Planning and Measuring Sustainability
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Sustainability of interventions ought to be at the forefront of development work. Donors and beneficiaries alike have a shared interest in long-term sustainability—sustainable interventions maximize return on investment, while also contributing to optimal achievement of development outcomes in the long run.
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Planning and Measuring Sustainability
- 1. PLANNING AND MEASURING SUSTAINABILITY USAID / WATER MANAGEMENT INITIATIVE (WMI) - MARAM BARQAWI, SR. MEL SPECIALIST - HELENA HLAVATY, M&E COORDINATOR July 23, 2018
- 2. February 28, 2019 MEASURING SUSTAINABILITY 2 Contents Topic • Purpose • Sustainability meaning • USAID Sustainability • Different approaches • Sustainability assessment tool • Exercise: Measuring and Planning for Sustainability in Our Own Activities
- 3. February 28, 2019 MEASURING SUSTAINABILITY 3 Sustainability Meaning
- 4. “The ultimate goal of development cooperation must be to enable developing countries to devise and implement their own solutions to key development challenges and to develop resilience against shocks and other setbacks. Sustainability is about building skills, knowledge, institutions and incentives that can make development processes self- sustaining. Sustainability cannot be an afterthought—it must be incorporated from the start when preparing a program or project.” https://www.usaid.gov/sites/default/files/documents/1870/USAID%20Policy%20Framework%202011- 2015.PDF February 28, 2019 MEASURING SUSTAINABILITY 4 USAID Policy Framework
- 5. Sustainability: The ability of a local system to produce desired outcomes over time. Programs contribute to sustainability when they strengthen the system’s ability to produce valued results and to be both resilient and adaptive in the face of changing circumstances. (Chapter 201) February 28, 2019 MEASURING SUSTAINABILITY 5 Sustainability and USAID’s Methodology USAID promote sustainability through local empowerment Local Ownershi p Strengtheni ng the capacity of local systems TO produce development outcomes.
- 6. February 28, 2019 6 USAID approach to transforming innovations and reforms into sustained development. This framework contributes to the ongoing transformation of the way the Agency does business by defining clear and practical steps toward realizing a vision of development that is locally owned, locally led and locally sustained. USAID Local Systems Framework MEASURING SUSTAINABILITY
- 7. February 28, 2019 MEASURING SUSTAINABILITY 7 Examples of Alternative Sustainability Approaches UN: from MDGs to SDGs OECD: Sustainable Development—Critical Issues
- 8. Millennium Development Goals (MDGs) were eight goals with measurable targets and clear deadlines for improving the lives of the world's poorest people. To meet these goals and eradicate poverty, leaders of 189 countries signed the historic millennium declaration at the United Nations Millennium Summit in 2000-2015. February 28, 2019 MEASURING SUSTAINABILITY 8 Millennium Development Goals (MDGs)
- 9. The 17 Sustainable Development Goals (SDGs), are a universal call to action to end poverty, protect the planet and ensure that all people enjoy peace and prosperity. (2015- 2030) February 28, 2019 MEASURING SUSTAINABILITY 9 Sustainable Development Goals (SDGs)
- 10. • Sustainable development perspective stresses the “long-term compatibility between the economic, environmental and social dimensions of development” • Importance of an integrated framework of effective institutions at a national level – Requires: coherent integration of policies across the economic, social, and environmental spheres; significant participation of civil society in policy; coordination between governments and international organizations; and strong political commitment to a long-term perspective February 28, 2019 MEASURING SUSTAINABILITY 10 OECD’s Sustainable Development: Critical Issues Report
- 11. The Program Sustainability Assessment Tool will enable you to assess your intervention current capacity for sustainability across a range of specific organizational and contextual components. Available at www.sustaintool.org • It was developed by Washington University in St. Louis as a Non Commercial free tool • Has been used by over 1,000 individuals from over 320 unique programs • It is quick and easy; you only need 10-15 minutes! • The Program Sustainability Assessment Tool has a total of 40 Likert scale questions and looks at 8 different sustainability domains • The assessment can be used by programs at community, state, and national level February 28, 2019 MEASURING SUSTAINABILITY 11 Program Sustainability Assessment Tool Guide sustainability action planning for your program. Sustainabilit y strengths and challenges
- 12. February 28, 2019 MEASURING SUSTAINABILITY 12 The Sustainability Assessment Tool 1. Understand Understand the factors that influence a program’s capacity for sustainability 2. Assess Use the Program Sustainability Assessment Tool to assess your program’s capacity for sustainability 3. Review View results from your assessment as a Sustainability report 4. Plan Develop an Action Plan to increase the likelihood of sustainability
- 13. February 28, 2019 MEASURING SUSTAINABILITY 13 Sustainability Pillars Strategic Planning Communications Program Adaptation Program Evaluation Organizational Capacity Partnerships Funding Stability Environmental Support
- 14. Having a supportive internal and external climate for your program 1. Champions exist who strongly support the program 2. The program has strong champions with the ability to garner resources 3. The program has leadership support from within the larger organization 4. The program has leadership support from outside of the organization 5. The program has strong public support February 28, 2019 MEASURING SUSTAINABILITY 14 Environmental Support
- 15. Stability Establishing a consistent financial base for your program 1. The program exists in a supportive state economic climate 2. The program implements policies to help ensure sustained funding 3. The program is funded through a variety of sources 4. The program has a combination of stable and flexible funding 5. The program has sustained funding February 28, 2019 MEASURING SUSTAINABILITY 15 Funding
- 16. Cultivating connections between your program and its stakeholders 1. Diverse community organizations are invested in the success of the program 2. Community leaders are involved with the program 3. Community members are passionately committed to the program 4. The program communicates with community leaders 5. The community is engaged in the development of program goals February 28, 2019 MEASURING SUSTAINABILITY 16 Partnerships
- 17. Having the internal support and resources needed to effectively manage your program 1. The program is well integrated into the operations of the organization 2. Organizational systems are in place to support the various program needs 3. Leadership effectively articulates the vision of the program to external partners 4. Leadership efficiently manages staff and other resources 5. The program has adequate staff to complete the program's goals February 28, 2019 MEASURING SUSTAINABILITY 17 Organizational Capacity
- 18. Assessing your program to inform planning and document results 1. The program has the capacity for quality program evaluation 2. The program reports short term and intermediate outcomes 3. Evaluation results inform program planning and implementation 4. Program evaluation results are used to demonstrate successes to funders and other key stakeholders 5. The program provides strong evidence to the public that the program works February 28, 2019 MEASURING SUSTAINABILITY 18 Program Evaluation
- 19. Taking actions that adapt your program to ensure its ongoing effectiveness 1. The program periodically reviews the evidence base. 2. The program adapts strategies as needed. 3. The program adapts to new science. 4. The program proactively adapts to changes in the environment. 5. The program makes decisions about which components are ineffective and should not continue. February 28, 2019 MEASURING SUSTAINABILITY 19 Program Adaptation
- 20. Strategic communication with stakeholders and the public about your program 1. The program has communication strategies to secure and maintain public support 2. Program staff communicate the need for the program to the public 3. The program is marketed in a way that generates interest 4. The program increases community awareness of the issue 5. The program demonstrates its value to the public February 28, 2019 MEASURING SUSTAINABILITY 20 Communications
- 21. Using processes that guide your program's directions, goals, and strategies 1. The program plans for future resource needs 2. The program has a long-term financial plan 3. The program has a sustainability plan 4. The program's goals are understood by all stakeholders 5. The program clearly outlines roles and responsibilities for all stakeholders February 28, 2019 MEASURING SUSTAINABILITY 21 Strategic Planning
- 22. • Assemble the planning team • Review your program’s mission and purpose • Review your Program Sustainability Assessment Tool results • Determine which program elements need to be maintained, eliminated, or adapted • Prioritize the areas of sustainability capacity to address first • Write a Sustainability Action Plan with specific action steps February 28, 2019 MEASURING SUSTAINABILITY 22 Review
- 23. February 28, 2019 MEASURING SUSTAINABILITY 23 Write Your Sustainability Plan and Make Sure to… Develop a sustainability goal for each sustainability domain you have decided to address Develop action steps outlining how you will achieve each sustainability goal Identify who will need to be involved to make each step successful Identify resources you will need to accomplish each action step Develop milestones so you can track your progress
- 24. February 28, 2019 MEASURING SUSTAINABILITY 24 Write your sustainability plan and make sure to…
- 25. February 28, 2019 MEASURING SUSTAINABILITY 25 Write your sustainability plan and make sure to…
- 26. February 28, 2019 26 Presentation Q&A MEASURING SUSTAINABILITY
- 27. February 28, 2019 27 An exercise using the Program Sustainability Assessment Tool www.sustaintool.org Washington University in St. Louis Measuring and Planning for Sustainability in Our Own Activities
- 28. 1. Each attendee completes the Program Sustainability Assessment Tool for his or her own activity 2. Based on the results of the assessment, each attendee chooses one domain to focus on, brainstorming a preliminary sustainability action plan February 28, 2019 MEASURING SUSTAINABILITY 28 Objectives for Exercise
- 29. February 28, 2019 MEASURING SUSTAINABILITY 29 Assessing Your Project’s Sustainability
- 30. February 28, 2019 30 Discussion 1: Measuring and Planning for Sustainability in Our Own Activities
- 31. The Sustainability Planning Process, according to the Program Sustainability Assessment Tool: 1. Develop a Sustainability Action Plan – Assemble the planning team – Review your program’s mission and purpose – Review your Program Sustainability Assessment Tool results – Determine which program elements need to be maintained, eliminated, or adapted – Prioritize the areas of sustainability capacity to address first – Write a Sustainability Action Plan with specific action steps 2. Take Action – Implement the Sustainability Action Plan – Reassess sustainability capacity annually February 28, 2019 MEASURING SUSTAINABILITY 31 Planning for Sustainability
- 32. February 28, 2019 MEASURING SUSTAINABILITY 32 Developing a Sustainability Action Plan
- 33. February 28, 2019 33 Discussion 2: Measuring and Planning for Sustainability in Our Own Activities
- 34. Planning and Measuring Sustainability Maram Barqawi, Sr. MEL Specialist Maram.barqawi@jordan-wmi.org Helena Hlavaty, Research and M&E Coordinator helena.hlavaty@jordan-wmi.org
Editor's Notes
- this Framework describes USAID’s overarching approach to transforming innovations and reforms into sustained development
- Promote Sustainability through Local Ownership The sustainability and long-term success of development assistance ultimately requires local ownership and the strengthening the capacity of local systems to produce development outcomes at the regional, national, sub-national, or community levels, as appropriate. USAID should seek out and respond to the priorities and perspectives of local stakeholders, including the partner country government, beneficiaries, civil society, the private sector, and academia. These processes should be inclusive of the poorest, most marginalized populations and women and girls. USAID assistance should be designed to align with the priorities of local actors; leverage local resources; and increase local implementation to sustain results over time.
- this Framework describes USAID’s overarching approach to transforming innovations and reforms into sustained development
- Increasing the sustainability capacity of a program takes time. no matter the stage of the program lifecycle. It is never too early to plan for sustainability. When possible, integrate sustainability planning into the program’s annual progress reporting procedures. Sustainability is often likened to democracy, in that it is not a problem to be solved, but a challenge that requires constant innovation, commitment, vigilance, and learning
- Increasing the sustainability capacity of a program takes time. no matter the stage of the program lifecycle. It is never too early to plan for sustainability. When possible, integrate sustainability planning into the program’s annual progress reporting procedures. Sustainability is often likened to democracy, in that it is not a problem to be solved, but a challenge that requires constant innovation, commitment, vigilance, and learning
- “This is unlike the MDGs, which were strongly criticized by many NGOs as only dealing with the problems; in contrast, the SDGs deal with the causes of the problems. The MDGs were about development while the SDGs are about sustainable development. Finally, the MDGs used a silo approach to problems, while the SDGs take into account the inter-connectedness of all the problems.” (Wiki) Increasing the sustainability capacity of a program takes time. no matter the stage of the program lifecycle. It is never too early to plan for sustainability. When possible, integrate sustainability planning into the program’s annual progress reporting procedures. Sustainability is often likened to democracy, in that it is not a problem to be solved, but a challenge that requires constant innovation, commitment, vigilance, and learning
- “This is unlike the MDGs, which were strongly criticized by many NGOs as only dealing with the problems; in contrast, the SDGs deal with the causes of the problems. The MDGs were about development while the SDGs are about sustainable development. Finally, the MDGs used a silo approach to problems, while the SDGs take into account the inter-connectedness of all the problems.” (Wiki) Increasing the sustainability capacity of a program takes time. no matter the stage of the program lifecycle. It is never too early to plan for sustainability. When possible, integrate sustainability planning into the program’s annual progress reporting procedures. Sustainability is often likened to democracy, in that it is not a problem to be solved, but a challenge that requires constant innovation, commitment, vigilance, and learning
- The Program Sustainability Assessment Tool is a 40 item self-assessment that program staff and stakeholders can take to evaluate the sustainability capacity of a program. We define sustainability capacity as the ability to maintain programming and its benefits over time. When you take the assessment online you will receive an automated summary report of your overall sustainability. You can use these results to engage in sustainability planning. Environmental Support Funding Stability Partnerships Organizational Capacity Program Evaluation Program Adaptation Communications Strategic Planning
- First, you must understand the factors that influence a program’s capacity for sustainability. Use the eight domains from the Program Sustainability Framework, available here as a guide. Next, you must assess your specific program’s capacity for sustainability. Select a group of stakeholders and staff to complete the web-based Sustainability Assessment tool available to you free of charge. After you review the results of the assessment and select priority areas which your program would like to focus on, you must develop an action plan to increase the sustainability capacity of the program. See the Program Sustainability Action Planning Template as a guide.
- The Program Sustainability Assessment Tool can help programs identify areas where they need to increase their sustainability capacity across eight organizational and contextual domains Environmental Support Funding Stability Partnerships Organizational Capacity Program Evaluation Program Adaptation Communications Strategic Planning
- No matter the level at which your program operates, the overall economic and political climate will affect your ability to get things done. Whether decision makers support your cause, they deserve your attention. Work to get people of influence on your side, both within and outside of your organization. Often these decision makers control the money, and if you want some for your program, you will need them to know and like your program. In addition, champions can get policies passed that benefit your target population and help achieve your program goals
- Planning for stable funding should be a strategic process that addresses the long-term needs of your program and adjusts to changing trends in economic and political cycles. Funding highs and lows put stress on programs and make it difficult to provide consistent quality services. Programs that rely on a single funding source, rather than multiple sources, are more vulnerable when funding cuts occur. For all these reasons, it’s important to build a stable and diverse funding base
- Partners play an important role in sustainability in several ways: connecting you to greater resources or expertise, providing services if your program has to cut back, and advocating on behalf of your cause. Partners can also help rally the community around your program and its goals. They can range from business leaders and media representatives to organizations addressing similar issues and community members. When your program is threatened either politically or financially, your partners can be some of your greatest champions. Building awareness and capacity for sustainability requires a strategic approach and partnerships across sectors, including alliances between private and public organizations
- We define Organizational Capacity as: Having the internal support and resources needed to effectively manage your program. Why does Organizational Capacity matter? Organizational capacity encompasses a wide range of capabilities, knowledge, and resources. For example, having enough staff and strong leadership can make a big difference in accomplishing your program goals. Cultivating and strengthening your program’s internal support can also increase your program’s likelihood of long-term success.
- Program Evaluation We define Program Evaluation as: Assessing your program to inform planning and document results. Why does Program Evaluation matter? Evaluation helps keep your program on track with its goals and outcomes. If evaluation data shows that an activity or strategy isn’t working, you can correct your program’s course to become more effective. Moreover, collecting data about your program’s successes and impact is a powerful tool for gaining support and funding. If your evaluation data shows that your program is making an important (or irreplaceable) impact, you can make a strong case for why your program needs to continue. Even in times of decreased funding, evaluation and monitoring data are key for the pursuit of new funding sources.
- Program Adaptation We define Program Adaptation as: Taking actions that adapt your program to ensure its ongoing effectiveness. Why does Program Adaptation matter? Circumstances change and sometimes your program needs to as well. The goal is not necessarily to sustain all of a program’s components over time, but rather to sustain the most effective components and their benefits to your target group. This requires flexibility, adaptation to changing conditions, and quality improvement within your program. By using your evaluation data and current evidence-base, you can ensure that your program effectively uses resources and continues having an impact.
- Communications We define Communications as: Strategic communication with stakeholders and the public about your program. Why do Communications matter? People need to know what your program does and why it’s important. Communicating externally about your program’s effectiveness helps the program gain greater visibility and builds support from stakeholders. Internally, evidence that a program works builds staff buy-in and support from organizational leaders. The more people know and care about your program and mission, the more likely they are to support your efforts to continue providing services in the long term.
- Strategic Planning We define Strategic Planning as: Using processes that guide your program’s directions, goals, and strategies. Why does Strategic Planning matter? Strategic planning is the glue that holds sustainability efforts together. Without a strategic direction and long-term goals, programs find themselves only reacting to day-to-day demands. Strategic planning combines elements of all of the sustainability domains into an outcome-oriented plan. Planning also ensures that the program is well aligned with the larger external and organizational environment.
- Increasing the sustainability capacity of a program takes time. no matter the stage of the program lifecycle. It is never too early to plan for sustainability. When possible, integrate sustainability planning into the program’s annual progress reporting procedures.
- As you write your sustainability plan, be sure to: Develop a sustainability goal for each sustainability domain you have decided to address. Your sustainability goal should describe the change you want to see happen in order to build capacity in a domain. This goal should be written as a SMART goal (Specific, Measurable, Attainable, Relevant, Time bound). Develop action steps outlining how you will achieve each sustainability goal. Actions steps are different strategies or activities you will use to accomplish your sustainability goal. Depending on your goal, you may need a few steps or several steps. The more detailed the steps, the easier it will be to complete them. Identify who will need to be involved to make each step successful. Consider whether leadership, partners, clients, community members, etc., need to be involved in completing any of the action steps. If you need their input or buy-in, be clear in the action steps about how you will get them on board. Identify resources you will need to accomplish each action step. Resources could be money, people, time, data, materials, etc. Develop milestones so you can track your progress. Milestones are ways you will measure your success in completing your action steps. It’s helpful if milestones are written as numbers (e.g., two new grants submitted by end of 2nd Quarter, 1 new champion recruited and trained by end of the year) or as percentages (e.g., client satisfaction increases by 25% based on exit survey results)
- As you write your sustainability plan, be sure to: Develop a sustainability goal for each sustainability domain you have decided to address. Your sustainability goal should describe the change you want to see happen in order to build capacity in a domain. This goal should be written as a SMART goal (Specific, Measurable, Attainable, Relevant, Time bound). Develop action steps outlining how you will achieve each sustainability goal. Actions steps are different strategies or activities you will use to accomplish your sustainability goal. Depending on your goal, you may need a few steps or several steps. The more detailed the steps, the easier it will be to complete them. Identify who will need to be involved to make each step successful. Consider whether leadership, partners, clients, community members, etc., need to be involved in completing any of the action steps. If you need their input or buy-in, be clear in the action steps about how you will get them on board. Identify resources you will need to accomplish each action step. Resources could be money, people, time, data, materials, etc. Develop milestones so you can track your progress. Milestones are ways you will measure your success in completing your action steps. It’s helpful if milestones are written as numbers (e.g., two new grants submitted by end of 2nd Quarter, 1 new champion recruited and trained by end of the year) or as percentages (e.g., client satisfaction increases by 25% based on exit survey results)
- As you write your sustainability plan, be sure to: Develop a sustainability goal for each sustainability domain you have decided to address. Your sustainability goal should describe the change you want to see happen in order to build capacity in a domain. This goal should be written as a SMART goal (Specific, Measurable, Attainable, Relevant, Time bound). Develop action steps outlining how you will achieve each sustainability goal. Actions steps are different strategies or activities you will use to accomplish your sustainability goal. Depending on your goal, you may need a few steps or several steps. The more detailed the steps, the easier it will be to complete them. Identify who will need to be involved to make each step successful. Consider whether leadership, partners, clients, community members, etc., need to be involved in completing any of the action steps. If you need their input or buy-in, be clear in the action steps about how you will get them on board. Identify resources you will need to accomplish each action step. Resources could be money, people, time, data, materials, etc. Develop milestones so you can track your progress. Milestones are ways you will measure your success in completing your action steps. It’s helpful if milestones are written as numbers (e.g., two new grants submitted by end of 2nd Quarter, 1 new champion recruited and trained by end of the year) or as percentages (e.g., client satisfaction increases by 25% based on exit survey results)