Using the Program Sustainability Assessment Tool to Assess and Plan for Sustainability

Abstract

Implementing and growing a public health program that benefits society takes considerable time and effort. To ensure that positive outcomes are maintained over time, program managers and stakeholders should plan and implement activities to build sustainability capacity within their programs. We describe a 3-part sustainability planning process that programs can follow to build their sustainability capacity. First, program staff and stakeholders take the Program Sustainability Assessment Tool to measure their program’s sustainability across 8 domains. Next, managers and stakeholders use results from the assessment to inform and prioritize sustainability action planning. Lastly, staff members implement the plan and keep track of progress toward their sustainability goals. Through this process, staff can more holistically address the internal and external challenges and pressures associated with sustaining a program. We include a case example of a chronic disease program that completed the Program Sustainability Assessment Tool and engaged in program sustainability planning.

Assessing the Role of Faith-Based Organizations in Health Promotion

“…However, this was not possible under the existing funding conditions. Consequently, interventions that succumb to funding issues may also witness deterioration of achievements (Calhoun, Mainor, Moreland-Russell, et al, 2014). In an assessment across 9 districts, autonomy and intervention assimilation, following the endowment period, were issues of primary concern for the majority (Shediac-Rizkallah & Bone, 1998).…”

“…According to Calhoun, Mainor, Moreland-Russell, et al (2014), "Building capacity involves developing processes that allow programs to leverage resources to effectively implement evidence-based policies and activities" (p. 1). One suggestion encourages leaders to observe what is necessary in light of capital (Calhoun, Mainor, Moreland-Russell, et al, 2014).…”

“…One suggestion encourages leaders to observe what is necessary in light of capital (Calhoun, Mainor, Moreland-Russell, et al, 2014). A study dealing with financial insecurities, employed strategies to pinpoint issues that hindered progress overall (Calhoun, Mainor, MorelandRussell, et al, 2014).…”

“…A study dealing with financial insecurities, employed strategies to pinpoint issues that hindered progress overall (Calhoun, Mainor, MorelandRussell, et al, 2014). By working through issues, they isolated the program components which were necessary to long-reaching endurance (Calhoun, Mainor, Moreland-Russell, et al, 2014). They discovered that communication endeavors were not conducive to attracting sponsors.…”

“…They discovered that communication endeavors were not conducive to attracting sponsors. Hence, they devised a strategy to not only highlight their achievements, via readily available technology, but to foster relationships that would impact future endeavors (Calhoun, Mainor, Moreland-Russell, et al, 2014). Considering that financial backing is fundamental, irrespective of program maturity and proficiency, managers should initiate efforts by developing a continuous "logic model" (Calhoun, Mainor, Moreland-Russell, et al, 2014).…”