Resourcing and Sustaining the Transition
Transitioning to family care requires a new way of conducting business and addressing the needs of children. Depending on the services, systems, staffing, and funding already in place, this will likely involve significant changes with respect to internal operations and to how the organization functions in relation to the larger community. Building the capacity of an organization’s internal financial and human resources while strengthening external partnerships to better serve children and families forms a foundation upon which the work of transition can take place.
A new business model provides a clear plan for reallocating organizational assets, addressing staffing needs, refining budgets, and cultivating funding sources to support the transition and sustain any new or continuing programs or services. A transition away from “business as usual” requires a strong internal team to bring about the necessary changes. Informing and actively engaging staff while addressing their concerns is crucial to their support of a smooth transition process. Donors, ministry partners, and volunteers also have important roles to play and careful thought will need to be given to how best to engage their support of family-based care for children. Developing a clear plan for monitoring and evaluation provides a way to assess programs and track progress on key outcomes for children, families, and communities.