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
Principle Organisational practices Paradox Adapt and evolve Sustainability ≠ The paradox purposefully. Test, sustained of change pilot, prototype. The yes/no Understand when, how Sustainability > money paradox and what to say ‘no’ to. The octopus Diverse income ≠ Focus on the core - paradox reduced risk purpose and structure Balance development and Sustainability needs Efficiency delivery. Invest in capacity. capacity paradox Myth of Build capacity to make a Sustainability ≠ lasting difference. perpetual self-sustaining Inform and influence motion funders and policy makers. (c) Wren and Greyhound 2020.
The capacity of an organisation, service or system to make a lasting difference (c) Wren and Greyhound 2020. Illustrations (c) John Miers
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 Existing funding Continuity of support from host may transfer to the service and organisation as a host organisation. staffing. core part of its work. Learning and Org may use evidence are reserves or new retained. funding to finance the commitment. (c) Wren and Greyhound 2020
Integrating Project or Existing project Work continues commitment is funding may be but may compete absorbed into transferable. with other another team or priorities. post within the Funders may need organisation. assurances about Less development integrity and work may take continuity. place. May use reserves Knowledge and or new funding to expertise may be finance the lost. commitment. (c) Wren and Greyhound 2020
Re-funding Review the need Ongoing funding Aims and for & effectiveness required outcomes may of the project alter with each before seeking Align this to other funding cycle. new funding. strategies, priorities and Funding will outcomes. determine the project’s reach and scale. (c) Wren and Greyhound 2020
Restructure Project sets up as May be eligible Work continues a separate for different but without organisation. funding. new funding its staff will be Possibly redundant. community-led, volunteer-led or External as a social support and enterprise. resources are still required. (c) Wren and Greyhound 2020
Transferral Commitment Costs may be Work is transferred to a met by new host realigned to partner. organisation. new host’s priorities. Staff may not be Re-funding may retained. be sought. Staff, volunteers and participants affected. (c) Wren and Greyhound 2020
Legacy materials Project ends, even Some ongoing May increase if commitment costs need to awareness of topics doesn’t. be provided for but does not offer e.g. overseeing practical information, opportunities to Focus on webhosting, address them. producing reprinting resources. resources to promote core messages Preserve project learning by sharing it. Mothball? (c) Wren and Greyhound 2020
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 ownership • 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 (c) Wren and Greyhound 2020
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? (c) Wren and Greyhound 2020
People experience long term benefits of support (c) Wren and Greyhound 2020. Illustrations (c) John Miers
What difference do you really make? Who to? What evidence is there that your model works? (c) Wren and Greyhound 2020
Our services support independence, choice and control (c) Wren and Greyhound 2020. Illustrations (c) John Miers
Do you have an open door – or a revolving door? Would you rather sustain your service – or do yourself out of a job? Really? (c) Wren and Greyhound 2020
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? (c) Wren and Greyhound 2020
Other organisations are more able to respond to need and take a lead. (c) Wren and Greyhound 2020. Illustrations (c) John Miers
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? (c) Wren and Greyhound 2020
Policy and policy makers respond to evidence of changing needs (c) Wren and Greyhound 2020. Illustrations (c) John Miers
What signals are you sending? And receiving? Do you focus on helping the voice to speak – or ears to hear? (c) Wren and Greyhound 2020
Communit itie ies are better informed and equipped (c) Wren and Greyhound 2020. Illustrations (c) John Miers
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? (c) Wren and Greyhound 2020
In conversation Elaine Wilson Head of Learning & Development Funders’ perspective on exit strategies and sustaining impact @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. @corrascot www.corra.scot
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
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