Step Six:  SUSTAIN THE EFFORT

Prevention projects often begin with a flurry of activity, excitement, and hope. However, they are often set into motion after receiving funding that is limited in size, scope, and purpose. Over time, excitement can dwindle, and funds will diminish. Routine events, such as staff members changing jobs, other prevention projects beginning or ending, or the emergence of new drug patterns and behaviors, can greatly affect an ongoing prevention project. As a result, it is vital to ensure that the project is sustained at least for the expected duration of the project. In many cases, the project may become the basis for a prolonged, larger, or different prevention project.

In this context, sustainability refers to the ability of a prevention project to continue to operate throughout the expected life of the project and beyond any period of initial funding.

It is useful to consider program sustainability through the eyes of the States, Federal Government, and funding sources, such as foundations. From their perspectives, sustainability requires grantees to be service providers, evaluators, and fundraisers. Government agencies and other funding sources are more likely to support programs that enhance government priorities and systems, are community driven, are high quality, have ongoing evaluation, and strong management and fiscal practices. They are more likely to provide funding when programs are of reasonable cost and have the potential for replication, modification to meet changing community needs, and providing technology transfer and other by-products. As a result, funding sources often require programs to begin sustainability planning during the first year of a program.

There are several steps that can help to improve sustainability of prevention programs. These include planning for funding changes, sustaining collaboration with partners, providing ongoing training, and publicizing activities and successes.