit strategies

(c) Wren and Greyhound 2020. Illustrations (c) John Miers

Sustainability – Following the exit signs

www.TheLastingDifference.com @wrengreyhound #LastingDifference

Revisiting the paradoxes and principles –

quick summary

More detail in the toolkit, p6-10

(c) Wren and Greyhound 2020. Illustrations (c) John Miers

Paradox Principle Organisational practices

The paradox

• f change

The yes/no paradox The octopus paradox Efficiency paradox Myth of perpetual motion Sustainability ≠ sustained Sustainability > money Sustainability ≠ self-sustaining

Understand when, how and what to say ‘no’ to. Adapt and evolve

• purposefully. Test,

pilot, prototype.

Build capacity to make a lasting difference. Inform and influence funders and policy makers.

Focus on the core - purpose and structure

Diverse income ≠ reduced risk Sustainability needs capacity

Balance development and

• delivery. Invest in capacity.

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The capacity

• f an organisation, service or system

to make a lasting difference

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The exit strategies

Examples are ‘project’ focused but can also apply to:

• Funding
• Services
• Your learning from CYPFEIF/ALEC Fund
• Other aspects of your work

Questions to consider (p50)

• Which is the best model for this Fund, if

any?

• Who could affect or be affected by your

potential exit from a piece of work and how will you manage this?

Mainstreaming

Permanent support from host

• rganisation as a

core part of its work. Existing funding may transfer to the host organisation. Org may use reserves or new funding to finance the commitment. Continuity of service and staffing. Learning and evidence are retained.

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Integrating

Project or commitment is absorbed into another team or post within the

• rganisation.

Existing project funding may be transferable. Funders may need assurances about integrity and continuity. May use reserves

• r new funding to

finance the commitment. Work continues but may compete with other priorities. Less development work may take place. Knowledge and expertise may be lost.

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Re-funding

Review the need for & effectiveness

• f the project

before seeking new funding. Ongoing funding required Align this to other strategies, priorities and

• utcomes.

Aims and

• utcomes may

alter with each funding cycle. Funding will determine the project’s reach and scale.

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Restructure

Project sets up as a separate

• rganisation.

Possibly community-led, volunteer-led or as a social enterprise. May be eligible for different funding. Work continues but without new funding its staff will be redundant. External support and resources are still required.

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Transferral

Commitment transferred to a partner. Staff may not be retained. Costs may be met by new host

• rganisation.

Re-funding may be sought. Work is realigned to new host’s priorities. Staff, volunteers and participants affected.

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Legacy materials

Project ends, even if commitment doesn’t. Focus on producing resources to promote core messages Preserve project learning by sharing

• it. Mothball?

Some ongoing costs need to be provided for

e.g. overseeing information, webhosting, reprinting resources.

May increase awareness of topics but does not offer practical

• pportunities to

address them.

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Legacy materials example

Children and Young People's Voices Evidence Bank – https://evidencebank.org.uk/

Peer support activity 1

Which exit strategy might be best for you with this Fund, if any? Who could affect or be affected by your potential exit from a piece of work and how will you manage this?

Lasting Impact (p48)

• Encourage independence and
• wnership
• Increase influence and capacity
• Develop and share learning

Indicators of sustainable impact – Individually being valuable…but not precious! People experience the long term benefits of support Our services support independence, choice and control Our organisations won’t be around for ever Other organisations are more able to respond and take a lead Policy and policy makers respond to evidence of changing needs Communities are better informed and equipped

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As in indiv ividuals

being valuable not precious!

(c) Wren and Greyhound 2020. Illustrations (c) John Miers

How much time do you have? What are you holding onto? What could you let go of?

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People experience

long term benefits of support

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What difference do you really make? Who to? What evidence is there that your model works?

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Our services support independence, choice and control

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Do you have an open door – or a revolving door? Would you rather sustain your service –

• r do yourself out of a job? Really?

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Our r organisations won’t be around forever

(c) Wren and Greyhound 2020. Illustrations (c) John Miers

Are leadership and decision- making open to all? How diverse are your role models?

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Other organisations are more able to respond to need and take a lead.

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Is it okay if your aims are achieved, if it’s not you that achieves them? If it’s not your job to educate other services, whose it?

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Policy and policy makers respond to evidence of changing needs

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What signals are you sending? And receiving? Do you focus on helping the voice to speak – or ears to hear?

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Communit itie ies are better informed and equipped

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Are people and issues visible and involved in community life? Do awareness raising campaigns have to be done by you alone? What does prevention look like?

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In conversation

Elaine Wilson Head of Learning & Development Funders’ perspective on exit strategies and sustaining impact

@corrascot www.corra.scot

@corrascot www.corra.scot

Three big changes The power to create change rests with people themselves.

@corrascot www.corra.scot

Three big changes People with ideas for radical change are supported, skilled, connected and confident.

@corrascot www.corra.scot

Three big changes People are working together to respond to the big challenges facing Scotland.

Peer support activity 2

You have generated a lot of learning and impact in the last four years.

• What can you do now and over the next

few months to ensure these are sustained beyond the life of the Fund?

• How can Corra Foundation help?

Do it now!

(c) Wren and Greyhound 2020. Illustrations (c) John Miers

What happens next? We will share the slides and key learning points Please complete the evaluation. Get the Symbol!

(c) Wren and Greyhound 2020. Illustrations (c) John Miers (c) Wren and Greyhound 2020

Questions, comments, feedback? graeme@wrenandgreyhound.co.uk malcolm@corra.scot

(c) Wren and Greyhound 2020. Illustrations (c) John Miers