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A state teen pregnancy prevention organization is most likely to sustain its efforts to promote science-based approaches when: 1) its programs are continuously funded, 2) key stakeholders and funders are willing to invest in the growth and development of the organization itself, and 3) leaders and staff of the organization have a strong, multi-level commitment to internal and external organizational sophistication.
Most state teen pregnancy prevention organizations – and indeed, most non-profits - tend to progress through several developmental stages as they move from smaller to larger organizations; from short-term projects to longer-term efforts; from limited outcomes to broad impact; and from financial instability to organizational sustainability. The first developmental stage focuses on the financial stability of program efforts, the second on organizational fundability, and the third on organizational sophistication.
State organizations may initially seek program stability by raising money to support educational trainings, research projects, statewide needs assessments, or even advocacy and media campaigns. Over time, the organization’s leaders recognize that program continuity is simply not enough. To become a fundable organization, they need to build institutional support and confidence among key investors. They need unrestricted general funds to support the organization as a whole, not simply program funding. As the organization continues to evolve, its leaders recognize that program stability and organizational fundability are necessary but not sufficient. To build a truly sustainable organization, one which thrives both internally and externally, they must dedicate sufficient time, effort, and resources to achieve a high level of organizational sophistication.
For an organization to be stable, it has to be effective in securing resources to sustain its programs. At this level, leaders must know the basics of grant writing, fundraising, networking, and resource development. The organization must also have competent staff and a well-functioning, participating board.
For an organization to be fundable, it has to be effective in explaining its work to an external audience in a way that builds the confidence of stakeholders and potential funders. At this level, leaders must be able to: 1) establish effective, legal and appropriate systems, policies, and procedures relative to leadership, staff, stakeholders, funders, and clients; and 2) develop skills and strategies for marketing the organization’s competence, effectiveness, and success to outsiders.
For an organization to be sophisticated, it has to be effective in facilitating extraordinary commitment from stakeholders, funders, clients, leadership, and staff because all these contribute to making the organization consistently extraordinary. At this level, leaders must know how to establish a culture of excellence within the organization. This includes, but is not limited to: fine-tuning and maximizing organizational operations; nurturing the continued growth of the board; effectively managing, growing, mentoring, and inspiring staff; and effectively telling the story of the organization to the outside world.
What is Your Organizational Sustainability Status?
The following Organizational Sustainability Continuum chart offers an “at-a-glance” explanation of the key characteristics which define each stage of organizational development. Use the chart to determine where your organization currently “sits” on the continuum and set benchmarks for further growth and development. As you consider your organization’s sustainability status, remember that:
- Movement from one level to the next is not always as clear and distinct as the chart may suggest.
- One level is usually built upon the preceding one (as you move horizontally across the chart). That is why the word “PLUS” appears in the last two columns. For example, a sophisticated organization seeks funding to maintain specific programs PLUS continues to prove its fundability PLUS establishes an internal culture of commitment to mission.
- It isn’t necessary to work on the areas in any specific order. Even if a particular area status is ‘stable,’ the organization’s leaders are likely to be planning for improvement. However, most organizations can’t work at the same intensity on all three levels simultaneously. Time and available resources usually dictate a more linear progression from one level to the next.
- Ideally, an organization would reach the point of sophistication in all areas and remain at that level throughout the rest of its life time. But, organizations, like any dynamic system, are vulnerable to change. Changes in key leadership or staff, challenging economic times, organizational setbacks, and media attacks from groups with opposing viewpoints can propel even the most sophisticated organization back to a focus on day-to-day stability.
- Leadership differs at each stage on the Organizational Sustainability Continuum and requires different skills.
Organizational Sustainability Continuum
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Stable
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Fundable
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Sophisticated
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My organization is most CONCERNED about:
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Seeking funding to maintain specific programs
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PLUS Proving fundability by building capacities that convey competence that facilitate strong external relationships
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PLUS Establishing an internal culture of commitment to mission and excellence through building and maintaining solid, effective infrastructure that contributes to increasing general operational funds.
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My organization’s leadership is mostly DRIVEN by:
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The need to keep our programs in place
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PLUS The desire to grow the organization
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PLUS The desire to thrive through commitment to the organization’s mission and values.
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The AUDIENCE my organization is most focused on today is:
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The client who depends on or needs the program
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PLUS Stakeholders & funders who look at the organization to see if it is worthy of support and investment
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PLUS Board & staff whose extraordinary passion and commitment sustain the organization at its best
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The INTERNAL skills currently used most are:
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Grant prospecting and proposal writing
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PLUS Creating organizational policies, procedures, and plans (strategic and others) that strengthen our infrastructure
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PLUS Identifying, adopting, and using strategies to build an organizational culture that affirms, empowers, and inspires leaders and staff
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The EXTERNAL skills currently used most are:
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Networking and building basic relationships with funding sources
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PLUS Seeking multi-year funding from diverse sources and marketing the organization’s capacity and competence to a broader group of funders
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PLUS Telling the organization’s story in compelling ways that highlight its vision, mission, strategic goals, and record of success
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My organization APPEALS for support on the basis that:
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“This program fills a critical need.”
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PLUS “We are worthy of your support because you can count on us to do the job well.”
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PLUS “We are an extraordinary organization with effective policies, an ability to make systems change, and a record of consistently and successfully fulfilling our mission.”
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The TYPE of funding we’ll take is:
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Any funding!
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PLUS Funding for operations, growth, and further development
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BUT Only funding that is consistent with the mission and values of the organization
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OUTCOME:
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Organization with Program Continuity
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Organization with Strong Infrastructure Organization
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Organization
that Thrives
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So, what is your Organizational Sustainability Status?
What would you like its Sustainability Status to be?
Whether you are trying to move toward fundability or sophistication, or you are working to maintain your current status, Advocates for Youth can help.
For additional information:
Advocates for Youth
Teen Pregnancy Prevention Initiatives
2000 M Street, NW, Suite 750
Washington, DC 20036
Phone 202-419-3420
www.advocatesforyouth.org
Written by Tom Klaus, MS; with contributions from Laura Davis, MA; Barbara Huberman, RN, MEd; Tanya Gonzalez, MPH; and Elizabeth Umbro, MPH Candidate © 2008 Advocates for Youth
2008-01-14 ASH/TPP/PSBA-Sustain Status
This publication is made possible through a Cooperative Agreement (Grant #: 5U58/DP324962-03) with the Centers for Disease Control and Prevention (CDC). Any part of this publication may be copied, reproduced, distributed, and adapted, without permission of the authors or the publisher, provided that the materials are not copied, distributed, or adapted for commercial gain and provided that the authors and Advocates for Youth are credited as the source on all copies, reproductions, distributions, and adaptations of the material.
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