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In an earlier work50, the authors discovered that pursuing these strategies have led to several different organizational models for sustainability in local communities across Canada51. Many of the stories in this workbook relate to these models.
Area-Wide Approaches
Area wide approaches involve like organizations, for example Big Brothers Big Sisters agencies or Boys and Girls Clubs, linking together as one regional organization with satellite, branch or field offices. The model varies from federations to full mergers. The approach leads to a greater capacity to focus on all of the sustainability strategies.
The stories about Squamish (page 94) and Abbotsford, Mission, and Ridge Meadows (page 96) are examples of this model. Their and others’ experience suggest several factors for achieving success:
- Consider using an experienced facilitator to guide the processes of negotiating, planning, and implementing.
- Ensure a solid foundation is in place on which to build the area-wide approach. This means the “hub” organization needs a strong Board, Executive Director, set of policies, administrative processes, and financial base.
- Keep a close view to what is sustainable in both the short and long term. Do not bite off more than can be chewed. Ensure that the realities of a satellite or field office are well researched, and that a solid business plan is put in place for developing the area-wide approach.
- Ensure that solid organizational systems, processes, and structures are in place, that are efficient and effective, and open to future program growth.
- Be sensitive to the unique context of each partnering community. Be flexible, remembering that what works well in one community may not be the right approach in another.
- Consider using advisory committees for the satellite or field offices as a way to encourage local community involvement and ownership. Utilize the contacts and skills of advisory committee members to provide input on community needs, and to generate local resources.
- Recognize that advisory committees can be time consuming, but that their payoff is well worth the investment of time and energy.
- Consider having representation from the satellite or field office community on the larger Board; or, at least have the local advisory committee formally report to the Board.
- Ensure that the job descriptions and terms of reference for the satellite or field office staff and advisory committee members are very clear. Be clear about the nature of the relationship between the satellite or field office and the central “hub”, and about expectations and levels of local autonomy.
- Hire local staff who possess diverse skills and leadership qualities, and have the capacity to work independently. Distances might prevent regular direct supervision and support.
- Make sure that the managers who are overseeing the satellite or field office understand the distinct dynamics of the local community, and are committed to making sure that the field or satellite office is successful.
- Encourage a lot of communication with the satellite or field office community, the advisory group, and local staff.
Multi-Service Agencies
A multi-service agency acts as a coherent and coordinated umbrella for offering a wide range of programs and resources. In this approach, Big Brothers Big Sisters programs and Boys and Girls Clubs may be a part of a larger organization; or, they themselves may be multi-service agencies, offering diversified programs.These developments have led to the now often heard advice: “Be careful about making assumptions regarding what an organization’s name means.”
The stories about Miramichi (page 17), Stettler (page 18), Red Deer (page 58), and Delta (page 129) are examples of this model. Their and others’ experience suggest different arguments for this approach, and several factors for achieving success.
Offering a range of diverse services strengthens your organization in a number of ways:
- There is a higher community profile, broader public recognition, and an increased appeal to a variety of funders, donors, volunteers, and clients.
- It is easier to obtain funding and recruit volunteers.
- The diversified funding and program base means that cutbacks in one area need not result in the loss of the whole organization.
- Ongoing funding contracts for particular services provide support for the organization’s infrastructure. In turn, this reduces the financial load on community-supported programs.
- A sense of community, pride, and morale grows as people in the community identify the organization as “the one” to turn to for help for a variety of purposes and concerns.
- The organization can offer a one-stop access point for families looking for help, with a wide spectrum of integrated services.
Becoming an umbrella for a number of services creates advantages:
- A single Board overseeing several programs or smaller organizations is an efficient and effective use of volunteers particularly in small communities.
- The umbrella approach leads to enhanced images and profiles in the local community.
- Administrative functions are streamlined, duplicated staff positions are eliminated, and efficiencies are found.
- The one-stop shop approach offers a wide spectrum of “wrap around” programs for all children, youth, and families.
- Volunteers and service users have easier access to all services, and easier transitions among programs.
- There is a better use of staff resources, a more diverse set of staff skills and competencies, and greater staffing flexibility.
- The broader scope of programs under one roof creates a wider appeal for volunteers and donors.
- Funders and donors view umbrella organizations as being efficient, and as making more effective use of the available funds.
- Programs that are valuable but struggling can be temporarily supported by the successes of other programs and the organization as a whole.
- A critical mass is achieved. One larger, more diverse organization has greater capacity than the sum of two or three smaller organizations.
Several factors contribute to success in creating diversified, multi-service organizations:
- Strength and stability in your agency and its core programs is necessary for diversified program approaches to be successful.
- Your core Big Brothers Big Sisters or Boys and Girls Club programs must remain the foremost priority. Do not allow alternative programs to dilute the core programs.
- Extensive networking allows you to identify community needs, diversification opportunities, and potential partnerships. It might also bring your agency to the attention of funders and donors who are looking for an organization to host a new program.
- Do not reinvent the wheel. When looking for diversification ideas, consider successful programs in other communities, and adapt them to fit the needs of your community. Ask: “How can we make this fit for us? How can we make this fit our funder’s goals?”
- Be flexible and open-minded. Be willing to stretch the definition of your organization’s mandate. But beware of straying too far from your central mission, as you could lose your identity and credibility. Be sure that the new programs have some fit with your organization’s mandate and capacities.
- Beware of money chasing. Do not create a new program just because funding is available. Be sure that your organization has the capacity to make the new program successful. Ask: “Are we the best agency to deliver this program?”
- Beware of the flavour of the month. A program created around a trendy community issue will not contribute to long-term organizational sustainability. Ensure that the new program is needed and will be supported.
- When new programs take you into a new part of the community or a new client group that your agency has not served before, be sure that you have connections there, as well as an invitation to venture into the new territory.
- Pay attention to stability in your staff group. Low staff turnover supports organizational sustainability and success in new programs.
- Invest in team building as well as in staff and Board development.
- Board support for a diversified program approach is critical. Provide them with a strong rationale for the new programs, a business and funding plan, and proof of the positive impacts that the new programs will have on the people to be served.
- Put aside issues of ego and turf, and fears of losing funding or becoming “lost” in a larger organization. Look beyond the interests of each individual program to the collective interest of the community and those you serve.
- Be guided by your mission, and be sure that there is a “fit” among the mandates of the programs and/or organizations coming together into a multi-service organization.
- Create a task group that will move the multi-service approach forward. Enlist the support of some visionaries who are enthusiastic, loyal to the causes, and have a track record for making things happen.
- Consider using a facilitator to lead your programs and their stakeholders in a process that can create an organizational approach that best serves the community.
- Communicate with all stakeholders regarding their needs and the multi-service agency’s vision and organizational approach. Tell and retell your organization’s story to the community in such a way that they are encouraged to believe in what you do, and bring support to the table.
- Pay attention to your image. Create a recognizable identity for the larger umbrella organization, while still doing specific activities within the individual programs that maintain their identities and mine the value of their brand names.
- Strive to grow, but be careful not to lose your grassroots, community-based approach.
Deep Partnerships
The third model is partnerships. This is explored in much more detail in Part 4 of this workbook.
The stories about the Sunshine Coast, Wainwright, Edmonton, and Delta are examples of this model. Their and others’ experience suggest several factors for achieving success with partnerships:
- Focus on your purpose. Ask, “Why are we here?” Ensure the partnership’s plans and decisions fit that purpose.
- Keep things as simple as possible. Avoid taking on too much too fast or getting in over your heads.
- Develop tangible products and/or services to offer your partners and the community. In that way, everyone can see some concrete benefits of the collaboration.
- Work on building trust among partners. Address the trust issue on an on-going basis. Acknowledge each other’s separate agendas.
- Find ways to help partners represent the partnership and the broader cause without feeling that they are betraying the interests of their individual agencies.
- Work at communicating to the community and to the participating agencies who the partnership is, and what it does.
- Develop methods of sustaining leadership within the partnership. Make sure there is a leadership succession plan.
- Recognize that things tend to happen slowly when working in a partnership, and set your expectations accordingly.
- Realize that, to accomplish more ambitious goals, partnerships need the support of paid staff whose job it is to work towards the partnership’s goals.
- Be flexible. Have the courage to revisit the partnership’s plans and decisions.
- Research how other partnerships operate, and use the learnings.
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