Develop resourcing strategies built on current market principles and procedures.
In this final paper I explore the possibility of creating a non-traditional housing program for adults with developmental disabilities in my community. This proposal was loosely based on the Mission Model Canvas, a tool we learned out during the course.
The proposal presents the context of the social issue and includes an analysis of the current state of disability services in Arizona. This foundational understanding helped guide my thinking around the key partners, activities and resources that the proposal aimed to accomplish while also identifying the value proposition and buy-in support that would be necessary for the success of the project. I then went on to identify the beneficiaries of the program and create a deployment plan and loose budget for the project. Finally I present how the project would achieve its mission and what impact factors would need to be present for the project to create change.
In the proposal I conclude:
The suggested proposal for the development of a transitional housing program for individuals with disabilities consisted of five main objectives as outlined based on the Mission Model Canvas and was comprised of recommended actions and research, with the aim of creating a well-thought-out social impact model that could be used to create an innovative program for adults with disabilities looking to gain independence while also meeting a larger community need for service delivery options that provide quality housing to those individuals.
Support services will always be necessary and unmoving in the disability community—it is unlikely there will ever be a cure for Downs Syndrome or Cerebral Palsy— but the way in which services are delivered can be changing and fluid meeting the needs of people in unexpected and unique ways. The outline presented here is not only important for people with disabilities and the other beneficiaries identified in this framework but it also serves as another example of the power and innovation social impact programs provide to communities—making proposals like this one proof of a larger transformation happening in the non-profit and social sector industry regardless of the issues they support or the change they are hoping to elicit within their area of focus.
Change in Profession
Since I was unable to tie this project directly to my Capstone work ,I chose to use this paper as an opportunity to develop a plan that could be presented to the Executive Director at the organization I worked for at the time. This idea gained traction and was eventually presented to the COO of the organization with the support of the Vice President of Church Relations. The project wasn’t adopted and was shut down pretty quickly because of budget and time constraints. However, I learned it was possible to present an out-of-the-box idea in a way that would garner positive attention and would be easy to understand—this is in large part due to our work with the mission model canvas and our collaboration course.
Change in Relationships
I wouldn’t say this paper or program learning outcome impacted my relationships but it did make me a more credible employee and proved that I was capable of thinking critically about operational plans and programming. This led to my coworkers seeing me as more than a fundraiser. In a way, it made me more reliable and proved that others could approach me with their own out of the box ideas.
Change in Self
I’m less afraid to get involved in operational and programmatic work since starting the program at Claremont Lincoln. I seek out more cross-functional work and welcome the opportunity to engage the work of fundraising in partnership with other departments at my organization. I learned that I have the ability to see things a bit differently because of my background in development and that it is important that I continue to push my professional boundaries.
The Mission Model Canvas – An Adapted Business Model Canvas for Mission-Driven Organizations by Steve Blank.