Grantee Webinar July 2011.ppt - National Council on Aging · Webinar Instructions Thank you for...
Transcript of Grantee Webinar July 2011.ppt - National Council on Aging · Webinar Instructions Thank you for...
© 2010. National Council on AgingA non-profit service and advocacy organization
Webinar Instructions
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Improving the lives of older Americans
Business Planning as a Tool for Financial Sustainability AoA Resource Center Webinar
July 20, 2011
© 2010. National Council on AgingA non-profit service and advocacy organization
Agenda“Business Planning as a Tool for Financial Sustainability”
Illinois and New York will discuss how to build relationships with potential funders; Use business planning tools to seek external resources; Provide key marketing messages for potential funders; and Share challenges/lessons learned in implementing business/financial sustainability plans.
Opening Slide - Business Planning Module On-line• Sue Lachenmayr/Kristie Patton
Illinois Department of Health • Rhonda Clancy
New York Center for Excellence in Aging Services - University at Albany, School of Social Welfare
• Phil McCallionQ &A – all participants (20-25 minutes)
© 2010. National Council on AgingA non-profit service and advocacy organization
Business Planning Module On-line
The online educational module entitled: Creating a Business Plan for Evidence-based Health Promotion Programs is available at: http://www.healthyagingprograms.org/captivate/mainindexThe business plan template will help you create your own business plan. Each section contains suggestions for things to consider, but you should adapt the template to fit your own needs.
Illinois Sustainability Planning
Rhonda Clancy, M.S.ARRA: CDSMP CoordinatorIllinois Department of Public Health
Initial Focus
Partner with Illinois Department on Aging (IDoA)
Planning early in grant cycle
Provide support and technical assistance
Define “sustainability”
Partner w-IDoA
Took lead on coordination
Contacted separate entity to provide over view and brief training-2 parts; IllinoisResource Net
Corresponded with all aging-public health network grantees
Plan Early in Grant Cycle
Sustainability should begin immediatelyPlan now, update as neededAll grantees (10 AAAs and three others) required to create a planAddressed during site visits and update callsLearned from each other
Support…..Sustainability Planning Sheet— Use information provided first webinar to complete this two-page assessment.
Sections on financial, community and organizational sources of support that exist in your service area(s).
Take time to talk with partners, co-workers and staff in order to complete as accurately as possible.
For final Plan, need to provide details of how each of the checked area(s) will support sustaining CDSMP.
Defining SustainabilityKeeping your intervention(s) going when resources and funding are gone or limited!
Three components:*organizational*community
*financialOrganizational
FinancialCommunity
Planning……..1st webinarUse information to complete two-page assessment. Describe what could be thought of as organizational,
community and financial sources of support. Discussed how to talk with partners, co-workers and
staff to obtain their input.Explained how for the final Plan, grantees would provide
details of how each item they checked will support sustaining CDSMP.
Organizational……..Your organization should seek potential sources of organizational support tosustain CDSMP after March 31, 2012. Please check sources you plan topursue:
_____ Established mission, goals and objectives for communities served
_____ Interventions/activities “fit” with mission and tasks
_____ Line item in budget devoted to efforts
_____ Management support of efforts
_____ Interventions embedded into menu of services offered
_____ Staff time dedicated to efforts
_____ Established local partnership/coalition to support efforts
_____ System in place to acquire needed program materials, resources, etc…
_____ Effective marketing techniques in place and used
_____ Sustainability plan written and shared with partners
Community……..Your organization should seek potential sources of community supportsustain CDSMP after March 31, 2012. Please check sources you plan topursue:
______ Reliable local partnerships with vested program interest and commitment
_____ Pool of reliable and committed Master Trainers, class leaders, etc…
_____ Community capacity to maintain the established delivery system
_____ Institutionalization (embedding) of activities within local partner’s systems
_____ Program champion in community
_____ Support from community leaders (mayors, etc…)
_____ Interventions accessible to majority of target populations
_____ Political/advocacy support
_____ Other ______________________________________
Financial…..Your organization should seek potential sources of revenue other than AoA/ARRA funds tosustain CDSMP after March 31, 2012. Please check sources you plan to pursue:
_____ Title Funding/Older American’s Act
_____ Philanthropic/charitable organizations
_____ Third party funding
_____ Pursuing Medicaid reimbursement
_____ Healthcare organizations (VA, FQHC, etc…)
_____ Senior housing (state housing funds, HUD-sponsored grants, etc…)
_____ Employers (work sites, local health departments)
_____ Continuing education (community college support, Lifelong Learning Institutes)
_____ Advocacy strategies (working to pass legislation, etc…)
_____ Bequest marketing (acquisition of estate and late-life transfers of assets)
_____ Fee for service
_____ In-Kind support
_____ Other _____________________________________
The Plan2nd webinar, one month later
Focused on providing technical assistance tocomplete the Plan (i.e. detail the check marks).
You will use items checked on the Sustainability Planning Sheet to elaborate on how each of the items in each category will support sustaining CDSMP.
Examples provided on the webinar.
Sample Plan SheetTHIS PROVIDES AN EXAMPLE TO COMPLETE SECTIONS I-III.
I. Sources of Revenue-describe exactly how funds from the following sources will be used to sustain interventions.
A. Philanthropic/Charitable Organizations (list)1) The ABC Group is non-profit and memorials are routinely made to support existing programs. Five percent of each memorial will be used to support CDSMP efforts of the XYZ Area Agency on Aging. 2) The Tiger’s Club will donate two percent of their annual fund-raiser to support CDSMP efforts of the XYZ Area Agency on Aging. 3) The XYZ Area Agency on Aging Sustainability Committee will explore potential funding from various Foundations and groups.4) The local newspaper will continue to highlight CDSMP offerings free of charge.
B. Continuing Education (community college support, learning institutes)
1) Southern View Community College will maintain at least three CDSMP lay leaders, provide space for workshops and market workshops to students and the community.
2) Logan College will offer space for CDSMP workshops to be held and place promotional flyers around campus.
For More InformationForms-planning sheet and sample plan
www.healthyagingprograms.org 2011 Grantee Meeting Materials ConcurrentSession Resources Business Planning and Sustainability 3 Illinois Tools listed
[email protected] 217.782.3300
CDSMP Business Planning and Sustainability
July 20th, 2011Philip McCallion
NYS Quality & Technical Assistance Center
Key business Planning Issues
Market Need
Alternatives
‘Go to Market’ Strategy
Management Team
Service Delivery & Execution
Financing & Resource needs
Right‐sizing & Leverage
Sustainability
Exit Plan
Market Needs
Who are the customers for your product? Participants/buyers/funders
How will CDSMP delivery meet identified needs (of participants and of potential funders)?
Why is CDSMP delivery better than alternatives from the customer’s perspective (participants or potential funders)?
What will compel participants or potential funders to buy/attend/support?
Alternatives
How is need being satisfied or addressed today?Who is competing for the same funding for a similar type of intervention?Who is competing for the same funding for a very different type of intervention?What capacity exists in the same communities for alternative programs?Why would more than one program be successful and/or needed?
Go to Market
Why is the plan (the delivery sites, the marketing plan, the sales message) the best / most logical/ most effective?
Management
What talent / expertise is needed to deliver sustain CDSMP delivery?
What staff and what level of experience are available?
How will you attract, share AND retain that talent?
Begin with needs, then align the talent ‐ Don’t start with people available
How might staffing this program be combined with staffing for other programs – what are the pros and cons?
What’s the back‐up if a staffing partner leaves?
Delivery and Execution
Marketing (Mass, targeted, media)
Referral process (who makes, who manages)
Establishing classes (location, timing, leaders)
Data collection and reporting requirements
Delivery & Execution Cont.
Management of Program‐wide and individual workshop program fidelity:‐Which aspects of the CDSMP delivery model are most critical?‐Which aspects need to be done well and which ones exceptionally well?‐Which aspects, if done marginally, could sink sustainability of CDSMP delivery?
Financing & Resources
Who pays what and why?Specific participant groupsWhy is cost reasonable?Volume
Initial, Ramp up rate
Cost StructureDelivery costsDistribution CostsMarketing CostsSupport Costs
Finding Funds/Resources
What are foundations/United Way looking for in projects?What other grant funding sources are possible?What is the fit for OAA and state funded aging services?What new funding streams are out there: Healthy Aging/Health Communities, Medicare, PCMH, HCRA, reducing re‐admissions,….
Right sizing and leverage
Building a level of delivery that is possible and sustainable
Building a level of delivery sufficiently robust to leverage referrals and resources
Sustainability
Grants don’t last foreverMinimum reimbursement needed to be viable over long termCombination of volunteer effort, existing staffing and resources and reimbursement needed to be viable over long termWhat leverage exists with others to embed referral process, manage scheduling and staff classes?
An exit plan
When good ideas don’t work
When partners leave
When competitors succeed
When ramp‐up doesn’t happen
When there is a dramatic change in the resource and/or policy environment
When do challenges become insurmountable?
Questions?
For More Information:The New York State
Chronic Disease Self Management Program
Quality and Technical Assistance Center
877‐496‐2780